We work with the leadership and staff of our clients to diagnose and recommend high value
strategies to improve the primary operational issues identified throughout the planning process in an
effort to facilitate a smooth transition and operationalization of all projects, particularly facility design
and build-out.

Major capital projects provide the impetus for and can create new working environments that enable
the owner to challenge prior thinking related to staffing, supply chain, use of technology, role of family
members and interactions between patients and staff.  This extensive planning process creates a set
of improvement opportunities and challenges intended to be implemented in both new and renovated

Our approach to transition planning is straightforward.  All major facilities projects unfold as three
concurrent steps, as follows:

  •  Keeping the message and process alive
  •  Building the project structure to achieve enduring success
  •  Monitoring and tracking the effort throughout the project life

These steps work together to establish a framework for corporate wide planning, identify and integrate
operational strategies, and provide strategic control to track how strategies are implemented, detect
potential problems and make necessary adjustments.

Keep the Process Alive
Maintaining the energy and enthusiasm for change is a critically important responsibility of the
leadership team.  The duration and scope of a large or complex project poses particular challenges to
maintaining momentum.  Operational planning and implementation efforts are more likely to be
effective when there is a feeling of participation across the organization.

  • Assist the client to keep alive the operational agenda for the project.
  • Provide a review of design precepts and a walk through of intended operational and work flow
  • Validate planning assumptions, support or amend planning as needed.

Build the Structure
While MCG will provide leadership and perspective for the entire operational planning and
implementation process, the actual successes will arise through a collaborative process where our
client retains ownership of this process.  We have designed and successfully deployed a simple
transition structure in our organizational planning projects that includes administrative and medical
leadership along with clinical and support staff.

  • Prepare and facilitate a collaborative session to introduce the project structure, review team
    charters and roll identified issues through the structure.
  • Provide ongoing support as defined in contractual arrangements.

Monitor the Process
Planning initiatives do not end with the implementation.  In order for them to be successful, there must
be an on-going concern, a new way of working.

  • Assist the client in developing a system for monitoring and tracking each initiative at the tactical
  • Assist the client in developing a comprehensive database providing a mechanism for tracking
    and reporting the status action plans and facilitate accountability efforts.
Transition Planning