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
Experiences of Many
Hospitals
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 Coroner’s Complex
Ontario Telemedicine Network
© Stantec Consulting Ltd. 2014
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Agenda
1.
2.
3
Operational Readiness Planning Overview
Responding to Operational Challenges
Client Experience- Takeaways & Lessons Learned
Bridgepoint Active Healthcare
Application To Other Projects
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4
Operational Readiness
Planning Overview
Linking Operational Readiness to Strategic
Corporate Priorities
Strategic Priorities
Process to Plan
the
Operational
Transformation
Positioned as an
extension and enabler
of the strategic plan not a
separate initiative
Operational
Readiness
Future
State
Facility
Requirements to
Support
Transformation
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© 2014
How to Position Operational Readiness
Planning to Achieve Corporate Priorities
• Engage Leadership Early
o
o
Capture and harness leadership support up front
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 KPI’s 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
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© Stantec Consulting Ltd. 2014
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
•
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© Stantec Consulting Ltd. 2014
Operations Planning
Think of organization as an
iceberg
•
Facility
Planning
“Anatomy” of a Project
Facility
Operations
Individuals
Truly Integrated Project Planning
   Ongoing Strategic Planning & Performance Metric Monitoring   
Operations
Planning
Service
Delivery
Design
Process/
Workflow
Design
Activation Planning &
Transformation
Operational
Start-up
Financial Planning
Equipment and ICAT Planning
HR Planning
Operational
Impacts of
Design
Facility
Planning
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Option
Testing
Option
Testing
Option
Testing
Master
Program
Functional
Program
Design
Coord
Construction
Coord
Occupancy
Achieving True Integration Between
Operations and Facility Planning
• 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
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Operations Staff Don’t Speak Designer (and vice versa)
© Stantec Consulting Ltd. 2014
Project Demands = Lots to Do
Operational Changes
Operational Vision
Leadership
Change Model
MgmtChanges
New Service Delivery Model and Process Changes
Financial Planning
Today
Ramp-up
Licenses
Tomorrow
Technology
and Clinical Systems
IT / Systems
Competencies, Skills Mix, Roles, Staffing Models
Orientation
Recruiting and Hiring
Policies and Procedures
Communications
Planning and Design
Equipment
Construction and Commissioning
IT Infrastructure
Facility/ Plant Management
Physical Move
Facility Changes
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© Stantec Consulting Ltd. 2014
Over and
above
day-to-day
work
“Sandwich Model” for Building Resiliency
Change Management Plan
Operational Vision
Leadership
Change Model
MgmtChanges
New Service Delivery Model and Process Changes
Financial Planning
Ramp-up
Licenses
Technology
and Clinical Systems
IT / Systems
Today
Competencies, Skills Mix, Roles, Staffing Models
Orientation
Recruiting and Hiring
Policies and Procedures
Planning and Design
Communications
Equipment
Construction and Commissioning
IT Infrastructure
Facility/ Plant Management
Physical Move
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Project Management Approach
© Stantec Consulting Ltd. 2014
Tomorrow
2
Client Experience Lessons
Learned
Bridgepoint Active Healthcare
New Hospital Project
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Lessons Learned: Capital Planning
Process & Operational Readiness
Overcoming Operational Challenges
• Link Operational Readiness to Strategic Priorities
o
o
o
Engage Leadership Early
Deliberate and obvious mapping to strategic plan, design
intentions and operational impacts
Leadership recognition this is not BAU
• Truly Integrate Operations and Facility Planning
o
o
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Ensure Design Guided by Operational Advantage
Appreciate differences and engage “translators”
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Overcoming Operational Challenges
• 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
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© Stantec Consulting Ltd. 2014
Overcoming Operational Challenges
• 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)
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Questions
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© Stantec Consulting Ltd. 2014