We want to tell you. Very much.

But believe us, it’s complicated. Here’s our best shot at trying to explain this in a short and concise way.


Which opening would you like to know?

The one at which we throw a huge party and invite half the island and a big group of people from abroad too? Or the one at which we transfer all patients to the new building? Or the opening for testing our workflows (yes, our people need to train on the floor with all the materials, stations, equipment, software etc. before move-in)? What if we open a section first? Some of our teams working here in House of Change are wondering when and if some of us can move into an office in the new building, because with all these training sessions happening around here, it is getting kind of crammed up. [Ahum…communication department…more coughing, wink, wink]. Do you want to know as soon as one of those offices open?

Our people are VIPs:

The successful transition to a new hospital depends on how well we can train our people. Currently we have a training schedule that is moving full speed ahead. However, we are aware that we have to take the human factor into account. SEHOS personnel must continue giving the best possible care in the current hospital, and the training sessions are an addition to their current workload. This becomes another important and influential factor in our planning.

Phases of Delivery:

We have 3 Phases of delivery. The Technical Delivery is when the contractor delivers the empty building. That’s when we can get phase 2 rolling, which is called the Functional Delivery, which is the phase of getting all that was ordered from suppliers in and out of installing the equipment and other interior needs. Some equipment has already been installed. For instance, the large pressure tank that is used for decompression purposes after diving incidents, was so large and heavy that the constructors placed it in early stages, and then built around it. Some interior specifications will have to be ordered. This is an intricate phase with many suppliers and many departments, each with its own specific needs. Not everything happens linearly; it’s a complex matrix that changes often. Some of it changes because work-flows in the new hospital are different. (Let’s say you’re used to sweeping your floors and now you switch to a robot vacuum. Your old work-flow of finding the broom and sweeping, finding a dust bin to pick up the dust, then throwing it into the garbage, and finally putting them all away will disappear. You will now need to figure out how to position your furniture best and program the vacuum to clean when you are away and empty the tray when it fills up. Also, the closet in which you used to store your broom, now needs to have different dimensions to store your robot, right? That is just you, your broom, your furniture and your closets. Now back to us: multiply this exercise by a gazillion, and you have an idea what our planning matrix looks like). And then there’s the final phase: Operational Delivery. Before we can move in patients, our people will have to test and train the new work-flows on the actual floor; what was learned in class rooms must be practiced in real time. They will get to grow comfortable with the new processes and systems in the new building. That will be the moment when we are ready to receive patients. Maybe it will go in phases too; many scenarios are being considered as the uncertainties become clear with every passing day.

Who needs to do what?

To tell you what will happen and when, we need to figure out so many things, all of which further depend on a staggering number of other things and people. Well, that’s the nature of this project. It is big, and it is complex, and we have constraints that are so unique to our island’s situation that no easy consultant-tip and advise is there to wave that magic wand and make it go the way we plan it to. An added complexity is of a workforce that is not ours yet, and a working field that we don’t manage ourselves. So, the SEHOS people are still under SEHOS management, running the current hospital. We do not have any authority to make decisions concerning SEHOS personnel until we transition upon opening. Thus, we too run against things that we have no control over at this point, which makes it even more difficult to predict exact dates.

Safety First

When in doubt about patient safety, we will always keep it on the priority. In case our planning gets hampered by issues that affect patients, we can promise you that we will choose safety over efficiency and promises. We will even move dates in order to ensure the best possible care.

Well, so much for trying to be concise, but hopefully you now have a better understanding of all that plays a role in this matter.