New Hospital InfrastructureNew Hospital InfrastructureNew Hospital InfrastructureNew Hospital Infrastructure

The Do’s and Don'ts for Hospital The Do’s and Don'ts for Hospital ExecutivesExecutivesExecutivesExecutives

h d lh d lRichard RoyleRichard Royle

CEO, UnitingCare Health , QldCEO, UnitingCare Health , Qld

Projects Recently Undertaken Projects Recently Undertaken j yj yBy UCHBy UCH

The Wesley Hospital, BrisbaneThe Wesley Hospital, BrisbaneAddi i l 560 kiAddi i l 560 ki Additional 560 car parking spacesAdditional 560 car parking spaces

Plus 2 500 sq m of strata titledPlus 2 500 sq m of strata titled Plus 2,500 sq m of strata titled Plus 2,500 sq m of strata titled consulting spaceconsulting spaceg pg p

Completed Completed –– August 2008August 2008Total Cost $22MTotal Cost $22M

Wesley Car Park & Medical Wesley Car Park & Medical S it O t b 2007S it O t b 2007Suites October 2007Suites October 2007

Wesley Car ParkWesley Car ParkA t 2008A t 2008August 2008August 2008

The Wesley Hospital (cont)The Wesley Hospital (cont)The Wesley Hospital (cont)The Wesley Hospital (cont)

New Accommodation BlockNew Accommodation Block 178 beds178 beds Cardiac Services UnitCardiac Services Unit Research UnitResearch Unit Research UnitResearch Unit

Plus Refurbishment of 30 year old ward Plus Refurbishment of 30 year old ward blockblockblockblock

Completion, Completion, New block New block –– May 2009May 2009 Refurbishment Refurbishment –– December 2009December 2009

Total Cost $100MTotal Cost $100M

Wesley East Wing Wesley East Wing O t b 07O t b 07October 07October 07

Wesley Stage 3Wesley Stage 3A t 2008A t 2008August 2008August 2008

The Wesley HospitalThe Wesley HospitalE t WiE t WiEast WingEast Wing

The Wesley HospitalThe Wesley HospitalB i bB i bBrisbaneBrisbane

St Andrews War Memorial St Andrews War Memorial H it l B i bH it l B i bHospital, BrisbaneHospital, Brisbane

New Accommodation BlockNew Accommodation Block70 beds70 beds70 beds70 beds15 bed ICU15 bed ICU

3 th l b3 th l b3 cath labs3 cath labs4 operating theatres4 operating theatres

Plus Refurbishment of existing wards and Plus Refurbishment of existing wards and procedural areasprocedural areasprocedural areasprocedural areas

Completion Completion –– January 2010January 2010Total Cost $75MTotal Cost $75M

Major Capital ProjectsMajor Capital ProjectsSt A d ’ O t b 07St A d ’ O t b 07St Andrew’s October 07St Andrew’s October 07

St Andrew’s February 2009St Andrew’s February 2009St Andrew s February 2009St Andrew s February 2009

St Andrews St Andrews W M i l H it lW M i l H it lWar Memorial HospitalWar Memorial Hospital

The “Digital” HospitalThe “Digital” HospitalThe Digital HospitalThe Digital Hospital

Reactive to Adaptive: Transforming Hospitals with Digital Technology, PricewaterhouseCoopers, 2005

The 7 Habits for Highly The 7 Habits for Highly S f l B ildi P j tS f l B ildi P j tSuccessful Building ProjectsSuccessful Building Projects

1.1. Write a comprehensive “brief”Write a comprehensive “brief” Time spent by the Hospital Executive and User Time spent by the Hospital Executive and User

Groups preparing a written “brief” is criticalGroups preparing a written “brief” is criticalGroups preparing a written “brief” is critical, Groups preparing a written “brief” is critical, prior to commissioning the design consultant prior to commissioning the design consultant team. team.

The better the brief, the better the final outcome.The better the brief, the better the final outcome. Return “briefs” from the consultant team are also Return “briefs” from the consultant team are also

llcritical.critical. Technology providers can advise on emerging Technology providers can advise on emerging

technologies requiring infrastructure planning egtechnologies requiring infrastructure planning egtechnologies requiring infrastructure planning, eg. technologies requiring infrastructure planning, eg. integrated patient monitoring, cardiac integrated patient monitoring, cardiac diagnostic/interventional suites.diagnostic/interventional suites.

7 Habits for Highly Successful 7 Habits for Highly Successful B ildi P j tB ildi P j tBuilding ProjectsBuilding Projects

22 C lt t S l tiC lt t S l ti2.2. Consultant SelectionConsultant Selection-- architects, engineers, project managers architects, engineers, project managers

etcetcetc.etc. Detailed due diligence on key consultants, not Detailed due diligence on key consultants, not

just on company reputation but specificjust on company reputation but specificjust on company reputation but specific just on company reputation but specific individuals.individuals.

Hospital experience is critically importantHospital experience is critically importantHospital experience is critically importantHospital experience is critically important Teamwork between the hospital and key Teamwork between the hospital and key

consultants is critical to success.consultants is critical to success. Knowledge of latest international designs Knowledge of latest international designs

linked to elinked to e--health and technology.health and technology.

7 Habits for Highly Successful 7 Habits for Highly Successful B ildi P j tB ildi P j tBuilding ProjectsBuilding Projects

3.3. Comprehensive design and Comprehensive design and documentationdocumentation

The more complete the documentation The more complete the documentation -- The better the outcomeThe better the outcome-- Results in less variationsResults in less variations

Input by User Groups critical at this pointInput by User Groups critical at this point ––Input by User Groups critical at this point Input by User Groups critical at this point operational design advice and project operational design advice and project ownership. Clinical input on latest trends.ownership. Clinical input on latest trends.

Keep User Group numbers small Keep User Group numbers small –– only key only key staff with good communication skills.staff with good communication skills.

7 Habits for Highly Successful 7 Habits for Highly Successful B ildi P j tB ildi P j tBuilding ProjectsBuilding Projects

4. Comprehensive Furniture, Fitout and 4. Comprehensive Furniture, Fitout and Equipment (FF&E) schedulesEquipment (FF&E) schedules

Undertake room by roomUndertake room by room Undertake room by roomUndertake room by room Don’t just assume a generic ratio to Don’t just assume a generic ratio to

l l t $’l l t $’calculate $’scalculate $’s Research technology innovations in Research technology innovations in gygy

conjunction with key suppliers, key conjunction with key suppliers, key medical users and independentlymedical users and independentlymedical users, and independently. medical users, and independently.

7 Habits for Highly Successful 7 Habits for Highly Successful B ildi P j tB ildi P j tBuilding ProjectsBuilding Projects

5.5. Assess the most suitable procurement Assess the most suitable procurement method for the projectmethod for the projectmethod for the project method for the project This will depend on specifics of project and This will depend on specifics of project and

building industry climatebuilding industry climatebuilding industry climatebuilding industry climate Lump sum Lump sum

Heavily reliant on level of documentation of Bill ofHeavily reliant on level of documentation of Bill ofHeavily reliant on level of documentation of Bill of Heavily reliant on level of documentation of Bill of QuantitiesQuantities

Usually subject to cost and time extension claims (eg Usually subject to cost and time extension claims (eg latent conditions)latent conditions)latent conditions)latent conditions)

Client takes responsibility for majority of risksClient takes responsibility for majority of risks Often described as promoting an adverse relationship Often described as promoting an adverse relationship

between contracted partiesbetween contracted partiesbetween contracted parties.between contracted parties.

7 Habits for Highly Successful 7 Habits for Highly Successful B ildi P j tB ildi P j tBuilding ProjectsBuilding Projects

5.5. Procurement Method (cont)Procurement Method (cont) Managing ContractorManaging Contractor

Contractor prices in cost and time risks and takes Contractor prices in cost and time risks and takes responsibility for those issuesresponsibility for those issuesNo m ll g nteed m im m p i e ndNo m ll g nteed m im m p i e nd Normally a guaranteed maximum price and Normally a guaranteed maximum price and completion timecompletion time

Consultants novated to Managing Contractor duringConsultants novated to Managing Contractor during Consultants novated to Managing Contractor during Consultants novated to Managing Contractor during Design Development phaseDesign Development phase

Sharing of cost savings between the parties when Sharing of cost savings between the parties when letting trade packagesletting trade packages

Risk to client Risk to client –– if builder struggling to meet budget, if builder struggling to meet budget, may decrease quality of projectmay decrease quality of projectmay decrease quality of projectmay decrease quality of project

7 Habits for Highly Successful 7 Habits for Highly Successful B ildi P j tB ildi P j tBuilding ProjectsBuilding Projects

6.6. Contractor SelectionContractor Selection Detailed due diligence in advanceDetailed due diligence in advance –– know theknow theDetailed due diligence in advance Detailed due diligence in advance know the know the

senior individuals and their health experiencesenior individuals and their health experience Select contractors to tenderSelect contractors to tender Select contractors to tenderSelect contractors to tender Good working relationship at upper Good working relationship at upper

management between hospital and contractormanagement between hospital and contractormanagement between hospital and contractormanagement between hospital and contractor Know who the onKnow who the on--site construction project site construction project

ll bll bmanager will be manager will be –– experience, communication experience, communication skillsskills

7 Habits for Highly Successful 7 Habits for Highly Successful B ildi P j tB ildi P j tBuilding ProjectsBuilding Projects

7.7. Project Management, Handover and Project Management, Handover and CommissioningCommissioninggg

Regular site meetings Regular site meetings –– well documented, well documented, transparent discussionstransparent discussionstransparent discussionstransparent discussions

Detailed defects inspectionsDetailed defects inspectionsClose engagement with hospitalClose engagement with hospital Close engagement with hospital Close engagement with hospital maintenance staffmaintenance staffO h h lO h h l Ongoing communication with hospital Ongoing communication with hospital staff including detailed orientation.staff including detailed orientation.

SummarySummarySummarySummary

Do your homework before you startDo your homework before you start Latest technologies and information Latest technologies and information

applicationsapplicationsapplicationsapplications Educated and experienced Educated and experienced

cons ltants and const ctioncons ltants and const ctionconsultants and construction consultants and construction contractors.contractors.

“We shape our buildings and “We shape our buildings and ft d b ildi hft d b ildi hafterwards our buildings shape afterwards our buildings shape

us”us”usus

Winston Churchill, 1941Winston Churchill, 1941