First, do no harm. This oath guides a doc- tor’s hand—and is the maxim behind a patient’s treatment. But in the modern healthcare system, each doctor plays a relatively small role. As
patients shuffle between hospitals for tests and
treatments, their unique needs—and even their
medical records—can get lost in transition. Public
inquiries in Australia and the U.K. have shown that
this type of fragmented and disrupted care hurts a
patient’s chance of recovery.
In Queensland, Australia, this was the reality for
some of the state’s sickest kids. Reviews conducted
in 2005 and 2006 found that Queensland Health,
the state’s health agency, needed to centralize and
consolidate pediatric services to improve its quality
of care and reduce death rates among Queensland
children, says Graeme McKenzie, program manager for project management firm Aurecon, Brisbane, Australia.
Spread across three hospitals, two public and
one private, the state’s pediatric services were inefficient—and often redundant. To provide more
specialized pediatric care and attract world-class
medical talent, Queensland Health launched the
Lady Cilento Children’s Hospital (LCCH) project
in Brisbane in 2006.
Delivering this ambitious project wasn’t easy.
The project team had to orchestrate major organizational change, navigate a barrage of stakeholder
requests and safely relocate patients from three
hospitals across the city. But the project’s potential
benefits kept the team focused and moving forward. In addition to improving care for the state’s
Improving care for some of Australia’s
sickest kids required a focus on
BY TEGAN JONES
Lady Cilento Children’s Hospital
project in Brisbane, Australia