Hospital Care for Future Generations

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Eleanor Singleton
6 years ago
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1 Hospital Care for Future Generations May 26 Huntsville; May 27 Bracebridge; May 28 - Gravenhurst Outstanding Care ~ People Focused

2 Purpose & Desired Outcomes Provide an overview of the required planning process, MAHC s approach and why this is needed Share data, demographics and projections impacting decision-making Help community members understand their role and the importance of their support 2

3 Why are we doing this? Our facilities do not meet current standards; Existing space is already challenged; Changes in health care practices require new and different space; Better position MAHC to provide safe, quality care now and in the future 3

4 Why are we doing this? Strategic Plan Sustainable Future; Based on today s health care planning guidelines & Infection Control standards, a hospital should comprise 80%single occupancy rooms. Lengthy process with approvals required 4

5 Health Capital Planning Process Future Partnerships MOHLTC Planning and Design Guidance Dec 2012 Community Share 10% 5

6 Health Capital Planning Process Planning Grants: 3 possible approval milestones: proposal development, functional program, design development Construction Grant *WE ARE HERE Pre-Capital (Part A & B) Stage 1 Proposal (Part A & B) Stage 2 Functional Program (Part A & B) Stage 3 Preliminary Design Or Output Specifications Stage 4 Working Drawings Or Output Specifications Stage 5 Implementation Review and support of Pre-Capital Submission Review and approval of Stage 1 Submission Requires Government approval to plan Review and approval of Stage 2 Functional Program Requires Government approval to plan Review and approval of blocks and sketch plans; approval to proceed to working drawings OR blocks/output specifications Requires Government approval to construct Review and approval to tender & implement/ issue RFP OR approval to award construction contract/ Project Agreement 6

7 RVH Phase 1 Expansion 2003 Stage 1 Master Program 2007 Functional Program 2009 Construction 2013 Occupancy of Phase 1 Expansion 7

8 Halton Healthcare - New Build Started planning for major redevelopment Business Case (Stage 1 equivalent) developed 2005 Ministry of Health announces project Functional Programming for new Hospital Output Specifications 2011 Construction started 2015 Scheduled Occupancy 8

9 Master Program & Master Plan MASTER PROGRAM: present and future service role within the community MASTER PLAN: the condition and potential use of existing buildings and systems 9

10 Engagement in Planning Board Ad-Hoc Steering Committee 8 MDs, Board Members, foundation reps, community member, admin. 16 Planning Teams 150 people MDs, point-of-care staff, external partners Met 4 times over 3 months, including a workshop Explored current practices Reviewed future projections based on the data and trends Discussed the risks & benefits of different models Developed preliminary space requirements 10

11 MAHC Options As part of Master Planning, all potential models must be explored. Data used as much as possible to guide options and models. Sustainability, operating costs, facility infrastructure all important factors Community support is key. 11

12 Role of Data in Planning Analysis and projection of future hospital bed numbers and visit volumes is based on: Past 3 years of workload data Catchment area Market share Population growth Provincial averages Also review travel distances to access services 12

13 Population Projections Weighted Population Growth Region Year Change Unweighted Muskoka SubLHIN 62,180 65,690 69,220 75,790 22% NSM LHIN 469, , , ,230 31% Province 13,698,850 14,447,780 15,312,430 17,169,601 25% Weighted Muskoka SubLHIN 78,643 87,228 97, ,588 53% NSM LHIN 507, , , ,108 68% Province 13,878,511 15,453,974 17,309,126 21,771,687 57% Source: DAD 2012/13, MOF Population Since use of hospital services is strongly associated with age, we show the weighted growth rate. Weighted growth rates take into account, for example, that seniors on average use more hospital services than younger people. Weighted growth in the Muskoka sub-lhin is substantially less than that in the NSM LHIN, and slightly less than the provincial average. 13

14 Muskoka Sub-LHIN % Percent Change in Muskoka SubLHIN Population 100% 80% 60% 40% 20% <01-19 All Ages 0% % The total population in the Muskoka sublhinis expected to increase 22% between 2012 and Most population growth is due to residents age

Increase in Age 65+ 2012-2032 The total number ofresidents aged 65+ isexpected to increase 82% in the

15 Increase in Age The total number ofresidents aged 65+ isexpected to increase 82% in the Muskoka sublhinbetween 2012/13 and 2032/33. This is less than both the NSM LHIN and Provincial average. 15

16 Disease Prevalence Disease prevalence for Muskoka sublhinresidents is lowerthan the NSM LHIN average and higher than the Ontario average, with the exception of diabetes. 16

What Happens at MAHC Bed Types: Acute Complex Continuing Care South Muskoka Memorial Hospital 43 24 Huntsville District Memorial Hospital 32 Admitted Patients 4,500 Emergency Visits 42,779 Surgeries

17 What Happens at MAHC Bed Types: Acute Complex Continuing Care South Muskoka Memorial Hospital Huntsville District Memorial Hospital 32 Admitted Patients 4,500 Emergency Visits 42,779 Surgeries 8,463 Births 280 Chemotherapy Clinic Visits 2,818 Dialysis Treatments 2,689 Diabetes Patients 961 Diabetes Interventions/Visits 5,035 Radiology Exams 37,391 Mammography Exams 4,069 CT Scans 16,413 Ultrasounds 16,058 Employees 694 Active Physicians 85 Volunteers 345 Total Operating Budget $73 million Capital Needs ~$13 million 4 Bargaining Units Note: the above activity data is data 17

18 MAHC s Current State In order to meet current planning guidelines for existing programs & service volumes, MAHC s buildings would be 70% larger 18

19 Energy Efficiency 19

20 Facility Condition Assessment SMMH Site 20% HDMH Site 48% 20

21 Pre-Cap Architectural Assessment Significant space and infrastructure challenges identified for both sites: Expansion of most hospital areas to accommodate growth in visit volumes Expansion of most areas to align with current hospital planning guidelines Lack of separation between public front-of-thehouse and hospital back-of-the-house circulation systems 21

22 Our Sites Today 22

23 Our Sites Tomorrow? 23

24 Next Steps Community Launch (Spring 2014) Architects to assess current infrastructure Develop site plan options Focus Group review of options (Spring/Summer 2014) Further Community Sessions/Updates (Balance of 2014) Board endorsed Final Draft Master Plan 24

25 THANK YOU!

Proudly Serving our Communities - Delivering Best Patient Outcomes with High Standards & Compassion. MASTER PROGRAM Revised 2016 FEBRUARY

Proudly Serving our Communities - Delivering Best Patient Outcomes with High Standards & Compassion MASTER PROGRAM Revised 2016 FEBRUARY Resource Planning Group Inc. 502-703 Evans Ave. Toronto ON M9C 5E9