Hospital Planning and Optimization
Assessment of Hospitals and Hospital Managers/Owners by/in Planning, Construction, Equipping, and Operation
"In the planning of new departments - as well as new hospitals - we consider personnel, activities, and processes foremost; only then do we turn to
aspects of architecture and technology."
Our interdisciplinary team comes directly out of the clinic, and its members have had multifarious experiences there regarding the problems that inefficient
(i.e. insufficient) organizational structure and process direction can cause for the overall quality and economy of medical services. Armed with these personal
experiences, we may individually examine the structures, processes, and performance of a department in the context of the target “master plan” of each particular
hospital. Here we are interested in not only the usual "figures" and “statistics” concerning a department, but also the local human, physical, and technical
conditions that must be taken into account to achieve the best possible medical care under economical conditions. What procedures and processes are carried out
under the current circumstances? Are there traditional, hygiene-related, or other special requirements for its operations? What sorts of weaknesses interfere with
the patients and staff? And what ideas do they have to create a more processes-friendly, secure, and efficient and efficient environment? In providing professional
and efficient advice as well as sound and sustainable planning, specifications, description of the Standard Operating Procedure (SOP), and - in the case of a
building reconstruction or new project - exact specifications for the architect are our most important instruments. Only when these goals, activites, processes,
and areas (including equipment) have been developed and defined do we draw up formal plans. Through this concentrated and well-structured procedure, the overall
effort required of planning teams (and especially architects) may be dramatically reduced.
Specifications:
In planning, we direct our energies at the initial task of the project with the management and financiers (e.g. the institution of the hospital, financial management, ministries, etc.): to create a specific “plan of attack.” In this set of specifications, the goal of the project and conditions - in terms of financial and human resources - must be agreed upon. This assumes that the current performance indicators of the hospital (or a particular department) were previously collected and as well known as future objectives (business plan). Among those involved in the project, the basic parameters of the project must be clarified and agreed upon. This process established an objective plan/master plan/ business plan for the hospital.
Standard Operating Procedure / SOP
Once the objectives of the project have been laid down in writing in the schedule, the actual processes and suggestions for organizational management, construction, and (especially) operational structure will be analyzed, discussed, and evaluated in workshops with the staff. From this follows the new, efficient, safe organizational structure that is documented in a detailed description.
Objectives
This documented Standard Operating Procedure (SOP) must be supported by procedural architecture, building services, and medical equipment in the individual rooms.
Not only this, but we must carefully consider particular hygienic requirements, as well. In as list of objectives, the relation of individual facilities to each
other, their functions and furnishings (technology, furniture, etc.), and other characteristics are described and listed. This set of details can be used as a
supplement to the usual blueprints. Armed with this list, the architect can now begin initial implementation proposals (“scribbles”), which are then checked
against the described processes (staff, patient, material) and hygiene requirements.
