HOSPITALS — PUBLIC INDUSTRY
CORPORATE MULTI-SITE & REGIONAL

CAPITAL PROJECT MANAGEMENT
(Total F&E Budget - $ 21 Million)

NEW WING & EXISTING RENOVATIONS

Manage Furniture & Equipment (F&E) Budget Planning activities for submission to MOHLTC

Manage Collaborative Engagement of Project Resources, Consultants and Stakeholders to ensure F&E supports functional efficiencies, budget integrity, and minimization of contractor change orders associated with equipment specifications:

	External Resource Management—provision of generic, broadbased equipment database (costs & specifications) - customized through integrative planning
	Architects
	Internal Stakeholders—users and functional support services
	Efficiencies Drivers—Occupational Health & Safety, Biomedical Engineering, Infection Control, Contracts Specialists, Best Practice Initiative Leads, etc.

Manage Integrative Planning Process for F&E to ensure:

	Functional Program Alignment
	Patient Services needs are met
	Corporate Best Practice and Standardization Initiatives Alignment
	Stakeholder engagement supports global support efficiencies (delivery models for Pharmacy & Drugs, Food Services, Linen Services, Facilities & Housekeeping Services, Materials Supply, etc.)

Prepare Budget Rationale Summaries for Support Models used in planning F&E

F&E Planning Process Status Reporting—Management & Directors

Manage all activities within overall project timelines set by Planning & Corporate Services

NEW SPINE INSTITUTE

All Project Management Activities as noted in “New Wing”, plus all of the following activities to populate space and support a trouble free occupancy, on-time and on budget

Identify F&E strategic leveraging opportunities arising from growth of new program and negotiate deals with providers

Manage acquisition of F&E to support integration into space and support go-live date

Develop Logistical Integration Plan for F&E and manage with support services required to receive, stage, inspect, test & approve, put in place and make functional for go-live date

Coordinate provision of SLA to support functionality and maintenance upon occupancy

Manage F&E Actual Costs vs. Budget and prepare status reports

Manage F&E Post Occupancy Deficiencies resolution and debriefing activities

OTHER “PROGRAM EXPANSION”
INITIATIVES WITH F&E PROJECT MANAGEMENT SCOPE

	Special Medical Clinics
	Cancer Detection & Treatment
	Ambulatory Surgical Centre
	Urgent Care Centre
	CPS (Central Processing Services)

RELOCATION INITIATIVE—HOSPITAL ADMINISTRATION & “THINK” PROGRAM

Project Lead for 2-Phase Relocation Initiative

Phase 1 — 43 staff relocated, 30 days planning and vacate notice

Phase 2 — 32 staff relocated, 60 days planning and vacate notice

Lead activities required to support a smooth transition for staff and offices relocating, including:

	Coordinate new space design with interior designers & furniture providers
	Develop “Moves Plan” to support timelines provided by Corporate Services
	Conduct planning meetings with internal support services (I.T., Telecommunications, Maintenance, etc.), furniture manufacturers and movers
	Manage new site development with General Contractor and sub-trades within strict timelines
	Arrange all tenant requirements pre-move, during move and post move with Landlord
	Coordinate staff communication meetings to aprise them of schedule & engage Q&A
	Supervise office relocation—movers and installers (furniture, equipment & services)
	Welcome activities—info packages, facilities briefing, complementary breakfast, etc.)
	Supervise post occupancy “soft touch” activities—staff preferences—picture hanging, rearrange furniture, etc.)

CONTRACT MANAGEMENT
(Total Annual Value approx. $6.5 MM … Total Annual Savings approx. $1.5 MM)
Based on actual case volumes for fiscal year end

CORPORATE PARTNER RELATIONSHIPS—BUSINESS CONTRACTS

Work with Senior Management to develop strategic leveraging opportunities in the Cardiac and Spine programs (heart valves, pacemakers, catheterization supplies, beating heart & spine instrumentation systems)

Lead RFP process and coordinate all phases; technical short-list, clinical trials, financial assessment, negotiations, and recommendations

Coordinate all activities for consideration, including vendor meetings

Prepare management analysis and reports to support collaborative discussions and decisions

Facilitate high-level negotiation meetings and communications

Facilitate approval process with stakeholders and senior management

Conduct award process

Draft language for Business Contracts and manage to execution

CORPORATE BED PROGRAM

Work with Directors and clinical and support stakeholders in patient bed standardization program that maximizes efficiencies and reflects optimum patient comfort, care and security — a preventative approach to wound management, post surgical complication risk factors, patient falls, caregiver injuries, etc.

Lead RFP process — all activities similar to Corporate Partnership Relationships described above

REGIONAL WASTE MANAGEMENT PROGRAM

Lead Environmental Services Regional Focus Group for 4 Corporation Hospital stakeholders

Manage regional cost reduction and standardization meetings with Corporate Directors, identifying synergies for strategic leveraging opportunities and efficiencies optimization

Lead RFP process and coordinate all phases similar to corporate processes described above, but with regional representatives and a process that involves all 4 Corporations

Develop language for Performance Based Regional Waste Management Contract which encompasses the following waste streams:

	Biomedical Waste
	Recyclable, General and Organic Waste
	Confidential Paper Shredding

Apart from overall efficiencies, the contract focused on and achieved an “Ontario Based Solution” for disposal to address liability and risk factors associated with U.S. over border transportation and political implications

OTHER SERVICES & SUPPLY CONTRACTS — SIMILAR PROJECT MANAGEMENT SCOPE:
Contract Values & Efficiencies achieved are over and above stated amounts:

	Biomedical Engineering Services — all medical equipment & devices (corporate)
	Landscaping & Snow Removal (corporate)
	Security Services (corporate)
	Diagnostic Imaging Contrast Media (corporate)
	Elevator Maintenance Services (corporate)

OTHER SLA’S — PERFORMANCE BASED CONTRACT DEVELOPMENT SCOPE
Again, Contract Values & Efficiencies achieved are over and above stated amounts:

	Biomedical Alliance Program — Cardiac & Patient Monitoring (corporate)
	Sharps Waste Management (corporate)

CORPORATE STANDARDS, POLICIES & PROTOCOL DEVELOPMENT

Work with stakeholders of process to develop client focused approach

	Capital Equipment Acquisitions
	Contract Review & Analysis
	Capital Procurement (RFP Process)
	Space Management—Furnishing Standards