that put families at the center of operations—while
also reducing redundancy across the healthcare system. But to make this vision a reality, the project team
had to merge and close two existing public children’s
hospitals, and transfer pediatric cardiac services from a
private hospital to the new facility in Brisbane.
To keep the integration portion of the project on
track, the project team created a governance structure that addressed the building work and all of the
operational pieces that needed to come together.
This included a suite of memorandums of understanding that outlined the principles of how the public and private health operators would work together.
“In practice, we had a number of people from the
non-government hospital embedded in the project
office that worked with the equivalent government
representatives,” says Graeme McKenzie, technical
director, environment and advisory services, Aure-
con. “So it was an integrated project office.”
Queensland Health, the sponsoring government
agency, had a long list of benefits it wanted the
LCCH project to deliver, including improved patient
outcomes, better access to specialized services, coor-
dinated care and high staff satisfaction and retention
rates. To ensure the project would reach these goals,
the Queensland government required the team to
follow a formal benefits management process.
“There’s a consistent framework that’s applied
across all projects,” says Mr. McKenzie. “That tests
whether you’re on track for the benefits you’re
expecting to realize.”
In November 2014, the project was delivered on
time and within budget. Its benefits are being real-
ized: providing child and family-focused care and
clinical services at an international standard, with a
reduced cost and in a single location.
“On opening day, one of the kids going through
with parents said, ‘Mom, do you mean that we only
have to come to one place now for everything?
That’s amazing,’” says Ms. Pearn. “That made all of
the eight years of the project worthwhile.”
When patients get lost in a fractured healthcare system, their quality of care begins to suffer.
In Queensland, Australia, this was happening to
some of the state’s sickest children. Government
investigations found the pediatric healthcare system was putting children with complicated medical
problems at risk by shuttling them between two or
three hospitals to receive care. To reduce mortality
rates—and make it easier for patients to receive care
from the state’s limited number of specialists—the
Queensland government decided to consolidate and
centralize pediatric services in 2006. That’s when
it launched the Lady Cilento Children’s Hospital
“Something significant had to be done to improve
the quality of care for kids in Queensland,” says
Susie Pearn, client director health and education,
Aurecon, the project management firm for LCCH.
The LCCH project provided an integrated facility
Lady Cilento Children’s Hospital
Project: Lady Cilento
Budget: AU$1.5 billion
Key players: Aurecon,
sick children and their
Highlight: To manage
patient care during the
daylong hospital move,
a simulation model
that resulted in an
with no medical
Lady Cilento Children’s Hospital,