Collingwood General and Marine Hospital Building our Future Hospital - PowerPoint PPT Presentation

Collingwood General and Marine Hospital Building our Future Hospital Fall 2015

CGMH Catchment Areas IP 37% IP 28% ER 37% IP 4% ER 26% DS 36% ER 3% DS 27% DIAL 33% DS 6% DIAL 41% DIAL 1% IP 16% ER 16% DS 16% DIAL 20% Outside Catchment Catchment Area IP = Inpatient Area IP 15% ER = Emergency Blue Mountains ER 18% DS = Day Surgery Clearview DS 15% DIAL - Dialysis Collingwood DIAL 5% 2 Wasaga Beach

Where it all began • Hospital opened in 1887 • Constant renovation and rebuilding since opening in 1887 • Pre-proposal submitted to NSM LHIN and approved • CGMH Board approved in Fall 2014

At first glance we look good on the surface 4

Our current struggles • No direct connect from the MDRD to the OR • Substandard facilities in the ED for patients w/mental illness and/or addiction issues (some patients remain a number of days) • No space in dialysis to expand • Lack of patient confidentiality (ED, Inpatient Units, OR) • Crowding in the main entry at Registration • Poor visibility to patient areas • Lack of family support facilities (quiet/interview rooms, lounge) • Poor area layouts / adjacencies creating inefficiencies in staff time and general frustration 5

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• Single flight path – current safety regulations call for two flight paths • Power lines surrounding building are at a height that interferes with the flight path

Modular buildings due to lack of space 10

Modular buildings due to lack of space 11

Our Journey has been an Adventure November 2014 Met with Dr. Eric Hoskins, • Minister of Health February 2015 Formed 10 planning teams • (107 participants – staff & physicians = 25% of staff) April & June 2015 Community Planning Days • community partners, health partners, staff, physicians and mayors

Our Journey Winter onwards • Update meetings with MP, MPP, Area Mayors June 2015 • Meeting with OHA’s Anthony Dale June 2015 • Site visit with Anne Barszczewski, Capital Planning Branch September 2015 • Tour with Deputy Minister of Health, Dr. Bob Bell

A Shared Vision

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Integration Priorities Which linkages and partnerships Co-location Ministry/ of are most LHIN’s programs important Community to our patients? Services Primary Care PATIENT Home & Hospital Care Long - Term Care Mental Other Health & Hospitals Addiction 16

Our Patient’s Healthcare Journey 17

Planning for Care Planning to ensure: • all the pieces are present • the pieces fit together well • no gaps at the transition points

Partnerships: A Rural Teaching Hospital

What’s Driving Our Plans?

CGMH is over capacity today: CGMH was above 100 percent occupancy for 18 of the past 24 months

Demand for CGMH services is increasing rapidly CGMH forecast acute inpatient growth is 30 percent higher than the provincial average

Collingwood ’ s Population Change Over the Next 10 Years? 65+

CGMH serves one of Onta rio’s fastest growing regions Percent 20yr Percent 20yr Growth LHIN SubLHIN Growth in Growth in Days Rank Admissions Central West Woodbridge (Vaughan) 141% 101% 1 Mississauga Halton Southeast Mississauga 120% 83% 2 Central South West York Region 111% 76% 3 Central Richmond Hill 110% 79% 4 Central Central York Region 109% 79% 5 … … … … … Central East Durham Cluster 90% 62% 13 Central West Brampton 85% 60% 14 North Simcoe Muskoka Collingwood and Area 84% 64% 15 Central West Dufferin County 84% 61% 16 North Simcoe Muskoka Midland and Penetanguishene Area 82% 63% 17 North Simcoe Muskoka Orillia and Area 81% 61% 18 … … … … … North East Algoma 32% 14% 91 South East Belleville 31% 20% 92 Erie St. Clair Chatham-Kent 30% 16% 93 North West Rainy River 30% 16% 95 South East Central Hastings 30% 18% 96 Province Province 65% 45%

What are our plans?

Growing to meet the future 64% increase in inpatient beds Medicine Surgery Intensive Care New – rehabilitation beds 26

Improved facilities Better Patient Care More single patient rooms State of the art operating rooms Senior Friendly design – fully accessible More x-ray & ultrasound suites 27

New Services Bringing care closer to home MRI Satellite oncology 28

Where will we end up? 3 options are being explored for the Hospital’s Redevelopment: Scenario 1 – Expansion utilizing the existing building and site Scenario 2 – Expansion utilizing the existing building and site with additional surrounding property Scenario 3 – New Build on a Greenfield Site

Together we can

How will we fund this? Government funds 90% of: • Construction costs • Ancillary costs (design, consultants, etc.) • Contingency costs Community funds: • Remaining 10% of above • 100% of equipment/furnishings • 100% of any revenue generating space • 100% of site acquisition & preparation 31

Community Plays An Important Part Healthcare is a partnership between the government and the • community – each has to invest This is a massive undertaking and will require significant community • support Today, our challenge is maintaining excellent care in the existing • facility: Wise investments in the facility • Leverage technology to support care • Replace aging equipment • All with the future in mind.

Next Steps Next Steps • Work began on the Master Program , which outlines our clinical programs and services of the future • NSM LHIN approved CGMH’s Pre -Capital submission Feb - Sept 2015 • Pre-Capital submission was sent to Ministry of Health (awaiting their response) Sept - April • Work continues on the Master Plan , which identifies 2016 the physical space needed for a future hospital • Submission of the Master Program and Plan for the Spring Ministry to review completes Stage 1 of the process 2016 33 • Await confirmation from MOH to move to Stage 2

Together we can