New hospital, new site Agenda • 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 2
The present
The present: Our performance 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 4
The present: Our activity • 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 5
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 6
The case for change
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 • Orthopaedics • Respiratory • Critical Care • Ophthalmology • Upper GIT Surgery • Emergency Medicine • General Medicine • Urology • Gastroenterology • Neurology • Colorectal Surgery • Renal Medicine 8
The case for change (continued) • Expansion: Other HHSs have agreed to repatriate the funds to support local service expansion • Clinical support: State clinical networks support our 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 9
The future
The future: Our strategic plan Strategic directions Service priorities Enhance Transform and holistic optimise services health care Right care, Deliver more right time, care locally right place Plan today Infrastructure for future for the future infrastructure Develop Develop our and support future workforce our staff Excellence Modernise through through research, education innovation and technology 11
Plan today for future infrastructure 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) 12
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 13
Where are we now ? 14
A detailed business case
Detailed business case: Governance 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 16
Detailed business case: Expertise and support • 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 17
Detailed business case: Activities 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 18
Site selection process • EOI for private or local Government owned land (is expected to be advertised 10 August in local, Site regional and State papers and closing 9 Selection September) • Consideration of wider economic impact, e.g complimentary service opportunities such as education, day care, research, etc. 19
Brief overview - Site assessment criteria Site Size • 15-20 hectares selection 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 • Connectivity considerations • Local economic development Environmental • Adverse impacts Time and Cost • Value for money 20
Masterplan process • Size of hospital including number of acute / sub-acute beds / clinic rooms and key departmental Masterplan relationships developed • Size of support departments such as medical imaging, pathology, cardiac investigation etc • Consultants including architects will be procured to schematically design the new hospital 21
Key functional relationships Masterplan developed 22
Define support requirements Diagnostic support Masterplan • CT, MRI, PET scanners • Cardiac Catheter Laboratories developed • 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 23
We develop a detailed workforce plan Workforce • Employ the right numbers of high-calibre staff to planning 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 24
Workforce impacts – providing more local opportunities • Development of Medical Program Workforce • MOU has been signed planning • 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 25
Engaging the community, staff and stakeholders • Market sounding Community and • Social impact and economic assessment stakeholder • Technical – TMR, state and local government engagement agencies • Consumer representatives on design user groups • Extensive staff engagement • Community information sessions • Targeted engagement with individual groups 26
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