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The smooth opening of a new hospital is crucial to its public perception,
irrespective of the efforts that have gone into its development
to that point; the facility must be fully prepared to face all the
challenges of the future from day one.
However, unless all the many factors associated with the move are
faultlessly coordinated and executed, the transition can result
in compromised patient care, low morale and costly delays, the repercussions
of which can last well beyond the official opening date.
The facility must therefore deliver quality patient care as soon
as it opens, and all associated support services must perform efficiently.
Unfortunately though, the relocation process is inherently so complex,
involving so many external suppliers, so much internal change and
so much additional and unfamiliar responsibility, that this outcome
is exceptionally hard to achieve without first rate specialist support.
UMG's transition management programme eliminates these risks by
planning every stage in the long and complicated process, organising
staff for the transition and providing timely, step-by-step plans
covering every aspect of operations for the move, up to and including
a detailed review of implementation to ensure the integration of
operations after occupancy.
TThroughout, meticulous macro to micro planning is the key to
managing the change within the agreed time and budgetary constraints,
while at the same time maximising return on capital investment and
staff productivity. This is what UMG has long experience of providing
for projects large and small.
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Managing Stakeholder Interests
A successful Transition Management Programme must ensure that
the new facility and its systems meet the needs of all stakeholders:
a) Patients: as the reason for any healthcare project, the
safe and comfortable transfer of patients without compromising quality
of care is fundamental to all stakeholders. A well-organised patient
move campaign can transfer up to 300 patients a day, depending on
staff availability and activity levels.
b) Staff: as the main resource of any healthcare organisation,
clinical and support staff need careful preparation for the changes
in working practice which inevitably accompany the transfer to a
new facility.
Typically, hundreds need to be trained in new departmental proximity
and dependencies, the location and use of new medical equipment
and IT systems as well as the operation of low voltage equipment
such as nurse call, telephone, access control and fire alarm systems.
c) Public: user communities have high expectations of new
healthcare facilities, and the public perception of any new project
is fundamental to its success. The transition process therefore
requires media campaigns to be managed, along with aspects such
a signage, advance tours of the new facility, and detailed provisions
such as arranging for security personnel to remain at the old facility
to redirect patients or visitors unaware of the move.
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Transition Framework and Tools
In developing the detailed activity and resource plans on which
the master transition plan is based, UMG uses an integrated approach
whereby the many operational, commissioning and estates functions
are addressed alongside design, construction, equipping, engineering
and regulatory issues. This approach prevents the problems that
otherwise arise from decisions being made without appropriate interdisciplinary
consultation between providers and users.
Typical services include:
- Familiarising staff with the transition process
- Developing the transition assessment and plan
- Designing, launching and supporting new organisational structures
and processes
- Preparing transition manuals
- Projecting transition budget items
- Developing the start up plan
- Providing work tools and templates
- Operational Development
- Occupancy Planning Development
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Managing Relocation
A) Move Management
The UMG team has the expertise to ensure that all stages of the
move are effectively integrated: practical completion, staged completion,
operational commissioning and post-practical completion works.
Our team works with you to develop your strategy for the move,
including logistical planning and developing checklists, timelines
and contingency plans. Communication channels have to be clearly
set out and adhered to, and every single element of the move is
documented and timed, with responsibility for each task assigned
to a named individual.
All scheduled activities are entered into one database which includes
activity plans, human resource plans and an execution plan. This
becomes the project master plan that contains all the information
required for the move.
B) Asset Relocation
Transferring and installing the high technology and utilitarian
assets on time with minimum disruption to clinical services is a
fundamental part of the transition programme. Key departments such
as pathology, diagnostic radiology and critical care have to be
moved simultaneously, and any temporary parallel running that may
be required for a period of time; this must be meticulously planned
and staged in advance.
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