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John Cooper, "Everything is design. Everything!" - Paul Rand

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John Cooper, Director of JCA and former chair of AfH, presentation at "Everything is design. Everything!" - Paul Rand event

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John Cooper, "Everything is design. Everything!" - Paul Rand

  1. 1. Everything is design Everything
  2. 2. 2015 European Healthcare Design Reinvent healthcare through design Blair Sadler and Robin Guenther
  3. 3. 2020 vision: our future healthcare environments A summary of the key findings of the 2020 vision research project – a multi-disciplinary study to identify current social, economic and technological trends and how they might influence the design of healthcare environments over the next 20 years 20012001
  4. 4. 2003 The Fabled Hospital Nuffield trust
  5. 5. 2004 The Hospital in the City CABE
  6. 6. Civic buildings City fabric Extension of the city Simulacra of the city
  7. 7. 13 Questions for engagement ARS EXPERIENCE OF MANCHESTER Do you think producing technical estates & facilities guidance fits with the DH landscape today (stewardship role for the NHS) How could, or how should, the Department maintain its current position with no technical resource, fewer staff, lost expertise and no/limited funding
  8. 8. 13 Questions for engagement ARS EXPERIENCE OF MANCHESTER Do you think producing technical estates & facilities guidance fits with the DH landscape today (stewardship role for the NHS) How could, or how should, the Department maintain its current position with no technical resource, fewer staff, lost expertise and no/limited funding
  9. 9. Addenbrooke’s Hospital chief executive Keith McNeill resigns 14 September 2015 The Chief Executive of a major NHS hospital has resigned a week before a care watchdog report is published. Dr Keith McNeil who was appointed to the job at Addenbrooke’s Hospital in Cambridge in November 2012 said the faced “serious challenges”. Chief finance officer Paul James has also resigned from the hospital, which is running a deficit of £1.2 million a week.
  10. 10. IS YOUR HOSPITAL HERE? A TOP 40 of Britain's healthiest hospitals was published yesterday following a survey of clinical targets such as waiting times and mortality rates. NHS trusts were assessed on a total of 13 clinical targets, which also included speed of access to surgery, availability of treatment to the elderly, and the number of post-operative problems. The list was compiled by a company which specialises in measuring health care performance. The top 40 were selected from more than 100 NHS Trusts - about a third of the total in the UK - which employ the company to measure their performances against one another. Time taken to discharge hip operation and stroke patients, length of hospital stays, cost of procedures and the number of operations that resulted in complications and readmissions were also examined. Researchers also looked at wide- ranging Department of Health clinical indicators, published last year, which examined how trusts were managing everything from complaints to waiting times. Addenbrooke's NHS Trust, Cambridgeshire Altnagelvin Hospitals Health & Social Services Trust, Londonderry Birmingham Heartlands & Solihull NHS Trust Brighton Healthcare NHS Trust Central Manchester and Manchester Children's University Hospitals NHS Trust Ceredigion & Mid Wales NHS Trust Chelsea and Westminster Healthcare NHS Trust City Hospitals Sunderland NHS Trust Conwy & Denbighshire NHS Trust Countess of Chester Hospital NHS Trust Doncaster & Bassetlaw Hospitals NHS Trust 16th September 2015
  11. 11. 13 YEARS EXPERIENCE OF MANCHESTERHeadhunters had struggled to find even one appointable candidate in their last 10 NHS Trust Chief Executive appointment processes. The average length of tenure for an NHS Chief Executive these days is 20 months and leadership turnover in some of the more challenged Trusts is clearly a significant factor in poor performance. There were 20 NHS Trust Chief Executive vacancies at one point last Summer.
  12. 12. NHS hit by £2.5bn agency staff bill 1 Nov 2014 NHS spending on agency nurses soars past £5.5bn Government accused of ‘truly incompetent planning’ after years of training cuts push cost of temporary staff way over budget
  13. 13. 13 Questions for engagement ARS EXPERIENCE OF MANCHESTER Do you think producing technical estates & facilities guidance fits with the DH landscape today (stewardship role for the NHS) How could, or how should, the Department maintain its current position with no technical resource, fewer staff, lost expertise and no/limited funding
  14. 14. Design matters NHS Clinical Negligence budget 2011 £8.7 billion 2013/2014 £15.6 billion
  15. 15. £4.2 billion backlog maintenance
  16. 16. Design matters Providers and commissioners of NHS services There are currently in England: 209 clinical commissioning 155 acute trusts) 56 mental health trusts) 34 community providers c.8,000 GP practices 853 for-profit and not-for-profit independent sector organisations
  17. 17. The Patient experience • different journey, same outcome • mechanistic processes • treatment not care The Staff experience • the system dictates culture • over managed • a fragmented treatment conveyor belt • an investment in capital, not revenue
  18. 18. The Patient experience • different journey, same outcome • mechanistic processes • treatment not care The Staff experience • the system dictates culture • over managed • a fragmented treatment conveyor belt • an investment in capital, not revenue
  19. 19. Northwick Park Hospital
  20. 20. Northwick Park Hospital 2015
  21. 21. Northwick Park Hospital Nursing Times 1966
  22. 22. Ealing Hospital
  23. 23. Central Middlesex Hospital
  24. 24. 2020 vision: our future healthcare environments A summary of the key findings of the 2020 vision research project – a multi-disciplinary study to identify current social, economic and technological trends and how they might influence the design of healthcare environments over the next 20 years 20012001
  25. 25. Disruptive decentralisation requires informed intelligence
  26. 26. Shaping a healthier future 2012
  27. 27. Post 2008 economics Post 2008 health economics Mass migration Fast growing population Transient populations Retardant effects of 2011 reforms Denying any sense of integrated pan London solutions
  28. 28. The Fabled Hospital The Hospital in the City bilingual disruptive decentralisation regenerative design
  29. 29. 2004 The Hospital in the City CABE bilingual disruptive decentralisation regenerative design The NHS has mislaid its belief in: an integrated strategy the power of design the power of the environment to heal The power of a good working environment
  30. 30. SWEETT GROUPWSP
  31. 31. concrete proof
  32. 32. 2013 Singapore
  33. 33. 1963 Singapore
  34. 34. 1963 Singapore Khoo Teck Puat Singapore
  35. 35. 1963 Singapore
  36. 36. 1963 Singapore
  37. 37. 1963 Singapore
  38. 38. 1963 Singapore
  39. 39. 1963 Singapore
  40. 40. 1963 Singapore
  41. 41. 1963 Singapore
  42. 42. 1963 Singapore
  43. 43. 1963 Singapore
  44. 44. 1963 Singapore
  45. 45. 1963 Singapore
  46. 46. 1963 Singapore
  47. 47. 1963 Singapore Phase 2 Community hospital

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