Visions for the hospital service in Region Zealand We create the hospital-service of the future through coherence and development

Transcription

1 Visions for the hospital service in Region Zealand 2020 We create the hospital-service of the future through coherence and development

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3 We create the hospital of the future through coherence and development Visions We ensure coherence in care procedure We give patients a say in their treatment The hospital is an attractive workplace We invest in research, learning and innovation The hospital is flexible, efficient and sustainable The hospital restores health and creates wellbeing We make use of technological possibilities Prerequisites and trends for the hospital service of the future From thought to vision Contact: ledelsessekretariat@regionsjaelland.dk September 2012 REGION SJÆLLAND 3

4 WE CREATE THE HOSPITAL OF THE FUTURE THROUGH COHERENCE AND DEVELOPMENT Our visions for the future hospital service in Region Zealand must facilitate continued development of all the Region s hospitals and the hospital service we are planning today must incorporate the emerging trends and opportunities of tomorrow. Region Zealand has adopted an ambitious hospital-plan to be implemented over the years through to The hospitalplan distributes the tasks across six hospitals with different specialist profiles that need to work together as a single hospital. Danish champions in well-thought-out care procedure! By 2020, Region Zealand s hospital service is characterised by our aptitude for creating well-thought-out care procedure. This needs to be our special strength! We need to be the best in Denmark at this! And this requires us to develop over the years ahead. First and foremost, we are responsible for creating wellthought-out care procedure at and between hospitals, and we also have a definite joint responsibility to build bridges, especially with the municipalities and GPs. 4 REGION SJÆLLAND

5 By focusing on coherence, we can create effective, highquality care procedure, and we can implement our hospitalplan to take account of the Region s geographical challenges. By focusing on coherence, we can achieve a high level of patient and employee satisfaction. Development Our hospitals must focus on development both professional and organisational. We must develop in order to achieve our many ambitious goals. We must develop in order to be able to keep up with patients demands and expectations. We must also develop in order to ensure that annual productivity requirements, and resources which remain limited, are converted into good, sound solutions for the benefit of the patients and all the employees as they carry out their duties. Seven visions Coherence and development are the framework of our visions towards We have formulated seven visions that support this overarching focus: We ensure coherence in care procedure We give patients a say in their treatment The hospital is an attractive workplace We invest in research, learning and innovation The hospital is flexible, efficient and sustainable The hospital restores health and creates wellbeing We make use of technological possibilities REGION SJÆLLAND 5

6 VISION WE ENSURE COHERENCE OF CARE PROCEDURE In Region Zealand, the patient experiences a hospital service that systematically focuses on creating the best care procedure. This is achieved through good planning, a high level of professionalism, flexibility and quality of treatment, and by constantly developing ourselves and implementing new solutions and technologies. Rehabilitation and prevention in the hospital starts with the general health of the patient. The hospital takes joint responsibility for the patient s care pathway and builds bridges between the different healthcare professionals. This cooperation is supported by IT systems that ensure the right information is available to all relevant parts at all times. Relatives play a significant part and are a key resource, both for the patient and for the hospital. Accordingly, the hospital is organised to make room for relatives, and to enable them to engage constructively with the staff. 6 REGION SJÆLLAND

7 THIS MEANS The individual treatment begins with standardised care and treatment procedure The hospital is organised and the interior is designed around the care pathway and rapid diagnostics. The hospital s work integrates promotion of good health and prevention into the care pathway The hospital helps patients to take responsibility for their own treatment and their general health The role of relatives is strengthened by making room for them in the treatment process IT gives professionals, patients and relatives the opportunity to plan and to accompany the patient throughout the hospital treatment and across the sectors REGION SJÆLLAND 7

8 VISION WE GIVE PATIENTS A SAY IN THEIR TREATMENT Involved patients become active and committed participants in their own treatment process. Involving the patients helps to enhance the quality of their treatment. For this reason, the hospital gives high priority to patient empowerment. The hospital and the patient cooperate to inform the patient about his or her condition and treatment. Patients are brought in on significant decisions and are invited to contribute their own knowledge and experience. This enhances the care pathway and helps to improve the coherence of the individual patient s pathway. 8 REGION SJÆLLAND

9 THIS MEANS The medical assessment is given on a scientific basis while at the same time the patient s treatment pathway is tailored to match the particular patient s situation and capabilities. Greater use must be made of each patient s potential. Patients have ready access to knowledge about their condition and treatment. Those patients who have the energy and interest to learn more and to be included as a wellfounded resource in their own care pathway can do so. We give patients opportunities to actively seek out knowledge about their condition and treatment, including self-service solution options such as booking appointments. Here, too, they can access their own journal, analysis results and prescribed medicines, as well as search for specialised knowledge about their condition and types of treatment. The patient s involvement and active participation open up opportunities for individual and virtual treatment procedure that enable the patient, to a large extent, to proceed with his or her everyday life. REGION SJÆLLAND 9

10 VISION THE HOSPITAL IS AN ATTRACTIVE WORKPLACE When the goal is good health and good treatment outcomes, Region Zealand s hospital service staff are most central. This is why it is vital for us to retain and recruit the best. Employees expect flexible working arrangements, a positive working environment and high prioritisation of professional development throughout their working lives. At the same time, hospitals need flexible staffs that are able to develop concurrent with tasks and opportunities. Therefore, it is important to create work-forms and occupational environments that inspire and challenge employees. 10 REGION SJÆLLAND

11 THIS MEANS The staffs are one of the most important resources in the hospital service The hospital has competent, committed employees and managers with clearly delineated areas of responsibility Good possibilities for work, development and learning are a natural part of the job There is constant monitoring to ensure the most appropriate distribution of tasks among specialist groups REGION SJÆLLAND 11

12 VISION WE INVEST IN RESEARCH, LEARNING AND INNOVATION Change is a fact of life for all hospital service staff. The health service is constantly and rapidly developing in terms of professionalism, technology and organisation. Expectations are high and the demands are great: Professional, high-quality treatment, and flexible, optimised and coordinated care procedure. Added to this are annual increases in productivity and continued scarce resources. Research, learning, knowledge sharing and innovation are some of the most important keys to overcoming these challenges. The hospital is characterised by high-calibre research. In Region Zealand, research results and new knowledge are shared and applied for the benefit of the patients. At the same time, the hospitals are the largest employer in the Region, with responsibility for training more than 3,500 students/trainees each year. Therefore, it is crucial to have flexible, strong and accommodating teaching, research and innovation environments at the hospitals. The keywords for the interior design of the physical facilities are space, flexibility and use of new technology. Knowledge sharing, networking and interdisciplinary cooperation are strengths in Region Zealand. 12 REGION SJÆLLAND

13 THIS MEANS Research, learning and innovation occur both in shared units and, not least, out on the wards of the individual hospitals There is time for students and trainees, when they are with patients in environments specially designed for them The hospital develops using global inspiration from, and in cooperation with, hospitals and universities as well as other business partners notably private-sector partners The hospitals have a strong culture of innovation Good ideas from the staff are embraced, developed and tried out REGION SJÆLLAND 13

14 VISION THE HOSPITAL IS FLEXIBLE, EFFICIENT AND SUSTAINABLE The hospital is built and fitted out so that it can be adapted quickly, easily and inexpensively to the needs and opportunities of the moment. This applies to all types of spaces and functions. The infrastructure and logistics of the hospital ensure that the hospital functions effectively. The functions are deployed to enable coordinated care procedure to be implemented with the shortest possible waiting times. When building hospitals in Region Zealand, and in day-to-day operations, sustainability in the widest sense is a key pillar. The spotlight is on green aspects and awareness of the need for energy efficiency. Sustainability means everything from clean energy and recycling to flexible buildings that will remain usable for decades to come. 14 REGION SJÆLLAND

15 THIS MEANS A high level of flexibility with regard to the size and use of spaces, together with standardisation of examination and treatment rooms Sustainability is a key pillar Low costs of operating, maintaining and modifying buildings The infrastructure creates efficient transport routes, ensures flexible care procedure and saves time We cooperate with the private sector on product development in connection with construction and operation REGION SJÆLLAND 15

16 VISION THE HOSPITAL RESTORES HEALTH AND CREATES WELLBEING When building new hospitals and converting hospitals in Region Zealand, we apply knowledge of how buildings and architecture create the best physical setting to promote restoration of health. This involves the use of elements such as light, sound, colours, art and nature. The hospital is designed with options for physical activity and psychological wellbeing in a professional environment. This has a positive effect on the patient s recovery and state of health. The hospital is an integrated part of urban life. 16 REGION SJÆLLAND

17 THIS MEANS Knowledge of recuperative architectural design is applied to all hospital construction Rehabilitation and activation of patients are integrated into the departments The physical setting promotes patient safety, a high standard of hygiene and prevention of infections Occupational health and safety are given high priority by involving staff and experts The hospital is accessible and creates coherence with the local community in the interests of the individual patient REGION SJÆLLAND 17

18 VISION WE MAKE USE OF TECHNOLOGICAL POSSIBILITIES What we think is impossible today we are able to do tomorrow. The possibilities inherent in IT, treatment methods and logistics are advancing at lightning speed. Going forward, everything will be capable of capturing, carrying and analysing data. New surgical techniques are added, service functions are automated, and there is considerable relocation of treatment procedure to the patient s own home via telemedicine. Technology will contribute a great deal of coherence to care procedure. The rapid pace of development means that expectations and plans in the construction process have to be adapted to the lessons learnt and the knowledge gained along the way. 18 REGION SJÆLLAND

19 THIS MEANS IT is available 24/7 all year round and is used online and wirelessly The hospital is paperless and all media are used actively A high degree of procedural automation. Logistical support for coherent care procedure Electronic identification supports work processes and enhances security Individual and intuitive IT solutions for staff Tried-and-tested technology is the starting point in relation to IT and telemedicine Innovation and pilot projects form the basis of systematic knowledge gathering and development in everyday life and in coherent care procedure REGION SJÆLLAND 19

20 PREREQUISITES AND TRENDS FOR THE HOSPITAL SERVICE OF THE FUTURE Today, we do not yet know what the future hospital service will need to be like. In the years ahead, there will be major changes in treatment options, technology and the empowerment of patients and relatives. Patient demands, quality and efficiency Patients and their relatives know what they want and expect from the health service with expertise, accessibility, coherence and individual provision as the keywords. We must intensify our focus on quality and patient safety. At the same time, cost-effective solutions in construction and operation and optimal utilisation of the hospital s capacity should be ensured. Holistic approach The aim of coherent care procedure will govern layout, organisation and work procedures and planning. We want to move on from the way hospitals have been organised for decades based on the individual areas of medical specialisation to a more holistic approach to health services, driven by the patients need for diagnosis, treatment and care. 20 REGION SJÆLLAND

21 More outpatients In the future, more patients will be treated as outpatients or in their own homes, as hospitalisation time decreases. At the same time, we will see more comorbidity in patients with complex disease patterns. The hospital s activities will follow three main lines of approach: Patients hospitalised and in need of intensive treatment from one or more specialists Outpatient treatment Telemedicine offered to patients in their own homes Bridge-building The hospital service will have a bridge-building function to a greater extent than it does today. The hospital service should ensure coherent care procedure, first and foremost at the hospital. However, the hospital service also has a shared responsibility in relation to in-home treatment and for creating cohesion in cooperation with psychiatrists, GPs, municipalities and private hospitals. REGION SJÆLLAND 21

22 FROM THOUGHT TO VISION When this vision process was initiated early in 2011, it was clear that thinking outside the box was needed to ensure that the hospital of the future would be geared to the patients of the future, the staff of the future, the technological possibilities and future demands. The visions are the result of a wide variety of initiatives which have occupied Inspiration has been drawn from near and far, from managers and staff, students and experts, and from hospital builders in Denmark and abroad. Working out a set of visions for the Region s hospital service as a whole is an extensive task. The work with the vision was therefore divided into phases. First phase The first phase was called the screening phase. This ran throughout the spring of Six working groups with a total of more than 50 participants managers and staff from the hospitals, Psychiatry and administration were asked to think outside the box on the following topics: The Region s hospitals 2020+: what is a hospital? Hospital activities: the clinical workplace A sustainable framework for hospitals The (high-)technology hospital Coordinated logistics and infrastructure Quality, activity and financial control Joint milestones of hospital construction In addition to Region Zealand s visions for the future of the hospital service, other aspects of the future of our hospitals are being discussed too, such as in Danish Regions, where all five regions cooperate towards milestones in all major hospital construction projects. 22 REGION SJÆLLAND

23 Second phase The second phase ran from the autumn of 2011 to early Working in three new task forces, managers and staff developed overarching visions for the hospital service in three specific areas. In choosing the topics, emphasis was placed on selecting areas where the Region faces particular challenges, which at the same time can be developed into strengths: Research, teaching and innovation Interaction and healthcare coherence IT/telemedicine Other input Concurrently, a wide range of initiatives were set in motion. All the Region s employees were given the opportunity to contact the work groups via the Region s intranet. Inspirational meetings were held, with input from trendsetting specialists and experts, and in various ways, inspiration and knowledge have come from the other regions and from new and innovative hospitals around the world. The Regional Council has held meetings on the overall theme of the patients in the hospital service of the future. The staff participation system has also been involved along the way. Region Zealand invited the staffs of the future who are currently students to take part in a Future Panel in the autumn. Here, students could contribute their thoughts, ideas, demands and expectations for the hospital service of the future. The Future Panel s contribution was presented in a separate brochure, but was also included as background to the overall visions. What is happening now? The visions are an expression of the culture and the underlying thinking which should underpin the way the entire Region s hospitals are organised and run. The visions will now be pinned down and implemented by the Region s hospitals. At Køge Hospital and others, this will be accomplished by new construction; at other hospitals, the existing structure will be the starting point. REGION SJÆLLAND 23

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