Authors (including presenting author) :
Lo SFJ (1) S F Lee (2) Patient Service Transition Workgroup (3)
Affiliation :
Kwong Wah Hospital, Hong Kong Hospital Authority
Introduction :
Hospital relocation is a highly complex and complicated exercise that require sophisticated planning to ensure smooth service transition of all departments. For modernization of hospital facilities and operational efficiency, a new Kwong Wah Hospital (KWH) Phase I building was built and ready for move-in in 1Q2023. Discussion on move-in schedule was started in 2021; a well-designed comprehensive move-in schedule was established by multidisciplinary wisdoms and efforts.
Objectives :
1. To devise a hospital move-in schedule for seamless service provision during move-in.
2. To meet the time-line for commencement of phase II redevelopment project.
Methodology :
The crafting of move-in schedule emphasis 3 elements: ‘Engagement of stakeholders’; ‘Establishment of priorities and principles’ and ‘Generation of strategic actions’: 1. Engaged the key stakeholders including hospital management, commissioning planning and all departments with regular meetings to ensure effective communication and connectivity that an interconnected move-in schedule was formulated collaboratively. Explicit governance structure was in-place to monitor and endorse the move-in schedule. 2. Reached a common goal of sustaining safe operations continuation in both old and new buildings. Framework on move-in priorities referring to the degree of impact towards patient service, complexity of service and the readiness of infrastructure was concluded among all departments. 3. For the highly complicated in-patient service, grouping of related specialties was the backbone of planning. Duel service models in designated specialties were adopted. Supportive network was created especially for A&E and critical zones. Intra and inter hospitals collaboration was arranged for contingency situation. 4. Connected the building block of schedule from day to in-patient service. Created linkage among departments to secure patient admission and service continuity. A 17 days non-stop in-patient wards move-in roadmap was secured for use. 5. Departmental move-in plan were presented to hospital management to ensure the move-in schedule fit their needs.
Result & Outcome :
KWH move-in schedule was strategically formulated and promulgated to staff before actual move-in period. The sequence of departments relocation was fully complied with the schedule. Hospital operation and clinical service provision was smoothly sustained with no irregularity nor exceptional report. Old KWH building was handover to phase II contractor on time with no delay. New KWH move-in created a great opportunity to demonstrate the essence of strategic planning, team spirit and staff commitment of KWH.
