super hospitals world class facility innovation  focus  pertinent approaches  governance

= ho hum  focus  pertinent approaches  governance

noted directions in global health service delivery convenient service (patient focus) responsiveness technology use outsourcing, co-sourcing, in-house governance consolidation & mergers globalisation beyond raw function  focus  pertinent approaches  governance

applying directions in global health service = balanced planning x integral flexibility but < world class  focus  pertinent approaches  governance

add + sharing a vision + urban planning + integral allied facility planning + appropriate atmosphere (amenity, accessibility, comfort, image) + integrated services design including redundancies + ESD principles + integrating maintenance planning and WOL + recruitment/ retention of staff + understanding and designing for risks + applying appropriate standards (aiming at objectives) + divergent benefits + understanding legislation + mapping, benchmarking + keeping updated on further global trends + publishing research and results = world class  focus  pertinent approaches  governance

integral flexibility  focus  pertinent approaches  governance

long-term localised pockets for building replacement other sites for replacement or additions Development Replacement infill Replacement infill Replacement zone Replacement zone Allied  focus  pertinent approaches  governance

potential to form separate parcels energy & transport energy unit carpark linked hospital components (with coordinated functions) carpark  focus  pertinent approaches  governance

 focus  pertinent approaches  governance

 focus  pertinent approaches  governance

 focus  pertinent approaches  governance

reuse and adjoining existing BCA floor to floor depth of plan

 focus  pertinent approaches  governance

 focus  pertinent approaches  governance

 focus  pertinent approaches  governance

 focus  pertinent approaches  governance

 focus  pertinent approaches  governance

A A B B Dept. 1 Dept. 2 Dept. 3  focus  pertinent approaches  governance

Dept. 3Dept. 2Dept. 1 Dept. 5Dept. 4Dept. 6  focus  pertinent approaches  governance

 focus  pertinent approaches  governance

 focus  pertinent approaches  governance

mechanical electrical  focus  pertinent approaches  governance

Microwave line of sight Substation Energex Sub- Station Central Energy Plant From Telstra fibre optic network Dual feed 132 KV Transmission loop Key Issues Power Location of proposed Energex sub-station – adjacent Reliability - the sub-station has dual routes Capacity – considered adequate with two transformers On site distribution via Central Emergency Plant Existing 132 kv transmission line. Relocate to underground - helicopter flight paths, aesthetics Communication Major Telstra fibre optic cable Line of sight for Microwave link

communications hydraulic fire  focus  pertinent approaches  governance

Design DirectorDirector Project Co-ordinator Health Planning Co-ordinator  focus  pertinent approaches  governance ©2007 Top Down ApproachBottom Up Approach unity of purpose ‘central’ authority limited opportunity to engage others in organisation – no ‘ownership’ reflects only management’s priorities recognises diversity of perspective ‘local’ authority difficult to implement reflects only end users priorities uncertainty about outcomes participative dynamic coherence collaborative learning/questioning diversity of perspective develops sense of common purpose ‘ownership’ by whole organisation shared priorities Interactive Workshops – Involving a Cross Section of the Client Workshop Process

 focus  pertinent approaches  governance Agreement on what the project needs to do to support QH’s and the QCH’s mission and operational needs Agreement on broad functional/space requirements. Agreed functional proximity relationships/blocking and stacking. Reconciliation to budget. Agreement on preferred concept design option for the new QCH Agreement on developed concept design and design briefs, reconciled with budget Review of existing paediatric, activities. Outline functional, accommodation and design requirements (benchmarked and reconciled with earlier work Developed functional, accommodation and design requirements (room by room schedules) Developed functional, accommodation and design requirements, room by room area schedules Finalisation and sign off of Design Brief by users/PCGs How much area can we afford? Indicative costings Draft Cost Plan A Scope reconciled to budget WORKSHOP 1 – VISION Presentations from key stakeholder representatives Looking at the project from multiple perspectives Presentation of draft accommodation requirements Mapping proximity relationships Presentation of concept design options for the site (including indicative costings) Evaluation of options WORKSHOP 4 - ENHANCEMENT Enhancing/adding value to agreed concept design Cost value management WORKSHOPS (Stakeholders) Outputs USER GROUP MEETINGS Cost Reviews WORKSHOP 2 – ACCOMMODATION NEEDS WORKSHOP 3 – OPTIONS EVALUATION

 focus  pertinent approaches  governance Presentation of Options

 focus  pertinent approaches  governance

Design DirectorDirector Project Co-ordinator Technical Co-ordinator Design Co-ordinator Health Planning Co-ordinator  focus  pertinent approaches  governance