About the Major Campaign
Introduction
In November 2007, the HGH updated its previous plans to renovate and expand its facilities to more efficiently meet future community health needs, improve access to care and support its ongoing commitment to excellence and financial stability. As part of the requirements under the 1 million planning grant received from the Ministry of Health in August 2008, the project was revisited in the past year and many improvements were done to the original drawings presented in 2007. Taking into account the strategic directions of the Champlain LHIN (Local Health Integration Network), the HGH as a major healthcare centre in Eastern Ontario must urgently expand and add healthcare services in accordance with population needs projections for the next 15 years. Our project has since increased in scope and is now estimated at $93M. Construction is targeted for construction for 2012-2013 and will have a major economic impact for the United Counties of Prescott & Russell.
WHY?
To meet healthcare standards…and beyond:
• In 2007, the Ontario Ministry of Health and Long-Term Care set forth a series of regional networks, otherwise known as LHINs (Local Health Integration Networks), to develop integrated health services plans for the regions they service. The Champlain LHIN (Eastern Ontario) has adopted various strategic orientations to enhance services and programs in rural regions. The HGH is at the forefront of these changes, being located east of Ottawa and west of Montreal and strategically positioned to provide accessible and efficient healthcare to the area.
• Although opened 25 years ago (1984), the current HGH facility was designed in the 1970s. Hospital operations have changed significantly, our community and their needs have evolved and the overall size and design of several departments is not conducive to today’s healthcare practices. For example:
o Several clinical departments are undersized and the physical layout is not conducive to changes in technology, efficient service delivery and patient family focused care.
o Infection awareness has become a major issue in the past few years. The facility needs to limit circulation in many departments like Emergency and Inpatient Units while allowing access to ambulatory services.
o The facility is unable to support evolving requirements for accessibility, for patient privacy and introduction of new technology.
o The Emergency Department, initially built to provide care to a maximum of 15 000 patients/year, is now being visited by 32 000 patients/year. There is an obvious lack of space in the Department which in turn influences the efficiency of our staff.
o There are insufficient isolation facilities with negative pressure capabilities and enclosed rooms in the emergency department, making infection control management extremely challenging and increasing patient and staff risk.
o There are insufficient rooms. Our aging population will require additional care in the coming years; the HGH is already at full capacity and will have to cope with increased pressure in the near future.
To meet the evolving needs of our community
• The HGH is at a crossroads in its history. Being the only hospital in Prescott-Russell and strategically located, HGH is facing an increased demand for healthcare services in all clinical programs. Our service territory is diverse and the demographics are evolving rapidly.
Patient Origin by Volume Statistic and Geography, 2007/08, prepared by HCM Group inc., Nov. 10, 2009.
* Proxy for Argenteuil = FSAs: J0V, J8G, J8H,
Proxy for Vaudreuil-Soulanges = FSAs: J0P, J7T, J7V
Source: HCM Group inc., Hôpital Général de Hawkesbury & District General Hospital Projection Methodology, Nov. 10, 2009
• Population projections indicate that the hospital’s service area (Prescott & Russell, Argenteuil, Vaudreuil-Soulanges) will be home to more than 265 000 people by the year 2026 (229 200 in 2006), including close to 58 000 passed the age of 65, more than double the actual population for this age level (26 600 in 2006). The hospital will have to deal with this forecast and prevent over-crowding of the hospital right away, which could potentially require 110 beds instead of the actual 69 beds available in the HGH.
To meet the needs of our staff
• By becoming a major health centre, the Hospital will be the largest employer in the region! Already the Hospital has a staff of close to 500 and the expansion project will require even more qualified professionals. Recruitment of doctors and nurses has become a major challenge for every hospital; the HGH will be able to offer a new and improved facility to potential staff interested in being part of a dynamic, innovative and integrated healthcare family.
• The Hospital has drastically increased its activity levels since opening its doors in 1984. Services have improved or changed and require more space and more employees than before and the Hospital has tried over the years to accommodate all these new and improved requirements. Employees are presently lacking office and work space, which in turn influences productivity and efficiency. By expanding and relocating certain departments, we will also be increasing office space for administrative purposes, offering a better environment for all personnel.
WHAT?
Project Goals:
• Consolidate Ambulatory Care services into a new “Ambulatory Care Pavilion”.
• Expand Emergency, Diagnostic, Surgical and Inpatient programs
• Relocate the Family Birthing Centre
• Create one public entrance area with central registration and access to both Ambulatory Care services and Diagnostic, Surgical and Inpatient services
• Separate public entrances from the Emergency entrances.
Three additions to the existing building will allow services to be relocated and expanded to meet the requirements set out by the Ministry of Health and Long Term Care, the Champlain LHIN and the HGH:
• West Addition – 2-storey “Ambulatory Care Pavilion”. All Ambulatory Care services will be consolidated to this new Pavilion and will be accessible even if access to the main hospital is restricted (infection control, disaster, etc.). A new main entrance will be created at the junction of the addition and the existing hospital. These relocated services will allow expansion for inpatient services in the existing building. Services to be relocated are:
o Rehabilitation, Pharmacy, Staff Services on Level 0 (a gradual slope and ample windows will allow daylight on this sub-level)
o Dialysis, ECG, Clinics, Medical Day Care on Level 1
o Education, Complex Continuing Care Unit and Future Ambulatory Care expansion projects on Level 2 (in a second phase).
o Staff locker rooms will be relocated to this new addition.
• Courtyard – 1 storey Infill Addition. The HGH presently has a closed courtyard, which was initially used as an outside rest area for employees and patients. It has since lost its use and will be filled in to allow relocation of Surgical services. This will open space for Emergency services and Diagnostic Imaging.
• East Addition – 2 storey expansion of Emergency, Special Care and Inpatient Units. By relocating the Special Care Unit adjacent to the Emergency and Surgical departments, traffic will be controlled and care for these patients will be much more efficient.
Other additions, reorientations
Most departments will be relocated, expanded or enhanced during the construction phase to maximize efficiency and allow easier access.
Level 2 of the existing building
• The Family Birthing Centre will be relocated in the current West Wing (PART, Diabetes Clinic, Dialysis…). Family waiting areas and an antenatal clinic will be available.
• Inpatient services in the current East Wing will be expanded into the vacant space previously used by the Family Birthing Centre.
• Continuing Care in the North Wing and Pastoral Services will be refreshed
Level 1 of the existing building
• Information, Health Records and some Administrative offices will be relocated in various areas of the facility.
• Decontamination and Sterilization units will double in size and have direct access to two new elevators designed solely for the transport of soiled and clean materials.
• Diagnostic Imaging (X-Ray) will be expanded and renovated.
• A central registration desk will be created adjacent to the new public entrance, allowing for easier and controlled access to all Services.
Outside the existing building
• Parking space will be expanded and reoriented to the west of the hospital
• Parking access control will be improved
• A new roundabout will be created with a distinct patient/client drop-off in front of the new main entrance
• The Emergency entrance will be relocated to the existing Ambulance access way. The existing ER entrance would not be used by the public. The existing exit-only doors on the south side of the hospital (next to the Volunteer boutique) would also be used as a Main Entrance.
Source: Hawkesbury General Hospital Functional Program, Agnew Peckham, 2009
WHEN?
On November 25th 2009, the Hospital reached a critical milestone in the planning of its expansion project by submitting the Functional Program and Block Schematics to the Ontario Ministry of Health and Long-Term Care. The functional program covers all the operational details pertaining to the clinical services that will be offered in the new and expanded space. The block schematics include the architectural design concept, site improvements, and space plans for each program. This work was completed over a 12 month period (Oct 2008 to October 2009) with the $1M planning grant received from the Ministry in August 2008.
This stage of the planning process is crucial in attaining our goal of building a better hospital to meet current and future needs of the community. This submission allows us to move to the next stage of planning which is the pre-construction stage. We are at the moment proceeding with engineering studies. Already, land surveyors and soil analysis specialists have been at work on the Hospital premises.
When the Functional Program and Block Schematics are approved by the Ministry, we can then move forward with a realistic calendar for construction, but our team of experts estimates that the whole project could be completed in 18 months.