Presenter: Leanne Morton Change Management (Consultant) Health Infrastructure

1. The 3 ‘C’s in Effective Health InfrastructureDevelopment Presenter: Leanne Morton Change Management (Consultant) Health Infrastructure Contributors: Carol Callaghan Facility Planning Advisor Health Infrastructure Prue Tarmizi Communications and Consultation Manager Health Infrastructure

2. Communication

3. Communication Consultation

4. Communication Consultation Change

5. The 3 ‘C’s in Effective Health InfrastructureDevelopment Communication Consultation Change

6. Health Infrastructure

7. Health Infrastructure Established in 2007.

8. Health Infrastructure Appointed body within Public Health System. Established in 2007.

9. Health Infrastructure Appointed body within Public Health System. Established in 2007. Responsible for managing and coordinating Capital works projects in connection with the Local Health Districts and other public Organisations.

10. Health Infrastructure Appointed body within Public Health System. Established in 2007. Responsible for managing and coordinating Capital works projects in connection with the Local Health Districts and other public Organisations. Robust Governance structure.

11. Structural Framework for Change Management, Operational Commissioning & Communications 1 2 3 4 5 6

12. Structural Framework for Change Management, Operational Commissioning & Communications 1 Process of Facility Planning 2 3 4 5 6

13. Structural Framework for Change Management, Operational Commissioning & Communications 1 Process of Facility Planning 2 Health Infrastructure Overarching Process 3 4 5 6

14. Structural Framework for Change Management, Operational Commissioning & Communications 1 Process of Facility Planning 2 Health Infrastructure Overarching Process 3 Health Infrastructure Sub-Process 4 5 6

15. Structural Framework for Change Management, Operational Commissioning & Communications 1 Process of Facility Planning 2 Health Infrastructure Overarching Process 3 Health Infrastructure Sub-Process 4 Communication 5 6

16. Structural Framework for Change Management, Operational Commissioning & Communications Process of Facility Planning 1 Health Infrastructure Overarching Process 2 Health Infrastructure Sub-Process 3 Communication 4 Redesign Change Management Methodology 5 6

17. Structural Framework for Change Management, Operational Commissioning & Communications Process of Facility Planning 1 Health Infrastructure Overarching Process 2 Health Infrastructure Sub-Process 3 Communication 4 Redesign Change Management Methodology 5 Operational Commissioning 6

18. Evaluation Sustainability Knowledge Sharing Diagnostics Implementation Planning Implementation Planning Project Initiation & Start-up Implementation Checkpoints Diagnostics Solution Design Robust Framework For Improving Processes Why use Clinical Redesign Methodology?

19. Evaluation Sustainability Knowledge Sharing Diagnostics Implementation Planning Implementation Planning Project Initiation & Start-up Implementation Checkpoints Diagnostics Solution Design Robust Framework For Improving Processes Why use Clinical Redesign Methodology? • The Methodology is well known to Clinicians and staff across the state

20. Evaluation Sustainability Knowledge Sharing Diagnostics Implementation Planning Implementation Planning Project Initiation & Start-up Implementation Checkpoints Diagnostics Solution Design Robust Framework For Improving Processes Why use Clinical Redesign Methodology? • The Methodology is well known to Clinicians and staff across the state • Well supported at a state level through ACI and the Clinical Redesign Leaders Network and schools

21. Evaluation Sustainability Knowledge Sharing Diagnostics Implementation Planning Implementation Planning Project Initiation & Start-up Implementation Checkpoints Diagnostics Solution Design Robust Framework For Improving Processes Why use Clinical Redesign Methodology? • The Methodology is well known to Clinicians and staff across the state • Well supported at a state level through ACI and the Clinical Redesign Leaders Network and schools • Local Health Districts have Clinical Redesign staff that can assist in projects and providing AIM training

22. Change Management Operational Strategy Service Readiness Building Commissioning Project + Change + Stakeholder + Communication + Commissioning

23. Consistent and Clear Communications Consistent and clear Communications Communications • Framework needs to be developed for each capital project • Proactive communications needs to be planned and implemented • Focus on internal communications to support change management process throughout the project

24. Consistent and Clear Communications Consistent and clear Communications Communications Change Management Capital Project an ideal catalyst to bring about change Affords the opportunity to challenge current thinking and practice and develop new ways of working Very challenging for stakeholders Executive managers engagement essential to lead teams • Framework needs to be developed for each capital project • Proactive communications needs to be planned and implemented • Focus on internal communications to support change management process throughout the project

25. Change and Commissioning Governance Legend Executive Steering Committee Committees Construction/ Contractor Commissioning Functions Network Executive Project Control Group Related Committees outside of Governance Operational User Groups Executive Change & Commissioning Control Group Network Clinical Governance Workforce & Resource Planning Communications Working Group Change Working Group FFE Control Group ICT Working Group Building Working Group Move Logistics (GM) Post Occupancy Control Group (GM) Building Commissioning Working Group OUG Working Group OUG Working Group OUG Working Group OUG Working Group OUG Working Group

26. Functional Design Briefs redefined in early 2011 with clear outcomes: How does the project meet the LHD/organisations objectives? - CSP Early resolution on ‘whole of hospital’ system issues that influence design Early engagement with the Executive and clinicians Functional Design Brief - Specifications Design Development (DD) Functional Design (FD) PDP Construction Documentation Procurement Commissioning

27. Functional Design Briefs redefined in early 2011 with clear outcomes: End result should describe accurately for the design team how the spaces will be used: Who will use it Volume and activity Activities to be undertaken Models of Care/Service delivery changes Functional Design Brief - Specifications Design Development (DD) Functional Design (FD) PDP Construction Documentation Procurement Commissioning

28. Functional Design - Principles Model of Care Design Objectives Operational Principles Patient Environment Staff Environment Interior Design Equity of Access Education and Research Future Proofing Flexibility and Technology Design Development (DD) Functional Design (FD) PDP Construction Documentation Procurement Commissioning

29. Change Management Case Study Blacktown Hospital Redevelopment Issues • Executive Management Team encouraged staff to be adventurous and challenge thinking about clinical practice

30. Change Management Case Study Blacktown Hospital Redevelopment Issues • Executive Management Team encouraged staff to be adventurous and challenge thinking about clinical practice • IPU User group identified key guiding principles during FDB to inform design team

31. Change Management Case Study Blacktown Hospital Redevelopment Issues • Executive Management Team encouraged staff to be adventurous and challenge thinking about clinical practice • IPU User group identified key guiding principles during FDB to inform design team • Guiding Principles: • See and be seen • Minimal staff travel • Efficient storage • Enable team based model of care • Administration part of team • Optimal Flows • Flexible design platform

32. Case Study Blacktown Hospital Redevelopment Issues Communications • Branding the Project provided a platform for communications and gave the project a strong identity

33. Case Study Blacktown Hospital Redevelopment Issues Communications • Branding the Project provided a platform for communications and gave the project a strong identity • Frequent and Transparent Communications channels established early – direct support by LHD

34. Case Study Blacktown Hospital Redevelopment Issues Communications • Branding the Project provided a platform for communications and gave the project a strong identity • Frequent and Transparent Communications channels established early – direct support by LHD • Established trust with stakeholders and support of the project and generated excitement about the investment in health.

35. Collaboration and Networking Results Change Management • Generic Inpatient Working Group

36. Collaboration and Networking Results Change Management • Generic Inpatient Working Group • Broad representative membership from all clinical and non-clinical stakeholders

37. Collaboration and Networking Results Change Management • Generic Inpatient Working Group • Broad representative membership from all clinical and non-clinical stakeholders • Wide consultation with colleagues outside of working group

38. Collaboration and Networking Results Change Management • Generic Inpatient Working Group • Broad representative membership from all clinical and non-clinical stakeholders • Wide consultation with colleagues outside of working group • Site visits to recently completed facilities across the State and other parts of Australia.

39. Collaboration and Networking Results Change Management • Generic Inpatient Working Group • Broad representative membership from all clinical and non-clinical stakeholders • Wide consultation with colleagues outside of working group • Site visits to recently completed facilities across the State and other parts of Australia. • Lessons learned from other projects and facilities

40. Collaboration and Networking Results Blacktown Mt Druitt Hospital Communications • Clear consistent communications channels – social media, text message updates, blogs

41. Collaboration and Networking Results Blacktown Mt Druitt Hospital Communications • Clear consistent communications channels – social media, text message updates, blogs • Strong internal communication campaign to support change management

42. Collaboration and Networking Results Blacktown Mt Druitt Hospital Communications • Clear consistent communications channels – social media, text message updates, blogs • Strong internal communication campaign to support change management • Recognised brand and platform to provide key messages

43. Collaboration and Networking Results Blacktown Mt Druitt Hospital Communications • Clear consistent communications channels – social media, text message updates, blogs • Strong internal communication campaign to support change management • Recognised brand and platform to provide key messages • Buy in from all stakeholders and recognition of a positive project

44. Project Branding

45. Project Branding

46. Resources - DVD Advantages and Benefits • Standardization of processes • Efficiency of LHD staff • Quality of documentation • Sustainability

47. Home Page

49. Overview Page

50. Overview Page