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Integration of Facility Planning and Operational Readiness Planning

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Presentation on theme: "Integration of Facility Planning and Operational Readiness Planning"— Presentation transcript:

1 Integration of Facility Planning and Operational Readiness Planning
Canadian Centre for Healthcare Facilities (CCHF) “Bridging from Theory to Reality: Putting Patients First” Welcome Talk about how owners can address operational challenges on redevelopment projects Date: December 8, 2014 Bryna Rabishaw, Principal Stantec Consulting

2 © Stantec Consulting Ltd. 2014
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 Profiling only 2 case studies Experience drawn from many more projects across many industries © Stantec Consulting Ltd. 2014 2

3 © Stantec Consulting Ltd. 2014
Agenda Operational Readiness Planning Overview Responding to Operational Challenges Client Experience- Takeaways & Lessons Learned Bridgepoint Active Healthcare Application To Other Projects Start with explaining the concept of ops readiness and how addresses 3 overarching challenges Then Bryna and Dave will use 2 case studies to demonstrate ways organizations have successfully applied ops readiness 3 © Stantec Consulting Ltd. 2014

4 Operational Readiness Planning Overview
1 Operational Readiness Planning Overview What mean by operational readiness planning? 4

5 Linking Operational Readiness to Strategic Corporate Priorities
1 Linking Operational Readiness to Strategic Corporate Priorities Strategic Priorities Operational Readiness Process to Plan the Operational Transformation Future State Place where a corporate priorities are drawn into the project realm Acts as planning hub between strategy, operations transformation, facility transformation to get to new operational end state Must position as an enabler of the strategic plan not management’s whim of the week Facility Requirements to Support Transformation Positioned as an extension and enabler of the strategic plan not a separate initiative 5 © 2014

6 © Stantec Consulting Ltd. 2014
How to Position Operational Readiness Planning to Achieve Corporate Priorities Engage Leadership Early Capture and harness leadership support up front Show how project outcomes connect to corporate objectives Document Leadership Expectations 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”) Relate to operating metrics and targets Set check points at each project phase Keeps project positioned to achieve what is expected - Some proven ways to link ops readiness planning to strategic plan 6 © Stantec Consulting Ltd. 2014

7 © Stantec Consulting Ltd. 2014
“Anatomy” of a Project Individuals Operations Facility Think of organization as an iceberg Facility is only the tip 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 Why linkage important - organization as an iceberg analogy While often most prominent, facility only tip If the project is to do right things to achieve new operating end state, then project must go deeper and affect change on more than the tip Transform the whole or all 3 parts © Stantec Consulting Ltd. 2014 7

8 Truly Integrated Project Planning
1 Truly Integrated Project Planning    Ongoing Strategic Planning & Performance Metric Monitoring    Service Delivery Design Process/ Workflow Design Activation Planning & Transformation Operational Start-up Operations Planning Financial Planning Equipment and ICAT Planning HR Planning To change all 3 together in harmony to a desired end state, requires truly integrated planning Integration between ops planning and facility planning starts at the beginning and remains connected through entire lifecycle Operational requirements driven through financial, F+E and HR planning lenses into the facility design process Through programing and design, options back tested against financial, HR and F+E implications so options chosen by operational advantage against criteria Set checkpoints as gates for each stage to demonstrate alignment to metrics/ targets As come out of design, coordination maintained through activation planning and start-up True integration – never lose sight of desired operational outcomes – stay connected Operational Impacts of Design Option Testing Option Testing Option Testing Coord Coord Facility Planning Master Program Functional Program Design Construction Occupancy 8

9 Achieving True Integration Between Operations and Facility Planning
1 Achieving True Integration Between Operations and Facility Planning Integration Begins at Project Concept From the initiation of design through occupancy Foundation of informed decisions to build on Consider long term operating costs, staff recruitment and retention, capital costs, safety, etc. Integration Points are “Two-way” Operations Informs Design Design Options Chosen by Operational Advantage Need Translators for Common Language Operations Staff Don’t Speak Designer (and vice versa) - How achieve integration? 9 © Stantec Consulting Ltd. 2014

10 Project Demands = Lots to Do
1 Project Demands = Lots to Do Operational Changes Operational Vision Leadership Model Changes Change Mgmt New Service Delivery Model and Process Changes Financial Planning Licenses Ramp-up Today Tomorrow Technology and Clinical Systems IT / Systems Competencies, Skills Mix, Roles, Staffing Models Recruiting and Hiring Orientation Policies and Procedures Communications Why is org readiness and resiliency even in question? Project brings a lot of work and a lot of change over and above day-to-day operations Leadership needs to recognize this if real change is to take place and realize value from facility investment Planning and Design Equipment Over and above day-to-day work Construction and Commissioning IT Infrastructure Facility/ Plant Management Physical Move Facility Changes 10 © Stantec Consulting Ltd. 2014

11 “Sandwich Model” for Building Resiliency
1 “Sandwich Model” for Building Resiliency Change Management Plan Operational Vision Leadership Model Changes Change Mgmt New Service Delivery Model and Process Changes Financial Planning Licenses Ramp-up Technology and Clinical Systems IT / Systems Today Tomorrow Competencies, Skills Mix, Roles, Staffing Models Recruiting and Hiring Orientation Policies and Procedures Communications Planning and Design Equipment Can’t avoid the work if want a new operational end state BUT can be smarter on how its tackled Look to sandwich the work between change management plan from the top underpinned by good a project management approach Specifics can be tailored for each organization but BOTH are essential Case studies show different approaches from 2 organizations Construction and Commissioning IT Infrastructure Facility/ Plant Management Physical Move Project Management Approach 11 © Stantec Consulting Ltd. 2014

12 2 Client Experience Lessons Learned Bridgepoint Active Healthcare New Hospital Project BR 12

13 Lessons Learned: Capital Planning Process & Operational Readiness
2 Lessons Learned: Capital Planning Process & Operational Readiness

14 © Stantec Consulting Ltd. 2014
Linking Design & Operational Readiness To Strategic Corporate Priorities Align/ Prioritize Corporate Priorities Redevelopment Project helped to visualize Bridgepoint 2013! Integration between Clinical and Redevelopment Project Management Strategy should be formally established and ongoing Operational Readiness Planning is Not A Separate Corporate Initiative Major organization changes/initiatives were incorporated into the 2 year planning cycle for Operational Readiness Working Groups established to align with organizational structure and promote shared deliverables Complexity of Operational Readiness should not be underestimated BR 14 © Stantec Consulting Ltd. 2014

15 © Stantec Consulting Ltd. 2014
Linking Design & Operational Readiness To Strategic Corporate Priorities The Design Development and Operational Readiness Needs to Clearly & Obviously Map with Corporate Priorities Mock-ups were successfully used to optimize needs of patients and staff to translate impact f design on operations Engagement of project leads with interdependencies was managed in working groups 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 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 BR 15 © Stantec Consulting Ltd. 2014

16 © Stantec Consulting Ltd. 2014
Integrating Facility & Organizational Readiness For Opening Day Success Linkage to Corporate Priorities and Performance Metrics Opening Day Success measured via Evaluation Metrics during Pre and Post Occupancy Integrated Activation Plan for Board and Committee level provided Goal Post view of interdependencies and priorities Opening Day View and Success Criteria should be: Realistic and attainable, adequately resourced, and include Facility, Clinical and Support Services BR 16 © Stantec Consulting Ltd. 2014

17 Organizational Readiness & Resiliency – Planning for Success
2 Organizational Readiness & Resiliency – Planning for Success Engagement, Communication & Change Management Strategies Should be a Corporate Priority Organization-wide change management process was adopted successfully and linked educational need, communication plan and major project milestones Staff engagement and sharing of information created a team spirit in anticipation of the new hospital Multi-disciplinary study teams and patient inputs are needed for each stage of capital and operational readiness planning to get a holistic view 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 AH 17 © Stantec Consulting Ltd. 2014

18 © Stantec Consulting Ltd. 2014
Organizational Readiness & Resiliency – Maintaining Day-to-day Operations Keeping Ears to The Ground Bridgepoint had regular “Listening Posts” to field questions and concerns from staff 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 Bridgepoint Collaboratory for Research and Innovation, Dr. Celeste Alvaro, “Assessing the impact of healthcare facility design on health outcomes” BR 18 © Stantec Consulting Ltd. 2014

19 Organizational Readiness & Resiliency – Juggling Day-to-day Operations
2 Organizational Readiness & Resiliency – Juggling Day-to-day Operations Diligent Project Management Approach and Execution – Getting Things Done! Disciplined structure, included risk management, workplans External oversight for monitoring provided unbiased assessment Mitigation plans to “retool” should be established to support ongoing process improvements Secondment Assists Workload Leveling Knowledgeable staff ensure project implementation Adequate resources are required and should be pulled away from clinical and operational duties BR 19 © Stantec Consulting Ltd. 2014

20 Overcoming Operational Challenges
2 Overcoming Operational Challenges Link Operational Readiness to Strategic Priorities 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 Ensure Design Guided by Operational Advantage Appreciate differences and engage “translators” Pragmatic and proven ways to successfully overcome those challenges 20 © Stantec Consulting Ltd. 2014

21 Overcoming Operational Challenges
2 Overcoming Operational Challenges Formalize Capital & Operational Readiness Planning Optimize and identify means to manage limited resources Provide education for user groups to increase performance Identify Team Supports Track Staff Readiness; Survey, Communication forums “Project Specialist” roles and secondments Pragmatic and proven ways to successfully overcome those challenges 21 © Stantec Consulting Ltd. 2014

22 Overcoming Operational Challenges
2 Overcoming Operational Challenges Blend Change Management & Project Management Disciplined structure: who, what, how and when Build Staff Resiliency to Survive and Even Thrive! 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 Level the load; Early wins (non-facility dependent) Pragmatic and proven ways to successfully overcome those challenges 22 © Stantec Consulting Ltd. 2014

23 © Stantec Consulting Ltd. 2014
Questions JW 23 © Stantec Consulting Ltd. 2014


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