28 - 29 November, 2018 | Hilton, Brisbane

Health Facility Design and Development: Plenary Day Two - 29 November 2018

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

Wendy Hoey, Executive Director – Rockhampton Hospital at Central Queensland Hospital and Health Service

Wendy Hoey

Executive Director – Rockhampton Hospital
Central Queensland Hospital and Health Service

9:40 am - 10:10 am Innovative Asset Infrastructure Solutions Transforming Healthcare Delivery in the Digital Age

The ongoing transformation of healthcare service
delivery in the digital age requires advancing asset
infrastructure solutions and modelling to ensure
healthcare and hospital assets deliver the required
functionality and performance supporting these
advancements. Hear how the Children’s Health
Queensland Precinct is achieving this by:
• Using digital twins to accurately model the
performance and adjust the functioning and
operation of the advanced tri-generation energy
plant
• Reducing the carbon footprint of major
healthcare and research buildings in Brisbane
through tri-gen operations
• Deploying digital ePlan solutions for building plans
as well as completing advanced forward planning
of statewide healthcare facilities and infrastructure
to deliver care close to local communities
Michael Campbell, Senior Director, Facilities & Capital Infrastructure at Children's Health Queensland

Michael Campbell

Senior Director, Facilities & Capital Infrastructure
Children's Health Queensland

12:00 pm - 12:30 pm Designing Flexible Non-Clinical Spaces to Augment the Patient Experience and Enable Future Expansion Development Plans

Gold Coast Private Hospital (GCPH) is a $230 Million technology-enabled and sustainable facility, making it one of Australia’s largest private hospitals. Designed with flexibility for expansion to accommodate future demand, GCPH delivers superior patient experience by creating a welcome, non-clinical hotel-like setting.

  • Delivering exceptional patient care through their model of care – It goes beyond the physical infrastructure; it’s also about the people. For example, they provide hotel-like services to enhance customer experiences by providing high teas and celebratory dinners for new mums and dads
  • Being customer-focused – Soft skills training is inherent to generating a friendly ambiance and patient rounding  for human connectedness whereby every day the manager has to see a new patient and every second in charge has to see every patient in the ward
Clinicians are proactive, making informed decisions based on live data and feedback 
Claire Gauci, Former Deputy General Manager – Gold Coast Private Hospital at Healthscope

Claire Gauci

Former Deputy General Manager – Gold Coast Private Hospital
Healthscope

Emma Gerrard

Project Officer
Gold Coast Private Hospital

10:30 am - 11:00 am Panel Discussion: Building a Future-Ready Clinical Workforce to Cater for an Aging Population and Increasing Complexity of Conditions

This panel will discuss how to establish a future-ready clinical workforce in this digital era and maintain and develop skill sets and talent to provide high-quality, accessible, cost-effective care:
 
  • Developing a Skills Framework for the entire healthcare sector to support healthcare professionals in their career and clinical development
  • Building future skills at all levels of the clinical workforce is critical to addressing the changing needs of an ageing population
  • Talent acquisition – having the right people at the right place at the right time to enhance patient care and augment clinician morale

Facilitators:
Dave Waters, Executive Director - Workforce Services at Metro South Health

Dave Waters

Executive Director - Workforce Services
Metro South Health

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

Alanna Geary

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

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

11:30 am - 12:00 pm Case Study: Being Patient-First – Benchmarking Against World Best Practice in Safety and Quality Improvement

Hospitals worldwide experience high levels of patient harm, with generally 1 in 10 patients harmed and 1 in 200 patients seriously injured. With reference to high performing hospitals, particularly in Europe and North America, Michael will discuss:
 
  • The current status of safety and quality performance around the world
  • The key challenge is not what to do, but how to do it – Insight into best practice strategies, including professional accountability systems, workforce redesign, having clear and transparent goals, high staff engagement and building workforce capacity and capability to improve workflow
  • Emulating the best performers – Challenges around building a patient-centred culture, the role of leadership, workforce redesign and moving beyond Type 1 change (maintaining business as usual) to Type 2 change (quality improvement)
Michael Daly, Executive Director Clinical Governance at Metro South Health

Michael Daly

Executive Director Clinical Governance
Metro South Health

12:30 pm - 1:30 pm Networking Lunch

2:30 pm - 3:00 pm Case Study: Designing Flexible Non-Clinical Spaces to Augment the Patient Experience and Enable Future Expansion Development Plans

Gold Coast Private Hospital (GCPH) is a $230 Million technology-enabled and sustainable facility, making it one of Australia’s largest private hospitals. Designed with flexibility for expansion to accommodate future demand, GCPH delivers superior patient experience by creating a welcome, non-clinical hotel-like setting.

  • Delivering exceptional patient care through their model of care – It goes beyond the physical infrastructure; it’s also about the people. For example, they provide hotel-like services to enhance customer experiences by providing high teas and celebratory dinners for new mums and dads
  • Being customer-focused – Soft skills training is inherent to generating a friendly ambiance and patient rounding  for human connectedness whereby every day the manager has to see a new patient and every second in charge has to see every patient in the ward
  • Clinicians are proactive, making informed decisions based on live data and feedback 
Claire Gauci, Former Deputy General Manager – Gold Coast Private Hospital at Healthscope

Claire Gauci

Former Deputy General Manager – Gold Coast Private Hospital
Healthscope

1:30 pm - 2:00 pm Case Study: Preparing your Organisation for the Passage of Change by Exercising Foresight and Being an Aspiring Leader

As with any major infrastructure and digital transformation project, the key to success lies in how well you prepare your organisation for the shifts on culture, workforce, workflow and environment. With reference to his experience across Canada, the UK and Australia, Adrian will underline the importance of:
 
  • Foresight around capacity, deliverance and expectations to develop a long term vision as your organisation transitions into a new and more complex landscape
  • Attracting and retaining talent with the requisite skill sets and who nurture a culture that challenges current norms to work more efficiently, productively and safely
  • Developing a future workforce plan and change management strategy to support this transition; in particular the role of leaders in driving the right culture to support the program
Adrian Pennington, Chief Executive at Wide Bay Hospital and Health Service

Adrian Pennington

Chief Executive
Wide Bay Hospital and Health Service

2:00 pm - 2:30 pm Case Study: Streamlining Project Delivery and Procurement Processes to Improve Outcomes in Regional Infrastructure Developments

Due for completion by 2021, the new $62 Million Kingaroy hospital will address growing demands for health services throughout the South Burnett region. In this session, Timothy will discuss how the Darling Downs Hospital and Health Service have modified their project delivery and procurement processes to operate more efficiently in their environment:

  • Overcoming challenges inherent to undertaking projects in regional or rural environments.
  • Adapting statutory guidelines for project delivery and procurement processes by recognising their needs and redefining the policy and procedure so it is fit-for-purpose, thereby maximising operating capacity and efficiencies in the regional environment
  • Leveraging internal expertise in delivery to improve both project and organisational outcomes.
Timothy Turner, Principal Project Manager at Darling Downs Hospital and Health Service

Timothy Turner

Principal Project Manager
Darling Downs Hospital and Health Service

2:30 pm - 3:00 pm Case Study: Improving Clinical Engagement to Reinforce the Alignment between the Strategic Vision, Clinical Services and Infrastructure Planning

Wendy will explore the inherent link between strategic, clinical services and infrastructure planning in relation to Rockhampton Hospital; the “hub” of Central Queensland.
 
  • Infrastructure planning and capacity is challenging progress in developing a streamlined clinical services plan
  • Understanding the consequences and chain of events caused by misalignment in strategy and planning
  • Overcoming challenges caused by misalignment by improving clinical engagement and having order to the planning to drive a single vision and the capacity for leadership to engage top down, establishing a strong governance framework and having access to the right expertise and knowledge 
Wendy Hoey, Executive Director – Rockhampton Hospital at Central Queensland Hospital and Health Service

Wendy Hoey

Executive Director – Rockhampton Hospital
Central Queensland Hospital and Health Service

3:00 pm - 4:00 pm Conference Closed and Networking Afternoon Tea