Concept development Haga Hospital 17 september 2015
Marije Talstra • 2015 Healthcare consultant at fluent • 2003 - 2015 Healthcare consultant at Twynstra Gudde • TUDelft, real estate & housing, urban planning
2
Projects
Groene Hart Ziekenhuis - Gouda
UMC Utrecht
Isala Klinieken - Zwolle
Bernhoven - Uden
HagaZiekenhuis – Den Haag
Prinses Maxima Centrum voor Kinderoncologie 3
Haga hospital a new competitive and distinctive hospital Client • one of the largest hospitals • a merger of three regional hospitals Challenge • realize a competitive and service-oriented hospital • concentration at one of the excising sites Solution • a new workflow -> starting point for design, organization development and ICT Activities • business plan • new workflow and hospital concept • program of requirements • project management
Integrated approach for a working hospital
Real Estate Strategy
How does our future hospital organisation function? What do we need to change to achieve the objectives?
Potential of the Location Vision, Mission & Objectives
Workflow and hospital concept Business Plan
Client Base & Opportunities
Programme of requirements
Organisation Physical place Systems (ICT) Services
External Factors & Threats
5
Key elements of our approach • Good balance between outstanding quality and costs • Inspired innovation: housing as leverage for better care • Comprehensive results with services, housing and IT that strengthen the primary work process • Expertise combined with dialogue • Experience new possibilities
32 bezoeken 5000 km
6
Ways in which real estate can add value 1. Increase client satisfaction 2. Improve cost structure and use of assets 3. Support image/appeal 4. Increase flexibility 5. Support learning capacity and innovation 6. Increase productivity 7. Improve employee satisfaction and working conditions 8. Strengthen risk management 9. Support /stimulate organisation and culture change 10.Support entering into strategic alliances Overview based on Nourse & Roulac 1993, De Jonge, Krumm, Gibler, De Vries
7
Innovation themes Uitgangspunten
Hospitality Structuring functions
Production prognosis and capacity
Collaboration and sourcing Flexibility
New ways of working
Inspiration hospitality St. Charles Medical Center Seven rules
• Better care • Healing environment • A healthy organisation
9
Inspiration new ways of working
10
Innovation collaboration and sourcing
11
Innovation structuring functions • …. • ….
facilitair centrum verpleegomgeving moeder kind centrum
acuut centrum
onderzoeks omgeving
behandelomgeving
medisch ondersteunend centrum
kantooromgeving consultomgeving
publieksomgeving Hotel Acute patiëntenstromen Grootste patiëntenstromen Overige patiëntenstromen
Hotfloor Kantoor Overig
12
Innovation flexibility
Ombouwen m2 nuttig Tijdens bouw Commerciële meters toevoegen Vervallen Jutters Toevoegen ouderenkliniek Onzekerheid capaciteit IC Na bouw Vernieuwen OK Zorghotel wordt dagverpleging Van standaard OK naar hybride OK Decentralisatie KNO (polikliniek Leyweg) Decentralisatie Dermatologie (polikliniek en functieonderzoek Leyweg) Decentralisatie Liesbreuken (25% oppervlakte polikliniek chirurgie) Decentralisatie 1e lijnsdiagnostiek (20% oppervlakte radiologie) Uitplaatsen totaal oppervlakte MMB Uitplaatsen totaal oppervlakte PA Uitplaatsen totaal oppervlakte Hematologisch lab Uitplaatsten 50% mogelijk externe kantoren Groei Hartcentrum (incl. uitbreiding 1 HCK) Groei Moeder Kind Groei SEH Groei AODA Groei dagcentrum 1 beschouwend Groei spreekuuromgeving Groei radiologie Groei dagcentrum 2 en OK-complex Groei algemene bedden Verbouw radiologie Verbouw OK
Groei m2 nuttig
Vernieuwen
150 482 22 bedden 3 bedden groei/krimp
10 bedden 1 OK 325 260 150 330 720 605 292 750 100 400 200 50 50 800 200 300 22 bedden specifieke modaliteiten 4 OK's
13
Production prognosis and capacity • portfolio analysis -> production prognosis • standard indicators -> required capacity • standard indicators -> the gross, usable surface area required
14
This is the future! https://www.youtube.com/watch?v=xKWPOwRqmrY
15
Questions?
16
