Health Facilities Development. Enabling and Operating Health Facilities Worldwide

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1 Driving Title of High brochure Performance through Health Facilities Development Enabling and Operating Health Facilities Worldwide

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3 Economics today Global expansion of health care and research facilities in today's turbulent economic climate demands disciplined development, collaboration and informed decision making. Across the design and development of a facility and the building and operating of the technology vision, disparate challenges threaten to engulf the organization beneath the waves of industry change. But endeavoring to survive is not enough. Health care leaders must achieve high performance in every function of their organizations and one of the most important of these is health facilities development. The challenges of tough economic times make the pursuit of high performance more imperative than ever. Our aging populations demand increased access to health care while value-conscious and globally informed patients travel long distances to seek care in the multipolar world. The situation facing the industry is further compounded by the increased transparency of hospital performance and a generation of obsolete hospital facilities considered unsafe by today s standards. Consumers demand modern facilities, private rooms and improved patient flow. Sustainability of performance calls for health care leaders to understand these challenges in the context of their organization s needs. Understanding your needs To enable the pursuit of high performance through the development of health facilities, health care leadership should align architectural and IT design with the clinical operations vision to achieve the organization s mission-critical objectives. Confronting these objectives will require a clear articulation of the operating model and business strategy one that draws from leading global practices and solutions and incorporates them within a local operating reality. Integrated and collaborative program management from project conception through facility opening and operations will help contain and manage costs while minimizing architectural and IT change orders. Expanding market share into suburban areas and remote populations will call for developing and managing operational budgets to drive positive operating margins to achieve a self-sustaining economic model. Capacity to deliver Accenture maintains a robust and integrated global health practice that deals directly with the issues of successful capital expansion and systems implementation within budget and timing constraints. Our global Health & Life Sciences practice comprises more than 8,000 professionals to assist providers, payers and pharmaceutical companies. Our consulting professionals include physicians, nurses, pharmacists, radiology and laboratory technicians, and other clinicians who utilize leading industry practices, organizational models and technology to help their organizations achieve high performance. Accenture s global delivery capabilities and its deep understanding of clinical operations help it harness emerging capabilities through the Accenture Innovation Network for Health. We can also deliver temporary resources to support clinical projects. 3

4 Figure 1. Health Facility Development Workflow Process Scheduling Workflow Implementation Integrated work plans drive the development of innovative workflows to inform architectural, IT, medical equipment, and operational design. Health facilities development Accenture s integrated global health facility & IT practice provides an array of services to support capital expansion projects. We have assisted clients with health facility development projects throughout Europe, the Americas, Asia Pacific and the Middle East to improve service quality, enter new markets and increase profits. Accenture combines its experience with its extensive research to enable health systems, academic medical centers and physician practices to both achieve and maintain high performance. We provide comprehensive preoperational and go-live planning and ongoing operational support services for new health facilities by integrating operational, IT and architectural planning to ensure an informed design and sustainable clinical operating model. (See Figure 1.) Accenture s foundational planning element is based on one simple premise: that the clinical operating model needs to be determined in detail first, prior to any information systems and/or construction planning and design. (See Figure 2.) Most important, all of the major pre-operational planning work streams are aligned and managed by a comprehensive Program Management Office (PMO) following a detailed work plan. Accenture s phased approach begins two to three years prior to the opening of a new facility in sync with the architectural and construction milestones. (See Figure 3.) 4

5 Figure 2. Accenture's Integrated Health Facilities Approach On the Technology Development side, workflows inform the development of administrative systems (ERP) and electronic medical records (EMRs) as well as medical equipment, including everything from fax machines to PET scanners and handheld devices. EMR/ERP Technology Development Systems Integration Facility Development Clinical Aggregation/ Adjacencies On the Facility Development side, workflows inform floor plan development, as well as ingress and egress and overall patient and staff circulation and necessary adjacencies. Way Finding & Greenspace Med Equipment/ End-user Devices PMO & Work Plan Architecture & Engineering Clinical Services & Operations Clinical Care Teaching Research The Clinical Services & Operations model and their resulting workflows inform both the development of the building by the architects as well as the development of the technology by the information system planners, all managed by an integrated Program Management Office. Figure 3. Leading Practices for Greenfield Facilities Hospital development: phased approach and leading practices Strategic Vision Tactical Planning Operations Design Construction & IT Build "Go Live" Ongoing Operations & Run Finalize the strategic vision first, before beginning any pre-operational or IT planning or detailed architectural design. Complete a comprehensive preoperations work plan in sync with the project's construction work plan and IT/Medical Imaging work plan. Hire your pre-operations core team (including key c-levels) early, about two to three years prior to opening. Solicit clinical and operations stakeholder design input from a comprehensive group of stakeholders, including physicians and non-clinicians. Complete the detailed workflows necessary to inform the architectural design, medical equipment design and IT design. Don't underestimate the extra preoperational work effort during the pre-operational phase necessary to open a Greenfield hospital. Maintain a comprehensive Program Management Office that coordinates architecture/construction pre-operations and IT/Medical Imaging. 5

6 Current challenges Among the current obstacles impeding the development of new health facilities are disparate architectural, operational and technological missions where concurrent large-scale projects run the risk of operating without similar objectives. Too often, facility project plans do not encompass the three critical planning areas of construction, operations and information management. Additionally, project timelines and budgets often suffer due to the lack of planning for the recruitment and training of implementation staff and ongoing operational staff. Overcoming the challenges by utilizing evidence-based design principles Accenture employs evidence-based decision processes for all major areas of health facilities development, including: Organizational structure Governance structure Staffing model Clinical content Workflows Medical equipment Systems integration Data center Electronic medical records (EMR) Administrative systems (ERP) End-user devices Supply chain Revenue cycle, among others In addition to leveraging our traditional provider offerings, we will work closely with Accenture s Global Delivery Network to utilize other valuable offerings, including Accenture s smart hospital offering (for improved energy efficiency), medical imaging offering, telemedicine capabilities, workflow management automation software, and personal health record design and build, and others as appropriate. Accenture has identified what we call the four tenets of high performance clinical quality, customer satisfaction, operational performance and financial longevity. These tenets are at the core of the proven methodologies and tools that we have developed to help health companies plan, build and operate health facilities for the future. (See Figure 4.) 6

7 Figure 4. Meeting the Challenges with Our Methodologies Accenture's proven methodologies and tools to help achieve the "four tenets of high performance" Outcomes Business Excellence Clinical Quality Customer Satisfaction Operational Performance Financial Longevity Evidence-based clinical process redesign Pay for performance Gain sharing Research Clinical trial diagnostic Network and data management Operations execution Patient safety Merit distinction Customer experience redesign Access, information sharing, care coordination Customer relationship management Human performance Change management Organizational design Knowledge management Payer/provider collaboration Labor resource management Patient throughput Inpatient/outpatient process improvement Clinical programs Functional areas Supply management Business processes Finance and accounting, HR, e-learning, supply chain, applications Physician services Practice management Business operating model Market positioning Business development Programs and service lines Retail/alternate care models Mergers and acquisitions MD alignment/recruitment Revenue cycle Cash collections management Front to back-end redesign Charge master and capture Results management office GME/IME, compensation 7

8 About the Accenture Institute for Health & Public Service Value The Accenture Institute for Health & Public Service Value is dedicated to promoting high performance in the health care sector and in public service delivery, policy-making and governance. Through research and development initiatives, the Institute aims to help health care and public service organizations deliver better social, economic and health outcomes for the people they serve. Its home page is healthpublicservicevalue. About the Accenture Innovation Center for Health The Accenture Innovation Center for Health provides innovative resources and recommended actions for achieving high performance in the health care industry. The Center, part of the Accenture Institute for Health & Public Service Value, produces industry-leading white papers and hosts engaging client workshops and roundtable discussions. The Accenture Innovation Center for Health, combined with Accenture's deep health industry experience, offers exceptional reach, speed and flexibility to help clients achieve high performance. Its home page is innovationcenterforhealth. About Accenture Accenture is a global management consulting, technology services and outsourcing company. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. With approximately 177,000 people serving clients in more than 120 countries, the company generated net revenues of US $21.58 billion for the fiscal year ended August 31, Its home page is Copyright 2009 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. To find out more about achieving high performance through health facilities development, contact: Lawrence M. Hanrahan, MD Global Lead, Health Facility Development (cell) lawrence.m.hanrahan@accenture.com Bill Higbie Executive Partner, APAC Health & Life Sciences bill.higbie@accenture.com Eugenio Capasso Executive Partner, EALA Health & Life Sciences eugenio.capasso@accenture.com