Transition and Operational Readiness PlanningApril 26, 2017

Includes all tasks and deliverables for the activation and occupation of the new facility, in a timely, safe, and cost-effective manner, consistent with Design Output Specifications

• Clinical• Technical• Hard FM• Soft FM

Backfill and Recruitment Strategy

(Sep 2016)

•Emergency Management Plans

•Occupational Health and Safety

•Building Systems

• Integrated Technology

•Clinical Equipment

Clinical Commissioning

•Training

•Education

•Orientation

Clinical Transition Planning

•Building Systems

•HVAC

•MEP

• IMIT

Technical Commissioning

•Hard FM

• Soft FMService Delivery

Operational Readiness

P3 Risk Transference

P3: Design-Build-Finance-MaintainTraditional: Design-Bid-Build

OWNER’S RISKS BIDDER’S RISK

Design Construction

Financing

Lifecycle

Medical Equipment

Performance

Asset Value

Facilities Maintenance

OWNER’S RISKS BIDDER’S RISK

Output Specifications

Design

Financing

Lifecycle

Medical Equipment Medical Equipment

Performance

Asset Value

Facilities Maintenance

Construction

Transition and Operational Readiness Risks

• Inadequate Infection Control Processes

• Clinicians not effectively trained to safely operate clinical equipment

• In-effective Clinical Equipment Integration and Coordination with Building Systems and Operations

• Clinical Systems/Equipment not certified

• Healthcare programs not aligned with region/state wide Healthcare programs and procedures

Transition and Operational Readiness Risks

• Unsafe Clinical Workflows

• Unsafe response to emergencies

• Negative Impact on Clinical Outcomes and Adverse Events

• Clinicians not prepared to deliver healthcare

• Clinical Teams not familiar with Operational Protocols and Procedures

• New Clinical Staff not familiar with healthcare delivery and operational protocols/procedures

Transition and Operational Readiness Risks

• Building Operators unfamiliar with Building Systems

• In-effective Coordination and Integration of Building Systems

• Building Systems not fully certified, compliant or operational

• Technical Deficiencies not managed effectively

Transition and Operational Readiness Risks

• Service Commencement to Start-up difficulties

• Misinterpretation of the contract

• Disagreement with Responsibilities

• Performance Management misunderstood

• Relationship Management not effectively aligned

• Hard and Soft FM unfamiliar with facility design, clinical flow and clinical/operational procedures

Transition and Operational Readiness Risks

• Buildings simply not ready to support health care

• Clinicians not ready to provide health care

• Integrated Technology not aligned with building systems - clinical legacy systems - building/clinical operational procedures

• Electronic Health Records (EHR) not effectively communicating with other healthcare systems

Design & Construction

Linked Projects

IMIT

General Building Management

Operational Readiness

Facility & Move Readiness

Primary Provider

Transition

Staff & Volunteer Transition

Acute Care Transition

Culture & Transformation

Project Management

Clinical Transition

• Acute inpatient (30 beds)

• Specialized inpatient (53 beds)

• Ambulatory programs

• Housekeeping• Linen &

Laundry

• Transition Committee

• FM Committee

• Preadmission• Medical day care• Ophthalmology• Urodynamic• General urology• Minor surgery

procedures• Continuing care• Visual field testing• Investigative

consultation• Surgical

assessments & follow-up

• Rehabilitation therapy

• Heart function

• 228 total beds• Palliative Care (10

beds)• Short Stay (22 beds)• Nephrology (20 beds)• Telemetry (20 beds)

Clinical Work Breakdown Structure of High-Level Operational Readiness Deliverables

WORK-IN-PROGRESS1.0

PROJECT STRUCTURES

2.0 ORGANIZATION WIDE INTEGRATION

4.0CLINICAL AREAS

3.0CAPITAL

INTEGRATION

5.0CLINICAL SUPPORT SERVICES

6.0NON-CLINICAL SUPPORT

SERVICES

7.0OTHER

PROJECTS

1.1 PROJECT

ORGANIZATION/GOVERNANCE

2.1CORPORATE

ADMINISTRATION

2.2FINANCE &

DECISION SUPPORT

2.3COMMUNICATION

& PUBLIC RELATIONS

2.4HUMAN

RESOURCES

3.1 FURNITURE & EQUIPMENT

4.1 ACUTE

MEDICAL/SURGICAL INPATIENTS

4.8EMERGENCY

DEPARTMENT

5.1 CLINICAL

NUTRITION

6.1 ACADEMIC ACTIVITIES

6.11 PROTECTION

SERVICES

7.1STRATEGIC PRIORITIES

1.1.1PROJECT VISION

1.1.2PROJECT CHARTER

1.1.3PROJECT

GOVERNANCE

1.1.4PROJECT

MANAGEMENT

1.1.5PROJECT

RESOURCES

1.1.6PROJECT

EXECUTION PLAN

1.1.7PROJECT RISK

MANAGEMENT

1.1.8PROJECT

DOCUMENTATION

2.1.1BED

ALLOCATION PLAN

2.1.2VOLUME PLAN

2.1.3OPENING DAY

VIEW

2.1.4RAMP DOWN/ UP STRATEGY

2.1.5EQUIPMENT STANDARDS

2.2.1NEW

OPERATING BUDGET

2.2.2TRANSITION

BUDGET

2.2.3LOCAL SHARE

2.2.4CONTRACTS

2.3.1STRATEGY

2.3.2INTERNAL

COMMUNICATIONS

2.3.3EXTERNAL

COMMUNICATIONS2.3.4

CELEBRATIONS

2.3.5BRANDING

2.3.6MOVE

COMMUNICATIONS

2.4.1STRATEGY

2.4.2STAFF

ALIGNMENT

2.4.3LABOUR

RELATIONS

2.4.4RETENTION & RECRUITMENT

2.4.5HOSPITAL

ORIENTATION & ON-

BOARDING

2.4.6VACATION SCHEDULE

2.4.7OCCUPATIONAL

HEALTH & SAFETY

2.5ICT

(incl. Telephony)

2.5.1TACTICAL PLAN &

STRATEGY

2.5.2BUDGET

2.5.3RESOURCES

2.5.4PROCUREMENT

2.5.5APPLICATIONS

2.5.6INFRASTRUCTURE

2.5.7IM/IT EQUIPMENT

& DEVICES

2.6QUALITY & RISK MANAGEMENT

2.6.1EMERGENCY

CODE REVISIONS

2.6.2MOCK CODES

2.6.3TRAINING

2.6.4EMERGENCY EQUIPMENT

2.6.5RAPID

RESPONSE TEAM

2.7ACADEMICS &

REEARCH

2.7.1INTEGRATION

PLAN

2.7.2TRAINING &

ORIENTATION

2.8CHANGE

MANAGEMENT

2.9MEDICAL

STAFF ENGAGEMENT

3.2WAYFINDING &

SIGNAGE

3.3OCCUPANCY &

MOVE

3.4MANAGING THE

PROJECT AGREEMENT

3.5ART WORK

4.2AMBULATORY CARE

4.3CARDIAC

CATHETIRIZATION SERVICES

4.4CARDIOLOGY DIAGNOSTIC

SERVICES

4.5CHRONIC KIDNEY

DISEASE

4.6CRITICAL CARE

SERVICES

4.7RENAL CLINIC

4.9ENDOSCOPY/ CYSTOSCOPY

4.10MATERNITY/ NEWBORN &

PEDIATRIC

4.11MENTAL HEALTH

SERVICES

4.12REGIONAL DIABETES CENTRE

4.13REGIONAL

PEDIATRICS

4.14MDRD

4.15SURGICAL

SUITE

• Radiation oncology• Specialized

inpatient• Ambulatory

5.2MEDICAL IMAGING

5.3LABORATORY

MEDICINE

5.4PHARMACY

5.5SPIRITUAL &

RELIGIOUS CARE

5.6REHABILITATION

SERVICES

5.7DISCHARGE PLANNING

5.8INFECTION

PREVENTION & CONTROL

6.2CLINICAL

COORDINATION

6.3EDUCATION

SERVICES

6.4ENVIRONMENTA

L SERVICES

6.5FOOD SERVICES

6.6HEALTH

RECORDS

6.7MATERIALS

MANAGEMENT

6.8PHYSICIAN FACILITIES

6.9LOCATING/

SWITCHBOARD

6.10BIOMEDICAL

ENGINEERING

6.12PUBLIC SPACES

6.13RETAIL

PHARMACY

6.14VOLUNTEER RESOURCES

6.15CENTRAL PT

REGISTRATION

6.16P3 FACILITIES

MANAGEMENT

6.17CENTRAL

PORTERING

6.18PARKING

6.19IMIT

6.20EQUIPMENT

MAINTENACE

6.21EQUIPMENT

DEPOT

* Each work plan is developed with detailed deliverables and dates

Clinical High Level Timeline

Page 13

Closing Remarks

Thorough understanding of the complexity of a PPP project

Compliance Based Design is the cornerstone of the RFP and PA

Importance of needs analysis and clinical input during Compliance design process

Design and Construction the easy partTransition – Operational Readiness critical – People – People – People

Communication – Collaboration – Relationship Management

Biography

Tom SparrowChief Project OfficerNorth Island Hospitals ProjectVancouver Island Health AuthorityCampbell River Project Officec/o 375 – 2nd AvenueCampbell River, BC V9W 3V1

tom.sparrow@viha.ca D 250.331.8626 M 250.661.6411www.nihp.viha.ca

Tom Sparrow is the Chief Project Officer for the North Island Hospitals Project. Mr. Sparrow has a long

history of success and experience working as the project lead for many Canadian government projects

including most recently as Project Director for the Fort St. John Hospital and Peace Villa project, and as

Chief Project Officer for the Iqaluit International Airport Improvement Project.

Mr. Sparrow also provides Advisory Services to the Auditor General of Canada in addition to providing

guidance and support to other Canadian Provincial and Territorial Agencies and private sector

healthcare related companies.

Mr. Sparrow is a Certified Project Manager (PMP), holds an MSc. Health Information Sciences from the

University of Victoria and an MBA from Athabasca University. He has also been actively involved with

the Project Management Institute and lectures at the University of Victoria and healthcare conferences

throughout North America.

Master of Science, Health Informatics

University of VictoriaMaster of Business Administration, Information Technology ManagementAthabasca UniversityGraduate Diploma, Public Sector Management, Public AdministrationUniversity of Victoria

PROFESSIONAL AFFILIATIONS

Project Management Institute