Transition and Operational Readiness Planning. April 26, 2017

Transcription

1 Transition and Operational Readiness Planning April 26, 2017

2 Includes all tasks and deliverables for the activation and occupation of the new facility, in a timely, safe, and cost-effective manner, consistent with Design Output Specifications Clinical Technical Hard FM Soft FM

3 Clinical Commissioning Emergency Management Plans Occupational Health and Safety Building Systems Integrated Technology Clinical Equipment Operational Readiness Clinical Transition Planning Training Education Orientation Backfill and Recruitment Strategy Building Systems (Sep 2016) HVAC MEP IMIT Technical Commissioning Service Delivery Hard FM Soft FM

4 P3 Risk Transference Traditional: Design-Bid-Build P3: Design-Build-Finance-Maintain OWNER S RISKS BIDDER S RISK OWNER S RISKS BIDDER S RISK Design Financing Lifecycle Medical Equipment Performance Construction Output Specifications Medical Equipment Design Financing Lifecycle Medical Equipment Performance Asset Value Asset Value Facilities Maintenance Facilities Maintenance Construction

5 Transition and Operational Readiness Risks Inadequate Infection Control Processes Clinicians not effectively trained to safely operate clinical equipment In-effective Clinical Equipment Integration and Coordination with Building Systems and Operations Clinical Systems/Equipment not certified Healthcare programs not aligned with region/state wide Healthcare programs and procedures

6 Transition and Operational Readiness Risks Unsafe Clinical Workflows Unsafe response to emergencies Negative Impact on Clinical Outcomes and Adverse Events Clinicians not prepared to deliver healthcare Clinical Teams not familiar with Operational Protocols and Procedures New Clinical Staff not familiar with healthcare delivery and operational protocols/procedures

7 Transition and Operational Readiness Risks Building Operators unfamiliar with Building Systems In-effective Coordination and Integration of Building Systems Building Systems not fully certified, compliant or operational Technical Deficiencies not managed effectively

8 Transition and Operational Readiness Risks Service Commencement to Start-up difficulties Misinterpretation of the contract Disagreement with Responsibilities Performance Management misunderstood Relationship Management not effectively aligned Hard and Soft FM unfamiliar with facility design, clinical flow and clinical/operational procedures

9 Transition and Operational Readiness Risks Buildings simply not ready to support health care Clinicians not ready to provide health care Integrated Technology not aligned with building systems - clinical legacy systems - building/clinical operational procedures Electronic Health Records (EHR) not effectively communicating with other healthcare systems

10 Operational Readiness Facility & Move Readiness Primary Provider Transition Staff & Volunteer Transition Acute Care Transition Culture & Transformation Project Management Clinical Transition Design & Construction General Building Management IMIT Linked Projects

11 Clinical Work Breakdown Structure of High-Level Operational Readiness Deliverables WORK-IN-PROGRESS 1.0 STRUCTURES 2.0 ORGANIZATION WIDE INTEGRATION 3.0 CAPITAL INTEGRATION 4.0 CLINICAL AREAS 5.0 CLINICAL SUPPORT 6.0 NON-CLINICAL SUPPORT 7.0 OTHER S 1.1 ORGANIZATION/ GOVERNANCE VISION CHARTER GOVERNANCE MANAGEMENT RESOURCES EXECUTION PLAN RISK MANAGEMENT DOCUMENTATIO N 2.1 CORPORATE ADMINISTRATION BED ALLOCATION PLAN VOLUME PLAN OPENING DAY VIEW RAMP DOWN/ UP STRATEGY EQUIPMENT STANDARDS 2.5 ICT (incl. Telephony) TACTICAL PLAN & STRATEGY BUDGET RESOURCES PROCUREMENT APPLICATIONS INFRASTRUCTURE IM/IT EQUIPMENT & DEVICES 2.2 FINANCE & DECISION SUPPORT NEW OPERATING BUDGET TRANSITION BUDGET LOCAL SHARE CONTRACTS 2.6 QUALITY & RISK MANAGEMENT EMERGENCY CODE REVISIONS MOCK CODES TRAINING EMERGENCY EQUIPMENT RAPID RESPONSE TEAM 2.3 COMMUNICATION & PUBLIC RELATIONS STRATEGY INTERNAL COMMUNICATI ONS EXTERNAL COMMUNICATI ONS CELEBRATIONS BRANDING MOVE COMMUNICATIONS 2.7 ACADEMICS & REEARCH INTEGRATION PLAN TRAINING & ORIENTATION 2.4 HUMAN RESOURCES STRATEGY STAFF ALIGNMENT LABOUR RELATIONS RETENTION & RECRUITMENT HOSPITAL ORIENTATIO N & ON- BOARDING VACATION SCHEDULE OCCUPATIONAL HEALTH & SAFETY 2.8 CHANGE MANAGEMEN T 2.9 MEDICAL STAFF ENGAGEMENT 3.1 FURNITURE & EQUIPMENT 3.2 WAYFINDING & SIGNAGE 3.3 OCCUPANCY & MOVE 3.4 MANAGING THE AGREEMENT Transition Committee FM Committee 3.5 ART WORK 4.1 ACUTE MEDICAL/SURGICAL INPATIENTS 228 total beds Palliative Care (10 beds) Short Stay (22 beds) Nephrology (20 beds) Telemetry (20 beds) 4.2 AMBULATORY CARE Preadmission Medical day care Ophthalmology Urodynamic General urology Minor surgery procedures Continuing care Visual field testing Investigative consultation Surgical assessments & follow-up Rehabilitation therapy Heart function 4.3 CARDIAC CATHETIRIZATION 4.4 CARDIOLOGY DIAGNOSTIC 4.5 CHRONIC KIDNEY DISEASE 4.6 CRITICAL CARE 4.7 RENAL CLINIC 4.8 EMERGENCY DEPARTMENT 4.9 ENDOSCOPY/ CYSTOSCOPY 4.10 MATERNITY/ NEWBORN & PEDIATRIC 4.11 MENTAL HEALTH Acute inpatient (30 beds) Specialized inpatient (53 beds) Ambulatory programs 4.12 REGIONAL DIABETES CENTRE 4.13 REGIONAL PEDIATRICS 4.14 MDRD 4.15 SURGICAL SUITE Radiation oncology Specialized inpatient Ambulatory 5.1 CLINICAL NUTRITION 5.2 MEDICAL IMAGING 5.3 LABORATORY MEDICINE 5.4 PHARMACY 5.5 SPIRITUAL & RELIGIOUS CARE 5.6 REHABILITATION 5.7 DISCHARGE PLANNING 5.8 INFECTION PREVENTION & CONTROL * Each work plan is developed with detailed deliverables and dates 6.1 ACADEMIC ACTIVITIES 6.2 CLINICAL COORDINATION 6.3 EDUCATION 6.4 ENVIRONMENTA L Housekeeping Linen & Laundry 6.5 FOOD 6.6 HEALTH RECORDS 6.7 MATERIALS MANAGEMENT 6.8 PHYSICIAN FACILITIES 6.9 LOCATING/ SWITCHBOARD 6.10 BIOMEDICAL ENGINEERING 6.11 PROTECTION 6.12 PUBLIC SPACES 6.13 RETAIL PHARMACY 6.14 VOLUNTEER RESOURCES 6.15 CENTRAL PT REGISTRATION 6.16 P3 FACILITIES MANAGEMENT 6.17 CENTRAL PORTERING 6.18 PARKING 6.19 IMIT 6.20 EQUIPMENT MAINTENACE 6.21 EQUIPMENT DEPOT 7.1 STRATEGIC PRIORITIES

12 Clinical High Level Timeline

13 Closing Remarks Thorough understanding of the complexity of a PPP project Compliance Based Design is the cornerstone of the RFP and PA Importance of needs analysis and clinical input during Compliance design process Design and Construction the easy part Transition Operational Readiness critical People People People Communication Collaboration Relationship Management Page 13

14 Biography Tom Sparrow is the Chief Project Officer for the North Island Hospitals Project. Mr. Sparrow has a long history of success and experience working as the project lead for many Canadian government projects including most recently as Project Director for the Fort St. John Hospital and Peace Villa project, and as Chief Project Officer for the Iqaluit International Airport Improvement Project. Mr. Sparrow also provides Advisory Services to the Auditor General of Canada in addition to providing guidance and support to other Canadian Provincial and Territorial Agencies and private sector healthcare related companies. Tom Sparrow Chief Project Officer North Island Hospitals Project Vancouver Island Health Authority Campbell River Project Office c/o 375 2nd Avenue Campbell River, BC V9W 3V1 Mr. Sparrow is a Certified Project Manager (PMP), holds an MSc. Health Information Sciences from the University of Victoria and an MBA from Athabasca University. He has also been actively involved with the Project Management Institute and lectures at the University of Victoria and healthcare conferences throughout North America. tom.sparrow@viha.ca D M Master of Science, Health Informatics University of Victoria Master of Business Administration, Information Technology Management Athabasca University Graduate Diploma, Public Sector Management, Public Administration University of Victoria PROFESSIONAL AFFILIATIONS Project Management Institute