Case Study: Reimagining Emergency Care Through Early Engagement

Project Overview

Project: Canberra Hospital Expansion 
Client: ACT Infrastructure 
Location: Yamba Drive, Garran, ACT 
Contract: Managing Contractor (GCS) 
Dates: 2022 –2024 

Key Data

Over 250 stakeholder engagement sessions delivered across 18 months 

The Challenge

The original Emergency Department design presented significant operational challenges that impacted both efficiency and patient care.

Congestion within the fast-track zone created bottlenecks, limiting access to acute care beds. At the same time, frequent internal patient transfers made it difficult for staff to plan and respond effectively, often resulting in avoidable delays.

These issues highlighted a broader challenge: how to improve patient flow, safety and staff efficiency within an already defined footprint and program.

Our Approach

Engaged early through an Early Contractor Involvement (ECI) model, Multiplex worked alongside the client, clinical teams and stakeholders to better understand how the Emergency Department functioned in practice. 

This process became one of the most extensive stakeholder engagement programs delivered by the business, involving more than 250 consultation sessions over 18 months with doctors, nurses, planners and patient representatives.  

Together, the team re-examined the patient journey and identified opportunities to improve flow and reduce inefficiencies. Key interventions included:

• Analysing patient flow data to identify pressure points

• Reconfiguring the fast-track zone to co-locate key services, including relocating X-ray and introducing a procedure room

• Reassigning beds in the resuscitation area to function as step-down beds, reducing the need for transfers to ICU 

These changes were focused on creating a more self-sufficient and responsive Emergency Department, while maintaining the original footprint and program.

The Outcome

The redesigned Emergency Department delivers a more efficient, safer and better-functioning environment for both patients and staff.

• Improved patient flow and reduced bottlenecks in critical areas

• Enhanced staff planning and responsiveness

• Reduced reliance on internal patient transfers

• Achieved design improvements without increasing the building footprint or extending the construction program

By placing real user experience at the centre of design, the project demonstrates how early engagement can unlock meaningful improvements in performance and outcomes.