“ … the whole transition was superbly executed and, after many months of planning and through the efforts of many, was essentially a non-event. Our patients were safely moved. Their families knew what to expect and our staff completed the move confident that every detail had been considered. ”

Todd Johnson Vice President, Facilities

In the spring of 2013, Seattle Children’s Hospital (SCH) expanded their main campus by opening Building Hope, the first phase of a new patient-care tower comprised of 80 cancer and critical-care beds and 38 emergency treatment rooms.

Phase 1 of Building Hope introduces reconfigured space designed to optimize the performance of hospital staff by locating them closer to the point of care using newly established standards and models of care delivery. SCH enlisted NBBJ to help define the guiding strategy for their transition into the new building. The strategy focused on mitigating risk when moving critically ill infant, pediatric and young adult inpatients and their families into the new facility by properly training staff and ensuring that both patients and staff remained well informed. Staff were also able to practice and rehearse more efficient ways of delivering care in their new setting — that they collaboratively developed — two weeks prior to moving in.

No detail was left unattended as they conducted numerous patient-move rehearsals, move-team coaching, and move command-center planning, to carefully prepare for the complex transition. All teams were well prepared and eager to engage at the optimal time, which was determined by data-driven analysis and carefully crafted criteria.

Meticulous planning and facilitation by NBBJ’s team resulted in a successful, on-schedule transition. In a matter of hours, 48 patients from the NICU, CICU, Oncology and Emergency Departments — and their accompanying family members — were successfully moved into Building Hope with zero patient-care harm incidences. Families reported being extremely satisfied with their move experience, and the move command center achieved 100% issue resolution based on priority-response criteria.