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Royal North Shore Hospital and Community Health Services PPP Project
lnfrashore

PART B: Design and Construction Proposal

Delivery of the Facilities

Project Management Plan

Proposed Management Structure

 Royal North Shore Hospital and Community Health Services PPP Project

Table of Contents
Proposed management structure
1.1. InfraShore management
1.2. Design &Construction management

!. Interface between InfraShore team members

2.1. Working groups
2.2. Transition planning
2.3. Commissioning and decanting planning
2.4. Communication planning
2.5. Commercial relationships

ORIGINAL

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 Royal North Shore Hospital and Cornmunlly Health Services PPP Project
0 InfraShore

1. Proposed management structure

1.1. InfraShore management
Dedicated InfraShore resources, supported by the ABN AMRO project
management team, will manage InfraShore's agreements with various
subcontractors and ensure that InfraShore delivers on its promises to NSW
Health and all project stakeholders.
InfraShore's core team of dedicated personnel will maintain an on site
presence at RNSH.
InfraShore has already nominated personnel to fill key positions immediately
upon contractual close. These key personnel are:

1.1.1. Greg Boyer - Construction Director

Greg is a director of Falcon Ridge Projects and is based in St Leonards. In
recent years he has been responsible for the delivery of both NSW Schools
PPP projects and is currently delivering the Long Bay Prison and Forensic
hospital PPP project for NSW Health.
Greg has an in depth understanding of what it takes to deliver a successful
construction project and is cognisant of the sensitivities of key stakeholders
in a redevelopment of this nature. In the course of delivering the New South
Wales Schools PPPs he has developed an excellent working relationship
with ABN AMRO's project management team, making him the ideal
Construction Director for InfraShore.

1.1.2. Susie Giddey - Operations Director

Susie has an enviable track record in health projects and is currently
involved in the following roles for area health services in NSW:
. South West Area Health Service WIN program Westmead - FF&E
procurement and commissioning;
South West Area Health Service Auburn redevelopment - FF&E
Specification and Transition Planning
. Greater Western Area Health Service Bathurst Hospital redevelopment -
FF&E Procurement and Commissioning
Susie understands the key sensitivities of all stakeholders in the health
context. Her expertise in this regard compliments that of the InfraShore
consortium members.
See Part A: A3.4 Ownership structure - Management structure for further
details of InfraShore management.

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 Royal North Shore Hospital and Community Health Services PPP Project
1.1.3. Responsibilities and lines of communication
Construction Reports to: ABN AMRO Project
Director Management
. Key internal relationships: Thiess
management, transition working
group (Chair), Operations
Director
. Key external relationships: RNSH
Project Director and Department
Heads, third parties on site.
Project Control Group
Operations Reports to: ABN AMRO Project
Management
Director
. Key internal relationships: ISS
and Thiess Services
management. Construction
Director. HOST working group
(Chair), communications working
group (Chair), transition working
group
Key external relationships: RNSH
Proiect Director and DeDartment
. Oversee the communications strategy and the communications plan
Heads, third parties on site,
Project Control Group
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82.1.1 Proposed Managemmt Sbucture
Manage InfraShore's Project Deed obligations in relation to the
construction phase of the Project
Attend relevant design review meetings with Thiess, Thiess Services
and iSS and ensure compliance with the Project documents
Attend design presentation meetings with NSW Health
Manage relationships with senior RNSH staff concerning design and
construction issues. Ensure smooth interface and co-ordination
Drocesses are in dace between the Thiess. Thiess Services. ISS and
other third parties on site
Manage contraduai matters involving Thiess including the monitoring
of performance, progress of works, variations, delays and disputes
Monitor the commissioning and decanting process
Liaise with the financier and the independent certifier concerning
completion as required under the Project documents and ensure that
all reauired information has been ~rovidedbv Thiess. attend
completion meetings as required
Represent InfraShore on various Hospital committees and attend
regular meetings with the RNSH Project Director
Report and provide advice to the ABN AMRO project manager and
InfraShore board on matters concernina the Proiect
Manage InfraShore's Project Deed obligations in relation to the
orovision of S u, ~
, ~ oServices.
rt -
includina deliverv of the S u ~ ~ o r t
Services Specification
Manage relationships with senior RNSH staff concerning the delivery
of the Support Services. Ensure smooth interface and co-ordination
processes are in place between the Thiess, Thiess Services, ISS and
other third parties on site
Oversee the preparation of, and review, various plans and manuals
prior to submission to NSW Health
Administer contractual matters involving the Hard FM provider and the
Sofl FM Drovider including the rnonitorinu of performance and
management of payment obligations
Represent InfraShore on various Hospital committees and attend
regular meetings with the RNSH Project Director
Manage compliance with occupational health and safety and quality
assurance processes
Report and provide advice to the ABN AMRO project manager and
InfraShore board on matters concerning the Proiect
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 Royal North Shore Hospital and Community Health Services PPP Project

1.2. Design & Construction management

InfraShore'sConstruction Contractor Thiess has nominated key senior
people for the management positions for the design, construction,
commissioning and handover of the Project. An organisation chart follows,

Details of these team members, and other key D&C delivery staff are in 82.6
Construction team

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 Royal North Shore Hospital and Community Health Services PPP Project

2. Interface between InfraShore team members

InfraShore will provide an integrated management solution, enabling NSW
Health to deliver on its primary commitment to clinical services.
Co-ordination and integration of InfraShore's responsibilities will be achieved
by a structured project framework which clearly sets out the roles,
responsibilities and relationships of each of the parties.

2.1. Working groups

Working groups have been formed to provide the interface between
InfraShore team members (InfraShore, Thiess, Thiess Services and ISS)
These are:
. Transition working group
Communicationworking group
. Hospital Operations Support Team (HOST) working group.

2.1.1. Transition working group

To facilitate regular liaison between InfraShore team members during the
provision of interim services, construction works, commissioning and
decanting process and transition to operations, a transition working group
(TWG) will be formed.
The TWG will comprise
. one representative of InfraShore
one representative of Thiess
one representative of Thiess Services

. one representative of ISS.

1
and other representatives as are considered necessary. These may include
the HOST Change manager, the independent certifier, InfraShore project
management resources and representatives from the NSW Health
redevelopment planning team.
The TWG will have an overview of daily management issues across the site
including:
the Partnering Protocols (see 65.2 Works Program)
. implementation of the Mobilisation and Interim Services Plan (see C2),
implementation of the Project Management Plan (see 82.1)
. development of the Completion Plan (see C2.2)
. development of the Commissioning and Decanting Plan (see 82.5).

together with communication and change management issues.

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The group will meet regularly (eg, weekly) to discuss general issues arising
out of the Project Co-ordination Group (PCG) meetings and report on
transitional issues to the PCG.
Outside the formal TWG, there will be regular site co-ordination meetings
between InfraShore, Hard and Soft FM providers Thiess Services and ISS
and Construction Contractor Thiess.

2.1.2. Communicationworking group

A communication working group (CWG) has been formed consisting of the
InfraShore operations director and representatives from the Construction
Contractor (D&CIRNSH project manager and D&C communications
manager), the Hard FM provider (facilities maintenance manager), the Soft
FM provider (Soft FM services manager), the HOST change manager and a
communications consultant.
See 82.1.7 Communications Plan for details of proposed roles and
responsibilities.

2.1.3. HOST working group

The HOST working group will be chaired by the InfraShore operations
director and is responsible for ensuring delivery of a co-ordinated and
integrated FM service to the Hospital.
Its role is to:
ensure systems interfaces are in place and fully functional (including
interfaces with NSW Health IT systems);
. ensure appropriate protocols are in place between the Hard and Soft FM
providers to facilitate integration of the support services;
. ensure appropriate protocols are in place with third parties on the site;
. monitor the submission of reports to NSW Health and ensure all parties
are contributing as required to meet reporting deadlines (for example,
preparation and annual updates to the operations manual; submission of
monthly and annual performance reports);
review and monitor performance, including an analysis of complaints and
any KPls not met, and how this situation will be prevented or mitigated in
the future
review interface issues as they arise, including those of abatement
allocation, and monitor the progress of any disputes
. review and disseminate information on changes to NSW Health policies
and procedures
- monitor any issues arising under the Labour Services Agreement

interface with D&C during construction on matters impacting on the

provision of support services (eg commissioning, decanting)

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undertake regular reviews of the risk management framework

. identify significant issues requiring discussion with NSW Health for
elevation to the PCG.
See Contract Management Proposal (C3.1) for further details regarding the
facilities management interface solution and the HOST Working Group.

2.2. Transition planning

The TWG will develop protocols for:
. FM input into design development, completion, commissioning and
decanting
induction and transition into the new Acute Hospital and Community
Health building
. defects rectification and management,
This includes agreement on events requiring notification, notice periods and
procedures for:
. areas impacted adjacent to construction sites

= utility supply interruption

- works scheduled to take place outside normal operating hours

. temporary works
= movement of heavy machinery outside construction site

accesslegress
. facilities completion dates and delays

= completion obligations
commissioning and decanting program
induction programs
. decommissioning of residual and divested facilities.

2.3. Commissioning and decanting planning

InfraShore team members are responsible for decanting into the new Acute
Hospital and the Community Health building.
Construction Contractor Thiess is responsible for decanting Group I T
Group 2T and Group 3T FF&FE.
HOST, through its portering and ward support service, is responsible for
decanting the patients into the new facility.
The TWG will coordinate the interface between Construction Contractor
Thiess and HOST and facilitate the review of the Commissioning and
Decanting Plan prepared by InfraShore's Construction Contractor, Thiess in
collaboration with the NSW Health redevelopment planning team.

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2.4. Communication planning

The InfraShore CWG will develop protocols for internal liaison and general
communication between the InfraShore construction team, InfraShoreIHOST
personnel, the NSW Health redevelopment planning team and the hospital
community. Its role includes:
. co-ordinating of internal and external stakeholder communications
. co-ordinating communication of the change management process
. working closely with the NSCCAHS and RNSH corporate
communications teams to promote and protect the reputation of the
project
. co-ordinating communications interfaces of the approvals, design and
construction and facilities management with stakeholders
facilitating approvals of media releases, newsletters, intranet releases.
website updates
. providing support to the NSCCAHS and Hospital communications staff
and consultants in terms of drafling information for the promotion of the
benefits of the redevelopment and for issues management
. monitoring and responding to issues with quick turnaround
. transition planning communication

See Communication Plan, 82.1.7 for details of communication activities.

2.5. Commercial relationships

Underlying the working relationships described above are the terms sheets
agreed to by each of InfraShore's subcontractors, together with a detailed
Co-operation and lnterface terms sheet. This terms sheet has been agreed
to by all of InfraShore's team members (InfraShore, Thiess, Thiess Services
and ISS). It sets out the respective legal obligations of the parties to each
other and covers issues such as:
. obligations to co-operate and co-ordinate with each other

contribution of Thiess Services and ISS to design development

Thiess site management role
. schedule of completion obligations
. defects rectification
. assignment of warranties from Thiess to Thiess Services

dispute resolution procedure.

The Co-operation and lnterface Deed terms sheet, together with the term
sheet between InfraShore and each subcontractor, are included in Part A:
A3.8.

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