Healthcare Design - March 2016 - 51
a direct result of detailed planning and communication
among clinical leadership and the transition planning
team. For example, over the course of the project,
a detailed calendar was developed that outlined the
specific activities and start times for each activity to
be completed each day. This calendar, in conjunction
with documents detailing activation tasks by day and
sequencing, assured that all team members, clinicians,
and staff members were aware of the comprehensive
plan. As the move progressed and efficiencies were realized, the team was able to decrease the overall move
duration by adhering to sequential priorities.
Stage 4 was reserved for departments/units that
would relocate after "go-live" at the new facility. This
stage was primarily for phased departments that
required a presence at the existing facility until all
patients were relocated and for equipment/contents
that weren't available to relocate in their entirety during Stage 1 or Stage 2. Examples include a portion of
the surgery ORs, pharmacy, and imaging. All Stage 4
departments completed their moves within four days
of patient relocations.
Always be prepared
With the relocation sequence plan defined, the Parkland transition team began the three-year process
of developing, planning, and finalizing the facility
readiness, department move, training and education, and patient move plans. The process included
the development of schedules, budgets, checklists/
logs, RFPs, and gap analyses. The end result was
a customized transition plan that achieved success.
When all was said and done, staff, patients, and
equipment/furniture were moved without incident
and a full day ahead of schedule.
Any hospital move, no matter the size, requires a
logical, well-thought-out plan. Though it's the culmination of an arduous process, transition planning
shouldn't be left to chance. Start early, involve clinical and medical professionals, map out all processes, communicate the plan, and, most important, be
prepared and plan carefully to avoid pitfalls. HCD
Roman Buckner is healthcare director of project
management for CBRE Healthcare. He can be
reached at firstname.lastname@example.org. Jeffrey Powell
is senior project manager at CBRE Healthcare. He
can be reached at email@example.com.