Curia delivered a ‘sprint’ roundtable designed to put staff at the heart of the New Hospital Build Programme.
The discussion focused on several subjects related to putting staff at the forefront of change management as the NHS delivers new hospital design and digital transformation.
A report was written up with the intention to enable estates and workforce teams across the NHS to utilise this thinking in improving the effectiveness of change management with NHS staff. This report also enables the Static Systems Group (SSG) to consider alternative ways of building trusted relationships with potential customers within trusts and at a national level with NHS England, given the proposed centralisation of future decisions with respect to the procurement of systems.
Former Health Minister, Professor Ann Keen and Former Deputy National Medical Director at NHS England, Professor Mike Bewick wrote the foreword of the report as summarised below.
Setting the Scene
In the face of numerous challenges surrounding the construction of new hospitals and the imperative for digital transformation, the insights gathered during the New Hospital Build Programme ‘sprint’ roundtable provide optimism for the modernisation and optimisation of the NHS. Even for existing hospitals, the roundtable participants identified manifold opportunities to enhance and streamline healthcare delivery, ensuring that attendees were armed with ideas to deliver in their respective organisations. We hope this paper is as useful to those who read it as to those who generously
gave up their time for others to benefit.
This report serves as a guide for NHS leaders navigating the intricate landscape of healthcare infrastructure improvement within their local areas. The overarching theme, echoing throughout the discussions, accentuates the significance of prioritising patient and staff needs in both the conception and execution of healthcare facilities.
At its core, the report advocates for the formulation of a national plan for hospital construction, advocating standardised practices over the prior fragmented approach. This strategic initiative aims not only to augment staff recruitment and retention but also to cultivate patient-centric environments. The emphasis on individual bedrooms with ensuite bathrooms, while enhancing patient comfort, instigates a critical discussion around visibility and potential isolation. To address these concerns, the report suggests harnessing digitisation and tracking technology to identify and alleviate potential challenges.
The concept of the ‘smart hospital,’ embodying interconnected systems weaving together diverse healthcare entities and services, emerges as a cornerstone for the improvement of patient pathways and communication among patients, families, and healthcare professionals. Overcoming barriers and integrating feedback mechanisms are underscored as indispensable elements for advancing individual patient care.
Crucially, the ‘sprint’ attendees championed the involvement of both staff and patients in the design process, recognising the pivotal role of support staff in healthcare. The nexus between staff wellbeing and enhanced patient outcomes is a recurring theme, with proposals for dedicated spaces and wellbeing centres. This report advocates for a comprehensive approach to digital transformation, acknowledging potential challenges such as staff resistance and the need for robust training programs. Inclusive digital solutions, attuned to the varying digital literacy levels of both staff and patients, are imperative.
Efficient healthcare data utilisation is spotlighted, urging for interconnectivity between systems and organisations to alleviate issues like redundant data entry, fostering improved communication and reducing time wastage. The proposal of a unified patient record system seeks to enhance efficiency and eliminate unnecessary competition among healthcare organisations.
Digital Innovation: A Case Study
The report begins with an innovative case study which stands as an example of the transformative power of strategic thinking in digital healthcare infrastructure. In an era where technological innovation propels the evolution of medical practices, the journey undertaken by Static Systems Group (SSG) offers invaluable insights.
The study underscores the significance of a meticulously planned and phased approach to implementing digital advancements, ensuring not only seamless integration but also a profound understanding by stakeholders. A commitment to flexibility, data analytics, and early stakeholder engagement emerges as a beacon for those navigating the complex landscape of healthcare
transformation.
By prioritising these principles, the case study showcases not just a successful digital evolution but a
blueprint for how healthcare organisations can navigate change while preserving the integrity of their core operations.
NHS leaders are encouraged to leverage this report as a compass, guiding them in prioritising patient and staff needs, embracing digital transformation, fostering open communication, and exploring innovative solutions. The collective wisdom distilled within these pages stands poised to shape a more resilient and responsive healthcare infrastructure for the benefit of all.
Read the full report here.
If you would like to find out more about SSG, please contact Kate Cassidy, Head of Marketing at katharine.cassidy@staticsystems.co.uk
Key Recommendations:
1. Phased Implementation:
Rather than overwhelming staff with a sudden influx of new features, SSG adopts a phased approach to implement digital changes. This allows for gradual adaptation and ensures that each change is thoroughly understood and integrated into existing workflows.
The emphasis is on a pragmatic pace of implementation, with success measured not by the quantity of technology introduced but by the tangible outcomes delivered.
2. Open Platforms:
SSG work closely with other best-in-class digital technology companies to integrate their technologies, where they can. This simplifies the user experience for patients and their caregivers.
SSG recognise the value of flexibility in integrating enhanced features into the core digital system. For example, the integration of nurse calls with mobile devices and fall sensors will be deferred until the clinical team is comfortable with the core system.
This approach facilitates the addition of advanced features when the time is deemed right, leveraging the existing infrastructure and minimising disruptions.
As technology is developing at such a pace, this approach also acknowledges that technology will be different in 3-5 years and anticipates inevitable change.
3. Incorporation of Analytics:
Acknowledging the pivotal role of data in digital transformation, SSG recommends that each digital implementation includes an analytics module. This commitment to data-driven decision-making allows staff to measure the impact of changes and extract valuable insights for continuous improvement.
4. Stakeholder Engagement:
In large-scale projects, like the New Hospital Programme, involving numerous stakeholders, SSG recognises the potential distance between clinical staff and technology suppliers. To mitigate this, early engagement with clinical staff is prioritised.
Early engagement enables the identification of specific needs, such as the requirement for two-way speech at the bedside in response to the high volume of single rooms at the forthcoming new Midland Metropolitan Hospital. This collaboration ensures alignment with the digital strategy of the Trust and led to the inclusion of two-way speech in the project specification.
Results: SSG’s strategic approach to digital infrastructure implementation is yielding positive outcomes, including
- The seamless integration of core digital features without disrupting daily operations
- The gradual adoption of enhanced features based on staff familiarity and readiness
- Data-driven decision-making facilitated by the incorporation of analytics modules
- Early stakeholder engagement, leading to the identification of specific needs and successful alignment with a healthcare organisation’s digital strategy
This illustrates the significance of a well-thought-out strategy in implementing digital infrastructure in healthcare. By prioritising phased implementation, flexibility, data analytics, and stakeholder engagement, SSG is using digital technology to transform workflow and improve patient safety, whilst minimising disruption to patients and staff.
By prioritising these principles, the case study showcases not just a successful digital evolution but a blueprint for how healthcare organisations can navigate change while preserving the integrity of their core operations.
NHS leaders are encouraged to leverage this report as a compass, guiding them in prioritising patient and staff needs, embracing digital transformation, fostering open communication, and exploring innovative solutions. The collective wisdom distilled within these pages stands poised to shape a more resilient and responsive healthcare infrastructure for the benefit of all.
Curia’s NHS Innovation and Life Sciences Commission
Independent, cross-party, and not-for-profit, as a policy institute Curia turns policy into practice as the UK’s first “do tank”.
Jointly chaired by former Life Sciences and Innovation Minister, Lord James O’Shaughnessy and former Deputy Medical Director at NHS England Professor Mike Bewick, the NHS Innovation and Life Sciences Commission seeks to identify examples of good practice in innovation, draw learning and consider how implementation plans across the sector can improve the lives of patients. By bringing together key strands of policy and developing effective implementation strategies through extensive research, the Commission seeks to see change at every level within the NHS.
This is just one of the articles that features in the new edition of our journal. To get access to more op-ed’s, please click here to subscribe for an online copy, or please click here to get a print version.
