28 - 29 November, 2018 | Hilton, Brisbane

Health Facility Design and Development: Plenary Day One - 28 November 2018

9:00 am - 9:10 am Opening Remarks from the Chair

8:00 am - 9:00 am Registration and Networking

9:10 am - 9:40 am Keynote Presentation: The Herston Quarter Redevelopment Project – Establishing a Health-Centric, Mixed Use Health Precinct to Elevate Quality of Care

Debbie McNamara - Development Director, Metro North Hospital and Health Service
From 2017 for the next decade, the $1.1 Billion private-sector led Herston Quarter is a project that presents a redevelopment opportunity to contribute important social infrastructure to one of Australia’s leading health precincts, including delivery of a new specialist public health facility for Metro North Hospital and Health Service. The project combines an innovative PPP financing structure with a unique delivery model that emphasises the strengths of specialist developers and operators to deliver an integrated health and wellbeing precinct within a working public hospital site. In this session, Debbie will discuss the shared vision to continually improve quality and access to a comprehensive range of integrated health services through a private development with key external partners:

  • How the addition of Herston Quarter will greatly enhance the access to health services for the region and generate a community feel with a new uses, including a range of residential, retail, and public spaces
  • How the flexibility of the development agreement and unique commercial and delivery structure and how the approach sets a benchmark in ways government and the private sector can work together to deliver significant heath-focussed mix use projects
  • Minimising risk for the State by adopting a unique arrangement via a property trust in the delivery of public health infrastructure
  • Extensively engaging clinicians throughout the clinical design and development process to ensure relevance and practicality of the mode of care
  • Lessons learnt from the challenges of balancing competing design and technical requirements within the operational requirements of Queensland’s largest site, and the importance of effective communication
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Debbie McNamara

Development Director
Metro North Hospital and Health Service

9:40 am - 10:10 am Solution Provider Session

The world is experiencing a global aging boom. According to studies, by 2030 there will be 34 nations including Australia where more than 20% of the population is over 65, classifying Australian as a super aging nation. This panel will review the impending trends in aging and how we have addressed the growing demand so far, while focusing on:

  • How designers and planners are integrating the needs of senior citizens in the planning of new hospital facilities
  • How to do more with our existing facilities?
  • How innovation in technology is changing the way care is provided for elderly people
  • Federal versus State agenda in health and aged care
  • Digital transformation – What it means in terms of translating digital innovation into our facilities

Facilitators:
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Keola Wescott

Senior Director Capital Project Delivery
QLD Health

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Wendy Hoey

Executive Director – Rockhampton Hospital
Central Queensland Hospital and Health Service

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Damian Gould

Chief Executive Officer
Building Queensland

10:40 am - 11:00 am Speed Networking

An effectively structured interactive session designed to help you expand your network through one-on-one focused conversations. Bring your business cards!

11:00 am - 11:30 am Networking Morning Tea

11:30 am - 12:00 pm Case Study: An Overview of the State Infrastructure Plan – Addressing Queensland’s Future Health Infrastructure Needs

Bronwyn Nardi - Executive Director – Infrastructure Strategy and Planning, QLD Health
Queensland Health is developing plans to address future health infrastructure for QLD across the short, medium and long term. Bronwyn will outline the strategic direction for health infrastructure in QLD:
 
  • Moving toward integrated planning – Aligning service planning, workforce planning and infrastructure planning to better coordinate the use of resources and achieve integrated healthcare
  • Planning for growth – The increased demand for health services, particularly in the south east corner and eastern sea board, puts pressure on existing healthcare services that have reached capacity or are not fit for purpose
  • Renewal – With 122 public hospitals in QLD plus Primary Health Care Clinics, the issue of aging infrastructure needs a planned response.  The question we should be asking ourselves is whether to hold, renew or rebuild and determine when to commence planning
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Bronwyn Nardi

Executive Director – Infrastructure Strategy and Planning
QLD Health

12:00 pm - 12:30 pm Solution Provider Session

12:30 pm - 1:00 pm Case Study: Overcoming Challenges around Patient Flow to Maintain High Quality Care and Improve Clinical Efficiencies

Alanna Geary - Executive Director Nursing and Midwifery Services, Royal Brisbane & Women’s Hospital and Metro North Hospital & Health Services
Maintaining high quality care is critical for efficient patient flow. In this session, Alanna will discuss how Royal Brisbane and Women’s Hospital (RWH) are overcoming patient flow challenges, particularly around volume, skill sets and greater co-morbidity, by choosing the most appropriate model of care for the patient cohort:

  • Improving patient flow by taking a patient-centred approach: Using a nurse navigator model to monitor the patient journey, “hot” and “cold” ED sections to reduce waiting times and their patient access and coordination hub for an interdisciplinary approach between the HHS and Ambulance
  • How RWH is utilising QEAT (Queensland Emergency Access Target) KPIs to review their models of care and assess their impact on clinical efficiencies, patient experiences and health outcomes
  • Continuous improvement by being aware of and benchmarking against other projects and initiatives within and outside your health service
  • Making sure information is entered in a timely fashion to assist with clinical decision making
  • Effective workforce  planning to maintain high quality care through inter-professional learning, utilising good evidence and improving clinical handover processes
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Alanna Geary

Executive Director Nursing and Midwifery Services
Royal Brisbane & Women’s Hospital and Metro North Hospital & Health Services

1:00 pm - 2:00 pm Networking Lunch

2:00 pm - 2:30 pm Case Study: Redeveloping Existing Infrastructure to Support Contemporary Health Services for the Growing and Aging Caboolture Region

Kate Copeland - Executive Director Corporate Systems and Infrastructure, Metro North Health
Currently operating at capacity, the Caboolture Hospital is facing mounting pressure to serve the needs of a growing and aging population. Approximately $253 Million has been allocated to address infrastructure constraints since the current facility cannot serve the forecasted growth of 5,500 patients per month by 2021/22. From both a clinical and capital works perspective, Kate will address:

  • How the redevelopment will relieve pressure on current infrastructure by increasing capacity onsite and have purpose built rooms with state-of-the-art medical equipment (such as their purpose built resuscitation rooms) to help address long wait times and achieve treatment targets
  • Change management strategies to help a relatively conservative clinical base adapt to new ways of thinking and progressive models of care, such as conducting small scale projects to demonstrate new models of care, how they work and the benefits
  • Challenges posed by aging infrastructure that cannot hold increased capacity and the strategies in place to expand and contemporise the physical layout to also improve patient experiences, such as building flexible spaces with more natural lighting
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Kate Copeland

Executive Director Corporate Systems and Infrastructure
Metro North Health

2:30 pm - 3:00 pm Case Study: Adopting the “Whole of Lifecycle” Mindset to Asset Management to Place Sustainability and Maintenance at Front of Mind

David Sinclair - Executive Director – Capital and Asset Services, QLD Health
Ongoing maintenance is an incessant struggle as hospitals become increasingly expensive and complex. Irrespective of the scale of the project, we must consider the true lifecycle cost of the asset and apply it to both digital and build environments. With reference to current city and rural sites, David will discuss how you can extract more value for money while creating a sustainable and maintainable asset:

  • Opportunities for significant savings and efficiencies by adopting this model of thinking upfront in the early stages of planning to reduce risk of operational failures
  • Benefit vs. cost analysis – the difference between not funding maintenance properly relative to the early failure of the building itself or components within the building
  • How to develop an appropriate asset management and maintenance plan to effectively manage your whole of life building and infrastructure costs, and leverage continuous improvement opportunities through benchmarking and performance review
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David Sinclair

Executive Director – Capital and Asset Services
QLD Health

3:00 pm - 3:30 pm Networking Afternoon Tea

3:30 pm - 4:00 pm Case Study: Managing the Delivery of the First New Non-Replacement Tertiary Teaching Hospital through Functional Design Documentation, Development and Building Commissioning

Dianne Morgan - Clinical Planning Manager, Sunshine Coast Hospital and Health Service
Caroline Zantis - Clinical Planning Manager, Sunshine Coast Hospital and Health Service
Di and Caroline led the design, development and building commissioning aspects of the $1.8 Billion Sunshine Coast University Hospital (SCUH) PPP project for the past 9 years. Here they will share their experiences from a building commissioning perspective, with a particular focus on:

  • Collaboration with community groups in developing a prototype suite as part of the new hospital site, built to demonstrate the most prolific 25 standard rooms to be built in the hospital
  • Insight into the building commissioning process and initiatives used to enhance stakeholder experiences, such as lean thinking, horizon scanning and high consumer engagement in all stages
  • Proactive response to patient feedback to ensure quality improvement through the planning process
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Dianne Morgan

Clinical Planning Manager
Sunshine Coast Hospital and Health Service

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Caroline Zantis

Clinical Planning Manager
Sunshine Coast Hospital and Health Service

4:00 pm - 4:30 pm Case Study: How to Successfully Implement an Integrated Service Commissioning Approach in a Complex PPP Landscape

Irene Roberts - Portfolio Director, Sunshine Coast Hospital and Health Service
Integrated service commissioning assisted the whole health service’s readiness to transition into the new building, making SCUH one of Australia’s smoothest commissioning hospital projects to date. Underpinned by a contemporary change management framework, Irene will discuss the design, implementation and impact of their integrated approach to service commissioning:

  • Applying complex facility wide, end to end scenarios to ensure models of care were appropriate and supported patient flow
  • Fully integrated ICT and extensive training, with multi-disciplinary teams working collectively to better understand each other’s dependencies, contributed to a seamless transition
  • Clinical scenario testing aided by virtual reality technology applied on a large interdepartmental scale, like examining the perioperative journey of a major trauma patient  
  • Summary of impact and outcomes of their integrated approach, including greater clarity in roles, scope and processes, active risk management and higher levels of clinical engagement
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Irene Roberts

Portfolio Director
Sunshine Coast Hospital and Health Service

4:30 pm - 4:30 pm Networking Drinks