Page 78 - HA Convention 2015

Masterclasses

MC2.1 Hospital Designs 14:30 Convention Hall A

Monday, 18 May Creating an Environment of Health
Galvin A
BVN Donovan Hill, Australia

Our hospitals are public and civic buildings that treat citizens that have fallen victim to illness and injury - a hospital is the
security bedrock of a stable society.

“…Hospitals are also built catastrophes, anonymous institutional complexes run by vast bureaucracies, and totally unfit for
the purpose they have been designed for. They are hardly ever functional, and instead of making patients feel at home, they
produce stress and anxiety. Staying in a hospital is an alienating experience that separates a patient from his family and
friends, confronts him with a labyrinthine structure that makes him feel lost, presents him with the hospital clock that now
determines his life, and often forces him to share a room with total strangers. Nobody in his right mind would ever volunteer
to spend time in a hospital…” said The Architecture of Hospitals, Dr Cor Wagenaar.

Hospital architecture is not just a matter of constructing a building: it is a question of balancing the needs of an ever-
changing professional environment; providing for efficient and effective workflows, developing technologies, patients with
varying and increasingly complex illnesses, sophisticated engineering systems, etc. whilst also navigating and incorporating
social and environmental sustainability, economics, and most importantly - human beings.

The architect plays a critical role in working with health providers at all levels to synthesise clinical, clinician, carer and patient
needs. Through understanding and accommodating new models of care and service delivery and through learning from other
building types such as; the home, the airport, the workplace and our urban and community centres, it is possible to realise a
new kind of hospital.

The Royal North Shore Hospital in Sydney, Australia, New South Wales Health’s largest capital project in the history of
New South Wales, will be used as a case study to demonstrate how a new state-of-the-art tertiary hospital navigates the
requirements of sophisticated clinical services delivery whilst providing an environment that fosters dependability, security
and optimism for patients, a positive and encouraging workplace for staff, and a meaningful and connected new civic
building for the local community.

MC2.2 Hospital Designs 14:30 Convention Hall A

HOSPITAL AUTHORITY CONVENTION 2015 Optimise the Performance of Your Healthcare Assets: Driving Better Outcomes for Patients, Staff and the
People of Hong Kong
Humphreys A
EC Harris, UK

A rapidly ageing population, increased demand and a limited community care system is placing Hong Kong’s public and
private healthcare facilities under greater pressure than ever before. To address these challenges, the government has
allocated 13.8% of the total expenditure in this year’s budget on healthcare to help build new hospitals and redevelop
existing facilities. On top of this, an additional funding of more than HK$660 million has been allocated to enhance elderly
services and facilities.

However, many programmes proposed in the schemes take time to develop and will not provide an immediate solution to
the rapidly rising demand which has spiked by up to 130% in some of the public hospitals during the peak flu season. With
additional constraints on available labour and capital, operators and owners of healthcare assets in Hong Kong need to look
for alternative solutions to drive optimum performance from their assets.

Having an understanding of how their hospitals currently perform against the best in-class organisations in healthcare
and other market sectors can enable Chief Executive Officers and Chief Financial Officers to prioritise their capital and
operational expenditure budgets. This will not only drive higher levels of efficiency but also ensure the investment delivers the
best possible outcomes for their patients, staff and the people of Hong Kong.

This presentation will (1) provide an analysis of how these operational costs are expended across the lifecycle of a clinical
facility; (2) consider how the costs of maintaining and managing a health facility affect operational efficiency; (3) describe
methodologies for understanding where operational inefficiencies may lie and how these can be addressed; and (4) explain
how focussed operational audits and surveys on areas such as energy usage can reduce operating costs that spare capital
on the provision of frontline services.

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