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• The present • Our services and current performance• Preliminary Business Case (PBC) recommendations

• The future• Delivering on our strategic plan• The Detailed Business Case (DBC) explained• Regional impacts and opportunities

• Questions

New hospital, new siteAgenda

The present

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Rated as one of the best performing Hospital and Health Services in Queensland

• Level 1 – performance rating • Outpatient, elective surgery and endoscopy

waiting times better than the State target • Achieving Emergency Department targets • Increased range of services• Sustainable financial management• ACHS “accreditation ready every day”• Government has confidence in us

The present: Our performance

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• Staffing: 3,700 internally ($15 million contracts within the private sector, approx. 170 FTE)

• Budget: $645 million for 2019-20

• Activity Target: 107,000 QWAU (compared to 59,000 in 2012)

• Partnerships with private sector, PHN, universities, non-government organisations and local government are strong

• Value for money – we want more high-quality services at the right price

The present: Our activity

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The present: Our current servicesSpecialty Level 4 Level 5 Private ContractICU Coronary Care

Obstetrics

Gynaecology

Paediatrics

Medical Oncology

Radiation Oncology Genesis CareGeneral Surgery

Endoscopy

General Medicine

Rehabilitation

Palliative Care

Gastroenterology

Renal Medicine

Mental Health Acute

Mental Health Community

Paediatric ENT Bundaberg MaterOphthalmology Bundaberg Private Day / Hervey Bay SurgicalCardiac Angiography / PCI GenesisAllied Health and Community

Pathology

Pharmacy

Radiology

Cardiac Investigations Genesis Care

The case for change

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The case for change• Population growth: 24% over 65, compared to 15% for Qld

and will increase by an estimated 50% by 2032 (from 21,000 to 30,400).

• Chronic disease and socio-economic disadvantage: We’re getting older, sicker, poorer

• Access to services: Specialty-by-specialty analysis of Clinical Service Capability Framework (CSCF)

• Increase in capability to CSCF 5:• Cardiology• Critical Care• Emergency Medicine• Gastroenterology• Colorectal Surgery

• Orthopaedics• Ophthalmology• General Medicine• Neurology• Renal Medicine

• Respiratory• Upper GIT Surgery• Urology

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• Expansion: Other HHSs have agreed to repatriate the funds to support local service expansion

• Clinical support: State clinical networks support our proposals

• Projected bed growth: Hospital size, including support services

• Aged infrastructure: We’re too susceptible to flooding

• New hospital: Formal proposal for a new hospital

The case for change (continued)

The future

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The future: Our strategic planStrategic directions Service priorities

Enhance holistic health care

Transform and optimise services

Deliver more care locally

Right care, right time, right place

Plan today for future infrastructure

Infrastructure for the future

Develop and support our staff

Develop our future workforce

Excellence through innovation

Modernise through research, education

and technology

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WBHHS by 2022 will have:1. Completed planning for a new or significantly refurbished hospital for

Bundaberg (Detailed Business Case)2. Redeveloped the Emergency (Commenced) and Specialist outpatients

department (Complete) at Maryborough Hospital 3. Completed construction and commencement of operations of a

Step Up Step Down mental health facility in Bundaberg (Complete)4. Completed an upgrade to Gayndah Hospital (Complete) and Eidsvold MPHS

(Commenced) and progressively improved other rural facilities 5. Completed Construction of a new Emergency Department (Complete)

and Clinical Decisions Unit in Hervey Bay (Nearing Completion)6. Master Planned all WBHHS facilities (Completion end of July 2019)7. Constructed a new $40 million, 22-bed Mental Health Unit at Hervey Bay

Hospital (Detailed design to commence in August 2019)

Plan today for future infrastructure

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Queensland Health’s Investment Management FrameworkInvestment Review Committee (IRC) planning process for new hospital in Bundaberg:

Gate 0 Concept Brief – need or problem identifiedGate 1 Preliminary Business Case – options to address needGate 2 Detailed Business Case – preferred option costedGate 3 Tender, Procurement – Builder engagedGate 4 Service Ready – Safe to commence providing servicesGate 5 Benefits Realisation – did the investment deliver benefits

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Where are we now ?

A detailed business case

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Project Steering Committee involves:

• Wide Bay Hospital and Health Board and Service• Queensland Health capital team• Queensland Health planning team• Building Queensland• Treasury• Department of Premier and Cabinet• Department of State Development MIP

Detailed business case:Governance

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• Business case management services • Architect and engineering consultants • Technical consultants (hydraulic, traffic and environmental)• Risk, ICT, financial and economic and social impact

consultants • Legal and probity consultants • Peer review and gateway review team• WBHHS project team • Administrative support

Detailed business case: Expertise and support

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1. Site selection– exploring state-owned, local government and private land

tenure options through an expression of interest process

2. Masterplan developed– technical building and schematic facility design work– financial and commercial analysis and planning– equipment and infrastructure planning to support the new

hospital facility– staging

3. Workforce planning– continuing extensive operational and workforce planning

4. Community and stakeholder engagement

5. Submit Detailed Business Case

Detailed business case: Activities

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Site selection process• EOI for private or local Government owned land

(is expected to be advertised 10 August in local, regional and State papers and closing 9 September)

• Consideration of wider economic impact,e.g complimentary service opportunities such as education, day care, research, etc.

Site Selection

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Size • 15-20 hectares

Location • Within 17km CBD

Flood resilient • At or above Q500 Flood level

Accessibility • Community proximity• Public transport• Parking/ pedestrian/ bicycle • QAS/ helicopters /emergency vehicles

Planning and Statutory • Cultural heritage• Ecology • Bushfire• Local/State /National

Social and community considerations

• Connectivity• Local economic development

Environmental • Adverse impacts

Time and Cost • Value for money

Brief overview -Site assessment criteria

Site selection

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Masterplan process

Masterplan developed

• Size of hospital including number of acute / sub-acute beds / clinic rooms and key departmental relationships

• Size of support departments such as medical imaging, pathology, cardiac investigation etc

• Consultants including architects will be procured to schematically design the new hospital

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Key functional relationships

Masterplan developed

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Diagnostic support• CT, MRI, PET scanners• Cardiac Catheter Laboratories • All diagnostic facilities

Operational infrastructure• Technical requirements to support expansion• ICT development• Training and education

Hotel and other support services • Catering, linen, waste, supplies, security

Define support requirements

Masterplan developed

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We develop a detailed workforce plan

Workforce planning

• Employ the right numbers of high-calibre staff to provide safe, high-quality services

• Home-grow more medical, nursing and allied health staff

• Establish new health-related courses within Wide Bay

• Support students to train here with guarantee of employment

• Get the timing right between training, expansion and starting work

• Consider the wider infrastructure impact of bringing new people to Wide Bay – engaging with Councils

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Workforce impacts – providingmore local opportunities• Development of Medical Program

• MOU has been signed • Target 2022 commencement• Full Academic Structure – Joint senior medical

appointments• 50–60 students per year –

4- year post graduate program rising to 100 per year

• Development of Health and Science Academic Centre• Expand range of courses in Wide Bay –

Allied Health focus• Significant expansion of Business School

• Up to 200 MBA working students within health setting

Workforce planning

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• Market sounding • Social impact and economic assessment • Technical – TMR, state and local government

agencies • Consumer representatives on design user groups • Extensive staff engagement • Community information sessions• Targeted engagement with individual groups

Engaging the community, staff and stakeholders

Community and stakeholder engagement

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• No loss of services • Closer access to wider range of surgical procedures• Closer access to wider range of sub-speciality

medical services • Expanded range of outpatient clinics across Wide

Bay• Improvement in access to diagnostic facilities • Less need to travel to Brisbane• First step in developing potential Level 5 services

across Wide Bay

What does this mean for the Fraser Coast and North Burnett residents?

Community and stakeholder engagement

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We present the detailed business case to the Investment Review Committee, ready to answer every question in finite detail.

• Capital and operational (recurring and set-up costs)• Phasing of implementation• Transition of services• Costings need to account

for all potential risks (weather, economic change, labour supply)

We cost the project and agree on a preferred option

Submit a detailed business case

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The key numbers• Capital spend on hospital unknown• WBHHS annual budget would increase by an estimated

up to $150-200 million recurring• Potential to create substantial growth in new health jobs

and construction-related jobs• Less need to travel to Brisbane for services • Multiplier effect – flow-on impacts for schools, housing,

services, hospitality, arts/entertainment, student accommodation, commercial etc

• Game-changer for the regional economy

Regional impacts and opportunities

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Provide feedback

Ask questions

Attend future forums

Attend consumer feedback meetings

Email: WBHHS-NewHospital@health.qld.gov.auVisit: www.health.qld.gov.au/widebay

How can you get involved?

Questions?