Thoughts on...
Taking the Temperature Of our health Sector.
Just over eight weeks ago I joined The Building Intelligence Group as Project Director supporting the health sector having landed “new off the boat” from the United Kingdom (UK). In my previous role as Director of Estates Development at The Royal Wolverhampton Hospital I worked extremely closely with numerous clinical teams in an effort to understanding their issues and provide innovative, fit for purpose built environment solutions to support patient care.
Three weeks after arriving I found myself working with the Bay of Plenty District Health Board (BOPDHB) as Project Manager supporting their paediatric ward fit out project in Tauranga.
During the short time I worked there I was afforded the opportunity to discuss New Zealand’s (NZs) health sector with Jeff Hodson, General Manager, Property Services at BOPDHD. Jeff’s capacity is similar to my role in the UK. These discussions have been extremely interesting and have provided me with an insight into the fundamental issues facing NZ’s health sector today and how “authorities” are responding.
Stereotypically the perception in the UK is that NZ tends to be some years behind the UK. However, since I arrived my research into the NZ health sector has revealed that although the terminology is different, the issues are extraordinarily similar. The overall health sector strategic direction and initiatives to address health challenges possess distinct parallels with solution execution being no less difficult and clinical stakeholder management still being like herding cats.
Through these discussions and having undertaken a detailed assessment of some of BOPDHBs projects and their property portfolio development I have great difficulty agreeing with this stereotyping. Admittedly there are major differences in population density and geographical spread. However, in terms of innovative thinking, striving for best practice and the application of new ideas I have observed no difference.
Where the NZ health sector may benefit is by not making the same mistakes as those I have witnessed and experienced over the two years in the decentralisation of the National Health Service and take advantage of the latest UK design standards and thinking that underpins clinical pathway co-location, “back shop” service provision and transforming community support services.
Email this article
Print