Succeeding with new hospital developments Laying the right technology foundation

Succeeding with new hospital developments Laying the right technology foundation

Focusing on the right elements Information technology is changing how people use clinical spaces. In the digital hospital, information at the clinician s fingertips is now considered as essential as the other building services we take for granted Additionally, each successive generation of devices changes how people interact with information and each other. Whether constructing a new hospital or retrofitting an existing hospital, the information needs of clinicians, hospital staff and patients have the potential to shape every aspect of the project. The holistic hospital design relies upon an information technology foundation that enables high quality and safe patient care, reduction of inefficiencies and wastage, support for world class clinical research, and effective management and administration. Information and technology capabilities work together to re-shape models of care, clinical processes, the patient experience, and administration. Designing and delivering the kinds of rich information environments people are increasingly expecting, necessitates dealing with clinical process redesign, technology architecture, advanced technology infrastructures and integration, physical layout, and business and organisational change. 1 Succeeding with new hospital developments

8. Program and stakeholder integration Constructing a new hospital project is a complex and technologically advanced undertaking. Traversing from an initial concept through design to delivery requires navigating complex interdependencies by focusing on the right elements at the right time. It is our experience that there are eight key elements which are key to laying the right technology foundation for a new hospital. An effective technology program must ensure that these elements receive the right focus and are informed by, and integrated with, the broader hospital program. The eight key elements of a new hospital Program governance and management Change management 7. Funding and investment 1. Models of care 6. Sourcing and vendor management Laying the right technology foundation 2. Governance Clinical, research and education service design 5. People and change 4. User experience 3. Technology Facility design and construction Laying the right technology foundation 2

The eight key elements 1. Models of care: These models define the services, processes and functions by which patient care will be delivered within the new hospital facility and via collaboration with other facilities. A technology environment must support these models by making the right patient information and services accessible to staff when and where they need it. Designing these models in conjunction with technology can also identify innovative and different ways of delivering care enabled by emerging technology. Some hospitals will also need to broaden this scope to include clinical research and education, depending on their role and associated services. 2. Governance: Governance is critical to the successful delivery of large, complex programs. Robust program governance should be established for any sizeable technology program that forms part of a new hospital development. Governance should be used to drive alignment of the technology program with the broader hospital vision, strategy and goals. Clinical governance must also form part of the overall governance approach to ensure clinical requirements and risks are addressed, and to ensure clinical stakeholders are engaged from the outset given the importance of their support throughout the program. 3. Technology: The design of the technology environment must consider a broader range of capabilities clinical and non-clinical applications, physical ICT infrastructure, communications and media. Consideration must also be given to the technical capabilities required to support the patient journey into and from the broader healthcare ecosystem. The impact and opportunities of big shifts Mobility, Bring Your Own Device (BYOD), Big Data, The Cloud and The Crowd must increasingly feature as part of planning the technology environment for a hospital. 4. User experience: A hospital s technology environment must support different types of users patients, clinicians, researchers, and educators. Hospitals should adopt an outside-in approach to service planning and delivery that focuses on identifying the pain points, needs and desired experiences of these users upfront, before investing in solutions. Once the desired user experiences are understood, the hospital can then direct its attention to the systems and processes that will meet user needs in the most efficient manner. 3 Succeeding with new hospital developments

5. People and change: Transitioning to a new technology environment, let alone a new hospital, represents a significant change for a hospital s workforce. An effective strategy must be developed and executed to support the workforce through this change. This strategy will also need to consider what new internal workforce capabilities will be required to extract the best value from, or to support the new technology environment and models of care. 6. Sourcing and vendor management: The role of sourcing depends on the technology environment being developed for the new hospital and broader factors such as internal resources, appetite for risk, funding constraints and market capabilities. Correct planning and execution of sourcing is critical given the sizeable investments that are often made, the need to drive the desired behaviours and performance from vendors, and ultimately, ensuring value for money and risk. 7. Funding and investment: Technology is a major contributor to the significant cost of developing a new hospital. Consideration of the investment strategy and funding models for technology is needed to ensure capital and operational expenditure requirements can be supported. The development of business cases for ICT should also feature as part of a robust approach to managing sizeable technology investments. 8. Program and stakeholder integration: Delivering a technology program requires effective integration of the above elements and broader hospital development program. Identifying and integrating key stakeholders across the technology program, broader hospital development program and external parties (i.e. government health departments, treasury and finance, legal counsel) is also critical to a successful outcome. Laying the right technology foundation 4

How we can help Technology strategy and architecture We believe technology opens up new possibilities in how care, research and education are designed and delivered, and that increasingly sophisticated approaches place new demands on what information is required and where and how it is accessed. We can assist hospital development programs determine the right technology strategy and architecture for their new facilities, as well as identifying new ways of delivering services through technology. Sourcing and vendor management Establishing and operating a technology environment for a new hospital requires building and maintaining healthy relationships with the health ICT market. We can assist hospital development programs understand the health ICT marketplace, define and execute a strategy for engaging the health ICT market, and establish the internal capabilities required to effectively manage the performance of contracted vendors over time. We provide services to assist with: IT strategic planning Enterprise architecture IT organisational design IT service management and delivery IT portfolio planning and management Big Shift strategy (Cloud, Mobility, Big data, Digital innovation) User experience design. We provide services to assist with: Market scan and assessment Vendor due diligence Sourcing strategy and advisory Procurement strategy, planning and execution Contract design and management Vendor management. 5 Succeeding with new hospital developments

Program integration and management Technology programs for new hospitals are sizeable and complex undertakings, with interdependencies on other moving parts of the broader program. We can assist hospital development programs manage this complexity by applying effective program management and governance, and maintaining a holistic view of technology implementation within the midst of the broader hospital development program. We provide services to assist with: ICT business case development Program and project management Value management and realisation Resource planning and management Risk planning and management Communications management Stakeholder management and integration. People and organisational change The move to a new technology environment, not to mention a new hospital, is a significant and disruptive change to a hospital s workforce. We can assist hospital development programs design and execute programs to support their workforce through this change, and help build the capabilities required to effectively perform their roles using the new technology environment. We provide services to assist with: Organisational preparedness Change management Cultural change Workforce strategy and planning Learning strategy and planning. Broader hospital development services We can also assist with broader aspects of hospital development programs, including infrastructure funding advisory, economic and business modelling, capital works planning and management, risk management, transaction services and tax considerations. Laying the right technology foundation 6

Bringing insights Our Australian and global health practice develops leading edge thought leadership and insights, which we bring to clients so they can benefit from the latest thinking on digital hospitals and the broader big shifts occurring in the healthcare industry Untangling the truth Debunking the myths surrounding the technology journey for digital hospitals The digitisation of Australian hospitals represents an important step in the digital transformation of the Australian health care system. Digital hospitals provide an opportunity to improve the quality and safety of patient care, reduce inefficiencies and wastage, support world class clinical research, and enable better management and administration of the hospital environment itself. We have identified 12 myths that if left unchallenged can make the digital hospital journey more complex, riskier and expensive than it really needs to be. By understanding these myths and the truth behind them those responsible for planning and delivering digital hospitals can seek to avoid the pitfalls and deliver world-class facilities that offer the very best experience for patients and clinicians alike. 7 Succeeding with new hospital developments

Pragmatic cloud computing Six keys to successfully using the cloud If you believe the hype on cloud computing you could be convinced this is the ultimate solution to all of the issues companies have had in the past regarding IT decisions. Despite the high expectations, our experience suggests that there are misconceptions about the implications of the cloud for the role of IT and regulations relating to what can and can't be put in the cloud for reasons of data privacy and security. In addition, the approach to developing the business case for cloud computing can be driven by the narrow lens of IT cost savings, with confusion about the appropriate cloud-based model (public, private or hybrid?). In this paper, we discuss six tenets which we believe will help clients steer a safer course through the uncharted waters of cloud computing. Laying the right technology foundation 8

Contact our team For further information on how we can assist you lay the right technology environment for your new hospital, please contact a member of our team: Alan Eckstein National Lead, Life Sciences and Healthcare Tel: +61 3 9671 7118 email: aleckstein@deloitte.com.au Craig Smith National Lead, Health and Human Services Tel: +61 2 9322 7763 email: craigsmith@deloitte.com.au 9 Succeeding with new hospital developments

Health and Human Services Learn more about Deloitte s perspectives on the Health and Human Services sector http://www.deloitte.com/view/en_au/au/industries/ publicsector/healthhumanservices/index.htm Life Sciences and Health Care Learn more about Deloitte s perspectives on the Life Sciences and Health care sector http://www.deloitte.com/view/en_au/au/ industries/lifesciencesandhealth/index.htm Laying the right technology foundation 10

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