Concept development. Haga Hospital. 17 september 2015

Transcriptie

1 Concept development Haga Hospital 17 september 2015

2 Marije Talstra 2015 Healthcare consultant at fluent Healthcare consultant at Twynstra Gudde TUDelft, real estate & housing, urban planning 2

3 Projects Groene Hart Ziekenhuis - Gouda UMC Utrecht Isala Klinieken - Zwolle Bernhoven - Uden HagaZiekenhuis Den Haag Prinses Maxima Centrum voor Kinderoncologie 3

4 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

5 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 Business Plan Workflow and hospital concept Programme of requirements Organisation Physical place Systems (ICT) Client Base & Opportunities External Factors & Threats Services 5

6 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

7 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

8 Innovation themes Uitgangspunten Hospitality Structuring functions Production prognosis and capacity Collaboration and sourcing Flexibility New ways of working

9 Inspiration hospitality St. Charles Medical Center Seven rules Better care Healing environment A healthy organisation 9

10 Inspiration new ways of working 10

11 Innovation collaboration and sourcing 11

12 Innovation structuring functions.. moeder kind centrum verpleegomgeving facilitair centrum medisch ondersteunend centrum acuut centrum onderzoeks omgeving kantooromgeving behandelomgeving consultomgeving publieksomgeving Acute patiëntenstromen Grootste patiëntenstromen Overige patiëntenstromen Hotel Hotfloor Kantoor Overig 12

13 Innovation flexibility Ombouwen Groei Vernieuwen m2 nuttig m2 nuttig Tijdens bouw Commerciële meters toevoegen 150 Vervallen Jutters 482 Toevoegen ouderenkliniek 22 bedden Onzekerheid capaciteit IC 3 bedden groei/krimp Na bouw Vernieuwen OK Zorghotel wordt dagverpleging 10 bedden Van standaard OK naar hybride OK 1 OK Decentralisatie KNO (polikliniek Leyweg) 325 Decentralisatie Dermatologie (polikliniek en functieonderzoek Leyweg) 260 Decentralisatie Liesbreuken (25% oppervlakte polikliniek chirurgie) 150 Decentralisatie 1 e lijnsdiagnostiek (20% oppervlakte radiologie) 330 Uitplaatsen totaal oppervlakte MMB 720 Uitplaatsen totaal oppervlakte PA 605 Uitplaatsen totaal oppervlakte Hematologisch lab 292 Uitplaatsten 50% mogelijk externe kantoren 750 Groei Hartcentrum (incl. uitbreiding 1 HCK) 100 Groei Moeder Kind 400 Groei SEH 200 Groei AODA 50 Groei dagcentrum 1 beschouwend 50 Groei spreekuuromgeving 800 Groei radiologie 200 Groei dagcentrum 2 en OK-complex 300 Groei algemene bedden 22 bedden Verbouw radiologie specifieke modaliteiten Verbouw OK 4 OK's 13

14 Production prognosis and capacity portfolio analysis -> production prognosis standard indicators -> required capacity standard indicators -> the gross, usable surface area required 14

15 This is the future! 15

16 Questions? 16