Fiona Stanley Hospital – Non-Clinical Facility

Project Overview

The Fiona Stanley Hospital was planned to be one of the largest and most innovative tertiary hospitals in Australia.

The 783-bed hospital integrated clinical and non-clinical services through the adoption of state-of-the-art medical equipment and ICT technology. It offered Western Australian patients a world-class health care experience.

Serco Asia Pacific was contracted by WA Health for the provision of non-clinical facility management and support services. During Serco’s ten year contract they will be responsible for providing 30 operational services, including:

• ICT services, HR, recruitment support
• Procurement, management and maintenance of hospital assets (including major medical equipment)
• Soft facilities management (including catering, cleaning and linen)
• Sterilisation
• Hard facilities management (including energy and utilities, estates and pest control)

The integration that exists between the Health Information Network (HIN), British Telecommunications (BT) and Serco have resulted in a complex interface between the clinical and non-clinical aspects of the hospital. As a result, a staged opening approach has been developed to allow iterative learnings to be incorporated into the commissioning phase.

TBH’s Role

TBH was commissioned by Serco to provide strategic planning and integrated project control services.

Responsibilities included:

• Development of frameworks for schedule, change, risk and issue control
• Centralisation of project control systems, including automated workflows for risk, issues, dependencies, time and change management

Development of consolidated real time reporting

• Schedule maintenance, statusing and reporting
• Workstream dependency mapping and master schedule development
• ICT planning management and quality assurance
• ICT procurement planning and dependency management
• Integration planning and management for building access and transition of clinical/non-clinical services

TBH has provided significant value to the project, including:

• Providing an integrated view on project progress to executives in relation to contractual milestones through the use of high-level visual communication tools
• Facilitating a planning approach that transitioned ICT from a silo project delivery style to an integrated service delivery approach
• Improving risk and issue management through real-time project health monitoring and the enhancement of project controls and reporting systems

To find out more about TBH’s Integrated Project Controls experience, please visit the Integrated Project Controls page.