Authors (including presenting author) :
Lui YS (1)(2), Ho PYB (1), Yu HYA (2)
Affiliation :
(1) Central Nursing Division, Prince of Wales Hospital, (2)Planning and Commissioning, Prince of Wales Hospital
Introduction :
The “Nursing Taskforce for Standardization of Ward Setting” with members of clinical frontlines has formulated a standardized furniture and equipment set up for wards/ clinical units since the completion and activation of Main Clinical Block and Trauma Centre, Prince of Wales Hospital (PWH) in May 2009. It has enhanced staff getting orientation to clinical working environment, clinical operation efficiency and promoted patient & staff safety through a physical setting standard for wards/ clinical units. It has become an ongoing staff-engaged practice by conducting regular ward/ clinical unit rounds with participation of Pharmacy, Infection control, Quality & Safety and clinical staffs to review the ward/ clinical unit setting for infection control, medication and patient safety, and occupational health safety.
Objectives :
Implement the concept of standardization of work setting and staff engagement strategy to work out generic rooms and generic wards layout during PWH Phase 2 Redevelopment architectural and interior design planning process
Methodology :
1. Invited opinions and suggestions from Nursing, Administration Support, Hospital Supplies, Pharmacy, Security managers in Nov 2017 to define the direction and to explore the new initiatives for the enhancement of clinical and non-clinical workflows to meet future service needs of PWH Phase 2 Redevelopment. The expectations on the overview of hospital design (1:500) had been reflected to project consultants. 2. Coordinated nursing group discussions since July 2018 - May 2020 (11 meetings with 26.5 meeting hours) to identify the requirements of physical setting to support daily ward/ clinical unit operation, opinions from nursing frontlines were collected via “Nursing Taskforce for Standardization of Ward Settings”. 3. Coordinated staff group discussions since Jan-Oct 2019 (8 meetings with 22.5 meeting hours) with colleagues from Nursing, Pharmacy, Catering, Hospital Supplies and Support, the requirements of generic ward had been identified during internal preparatory meetings. 4. Coordinated staff group discussions with project consultants: a. The requirements on the room adjacency for a generic ward on the architectural design (1:200) to support clinical and nonclinical logistic of wards/ units were reflected via five staff engagement meetings (total 13.5 meeting hours). b. The requirements on the layout and building service provision for clinical rooms and non-clinical/ supporting rooms on the interior design (1:50) to fulfil the operation, the standard of infection contro and patient & staff safety were reflected via 4 staff engagement meetings (total 11 meeting hours). c. The requirements on the layout and building services provision for generic ward (general inpatient wards) on the interior design (1:50) to fulfill daily operation and patient care devlivery were reflected via six staff engagement meetings (total 21 meeting hours).
Result & Outcome :
A unified layout for generic wards was developed in Sept 2019, and a standard building service provision for a list of generic rooms (16 room types for clinical flow, 30 room types for non-clinical/ supporting flow) were developed in Aug 2020 during the PWH Phase 2 Redevelopment design planning process in 2019-2020. The agreed generic wards and generic rooms design had facilitated the subsequent planning process of other clinical and non-clinical departments with similar requirements. In conclusion, the well-established concept of standardization of ward setting has enabled staff being sighted on what design layout and requirements fit the organization operation and future service needs. The well-developed staff engagement strategy has nourished staff an authentic value and a strong commitment for PWH Phase 2 Redevelopment architectural and interior design planning process.
