Health Care
Health care capital projects involve much more than facility modifications. They affect clinical operations, patient care, and many internal and external stakeholders within the community. Planning any change must address all of these stakeholders to ensure a successful outcome.Project Control takes a holistic view of the entire plan. Construction, patient relocation, equipment installation and testing, hospital operations, and the capital planning process are all drawn together into a single plan that optimizes implementation timelines while minimizing operational disruption.
This approach, coupled with regular, objective performance measurement, ensures that your process meets increasingly stringent Ministry and Hospital Board governance requirements, and results in faster decision-making.
Our extensive experience in many Health Care capital projects, helps us drive efficiency and expertise into your project’s planning and delivery.
> Client Solutions
The Client: Southlake Regional Health Centre
The Objective: Redevelopment of the former York County Hospital into a regional healthcare facility.
The Solution: Project Control began its initial engagement with Southlake focusing on their capital redevelopment project. We developed a phasing program and implementation strategy that sought to minimize the impact of the capital development process on ongoing operations.
Through an increased understanding of Southlake's strategic objectives, Project Control expanded the overall plan to integrate the development of future services including a long-term care facility, cancer care, additional parking and a medical arts building. Working closely with the Southlake management team, Project Control identified areas of risk and contributed to claim avoidance and mitigation strategies.
The Result: Southlake has successfully completed the major build portion of their redevelopment project and are now working towards the next stage of their strategic objectives. Project Control continues to be Southlake's trusted advisor in the strategy development and implementation planning of Southlake's capital and operational goals.
The Client: Windsor Regional Hospital
The Objective: The earliest closure of a 20% occupied redundant building, and the relocation of effected departments.
The Solution: After evaluating the hospital’s initial closure / relocation plan, Project Control introduced an alternative phasing strategy that allowed the old hospital to be closed 9 months ahead of the original plan.
The Result: Operational cost savings were realized well before they had been initially anticipated.
