A complete clinical overview in preparation for a real estate project

 

Required by the MSSS for all health and social services institutions, the clinical plan (CP) first draws up a detailed portrait, by functional unit, of the current service offer. The problems encountered are then addressed in a service offer proposal based on volume projections, always in accordance with the institution's strategic plan and vision. 

 

If a real estate project is essential following the analysis, it is described in a "preliminary design", which is the last chapter of the CP. 

 

As for the opportunity file, it is produced following a clinical plan. It is more argumentative than descriptive in nature, since it aims to justify and demonstrate the need, in order to convince people of the necessity of a project.

 

 

Implementation Steps

 

  • Analysis of organizational, clinical and real estate data: population portraits;
  • Synthesis of the current service offer, for the sectors affected: care intake, volumes;
  • Consultation with stakeholders on service development, emerging practices, and the pooling of activities;
  • Assessment of needs (projected service offer) with a view to optimization;
  • Development of scenarios for the preliminary design.

STGM Planification Added Value

 

  • A team that is comfortable "navigating" between clinical and real estate issues, always placing the patient at the heart of its concerns;
  • Listening to needs and proactivity: knowledge of clinical vocabulary and adaptation of communication strategies to ensure clear dialogue and buy-in to proposed solutions;
  • Sensitivity to clinical issues, which can be felt in the real estate proposals; the clinical aspect is always the real driver of architectural decisions;
  • A thorough understanding of the ministerial requirements for CP (Guide d'Ă©laboration des plans cliniques du MSSS) while being able to adapt them to the particularities of each institution;
  • Practical and proven knowledge of innovative optimization approaches and related tools: Lean, Six sigma, process mapping, brainstorming, flow charting, value chain, etc;
  • Large number of precedents and knowledge of the network: the team has data for many hospitals in Quebec and Canada, in addition to having visited an impressive number of them, which gives us exceptional "concrete" knowledge (targets versus the actual situation in the institutions).