Health Facilities Design and Development Plenary Day One: Wednesday, 21 July 2021

7:30 am - 8:50 am Registration and Networking


Sue Medson

Chief Executive Officer
Gippsland Lakes Community Health Service

9:00 am - 9:30 am NZ$1.4B New Dunedin Hospital – a place changing project

Pete Hodgson - Chairman – New Dunedin Hospital, Southern Partnership Group (NZ)
The New Dunedin Hospital is the largest in New Zealand’s History, even though it serves a small population. This hospital is almost a complete rebuild which will inevitably change not just health care provision but the city itself. But change for the better? Dunedin has a history of low or zero growth, but recently has become a mig-growth centre.  Learn about how this hospital contribute to this growth though:

  • Decarbonising the CBD: The new Dunedin hospital will be partly heated by a wood chip fired district energy scheme, a rarity in Australasia, which will also heat most of the University of Otago and many of the buildings in the city centre as well
  • Reshaping transport in Dunedin: since the hospital will be sited between the north and south bound lanes of the city’s one-way state highway system, change may be afoot, as will changes to public transport
  • Changing how health is delivered: The University hosts the larger of New Zealand’s two new medical schools, a pharmacy school, physiotherapy school and only dental school. Otago Polytechnic [TAFE] hosts nursing, midwifery and occupational therapy schools. The advent of the new Dunedin hospital will bring all those schools together, promoting  extensive interaction between practising health professionals and health science undergrads
  • Growing and retaining a large workforce: Dunedin will need to train and retain a construction workforce. We will also need to import a workforce, and house it. The job has been sized, training has begun, and housing is on the way. It is dependent on local goodwill, early contractor engagement, borrowing ideas from Barangaroo or Christchurch, and some new tricks besides, especially in the area of pastoral care

Pete Hodgson

Chairman – New Dunedin Hospital
Southern Partnership Group (NZ)

9:30 am - 10:00 am Thought Leadership Session

Government funding for car parking infrastructure is becoming an increasingly prominent issue in healthcare as both staff and patients struggle with car parking fees and shortages at hospitals and community health centres.

Should employees and patients be burdened with paying for parking? Could the funds used for car parking infrastructure instead be used to enhance patient care? Is the private sector the only winner in the current model?

Watch two teams battle it out as they debate whether State and Federal Government should fund or contribute to funding the development of hospital and community health centre car parks. 

Peter Jones

Manager, Facilities & Maintenance Services
Albury Wodonga Health


Pete Hodgson

Chairman – New Dunedin Hospital
Southern Partnership Group (NZ)


Mark Hoffman

Manager Capital Projects
Eastern Health


Sue Medson

Chief Executive Officer
Gippsland Lakes Community Health Service

10:30 am - 11:00 am Speed Networking

An effectively structured interactive session designed to help you expand your network through one-on-one focused conversations. Bring your business cards!

11:00 am - 11:30 am Networking Morning Tea

11:30 am - 12:00 pm The Power of Resourcefulness: How Alfred Health is Redeveloping Health Facilities in a Smart and Practical Fashion to Improve Workflows

Paul Butler - Deputy Chief Executive Officer & Executive Director, Strategy and Planning, Alfred Health
In an environment where hospital infrastructure is becoming increasingly unsustainable, it’s imperative that health executives make smarter resourcing decisions and embed this mindset in their culture. Alfred Health is doing just that by putting resourcefulness at the forefront of their design and development strategy for the next 30 years. Paul will discuss key hospital projects including the Emergency and Trauma Centre redevelopment and their new Trauma Ward that adopt this mindset and achieve workflow efficiency and better health outcomes without breaking the bank. Learn how to:

  • Build intelligent contemporary workflows into the physical spaces to streamline processes and administration, with reference to lessons learned in redesigning their emergency departments 
  • Integrate contemporary technology at the bedside to improve care and experiences, such as auto dispensing machines in the ward to reduce medication errors 
  • Incorporate sustainable design elements into a Brownfield site to ensure a sustainable design

Paul Butler

Deputy Chief Executive Officer & Executive Director
Strategy and Planning, Alfred Health

12:00 pm - 12:30 pm Spotlight Interview: Alternatives to Acute Care: What’s Preventing Hospitals from Moving Outpatient Departments to Community Centres in a more Decentralised Model?

Peter Ruzyla - Chief Executive Officer, EACH

Peter Ruzyla

Chief Executive Officer

12:30 pm - 1:30 pm Networking Lunch

1:30 pm - 2:00 pm How Latrobe Regional Hospital is Improving Operational Planning for their $217 Million Development through Early Identification of Stakeholder Needs

Owen Drummond - General Manager Business Services, Latrobe Regional Hospital
Latrobe Regional Hospital is nearly two years out of Stage 2 of the $217 Million development, with master planning and design for Stage 3 underway. To ensure sufficient capital funds for the capital works and avoid operational funds being used for fixing inherent problems in the build, effective stakeholder engagement has been imperative to improving resourcing and procurement processes. Learn how to:

  • Avoid documentation errors through transparent and regular communication with consulting engineers, architects, building surveyors and project managers
  • Overcome discrepancies in specifications with an agreed priority or schedule of documentation to minimise disruption to operations
  • Ensure fit-for-purpose spaces by planning early for medical and non-medical equipment to ensure that the models of care adequately provide the care patients need
  • Lead end user group consultations to adapt design around their experiences on the ground

Owen Drummond

General Manager Business Services
Latrobe Regional Hospital

2:00 pm - 2:30 pm Commencing Early Works for the $470 Million Victorian Heart Hospital: A Core Component of the Growing Health Innovation Hub in Melbourne’s South East

With early works underway, the $470 Million Victorian Heart Hospital (VHH) will raise the bar for patient-centred design in Australian hospital construction by using biophilic design principles to maximise the surrounding native landscape.

Learn how the VHH will:
  • Permit integration of clinical care, research and teaching within the same building
  • Deliver considerable economic rewards by establishing these activities within a standalone institution
  • Become a training facility for cardiac medicine, nursing and related healthcare professions

2:30 pm - 3:00 pm Networking Afternoon Tea

3:00 pm - 3:30 pm Think Green: How to Create a Sustainable Hospital and Healthcare System that Meets Future Needs of Victoria

Sharon Desmond - Manager, Clinical Service Design & Service Planning, Mercy Health
The 2019/20 Victorian Health Budget has committed a further $1.6 Billion to hospital infrastructure projects to cate for the State’s growing population. Yet, have you ever wondered if our healthcare system is sustainable? What are the key challenges we face in planning for sustainable services? Sharon will discuss: 

  • The financial and emission burdens associated with healthcare provision, including low value care and potentially preventable hospital admissions
  • Emerging directions in low carbon models of care and its implications on infrastructure design
  • How to change what you do inside your healthcare facilities in order to meet the needs of the population and the planet

Sharon Desmond

Manager, Clinical Service Design & Service Planning
Mercy Health

3:30 pm - 4:00 pm Lessons Learned in Designing Facilities for Community Health: How Gippsland Lakes Complete Health Services is Using Innovation to Ensure Efficient Design and Use of Spaces

Sue Medson - Chief Executive Officer, Gippsland Lakes Community Health Service
Community health has long been the poor cousin in health services, particularly in relation to infrastructure. However, as more hospitals shift towards alternative models of care that bring services back into the community, it’s important to apply learnings from the community health sector to the hospital setting to create greater efficiencies and better health outcomes in the long-term.

With innovation at the forefront of facility design and development in the community health setting, learn how Gippsland Lakes Complete Health Service is:

  • Building flexible spaces while accounting for the fact that a lot of community health is conducted in public settings and patients’ homes to ensure spaces are built and used purposefully
  • Addressing the issue of unpredictable growth by growing the business before growing the facility
  • Focused on improving transportation and accessibility for both patients and staff to support mobile services

Sue Medson

Chief Executive Officer
Gippsland Lakes Community Health Service

The Department of Treasury and Finance introduced the Asset Management Accountability Framework (AMAF) to create simplicity, transparency and consistency in government asset management across the state. 

In the context of health, this has meant the implementation of a more systematic approach to asset management and greater reporting and accountability, including the requirement to undertake a mandatory asset management maturity self-assessment every three years, effective FY 2020/21.  

This panel will discuss the fundamentals and implications of AMAF on facility design, development, delivery and operations, and how you can prepare for this reform:

  • What is the Asset Management Accountability Framework?
  • How do we achieve this within the constraints of limited resources, funding and a devolved governance model?
  • Is there an opportunity for healthcare agencies to collaborate and create synergy in the implementation and adaption of the framework, and to overcome the issue of scarce resources?
  • Lessons learnt from metro, regional and rural perspectives at different stages of their implementation journey and reflecting on their key initiatives moving forward


Jodie Jinnette

Assistant Director, Asset Management
Department of Health and Human Services Victoria


Yvonne Padgett

Special Projects Coordinator
Yea and District Memorial Hospital

Phillip Todhunter

Former Director of Logistics
Albury Wodonga Health


Nick Keogh

Building Operations Services Manager
Melbourne Health

4:30 pm - 4:30 pm Networking Drinks