PARADIGM SHIFT THE AIPM DIGITAL MAGAZINE
CELEBRATING SUCCESS
SUMMER 2020
Stream project management content on your time with our new video library of past webinars and online events at AIPM OnDemand. ONDEMAND.AIPM.COM.AU
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CONTENTS MESSAGE FROM THE CEO . . . . . . . . . 4 IN THE NEWS. . . . . . . . . . . . . . . . . . . . . 5 INNOVATIONS AND INSIGHTS JEMENA’S INNOVATIVE REMEDIATION METHOD AT KENDALL BAY, SYDNEY . . . . . . . . . . . 6 PROJECT MANAGEMENT IN AUSTRALIA IN 2020. . . . . . . . . . . . . . 10 ESTABLISHING CONTINUED SUCCESS FOR THE ANZAC CLASS FRIGATE UPGRADE PROGRAM . . . . . 14 WHAT’S YOUR PMO EFFICIENCY RATING? . . . . . . . . . . . . . 18
Cover image: 9-tonne frilledneck lizard installation part of the City of South Perth’s $7.924 million ‘Connect South Mends Street’ project, the WA Chapter Project of the Year winner in the 2020 PMAAs (Source: City of South Perth)
Paradigm Shift is published quarterly. Calls for articles for the next publication will be made approximately 45 days before publications. Please see the back page for more details on how you can feature in our next edition.
PROJECTS IN THE SPOTLIGHT ANIMAL MAGNETISM DRAWS VISITORS AND ECONOMIC ACTIVITY TO SOUTH PERTH . . . . . . 22 THE UNIVERSITY OF WOLLONGONG’S BUILDING SERVICES PROGRAM. . . . . . . . . . . . . 28 REVITALISED ARTS CENTRE SUPPORTS GROWTH IN FAR NORTH QUEENSLAND. . . . . . . . . . . . 32 DUNGOG HOSPITAL REDEVELOPMENT PROJECT. . . . . . 38 RESEARCH ORGANISATIONAL CULTURE: A FORGOTTEN CONTRIBUTOR TO ORGANISATIONAL SUCCESS. . . . . . 42 FELLOWS FORUM HOW COVID-19 IS FAST TRACKING DIGITALISATION IN PRIMARY HEALTH CARE. . . . . . . . . . . . . . . . . . . 46 CONNECT WHAT EVENTS ARE COMING UP?. . . 52 3
MESSAGE FROM THE CEO ELIZABETH FOLEY
Welcome to the final edition of Paradigm Shift for 2020. As we look back at what was a challenging year, we wanted to shift the focus to celebrating you – the project professional. Over the year, there have been countless stories of project managers who have adapted their projects to deliver exceptional results in the face of COVID-19. In this edition, we have collated some of these incredible stories, such as the innovative remediation method implemented by Jemena, the transformation of the Mends Street precinct by NS Group and the revitalisation of the Centre of Contemporary Arts Cairns by the Queensland Government. These stories and more, show the challenges faced by project managers and the steps they took to ensure project success. I am also extremely proud of what AIPM has been able to achieve over 2020. When restrictions were announced across Australia earlier in the year, we quickly pivoted to online events and webinars, and launched a number of new services, including the AIPM Community and AIPM OnDemand. Our advocacy and PR initiatives across the year 4
have seen us in the media on topics such as an infrastructure led recovery, and we have been involved in a number of important discussions, such as the NSW Building Commissioner Roundtable. We also celebrated our 20th year of the Project Management Achievement Awards and hosted a fully virtual event on 25 November, which was a great night of celebration and fun. The calibre of entrants this year was truly exceptional, and I would like to congratulate all the finalists and winners of this year’s awards. I would also like to recognise the important contribution of our volunteers over 2020 from our AIPM Board and Industry Leaders Group to our Chapter Councils and Community of Practices who help guide the direction of AIPM. Finally, thank you to all of our members for your continued support. As a not for profit organisation, everything we do is with members in mind and we look forward to supporting you in achieving your professional goals in the new year. Enjoy reading, Elizabeth Foley MAIPM MCom BBus FAICD CEO AIPM
IN THE NEWS LOOKING BACK ON A CHALLENGING YEAR.
JAN-APR 2020 •E arly in the year, as part of our advocacy initiative we launched our Gender Equity in the Workplace report, which identified what needs to be done to speed up the journey to gender equality in the workplace and was picked up by several media outlets. •W hen COVID-19 restrictions were put in place across Australia in March, all AIPM events and webinars moved online and our new online AIPM Community was launched, exclusively for AIPM members.
MAY-AUG 2020 •A s the federal government and state governments began discussion of bringing forward shovel ready projects, AIPM went out to media in support of investment in major infrastructure projects. AIPM also attended the NSW Building Commissioner Roundtable. • T o support our advocacy, PR and editorial footprint, State and National Advocacy and Editorial
groups of Chapter Council representatives were created, meeting bi-monthly. • AIPM OnDemand, our online video library was also launched, providing our members with the opportunity for professional development, anytime, anywhere.
SEP-DEC 2020 • The School of Business and Law at Edith Cowan University (ECU), supported by the AIPM, released its key insights into improving project delivery. We also worked with Aurecon on a joint discussion paper, providing new insights for best practice to drive successful economic recovery projects. • The findings from the 2020 AIPM and KPMG joint survey were revealed, first exclusively to AIPM members through a free member only event on International Project Management Day (IPM Day), followed by a wider release. • To finish off the year the winners of this year’s Project Management Achievement Awards (PMAAs) were announced in a fully virtual event on 25 November. The presentations are now available to watch at AIPMOnDemand for free for members. 5
INNOVATIONS AND INSIGHTS
JEMENA’S INNOVATIVE REMEDIATION METHOD AT KENDALL BAY, SYDNEY
JEMENA WITH ITS PROJECT PARTNER VENTIA, ADDRESSED THE CHALLENGES ASSOCIATED WITH WORKING IN A MARINE ENVIRONMENT, THROUGH THE IMPLEMENTATION OF AN INNOVATIVE REMEDIATION SOLUTION. Removal of treated sediment occurring in Northern Remediation Area of Kendall Bay. (Source: Jemena)
With a long history of industrial activity, portions of the Parramatta River have succumbed to sediment contamination. To remediate the sensitive marine environment while limiting the impact to nearby residential developments during the clean-up, Jemena used innovative remediation designs and solutions. 6
Located just 10km west of Sydney’s CBD and on the south of the Parramatta River, Kendall Bay is nestled between the Breakfast Point residential development and Cabarita Ferry Wharf. For over 100 years, it was also home to the largest gasworks in the Southern Hemisphere, the former Mortlake Gasworks operated by The Australian Gas Light Company (AGL). After the decommissioning of the gasworks, the land was remediated in the early 2000s and re-developed, forming part of the large residential development, now
required remediation, referred to as the Northern and Southern Remediation Areas. These areas correspond to areas of activity related to the former gasworks, including the former coal wharf that extended into Kendall Bay. The Sediment Remediation Project required an innovative remedial design to remediate the contaminated sediment and satisfy the large number of stakeholders (both government regulators and the local community). Gasworks remediation is known to be very odorous, so the project design needed to limit impacts to the residential community as far as practical. Following a remediation options assessment and a two-year fieldbased technology refinement known as Breakfast Point. Jemena inherited AGL’s obligations and responsibility for the Kendall Bay sediment contamination following corporate transactions in 2006 and 2007 and shortly after, undertook a detailed assessment to determine the level of sediment contamination. The detailed assessment undertaken across Kendall Bay determined the nature and extent of contamination in sediment resulting from the historical operation of the gasworks. The assessment identified two areas within Kendall Bay that
Former Mortlake Gasworks (1937). (Source: Royal Australian Historical Society, Set 72157640448188933, ID 30079569931, Original title Mortlake-Gas Works – Parramatta River – 1937)
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program by project partner Ventia, in-situ stabilisation (ISS) was selected as the main remediation method. ISS is commonly used on land-based projects but only a few small-scale examples have been completed in a marine environment. Despite this, the options assessment suggested that ISS would generate less odour, less disposal to landfill and less impact on the surrounding environment compared to traditional dredging. In the marine setting, ISS involved mixing marine cement with the sediment underwater to form a stabilised raft-like structure to permanently contain the contaminated sediments. A trial within Kendall Bay was successfully undertaken in September 2018, with lessons learnt and results provided to
the Environment Protection Authority (EPA)-accredited site auditor. That gave Jemena confidence that the technology could be scaled. Jemena received Department of Planning, Infrastructure and Environment (DPI&E) approval for Jemena’s State Significant Development (SSD) application for the fullscale remediation works in May 2019. The marine environment included mangroves, which provide important habitat for the local ecosystem, so a number of environmental controls were installed prior to commencing the works to protect the marine environment, including silt curtains and sheet piles. A custom-designed floating cement batch plant was fabricated
ISS Mixing in Northern Remediation Area. Breakfast Point Residential Development in background. (Source: Jemena)
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to supply cement to the bespokedesigned excavator barge, which in turn undertook the stabilisation of the sediment in place below the riverbed (refer to image below). The excavator was fitted with real-time kinematic (RTK) positioning and telemetry, which allowed the project team to track the successful completion of the works as it progressed. Jemena’s Project Manager, Phil Hutson, said the Kendall Bay clean-up presented a number of unique challenges. “Together with our project partner Ventia, we had to address the challenges associated with working in a marine environment. This meant contending with tides and changing weather conditions while operating equipment on floating barges all within close proximity to the local community. The innovative remediation method proved to be the correct option, as it enabled the remedial objectives to be achieved while limiting impacts on the local community”. Understood to be the first time in the world a full scale marine application of ISS has been implemented, the project was successfully completed in October 2020: two months ahead of schedule, under budget, during a worldwide pandemic and with great feedback received from the adjacent community. Project Director, Oliver King, said “We’re delighted this popular area
of waterway can now be returned to the community and we thank the community for their support throughout the project.” Jemena is working with the EPA and DPI&E to finalise the project. Project snapshot • 80,000 hours worked, all Loss Time Injury (LTI) free • Two months ahead of schedule • Understood to be World-first fullscale remediation of its kind • Total capital investment – $50 million • Refined strategy to protect existing mangroves • Eliminated 450 round trip truck movements through treatment in-situ • Full scale remediation works completed between Sept 2019 to Oct 2020 • Total size of Remediation Areas 11,800m2 Author: Phil Hutson, a Senior Project Manager, has delivered environmental site assessment and remediation projects for a wide range of clients at sites across Australia. This has included assessments and largescale remediation works for the oil/gas industry, government agencies and the waste industry. Phil is the Jemena Project Manager for the Kendall Bay Sediment Remediation Project on the Parramatta River at Mortlake, NSW.
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INNOVATIONS AND INSIGHTS
PROJECT MANAGEMENT IN AUSTRALIA IN 2020 IN THIS YEAR’S PROJECT MANAGEMENT SURVEY REPORT IN CONJUNCTION WITH THE AUSTRALIAN INSTITUTE OF PROJECT MANAGEMENT (AIPM), KPMG SURVEYED 464 INDUSTRY LEADERS TO GAUGE THE CURRENT PICTURE. THE RESULTS DELIVERED SOME POSITIVE FINDINGS, AS WELL AS HIGHLIGHTING KEY AREAS FOR IMPROVEMENT.
(Source: Canva)
The 2020 Project Management Survey examines how effective the profession has been through this year of pandemic driven turmoil and uncertainty. The report highlights positive confidence figures while revealing some significant opportunities 10
for development of the profession in Australia to adapt to increasing complexity in the project delivery landscape. ADAPTING TO INCREASING PROJECT COMPLEXITY A key theme of the survey responses is that project delivery is getting more complex with 64% of survey respondents suggesting
that complexity of projects has increased over the past decade. Further, 64% of survey respondents feel that project management skills and capabilities will be more important in the future. These results suggest there is a need for continued investment in developing capabilities to support technologies and arming the next generation of project managers with skills to not only adapt to delivering increasingly complex projects and business demands,
but to develop EQ skills alongside this. It is, therefore, a little alarming to note that 53% of respondents felt their organisations are not doing enough to improve project management skills and capability.
ASSESSING PROJECT DELIVERY IN AUSTRALIA The survey has traditionally sought to determine how well organisations are doing in the delivery of projects. This year 11
we looked beyond just time, budget and scope measures and considered project delivery process maturity elements. The image below shows the overall assessment of project process maturity (on a scale of 1 (low maturity) to 5 (high maturity). Overall, the picture is positive, and we observed areas of gradual improvement over the three years in which this survey has been undertaken. In particular, the headline number has been the number of organisations reporting the delivery of projects on time, on budget, meeting goals and meeting stakeholder expectations has improved to 25% in this year’s survey (as compared to 23% two years ago). In the survey analysis, we sought to dig a little deeper into this group of “successful organisation”
(Source: KPMG)
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responses to see if there are any distinct areas which might point to what those organisations do differently. This analysis found organisations delivering successful projects are more likely to have: • Actively engaged sponsors • Effective Governance practices • Formal benefits management practices in place • Established independent project performance reviews
USE OF CENTRALISED PROGRAM OR PORTFOLIO MANAGEMENT OFFICES (PMOS) Comparing the results with the 2018 survey (which was focused on Australia), we see increased use of centralised PMOs – lifting from 49% to 57% and increased confidence in their value increasing from 33% to 37%.
(Source: KPMG)
Equally, the number of respondents reporting their organisation has disestablished their centralised PMO has reduced from 30% to 19%. While performance reporting remains the most common key function performed by a centralised PMO, it is apparent the PMO is also often playing a key role in resource management and directly supporting execution of the portfolio of projects and programs.
USE OF AGILE PROJECT DELIVERY APPROACHES While the use of Agile approaches to deliver projects is now common (with 73% of respondents indicating Agile approaches are used in their organisation) the jury is still out on effectiveness (with only 28.2% of survey respondents believing use of
the agile framework improved success rates).
COVID-19 Like in all sectors, the pandemic and the lockdown dramatically altered the project and program management delivery landscape. 58% of respondents indicated the impact was either moderate or significant and caused a delay in projects and programs of work. For more information, download a copy of the 2020 AIPM/KPMG Project Management Survey Report. Author: Peter Sexton is a Partner at KPMG and an experienced and qualified business transformation/reform program leader with over 20 years’ experience in Australia and Asia in the aerospace, Defence, government and private sectors.
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INNOVATIONS AND INSIGHTS
ESTABLISHING CONTINUED SUCCESS FOR THE ANZAC CLASS FRIGATE UPGRADE PROGRAM SAMUEL FORDE FROM BAE SYSTEMS AUSTRALIA EXPLAINS HOW CAPTURING LESSONS LEARNT AND ESTABLISHING EXACTLY WHAT SUCCESS LOOKS LIKE PUT THE PROGRAM IN A GOOD POSITION TO SEE CONTINUED SUCCESS AND ACHIEVEMENT MOVING FORWARD.
HMAS Warramunga being lowered in the BAE Systems, Henderson ship lift. Petty Officer Stuart Hall (RAN), Sam Forde (BAE Systems – PM), Commander Brett Legg (SPO – CASG). (Source: BAE Systems Australia)
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The Anzac Mid-life Capability Assurance Program (AMCAP) is the major sustainment activity currently underway on the Royal Australian Navy (RAN) Anzac Class frigate fleet. The program is running under the Warship Asset Management Agreement (WAMA) alliance consisting of the Commonwealth and Industry participants BAE Systems, Naval Ship Management (NSM) and SAAB systems. The program sees the upgrade of the 8 Anzac Class frigates over a period of 5 years, with the addition of major capability improvements. The package of work is inclusive of the implementation of an advanced long range air surveillance capability housed in a newly designed and manufactured aft mast, an updated communications suite, a number of platform system modernisations to address obsolescence and capacity issues and a significant maintenance package. The program commenced in 2017 with the First of Class (FOC) ship HMAS Arunta completed and returned to operational service in Q3 2019. A FOC Post Activity Conference (PAC) was held to capture lessons learnt and de-brief the project team. During the PAC there was general acknowledgement that a significant amount of work had been achieved with the known technical and time based
challenges associated with a FOC project. Following the completion of the first ship, the project team knew that – as with any project – there was a unique opportunity to capture lessons learnt and ensure they were continually improving and striving for further excellence. It was clear that significant action was required to better understand what success looked like for the complete AMCAP program over the further 5 year period. Once understood it would take transformational change in the form of a delivery strategy to ensure that the programme would see increased performance, leading to enduring success and satisfaction moving forward.
AMCAP EXECUTION STRATEGY WORKSHOP The AMCAP Execution strategy workshop was held in November 2019 with the key objective of developing an execution strategy that would set the program up for success. The workshop was a day event and involved 30 stakeholders from across the WAMA Alliance and enterprise. The underlying theme of the workshop was collaboration, creative thinking and removal of all perceived constraints. The stakeholders were split into five working groups and set a number of activities, including the analysis of project practises, which were subsequently summarised at 15
workshop level. Key themes were established around preplanning and scope control with suggestions made as to how we might increase performance in those areas. The key outcome of the workshop was the establishment of a roadmap for program execution, delivery and subsequent success. This took the form of 14 agreed critical milestones which would clearly represent the journey of the project and ensure progressive achievement.
The Workshop was concluded with a summary of the agreed outcomes that were then developed into a briefing pack for presentation and endorsement from the Anzac enterprise executives.
TRANSFORMATIONAL CHANGE AND PROJECT SUCCESS There is much deliberation between academics and practitioners on what constitutes project success. Many will lean on measures associated with the
HMAS Warramunga – on the BAE Systems, Henderson turn table prior to entering the ship lift. (Source: BAE Systems Australia)
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‘iron triangle’ of cost, schedule and quality to determine success, however others will favour customer satisfaction or the delivery of business objectives. For AMCAP the execution workshop was critical in establishing exactly what success looked like and subsequently developing a strategy to facilitate achievement. With the implementation of the AMCAP execution strategy on the 3rd Ship in the program HMAS Warramunga the key success factors were achieved.
HMAS Warramunga was undocked in an advanced material state with over 370,000 hours of work completed on the hardstand. When compared to the previous AMCAP ships she realised a 15% increase in schedule performance and an increased level of system maturity. During the ships undocking evolution, the team were satisfied, and all agreed that the project team had been successful in achieving significant improvements. This was echoed in the following weeks to come through customer, end user (Royal Australian Navy) and alliance leadership acknowledgements of success. The step change in project execution on HMAS Warramunga has set the baseline for project performance moving forward. With the AMCAP execution strategy in full swing the program is in a good position to see continued success and achievement moving forward. Author: Samuel Forde has been a Project Manager with BAE Systems Australia for the past three years. Prior to this position Sam headed up the BAE Systems test and commissioning team, with a key focus of this role aligned to project delivery.
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INNOVATIONS AND INSIGHTS
WHAT’S YOUR PMO EFFICIENCY RATING?
IN THIS ARTICLE MATT ROBINSON A DIRECTOR AT CONSULTING FIRM ESCIENT EXPLAINS WHY IT IS IMPORTANT TO MEASURE YOUR PMO EFFICIENCY.
There’s no doubt PMOs are feeling the pinch. The number reporting they will be downsizing is increasing year on year. Efficiency measures are critical in times like this when companies are trying to ensure value for every dollar spent. 18
(Souce: Canva)
PMOs are being forced to prove their worth by helping the business to re-assess, re-value and re-prioritise projects in response to the changes brought about by COVID-19.
WHAT’S IN A NAME? Many organisations are steering clear of the term Project Management Office (PMO) altogether these days. The move
to Agile and focus on benefits and value has seen the rise of terms such as Value Realisation Office (VRO), Transformation Office, Agility Office and many others. Call them what you will, the need within 19
organisations for the functions PMOs have been providing isn’t going away.
HOW DO YOU MEASURE THE EFFICIENCY OF A PMO? Each year Escient compiles and publishes a survey of Australian PMOs. The PMO Efficiency Rating is a new addition to the survey results this year. The PMO efficiency measure enables organisations to benchmark their PMO against other similar PMOs. Escient’s approach
(Source: Escient)
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uses data from hundreds of responses over three successive annual surveys. Our own research and experience, shows the main factors to take into account in determining PMO efficiency are: • The number of PMO FTEs • The number of functions performed • The size/value of the portfolio the PMO oversees • The type or style of PMO – i.e. whether Supportive, Controlling or Directive
Weighting is applied to each factor and the data set is normalised to provide a percentage efficiency score. Currently, the model counts the number of functions the PMO offers but in addition Escient has identified the issue of how well or to what extent each function is provided. For instance, almost all PMOs claim to provide Consolidated Reporting, however there’s no doubt that there’s a massive variation in what that means – the type, nature, frequency and method of reporting as well as what’s reported and how much accuracy is verified for what’s reported.
IS EFFICIENCY THE ONLY KPI? Of course ‘efficiency’ isn’t a be-all and end-all measure and there are many factors that can influence the effectiveness of a PMO. Depending on the nature of an organisation and class of its PMO, an organisation may also want to look at measures such as size and cost of projects successfully delivered, total value delivered and stakeholder satisfaction. Escient recognises that PMOs come in all shapes and sizes and the genesis of PMOs are equally varied. Many are formed and tasked with solving a very specific issue. This could be improving and standardising project delivery capability, raising visibility of resource allocations, gaining a
consolidated project financial summary or a myriad of other initial drivers.
CONCLUSION Escient determined an average PMO efficiency rating of 68% across all industries, types and sizes of PMOs. However, there is an enormous range in the PMO efficiency scores. Many PMOs achieved 100%, based on factors such as toolsets, type, headcount and the manner in which functions are provided. But there is no doubt that some PMOs are simply more efficient than others. Ensuring your PMO is operating at peak efficiency is important at the best of times but even more critical when organisations are under pressure. Quality is of course equally important and it’s imperative PMOs can show they are offering functions in demand by their organisation, efficiently and to a level of quality that satisfies this demand. Author: Matt Robinson is a Director at Escient and author of their annual PMO survey. He has built a strong career managing the delivery of large, complex projects and advises clients on PMO setup, uplift and management.
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PROJECT IN THE SPOTLIGHT
ANIMAL MAGNETISM DRAWS VISITORS AND ECONOMIC ACTIVITY TO SOUTH PERTH
IT’S HARD TO MISS THE STRIKING 9-TONNE FRILLED-NECK LIZARD AND 5-TONNE NUMBAT CANOPIES, BOTH MEASURING OVER 20 METRES LONG, THAT FORM THE ‘ANIMAL PARADE’ STANDING LARGER THAN LIFE TO WELCOME VISITORS TO THE MENDS STREET JETTY FORESHORE IN SOUTH PERTH. IF YOU LOOK CAREFULLY, YOU MAY ALSO SPOT SOME KANGAROO, EMU, AND MEERKAT SCULPTURES TOO! (Source: City of South Perth)
Acting as a visual link connecting Perth’s CBD through to Perth Zoo, these installations are part of the City of South Perth’s $7.924 million ‘Connect South Mends Street’ project, the WA Chapter Project of the Year winner in the 2020 PMAAs. 22
Designed to transform the Mends Street precinct into the urban heart of South Perth, it offers an experiential destination for local, regional and international visitors. Completed in late 2019, the highprofile public realm project has fast become a much-loved and iconic attraction in Western Australia, whilst contributing to the significant revitalisation of the South Perth foreshore.
artistic elements and feature lighting (including nocturnal artwork sharing Indigenous stories of the place), and considered landscaping has created a vibrant and inviting space for people to enjoy beyond its previous life predominantly frequented as a ferry transfer point.
BRINGING THE VISION TO LIFE
Through this project, a new focal point for the area has been created and named ‘Mindeerup’, which is a traditional Noongar name meaning ‘place of the shore’ and acknowledges the significance of this area to local Indigenous culture and heritage. With Mindeerup’s natural breathtaking views of the city and Swan River, the addition of new seating options, shade structures,
The City of South Perth appointed NS Group and other project partners to help plan, design and deliver the Connect South project with the vision of enhancing public amenity, improving access to transport and unlocking greater economic opportunity. NS Group’s advisory and project teams were responsible for providing project management and superintendency services to manage the master planning, consultation, design and delivery stages of the project. With bold ambitions for the $7.924 million project (including $2.5 million from the National Stronger Regions Fund), Round 2 there were many funding requirements and publicly visible deliverables to be completed to a high quality for maximum community impact and benefit. Key project complexities and unique features included: • diverse considerations and consultation with over 20 stakeholder groups; 23
(Source: City of South Perth)
“We are incredibly pleased with how the project was delivered and the tangible outcomes achieved for all City of South Perth stakeholders. In fact, I love this place so much that I take my family down there all the time to enjoy an ice cream, soak up the atmosphere and see how visitors are interacting with the space and various artworks.” Mark Taylor, Director Infrastructure Services, City of South Perth 24
• development control area status due to proximity to the river; • involvement of three-tiered government funding and approvals; and • indigenous, historic, cultural and artistic elements. Working hand-in-hand with the City of South Perth, NS Group led the project and worked closely with all stakeholder groups including council staff, government authorities, residents, businesses and the local community to ensure the project was a success.
DELIVERING ON THE PROMISE The Connect South project has injected new life into the area for residents, businesses and visitors alike to become a cultural, leisure and economic success story. Amongst various outcomes envisioned for the Connect South project, key accomplishments included: •$ 580,000 budget surplus was achieved (more than 7% of the total project value) which enabled the delivery of additional scope items to enhance project benefits. •P ractical completion was achieved 6 weeks ahead of key funding milestones. •A ll funding milestones for the National Stronger Regions Fund were achieved. •A robust stakeholder engagement and communications programme to garner support and bring stakeholders along on the journey was successfully implemented. •A lessons learned workshop with the City of South Perth, facilitated by NS Group, concluded that the project had exceeded its planned outcomes and captured key lessons for integration in future projects. The project’s success has been widely recognised by industry through multiple state, national
Awards and recognition: 2020 AIPM Project Management Achievement Awards – WA Project of the Year 2020 AIPM Project Management Achievement Awards – WA Government Project winner 2020 Architecture MasterPrize International Awards – Installations & Structures 2020 AILA National & WA Landscape Architecture Awards – Tourism 2020 AILA WA Landscape Architecture Awards – Civic Landscape 2020 AIA WA Architecture Awards – Iwan Iwanoff Award 2020 AIA WA Architecture Awards – Lighting (Commendation) 2020 IAP2 National Core Values Awards – Infrastructure (Planning & Design Phase) (Highly Commended) 2020 World Landscape Architecture Awards – Built Large (Finalist) 2020 Parks & Leisure Australia WA Awards of Excellence – Park of the Year (Finalist) 2019 Australian Street Art Awards – Best External Mural (Finalist) 25
and international awards for its public realm design, placemaking and place activation excellence.
REALISING COMMUNITY AND ECONOMIC BENEFITS The Connect South project is a significant rejuvenation of the Mends Street precinct and the South Perth foreshore surrounds that has brought new exposure and opportunities to the area. The
(Source: City of South Perth)
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planning and delivery of community and economic benefits through this project were maximised through extensive stakeholder consultation and communications. Major benefits and outcomes achieved for the City of South Perth’s residents, businesses and the wider community were: • Creating a river room and vibrant local street that has become the civic heart of the community.
•E stablishing a striking gateway to South Perth, whilst connecting the Perth CBD, Swan River and Perth Zoo. •E nhancing place, cultural and historic connection through local Indigenous storytelling and place activation. •D eveloping a local, regional and international drawcard destination as an investment attractor. •M edia interest and coverage of the project has elevated visibility of the area. The project has sparked prosperity to create economic stimulus through more choice and a great experience. Ratepayers and retailers have advised that trade has significantly improved, with several businesses having upgraded their own facilities “Despite the impact during construction works which was challenging at times, we are delighted with the final outcomes that have made it all worthwhile. The improved amenity and additional numbers of visitors being attracted to the area were a catalyst for our business to expand our alfresco dining offering to cater for more patrons.”
to match the improvements introduced through the project. With the Connect South project as the first stage realised from the South Perth Foreshore Strategy and Management Plan, it sets a benchmark of community engagement and successful outcomes for future stages. “The stunning animal canopies proudly showcase our unique Australian fauna and flora, whilst reinforcing Perth Zoo’s commitment to conservation and connecting people to nature. The installations and animal artwork within the precinct has created a greater connection to the Zoo and a sense of wonderment and joy for the public.” Katja Geschke, Manager Strategic Projects, Perth Zoo Author: Tracy Mackay is a Project Director at NS Group and an AIPM WA Chapter Councillor. She is a Certified Practising Project Director (CPPD) with more than 25 years’ experience in project management. Her passion lies in public realm and place activation projects.
Tanya Brown, Director, Rambla & Hardie Finance Corporation 27
PROJECT IN THE SPOTLIGHT
THE UNIVERSITY OF WOLLONGONG’S BUILDING SERVICES PROGRAM WE HEAR FROM RPS ABOUT ITS BUILDING SERVICES PROGRAM FOR THE UNIVERSITY OF WOLLONGONG AND HOW IT IS HELPING THE UNIVERSITY REACH ITS PLANNED GOAL OF 20% ENERGY CONSUMPTION REDUCTION BY 2035.
The University of Wollongong (UOW) Thermal Comfort, LED Lighting & Solar PV (TLS) Building Services Program is the consolidation of two separate Building Services Programs: 1. Energy Initiatives Program (LED Lighting Retrofits & Solar PV Minor Works); and 2. Thermal Comfort Program (Mechanical Services Retrofits). These two programs comprised forty-two individual minor works projects that were consolidated into the TLS Building Services Program, to minimise disruption to UOW’s Campus operations and to improve efficiency in the design and delivery process across common services disciplines. The TLS Program, to be delivered
Solar PV array installed on top of the UOW Building 25 Creative Arts Theatre Space. (Source: RPS)
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in three stages, has seen RPS manage the completion of Stages 1 and 2 for a Project Budget of $15M.
PROJECT OBJECTIVES AND PLANNED OUTCOMES The University of Wollongong, as part of its 2014 Campus Masterplan, set a target of reducing energy consumption by 20% by 2035. To assist in the realisation of this goal, the Energy Initiatives Program aimed to replace existing lighting technology with energy-efficient LED Lighting as well as increase the amount of renewable energy production across the campus through the installation of additional Solar PV arrays. Additionally, UOW have a large stock of buildings at their Wollongong campus of varying age, type, usage and with varying ventilation systems. Approximately 77% of habitable spaces (such as offices and common teaching areas) were air-conditioned based on Gross Floor Area. This left approximately 20,600m2 of area where no airconditioning was present. The objective of the Thermal Comfort Program was to improve amenity across the Wollongong campus for staff, students, and visitors with the provision of costeffective air conditioning to areas currently without.
PROJECT CHALLENGES Energy efficiency targets The LED Lighting and Solar PV projects were milestone projects for the University in their plan to reduce energy consumption by 20% by 2035. Due to limited funding availability, it was critical that these Energy Efficiency projects were able to demonstrate and realise a return on investment through significant energy reductions at the building level. Maintaining business continuity As is the nature of a university campus, operations run 24/7. TLS Program works were required to be undertaken in occupied learning and teaching environments that needed to maintain business continuity while the works were carried out. The University has approximately 36,000 students and 2,500 full-time staff, while during semester as many as 15,000 people can be on the campus at any one time. This made for a wide variety of Project User Groups. Each Project User Group (PUG) provided its unique challenges with users not being familiar with construction process. The user groups varied from Academics in Law and the Humanities, Information Technology Professional Staff and Child Care workers, with many not having any previous experience with construction works or processes. 29
The project was challenged to understand each PUG’s unique operational needs and determine which were negotiable for disruption and then planning to keep these environments live and operational while the work was carried out. Aging infrastructure and challenging site conditions Retrofitting mechanical services proved difficult in buildings that were never originally designed to accommodate these services. The campus was originally designed under the principle of natural over mechanical ventilation, taking advantage of its coastal climate that has favourable conditions for large parts of the year. Consequently, most buildings were designed in this respect, leaving little room for reticulation of services and low capacity electrical infrastructure. To assist with reducing heat loading, large native trees were planted close to many buildings. This consequently meant it was challenging to install mechanical services to roof plant areas as well as finding locations for solar arrays with sufficient solar access. The Campus is comprised of a legacy of older building stock which has since been partially mechanically air-conditioned using a variety of air conditioning plant, newer buildings which have been built to include full mechanical airconditioning and other spaces that are naturally ventilated only, which was the philosophy under which 30
much of the campus was built. The differing ages of buildings and services across the campus created design and installation challenges for the TLS Program. The project faced challenges when trying to find appropriate spaces and locations to house mechanical plant and ductwork. Older buildings had little room for reticulation of services, low capacity electrical infrastructure, roof structures not capable of carrying the load for new plant and equipment as well as large surrounding trees which hampered the ability to physically complete some works on-site namely, crane lifts.
PROJECT SUCCESSES AGAINST PLANNED OUTCOMES The forty-two projects delivered to date in Stages 1 and 2 are testament to the success of the TLS Program in achieving its planned outcomes for the University.
490kW Air Cooled Chiller installed as part of the Building 19 Thermal Comfort Project. (Source: RPS)
Birds eye view – 130kW Solar Array installed on top of Uni Active, University of Wollongong. (Source: Trill Electrical)
Stages 1 and 2 of the Program have successfully installed air conditioning to eight buildings (approximate floor area of 11,000m2). A mixture of VRF and Chilled Water/Heating Hot Water (CHW/HHW) systems were installed depending on the future use and life expectancy of the building within the Campus Masterplan. There were seventeen LED Lighting replacement projects completed with approximately 10,000 fittings replaced. Seventeen solar arrays were installed across the campus for a total 1001kW capacity – increasing the existing renewable energy generation on campus by approximately 900%. The campus renewable energy capacity is now 1033kW. To date, thirty-four Energy Initiative Projects have been able to successfully reduce energy costs more than what was originally
estimated. Solar PV projects have to date generated an approximate 1,800MWh of electricity and LED lighting replacements have reduced energy consumption in buildings by approximately 1,000MWh. These Energy Initiatives will begin to provide UOW a return on investment by 2029. Whilst there are still further Energy Initiatives projects to be completed for the client to meet their initial goal of 20% energy reduction by 2035, these advantageous projects have them in a good position to achieve this goal. Authors: Blake Preston, Senior Manager Project Delivery, Systems & Space Utilisation, University of Wollongong and Graham Hains, Project Manager, RPS, Australia Asia Pacific.
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PROJECT IN THE SPOTLIGHT
REVITALISED ARTS CENTRE SUPPORTS GROWTH IN FAR NORTH QUEENSLAND
THE QUEENSLAND GOVERNMENT’S $5.9 MILLION REFURBISHMENT OF THE FORMER CENTRE OF CONTEMPORARY ARTS CAIRNS SAW THE CULTURAL FACILITY REOPEN IN FEBRUARY 2020 AS BULMBA-JA ARTS CENTRE WITH AN EXCITING NEW, VISION AND IDENTITY.
Centre of Contemporary Arts Cairns before refurbishment. (Source: Queensland’s Department of Energy and Public Works)
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Centre of Contemporary Arts Cairns, which was renamed Bulmba-ja, after refurb
Working in partnership with Arts Queensland and the Queensland Government Accommodation Office (who invested an additional $1.525 million in maintenance upgrades to the aging building), QBuild as part of the Department of Energy and Public Works undertook the project and procurement management, contract administration, superintendency and quantity surveying services for the project.
bishment. (Source: Queensland’s Department of Energy and Public Works)
This partnership has successfully delivered a multi-award winning arts centre dedicated to supporting the development and presentation of First Nations arts from across Far North Queensland, providing an important cultural space, and maximising local employment.
A NEW FOCUS The revitalised centre, completed over a two year period, is now bringing the unique stories of Queensland’s Aboriginal and Torres Strait Islander peoples into focus. The building design, led by local firm TPG Architects, was informed by a comprehensive consultation process with the local arts and
cultural sector and the broader community, with significant input from representatives from Traditional Owner groups including Yidinji and Yirrganydji groups. The new name for the centre is ‘Bulmba-ja’, meaning house or home. The name was recommended by Traditional Owner representatives from both the Yirrganydji and Yidinji groups. The building features a state-ofthe-art programmable LED façade that digitally displays artworks by the region’s First Nations artists on gentle rotation. Along with this unique façade, Bulmba-ja provides an open, inviting and engaging public space with a new foyer, improved theatre 33
and gallery access, culturally responsive and flexible office spaces, new studio spaces, a culturally landscaped courtyard, Yarning Circle and Elder’s lounge. The generous extension to the building has successfully blended the old with the new to retain character from the previous lives of the building originally built in 1979. The open and flexible spaces support Bulmba-ja tenants, including The Pryce Centre for Culture and Arts, JUTE Theatre Company, NorthSite Contemporary Arts, Miriki Performing Arts, Minjil Performing arts, and other startup Indigenous organisations, the ability to grow and collaborate, and showcase talented local artists and arts product.
METHODOLOGIES The project management methodology adopted included engagement of: • an architectural principal consultant and specialist subconsultants including local Aboriginal and Torres Strait Islander visual and performance artists to facilitate and inform stakeholder engagement; • a town planner to work through development conditions that would apply to the extension and refurbishment works; • building surveyors to review and advise on the change in classification of the building and building act compliance; • an audio-visual specialist; and • services engineering consultants.
New entrance to the centre. (Source: Queensland’s Department of Energy and Public Works)
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Yarning circle. (Source: Queensland’s Department of Energy and Public Works)
Given the consultation with such a broad stakeholder base exceeded the planned duration to achieve acceptance of the schematic design concept by all parties, the project delivery methodology was changed from fully documented to design and construct. An early works package was created so that demolition works could take place in parallel with the tender documentation, design development and approval process.
SUPPORTING ECONOMIC GROWTH Although not located in a discrete Indigenous community, this project was identified by Arts Queensland, in consultation with the Department of Seniors, Disability Services and Aboriginal and Torres Strait Islander Partnerships, as an Indigenous
project. This meant that in addition to the 10% apprentice/trainee labour hours required to be met under the Queensland Government Building and Construction Training Policy, a minimum of 3% of the estimated project value (incl. GST) was required to be allocated towards an agreed Indigenous Economic Opportunities Plan. The project management team, with the assistance of the Department of Seniors, Disability Services and Aboriginal and Torres Strait Islander Partnerships, provided support and contacts to the successful building contractor, Hansen Yuncken, to assist in the engagement of Aboriginal and Torres Strait Islander businesses. The project objectives of maximising local employment 35
Artists from Minjil Performing Arts performing at the opening ceremony. (Source: Photo by Marc McCormack, supplied by Arts Queensland.)
and Indigenous economic spend were exceeded. A total of 4,513 training hours were completed exceeding the target of 3,120 hours and $265,894 in economic spend exceeded the local Aboriginal and Torres Strait Islander supply requirements.
THE UNVEILING AND RECOGNITION To unveil the newly refurbished centre, Arts Queensland held an official welcome day and smoking ceremony which 36
included performances and gallery exhibitions showcasing the unique and diverse stories of Far North Queensland’s First Nations artists. Rita Pryce, Director of the Pryce Centre, said the company’s move to Bulmba-ja was a perfect fit for the Pryce Centre. “The Pryce Centre for Culture and Arts has been able to create global pathways for remote Aboriginal and Torres Strait Islander youth with
Not only has Bulmba-ja received praise by tenants, artists, visitors and the community, the success of the project has been recognised through the receipt of multiple awards including: • the Eddie Oribin Award for Building of the Year for Far North Queensland courtesy of the Australian Institute of Architects’ Regional Architecture Awards; • a commendation in the Australian Institute of Architects’ Queensland Architecture Awards; and • the best project in the Community Service Facilities category at the Master Builders Far North Queensland Regional Awards. QBuild is proud to be part of a project that makes such a positive and inspiring difference to the Cairns community.
identified talent and who show a commitment and dedication to the arts,” Ms Pryce said. “Our culture, and most importantly its protocols, is the foundation of everything we do,” she said. “By empowering the Pryce Centre team through the tenancy, Arts Queensland is helping to create a culturally safe platform for our First Peoples to share their stories through the arts that are unique to this part of the world.”
Author: Leanne Kear, a Senior Project Manager, has been delivering projects for Queensland’s Department of Energy and Public Works, across various industries, customers and geographical regions for over 15 years. Leanne was the Project Manager for the Bulmba-ja refurbishment and revitalisation project. Other recently completed projects include the Pormpuraaw supported accommodation project and the Aurukun housing project.
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PROJECT IN THE SPOTLIGHT
DUNGOG HOSPITAL REDEVELOPMENT PROJECT: CELEBRATING A JOB WELL DONE! A CONTEMPORARY MODEL OF CARE, IN A COMPLIANT AND SAFE ENVIRONMENT WAS SUCCESSFULLY DELIVERED DURING THE COVID-19 PANDEMIC FOR HUNTER NEW ENGLAND LOCAL HEALTH DISTRICT (HNELHD) AND THE COMMUNITY. New patient ward veranda extension. (Source: Department of Regional NSW (DRNSW))
The success of the Dungog Hospital Redevelopment project can be attributed in part to Public Works Advisory (PWA) and the Contractor working collaboratively and closely together, and outstanding communication between HNELHD, PWA and the Contractor (Kingston Building Australia) resulting in positive Hospital/ regional community relations throughout the project. 38
The Dungog Community Hospital is located 2.5 hours north west of Sydney, in regional NSW. The Community hospital is the only facility in the Shire of Dungog, serving a population of just over 9000 residents and has been providing 128 years of care to the people in the Shire. The original cottage building first constructed in 1892 along with the subsequent extensions over time presented many challenges. The project was funded as part of NSW Ministry of Health’s Rural Health Infrastructure Program aiming to build healthy rural communities through delivery of
modern facilities, with $3.7 million assigned for the Dungog Hospital Redevelopment across two years. The redevelopment included bringing some rooms (including the original 1892 sections) up to contemporary standards of WHS, security, infection control and medication safety. The focus was on Triage facilities, new clean utility, new ward staff station, refurbishment of the emergency department, a patient ward extension, new consultation rooms, treatment rooms and front entry, as well as an upgrade of engineering services. PWA’s project team (Alex Fahy, Rosemary Kelly and Narelle Bromilow) were committed to focussing on both stakeholder
Staff pictured, first row left to right, Rosemary Kelly PWA, John Tonkin Kingston, Craig Williams Kingston, Ethan Reay Kingston, second row left to right, Nicola Churms Dungog Hospital, Scott Pascoe HNELHD Infrastructure & Planning, Alex Fahy PWA, Brett Davies Kingston. (Source: Department of Regional NSW (DRNSW))
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engagement and engineering staff consultation. The PWA team worked to ensure the key risks within an operational hospital such as infection control, dust suppression, path of travel, debris removal and planned services disruptions were appropriately communicated to and managed by the contractor. Clear communication and managing expectations were key to delivering this successful project, in very challenging times. Multiple stakeholder user group workshops were held during the design phase to capture the critical information that was used to inform the design solution, and weekly coordination meetings were held during construction for the on-site works. Regular PCG meetings and reports all contributed to the successful
management and delivery of the project, but what was the secret to success? The ongoing collaborative relationship between PWA, the Contractor (Kingston Building Australia), the client (HNELHD) and the Hospital staff. Weekly coordination meetings during construction were commended by the client, in fact the client advised it was one of the best communicated projects that he had worked on. These meetings were also used to develop innovative solutions to the staging of the works, a key challenge for the project driven by site conditions and the COVID-19 pandemic. The PWA project team, hospital staff and contractors even enjoyed morning teas, cakes, birthdays and BBQs together. Celebrating just how well the
New central ward staff station. (Source: Department of Regional NSW (DRNSW))
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(Source: Department of Regional NSW (DRNSW))
project team worked together; like an extension of one team! The Hospital also organised a community Health Expo, with close to 100 residents attending. Indigenous participation was another highlight, with the Contractor exceeding the targeted contract spend through direct engagement with apprentices and subcontractors. Local subcontractors were employed where possible benefiting the community. A close out workshop was held in July 2020 to provide a realistic assessment of the team’s performance. It also provided an opportunity to review management processes used and collect and provide feedback to enable all parties to develop
and implement improvements for future contracts. The project was delivered in June 2020, 12 months after commencing construction to a very satisfied client (HNELHD) and ecstatic Hospital staff. Author: Alexander Fahy, Project Manager, has been delivering projects for NSW’s Public Works Advisory, primarily in health infrastructure for Hunter New England Local Health District, over the past four years. Alex was the Project Manager for the Dungog Hospital Redevelopment, which was run in parallel with Gloucester Hospital Redevelopment of similar scope and value.
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RESEARCH
ORGANISATIONAL CULTURE: A FORGOTTEN CONTRIBUTOR TO ORGANISATIONAL SUCCESS MATT STEVENS PHD AND ROBERT OSEI-KYEI PHD SHARE THEIR OBSERVATIONS OF THE FOUR MOST COMMON TYPES OF MANAGEMENT MODELS AND THE INFLUENCES EACH EXERTS ON AN ORGANISATION’S CULTURE.
(Source: Canva)
All outcomes are facilitated by people. In most cases, they are motivated and guided by their organisation’s culture. In our experience, high performing construction firms have a strong and smart organisational culture which is produced by purposeful action of its leadership. 42
Organisational culture is often seen as observed behavioural consistencies, team expectations, rules of the system, embedded competencies, cognitive ideologies, universal principles and primary metaphors which demonstrates the intricacy of cultural context Schein (1990). More importantly, organisational culture indicates the standard practices of organisational team members, their interests, attitudes and beliefs. (Williams et al. (1993) Generally, culture is a rational outcome of a company’s chosen management model.
The chosen operation approach has consequences, some of which are unintended. The core idea of this article is to highlight the significance of Organisational culture in achieving organisational success, particularly for construction firms. Very often, construction firms fail to commit to a management model and instil an organisational culture. The problem with a failure to commit to both approaches generates additional difficulties in managing the business. We have witnessed the results: suboptimal outcomes. We believe executives are responsible for determining the best
management model and inspiring a strong organisational culture in many respects. This resulting culture can make each employee an emotional owner of the company giving it a robust future. Now, let’s explore the characteristics of four common types of management models.
MANAGEMENT MODELS SUMMARISED Management models are the approach that senior management takes to lead the people of a firm. They can be intentional or unintentional, but always help us 43
to answer the question, “How do firms approach the business of construction?” We have witnessed these common ones in our industry: 1. Owner-Operator An Owner-Operator Management Model is one in which one individual – the owner – makes all the major decisions. He or she operates the firm with minimal input from others. It is often the force of the owneroperator’s personality that drives the success or failure of the firm. This person is the largest constraint to the improvement of operations and growth of revenue. Of course, others help such as acquiring work, constructing work and tracking the operations, but the owner is the person who determines largely by himself what the company bids, the adoption of a software package, or the answer to a field problem. On any one day, each one of us can be too conservative, too lax, too emotional, etc. If there is no balancing by another person(s) of this human tendency, it is a hazard to the health of the firm since the industry is the second riskiest of all. We have observed this culture is most evident in the smallest firms. 2. Family A Family Management Model tends to be evident in smaller firms that have grown a little too large for an owner to oversee all operations directly. Sometimes 44
relatives or trusted employees form the senior management group. Employees are “looked after” in professional and personal ways by the owner(s). For some employees, this is a significant value. Whether they come from a split family or not, a sense of togetherness appeals to many. In a family model, the chain of command is less critical since the owners tend to talk to any employee regardless of rank or tenure. Consensus building, although quietly practised, keeps relations strong inside the company. Bonuses tend to be discretionary. 3. Team A Team Management Model models itself after sport dynamics. The team consists of some stars, a few tier two and less talented players. However each person supports winning. Winning is defined as a completed project within the contract requirements with a satisfied owner. No one person does everything, but each does something(s) to improve outcomes. Getting the potential out of each employee is done. Bonuses tend to be determined by measurement and reward both project and corporate success. This model is evident in parts of each construction firm we know. Although, a company is rarely totally immersed, and so, it exhibits elements, sometimes a majority of the other management models.
4. Bureaucracy A Bureaucratic Management Model, as the perception goes, are based on a governmentlike process of using forms and facilitating meetings. This is the approach for all processes and decisions, no matter how trivial. An unreasonable amount of paperwork and time spent in meetings is a trademark. We have observed an overreliance on planning, checklists, monitoring and measurement (not faith in people) which makes working for a construction contracting firm a “check the box” exercise. When the paper process is not followed, questions about the employee’s competence and diligence emerge. From our observations, firms adopting this model tend to be built on loyalty and not merit.
SUMMARY Many leaders and managers think they understand their organisational culture. In reality, culture is not obvious, and what the project leaders see may not be the whole story. All substantial construction firms are informally organised with a management model that influences the thinking of their people. The method by which human resources are coordinated significantly affects their mentality towards the firm and
creates the organisation’s culture. This culture appears to play a large part in the commitment employees make to the company. Commitment is another way of stating the level of intellectual and physical energy each staff member expends on the company’s behalf. Our observation has been that a “team” mentality by staff is often desired by leaders in construction. A Team Management Model enables better-than-peer efficiency. People pick each other up. Employees many times, support the organisational goals with their individual actions. Additionally, teams “self-police” or remove under-performers that hurt the group’s success. From these features, a distinct organisational culture should emerge. Nevertheless, it is obvious that most companies want to improve performance. However, this cannot occur because they are confused about their basic operating mentality. Sometimes it is simply choosing an appropriate Management Model. Authors: Matt Stevens PhD and Robert Osei-Kyei PhD research and teach construction industry issues at Western Sydney University.
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FELLOWS FORUM
HOW COVID-19 IS FAST TRACKING DIGITALISATION IN PRIMARY HEALTH CARE
FELLOWS HAVE GIVEN EXCEPTIONAL CONTRIBUTION TO THE PROJECT MANAGEMENT PROFESSION. HEAR FROM ONE HERE EACH QUARTER.
(Source: Deepak Biswal, Founder and CEO, CareMonitor)
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Let me first cover some background on health care in Australia especially the workforce and funding. It is important to understand the base line to measure if there really is a paradigm shift or just evolution. How the workforce and funding are organised in Australia makes our healthcare “system� more than complicated; it is complex by having several powers with different objectives influencing its direction with uncertain outcomes. As a relatively young country, we are still encumbered by the influence of the development of the colonies starting in different locations; think of the rail gauge debacle. Governments are reluctant to change health, education or welfare systems because these are three of the key issues at election time.
HEALTH CARE FUNDING IN AUSTRALIA Australian States fund public hospitals and a large part of specialist services. Private Hospitals are funded by private health insurance. Primary care, in the form of General Practitioners (GPs), Physiotherapists and the other 14 disciplines of Allied Health Practitioners (AHPs)
are funded mainly by the Commonwealth Government. All of these health care providers also receive funding from the community when there is a Gap payment. How the funding is calculated and paid provides incentives for the health care providers to focus on certain types and quantity of services. Siloed government and governance responsibilities also interfere with desired changes and the current Fee for Service payment system for GPs is entrenched in small businesses and politically unpopular to meddle with. Activity Based Accounting in hospitals incentivises public hospitals to seek services rather than pass the service to Primary care where the patient may be more efficiently cared for. Laying over this the multiyear training of AHPs, GPs and Specialists in universities, gives us an inertia to overcome to implement change in the workforce (in addition to the normal reluctance we have as humans for change). Then the professional clinical bodies all act in what they believe are the best interests of their members. For example, the Royal College of General Practitioners (RACGP), the Royal College of Physicians (RACP), the Australian Medical Association (AMA), the Australian Healthcare & Hospital Association (AHHA) 47
and the Colleges of Surgeons, Radiologists and so on; two of the major focuses of these Colleges are post graduate training and
standards of care. All these bureaucracies make changes more difficult to get implemented. Now to some numbers.
(Source: Australian Bureau of Statistics, Population Projections, Australia 2017)
The Australian Bureau of Statistics (ABS) has forecast the Australian population to grow by almost 18% from 25.4 million in 2019 to 29.9 million in 2030 (Chart 1); with a higher proportion in capital cities. Of particular interest to us here is that the population group aged 65 years and older, who have a higher demand for ongoing care because of a higher rate of chronic disease in this age bracket, is forecast to grow from 4 million to 5.4 million people – 35%. 48
On top of this, people with chronic diseases make more visits to GPs. The current Australia wide average is 4.5 visits per person per year and is forecast to grow to 6 visits per person per year, driven mainly by chronic diseases in older people. Then, if supply and demand were in equilibrium in 2019, Deloitte Access Economics suggest there will be a shortfall of just over 9,000 Full Time Equivalent GPs by 2030 based on the growth in population and increased visits to GPs.
Of particular interest to us here is that the population group aged 65 years and older, who have a higher demand for ongoing care because of a higher rate of chronic disease in this age bracket, is forecast to grow from 4 million to 5.4 million people – 35%. Obviously, something has to give. Demand exceeding supply over the next decade is a given. Remember also that GP practices are small to medium sized private businesses and to some extent react to the market economy. In many population centres, GPs are not taking new patients. This reluctance to add patients is significantly influenced by the patient list they have which is growing older and seeking more visits. Can price alone influence changes by an increase in price (the gap payment) reducing demand or reallocating resources to increase supply? Or is there a way of increasing the productivity of General Practice by optimising the way services are delivered other than seeing more patients a day? The Commonwealth Government recognised this resource shortfall over a decade ago and provided funding for GPs to purchase computer systems in the belief that digitisation would improve patient throughput.
So, by 2020 we find that between 90% and 95% of GP practices are computerised. States have also been digitising hospitals with electronic medical records (EMRs). Although secure data transfer protocols are available, most of this digitisation does not share comprehensive patient information to facilitate the proper transfer of care from acute care to primary care and vice versa and ongoing management of the patient in the new setting.
ENTER COVID-19 With the pandemic came restricted movements except for specific nominated reasons to move out of one’s home. So, we saw people reluctant to visit GPs and Hospital Emergency Departments and chronic conditions were starting to worsen. The Commonwealth Government responded quickly by funding “telehealth” consultation through Medicare for $2.4 billion – something they have been reluctant to do before. These consultations could be by phone or video and have been readily taken up by clinicians and patients. In addition, according to the Government tenders list, from March through June of 2020 there were about $300 million in tenders awarded to clinical application developers with a COVID-19 tag. This supports the ongoing 49
(Source: Deepak Biswal, Founder and CEO, CareMonitor)
development and implementation of “digital health” applications which support the delivery of care remotely. For example, research has found that many people will fill out a form which assesses their need for stress and anxiety treatment. So, these non-acute mental health services can now be scheduled as they become apparent, where previously they went undetected. 50
The ability for different applications to work together (grouped under the term “interoperability”) is also becoming essential for good team care arrangements. An example are ePrescriptions, which are being implemented across Australia where a QR coded token of a prescription is sent to a patient’s smart phone for the medicine. The patient takes that to the pharmacy
clinical system. The GP can see their patients’ details (shown in rows) and the recorded critical metrics (shown in columns) so GPs are able to monitor their patients’ progress using a traffic light system. The GP can also select a patient and see the trend in a particular clinical metric. Patients can contact their GP’s clinic from home and seek advice from a Practice Nurse who in many cases can solve the issue allowing the GP to work on more intense cases. These patient profiles can also be shared, with the patient’s consent, with others in the care team outside of the GP’s clinic. What was taking years to change has happened in 3 to 4 months – that is a paradigm shift.
to have the medicine dispensed or the GP sends it to the patient’s pharmacy and the pharmacy delivers the medicine – and the patient never leaves home. GPs can now remotely collect clinical metrics entered into a patient’s smart phone via Bluetooth or manually. These clinical metrics are seen by the patient and transferred to the patient’s medical record in the GPs
Author: Paul Campbell FAIPM CPPD joined AIPM in 2005, was the NSW President from 2007-2012 and for the last six years has been a PMAA judge. For several decades, Paul has worked in healthcare as a Project Director in the USA, Malaysia, Dubai and Australia with side excursions to Myanmar, Saudi Arabia and Hong Kong. Paul has consulted with governments, sterile product manufacturers, acute care and primary care. Over the last 10 years he has focused on digital health, especially remote care technology.
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CONTRIBUTE TO THE NEXT ISSUE OF PARADIGM SHIFT
Please visit www.aipm.com.au for project resources, industry updates, upcoming events and membership inquiries.
Have a project that you would like our project community to know about? Do you have a project insight you believe needs to be shared? Our next theme is CHANGE AND TRANSFORMATION and we would love to hear your article ideas. Email communications@aipm.com.au with the subject line ‘Paradigm Shift article contribution’ and tell us what you have in mind before Thursday, 14 January 2021. Our next issue will be out in March 2021.
