New hospital, new site Agenda The present Our services and - - PowerPoint PPT Presentation

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• The present
• Our services and current performance
• Preliminary Business Case (PBC) recommendations
• The future
• Delivering on our strategic plan
• The Detailed Business Case (DBC) explained
• Regional impacts and opportunities
• Questions

New hospital, new site Agenda

The present

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Rated as one of the best performing Hospital and Health Services in Queensland

• Level 1 – performance rating
• Outpatient, elective surgery and endoscopy

waiting times better than the State target

• Achieving Emergency Department targets
• Increased range of services
• Sustainable financial management
• ACHS “accreditation ready every day”
• Government has confidence in us

The present: Our performance

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• Staffing: 3,700 internally ($15 million contracts

within the private sector, approx. 170 FTE)

• Budget: $645 million for 2019-20
• Activity Target: 107,000 QWAU

(compared to 59,000 in 2012)

• Partnerships with private sector, PHN,

universities, non-government organisations and local government are strong

• Value for money – we want more high-quality

services at the right price

The present: Our activity

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The present: Our current services

Specialty Level 4 Level 5 Private Contract ICU Coronary Care  Obstetrics  Gynaecology  Paediatrics  Medical Oncology  Radiation Oncology  Genesis Care General Surgery  Endoscopy  General Medicine  Rehabilitation  Palliative Care  Gastroenterology  Renal Medicine  Mental Health Acute  Mental Health Community  Paediatric ENT  Bundaberg Mater Ophthalmology  Bundaberg Private Day / Hervey Bay Surgical Cardiac Angiography / PCI  Genesis Allied Health and Community  Pathology  Pharmacy  Radiology  Cardiac Investigations  Genesis Care

The case for change

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The case for change

• Population growth: 24% over 65, compared to 15% for Qld

and will increase by an estimated 50% by 2032 (from 21,000 to 30,400).

• Chronic disease and socio-economic disadvantage:

We’re getting older, sicker, poorer

• Access to services: Specialty-by-specialty analysis of Clinical Service

Capability Framework (CSCF)

• Increase in capability to CSCF 5:
• Cardiology
• Critical Care
• Emergency Medicine
• Gastroenterology
• Colorectal Surgery
• Orthopaedics
• Ophthalmology
• General Medicine
• Neurology
• Renal Medicine
• Respiratory
• Upper GIT Surgery
• Urology

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• Expansion: Other HHSs have agreed to repatriate

the funds to support local service expansion

• Clinical support: State clinical networks support
• ur proposals
• Projected bed growth: Hospital size, including

support services

• Aged infrastructure: We’re too susceptible to

flooding

• New hospital: Formal proposal for a new hospital

The case for change (continued)

The future

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The future: Our strategic plan

Strategic directions Service priorities Enhance holistic health care Transform and

• ptimise services

Deliver more care locally Right care, right time, right place Plan today for future infrastructure Infrastructure for the future Develop and support

• ur staff

Develop our future workforce Excellence through innovation Modernise through research, education and technology

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WBHHS by 2022 will have:

• 1. Completed planning for a new or significantly refurbished hospital for

Bundaberg (Detailed Business Case)

• 2. Redeveloped the Emergency (Commenced) and Specialist outpatients

department (Complete) at Maryborough Hospital

• 3. Completed construction and commencement of operations of a

Step Up Step Down mental health facility in Bundaberg (Complete)

• 4. Completed an upgrade to Gayndah Hospital (Complete) and Eidsvold MPHS

(Commenced) and progressively improved other rural facilities

• 5. Completed Construction of a new Emergency Department (Complete)

and Clinical Decisions Unit in Hervey Bay (Nearing Completion)

• 6. Master Planned all WBHHS facilities (Completion end of July 2019)
• 7. Constructed a new $40 million, 22-bed Mental Health Unit at Hervey Bay

Hospital (Detailed design to commence in August 2019)

Plan today for future infrastructure

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Queensland Health’s Investment Management Framework

Investment Review Committee (IRC) planning process for new hospital in Bundaberg: Gate 0 Concept Brief – need or problem identified Gate 1 Preliminary Business Case – options to address need Gate 2 Detailed Business Case – preferred option costed Gate 3 Tender, Procurement – Builder engaged Gate 4 Service Ready – Safe to commence providing services Gate 5 Benefits Realisation – did the investment deliver benefits

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Where are we now ?

A detailed business case

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Project Steering Committee involves:

• Wide Bay Hospital and Health Board and Service
• Queensland Health capital team
• Queensland Health planning team
• Building Queensland
• Treasury
• Department of Premier and Cabinet
• Department of State Development MIP

Detailed business case: Governance

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• Business case management services
• Architect and engineering consultants
• Technical consultants (hydraulic, traffic and environmental)
• Risk, ICT, financial and economic and social impact

consultants

• Legal and probity consultants
• Peer review and gateway review team
• WBHHS project team
• Administrative support

Detailed business case: Expertise and support

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• 1. Site selection

– exploring state-owned, local government and private land tenure options through an expression of interest process

• 2. Masterplan developed

– technical building and schematic facility design work – financial and commercial analysis and planning – equipment and infrastructure planning to support the new hospital facility – staging

• 3. Workforce planning

– continuing extensive operational and workforce planning

• 4. Community and stakeholder engagement
• 5. Submit Detailed Business Case

Detailed business case: Activities

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Site selection process

• EOI for private or local Government owned land

(is expected to be advertised 10 August in local, regional and State papers and closing 9 September)

• Consideration of wider economic impact,

e.g complimentary service opportunities such as education, day care, research, etc.

Site Selection

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• 15-20 hectares

Location

• Within 17km CBD

Flood resilient

• At or above Q500 Flood level

Accessibility

• Community proximity
• Public transport
• Parking/ pedestrian/ bicycle
• QAS/ helicopters /emergency vehicles

Planning and Statutory

• Cultural heritage
• Ecology
• Bushfire
• Local/State /National

Social and community considerations

• Connectivity
• Local economic development

Environmental

• Adverse impacts

Time and Cost

• Value for money

Brief overview - Site assessment criteria

Site selection

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Masterplan process

Masterplan developed

• Size of hospital including number of acute /

sub-acute beds / clinic rooms and key departmental relationships

• Size of support departments such as medical

imaging, pathology, cardiac investigation etc

• Consultants including architects will be procured to

schematically design the new hospital

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Key functional relationships

Masterplan developed

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Diagnostic support

• CT, MRI, PET scanners
• Cardiac Catheter Laboratories
• All diagnostic facilities

Operational infrastructure

• Technical requirements to support expansion
• ICT development
• Training and education

Hotel and other support services

• Catering, linen, waste, supplies, security

Define support requirements

Masterplan developed

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We develop a detailed workforce plan

Workforce planning

• Employ the right numbers of high-calibre staff to

provide safe, high-quality services

• Home-grow more medical, nursing and

allied health staff

• Establish new health-related courses within

Wide Bay

• Support students to train here with guarantee of

employment

• Get the timing right between training, expansion

and starting work

• Consider the wider infrastructure impact of bringing

new people to Wide Bay – engaging with Councils

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Workforce impacts – providing more local opportunities

• Development of Medical Program
• MOU has been signed
• Target 2022 commencement
• Full Academic Structure – Joint senior medical

appointments

• 50–60 students per year –

4- year post graduate program rising to 100 per year

• Development of Health and Science Academic

Centre

• Expand range of courses in Wide Bay –

Allied Health focus

• Significant expansion of Business School
• Up to 200 MBA working students within

health setting

Workforce planning

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• Market sounding
• Social impact and economic assessment
• Technical – TMR, state and local government

agencies

• Consumer representatives on design user groups
• Extensive staff engagement
• Community information sessions
• Targeted engagement with individual groups

Engaging the community, staff and stakeholders

Community and stakeholder engagement

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• No loss of services
• Closer access to wider range of surgical procedures
• Closer access to wider range of sub-speciality

medical services

• Expanded range of outpatient clinics across Wide

Bay

• Improvement in access to diagnostic facilities
• Less need to travel to Brisbane
• First step in developing potential Level 5 services

across Wide Bay

What does this mean for the Fraser Coast and North Burnett residents?

Community and stakeholder engagement

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We present the detailed business case to the Investment Review Committee, ready to answer every question in finite detail.

• Capital and operational (recurring and set-up costs)
• Phasing of implementation
• Transition of services
• Costings need to account

for all potential risks (weather, economic change, labour supply)

We cost the project and agree on a preferred option

Submit a detailed business case

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The key numbers

• Capital spend on hospital unknown
• WBHHS annual budget would increase by an estimated

up to $150-200 million recurring

• Potential to create substantial growth in new health jobs

and construction-related jobs

• Less need to travel to Brisbane for services
• Multiplier effect – flow-on impacts for schools, housing,

services, hospitality, arts/entertainment, student accommodation, commercial etc

• Game-changer for the regional economy

Regional impacts and opportunities

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Provide feedback Ask questions Attend future forums Attend consumer feedback meetings Email: WBHHS-NewHospital@health.qld.gov.au Visit: www.health.qld.gov.au/widebay

How can you get involved?

Questions?