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Integration of Facility Planning and Operational Readiness Planning Canadian Centre for Healthcare Facilities (CCHF) Bridging from Theory to Reality: Putting Patients First Date: December 8, 2014 Bryna Rabishaw, Principal Stantec Consulting Slide 2 Education George Brown College (Waterfront Project) Laurentian University New School of Architecture McMaster University DeGroote School of Business Culture and Recreation Art Gallery of Ontario Justice Ministry of Child and Youth Services, Brampton Youth Centre Ministry of Community Safety and Correctional Services, Toronto South Detention Centre Corporate Borealis Infrastructure (MDS Acquisition) Canadian Imperial Bank of Commerce Institutional/ Healthcare Life Labs New Chemistry Platform Rollout Ontario Agency for Health Protection and Promotion Ontario Association of Medical Labs Ontario Forensic Services and Coroners Complex Ontario Telemedicine Network Hospitals 2 Stantec Consulting Ltd. 2014 Experiences of Many Slide 3 Agenda 1.Operational Readiness Planning Overview Responding to Operational Challenges 2. Client Experience- Takeaways & Lessons Learned Bridgepoint Active Healthcare Application To Other Projects 3 Stantec Consulting Ltd. 2014 Slide 4 Operational Readiness Planning Overview 1 4 Slide 5 Linking Operational Readiness to Strategic Corporate Priorities 5 Operational Readiness Strategic Priorities Facility Requirements to Support Transformation Process to Plan the Operational Transformation Future State 2014 Positioned as an extension and enabler of the strategic plan not a separate initiative Slide 6 Engage Leadership Early o Capture and harness leadership support up front o Show how project outcomes connect to corporate objectives Document Leadership Expectations o Create a Leadership Charter: Planning principles & assumptions Opening Day View (through various lenses) Leverage existing accountabilities and structures Set Project KPIs and Measure (feeds POE) o Relate to operating metrics and targets o Set check points at each project phase o Keeps project positioned to achieve what is expected How to Position Operational Readiness Planning to Achieve Corporate Priorities 6 Stantec Consulting Ltd. 2014 Slide 7 Anatomy of a Project Think of organization as an iceberg o Facility is only the tip o Project must build all 3 Transform facility Transform operations Transform individuals Operations and facility planning go hand-in-hand for a successful project outcome Facility Planning Operations Planning 7 Stantec Consulting Ltd. 2014 Slide 8 Ongoing Strategic Planning & Performance Metric Monitoring 8 Truly Integrated Project Planning Master Program Functional Program DesignConstructionOccupancy Service Delivery Design Process/ Workflow Design Activation Planning & Transformation Operational Start-up Financial Planning Equipment and ICAT Planning HR Planning Facility Planning Operations Planning Operational Impacts of Design Option Testing Coord Slide 9 Achieving True Integration Between Operations and Facility Planning 9 Stantec Consulting Ltd. 2014 Integration Begins at Project Concept o From the initiation of design through occupancy o Foundation of informed decisions to build on o Consider long term operating costs, staff recruitment and retention, capital costs, safety, etc. Integration Points are Two-way o Operations Informs Design o Design Options Chosen by Operational Advantage Need Translators for Common Language o Operations Staff Dont Speak Designer (and vice versa) Slide 10 Facility Changes IT / Systems Change Mgmt Financial Planning Leadership Model Changes New Service Delivery Model and Process Changes Licenses Technology and Clinical Systems Competencies, Skills Mix, Roles, Staffing Models Recruiting and Hiring Policies and ProceduresCommunications Planning and DesignEquipment Construction and Commissioning IT InfrastructureFacility/ Plant Management Physical Move Operational Changes Operational Vision Over and above day-to-day work Ramp-up Orientation 10 Stantec Consulting Ltd. 2014 Project Demands = Lots to Do Today Tomorrow Slide 11 Change Management Plan IT / Systems Change Mgmt Financial Planning Leadership Model Changes New Service Delivery Model and Process Changes Licenses Technology and Clinical Systems Competencies, Skills Mix, Roles, Staffing Models Recruiting and Hiring Policies and ProceduresCommunications Planning and DesignEquipment Construction and Commissioning IT InfrastructureFacility/ Plant Management Physical Move Operational Vision Ramp-up Orientation 11 Sandwich Model for Building Resiliency Project Management Approach Today Tomorrow Stantec Consulting Ltd. 2014 Slide 12 Client Experience Lessons Learned Bridgepoint Active Healthcare New Hospital Project 2 12 Slide 13 Lessons Learned: Capital Planning Process & Operational Readiness Slide 14 Align/ Prioritize Corporate Priorities o Redevelopment Project helped to visualize Bridgepoint 2013! o Integration between Clinical and Redevelopment Project Management Strategy should be formally established and ongoing Operational Readiness Planning is Not A Separate Corporate Initiative o Major organization changes/initiatives were incorporated into the 2 year planning cycle for Operational Readiness o Working Groups established to align with organizational structure and promote shared deliverables o Complexity of Operational Readiness should not be underestimated Linking Design & Operational Readiness To Strategic Corporate Priorities 14 Stantec Consulting Ltd. 2014 Slide 15 Linking Design & Operational Readiness To Strategic Corporate Priorities 15 Stantec Consulting Ltd. 2014 The Design Development and Operational Readiness Needs to Clearly & Obviously Map with Corporate Priorities o Mock-ups were successfully used to optimize needs of patients and staff to translate impact f design on operations o Engagement of project leads with interdependencies was managed in working groups o Education for User Groups is needed to define the process, accountability and common language for strategy, design and operations to align Opening Day Success with design intentions o A methodology is required to enable updates to be integrated with the functional plan and design intentions when service delivery plans change closer to Opening Day Slide 16 Linkage to Corporate Priorities and Performance Metrics o Opening Day Success measured via Evaluation Metrics during Pre and Post Occupancy o Integrated Activation Plan for Board and Committee level provided Goal Post view of interdependencies and priorities o Opening Day View and Success Criteria should be: o Realistic and attainable, adequately resourced, and include Facility, Clinical and Support Services Integrating Facility & Organizational Readiness For Opening Day Success 16 Stantec Consulting Ltd. 2014 Slide 17 Organizational Readiness & Resiliency Planning for Success 17 Stantec Consulting Ltd. 2014 Engagement, Communication & Change Management Strategies Should be a Corporate Priority o Organization-wide change management process was adopted successfully and linked educational need, communication plan and major project milestones o Staff engagement and sharing of information created a team spirit in anticipation of the new hospital o Multi-disciplinary study teams and patient inputs are needed for each stage of capital and operational readiness planning to get a holistic view o Accountability for decisions, and solid documentation practices need to be established to enhance understanding of the changes from the original design and establish mitigation plans to reduce operational impacts Slide 18 Keeping Ears to The Ground o Bridgepoint had regular Listening Posts to field questions and concerns from staff o Staff support and mitigation plans to address differences in personal capacity to manage change should be established early in the planning process Track Staff Readiness and Resiliency o Bridgepoint Collaboratory for Research and Innovation, Dr. Celeste Alvaro, Assessing the impact of healthcare facility design on health outcomes Organizational Readiness & Resiliency Maintaining Day-to-day Operations 18 Stantec Consulting Ltd. 2014 Slide 19 Diligent Project Management Approach and Execution Getting Things Done! o Disciplined structure, included risk management, workplans o External oversight for monitoring provided unbiased assessment o Mitigation plans to retool should be established to support ongoing process improvements Secondment Assists Workload Leveling o Knowledgeable staff ensure project implementation o Adequate resources are required and should be pulled away from clinical and operational duties Organizational Readiness & Resiliency Juggling Day-to-day Operations 19 Stantec Consulting Ltd. 2014 Slide 20 Link Operational Readiness to Strategic Priorities o Engage Leadership Early o Deliberate and obvious mapping to strategic plan, design intentions and operational impacts o Leadership recognition this is not BAU Truly Integrate Operations and Facility Planning o Ensure Design Guided by Operational Advantage o Appreciate differences and engage translators Overcoming Operational Challenges 20 Stantec Consulting Ltd. 2014 Slide 21 Formalize Capital & Operational Readiness Planning o Optimize and identify means to manage limited resources o Provide education for user groups to increase performance Identify Team Supports o Track Staff Readiness; Survey, Communication forums o Project Specialist roles and secondments Overcoming Operational Challenges 21 Stantec Consulting Ltd. 2014 Slide 22 Blend Change Management & Project Management o Disciplined structure: who, what, how and when o Build Staff Resiliency to Survive and Even Thrive! o Establish accountability for decisions and documentation practices to communicate the changes from the original design and establish mitigation plans to reduce operational impacts Start Change Early o Level the load; Early wins (non-facility dependent) Overcoming Operational Challenges 22 Stantec Consulting Ltd. 2014 Slide 23 Questions 23 Stantec Consulting Ltd. 2014