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Report Title: 2016 06 BD-010 Our Healthy Future - Final Stage 1A (Master
Program) Submission
Date of Committee Meeting: 23/06/2016
Report To:
Committee: Board
Author(s):
Telephone:
Ext. 46824
E-mail:
kcampbell@hhsc.ca; levo@hhsc.ca
Open
Decision
Appendices:
RELATIONSHIP TO STRATEGIC PLAN: Choose one or more that best describes. (Double click on square and select
Checked)
1. OUR PATIENTS
Always deliver compassionate care that respects
the needs and values of our patients and their
families
Continuously refine our care delivery to raise
quality, improve safety, and enhance value
Ensure seamless and timely transitions for HHS
patients
2. OUR PEOPLE
Ensure a healthy and safe workplace
Develop and support our people
Cultivate empowered decision making and
collaboration
3. OUR SUSTAINABILITY
Partner with our community to ensure the right
care is being delivered in the right place and at the
right time
Transform our practices and processes to improve
performance
Optimize our revenue streams
4. OUR RESEARCH, INNOVATION AND
LEARNING
Align research efforts to address HHS priorities
Create a culture of evidence informed practice
Create excellent learning environments with our
academic partners
VALUES: Choose one or more Values inherent in the recommendation and describe any conflicts. (Double click on
square and select Checked)
RESPECT
Comments:
CARING
Comments:
INNOVATION
Comments:
ACCOUNTABILITY
Comments:
Respectfully Submitted,
Brenda Flaherty
EVP Clinical Operations & COO
Rob MacIsaac
President & CEO
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The proposed Final version of the Stage 1A Submission is posted in the Resource Library on Board
Vantage and includes an updated Executive Summary and stakeholder engagement Appendix,
highlighting the engagement activities since April 2016, and reflects the feedback received from the
Board at its Retreat on April 29, 2015. The revisions to the Executive Summary were substantive and
have been provided below with the changes incorporated for the benefit of the Board.
As well, the Master Program section with projected volumes has been updated to reflect the Stem Cell
Transplant volumes expected as a result of the new capital project at JHCC.
Executive Summary
In April 2015, Hamilton Health Sciences (HHS) embarked on a process to create a new clinical
services model a long term vision detailing what services the hospital will deliver and how it will
deliver them. This visioning process is essential for planning both services and facilities over the next
10-20 years. HHS has entitled this process Our Healthy Future (OHF).
Our Healthy Future was powered by five Patient-Centred Working Groups (PCWG), each focused on
a distinct patient population. The PCWGs were assigned the task of creating a viable, long-term
service delivery model for the following categories of care:
1. Adult Regional Patient Care
2. Child, Newborn & Maternal Care
3. Community Surgical Patient Care
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Opportunities for clinical efficiencies. By physically integrating care that is currently offered at
four sites into two sites, in combination with new build and redevelopment projects, HHS
anticipates there will be opportunities to improve patient experience through the continuum of
care, and create clinical and operational efficiencies. For example, moving the Womens
Reproductive Health program to a new build at the HGH site would allow the program to utilize the
services of the HGH adult Intensive Care Unit (ICU), instead of the current model where a small
and relatively expensive Womens ICU is required at MUMC. Another example is the benefit
offered to pediatric patients and their families with the co-location of the Childrens Hospital on the
same campus as the Ron Joyce Childrens Health Centre (RJCHC). HHS also anticipates
significant efficiencies in clinical support services (i.e., Pharmacy, Diagnostic Services, and Lab)
as some of these services are currently duplicated across four hospital sites and could be offered
more efficiently in a two-site scenario.
Opportunities for non-clinical efficiencies. HHS anticipates that reducing the number of
operating sites would offer significant opportunities for efficiencies in non-clinical functions (e.g.,
administration, back office functions, support services and utilities), particularly at the MUMC and
SPH sites. If clinical services from SPH and MUMC were moved to HGH and JHCC, the
administrative and support requirements of these services could be met with materially less
administrative and support space. HHS anticipates this would result in substantial maintenance
and life cycle cost savings associated with providing these services at two sites instead of the four
existing hospital sites in Hamilton.
Overall, through Our Healthy Future, key stakeholders have been engaged in this robust planning
initiative in order to create a foundation for a master facilities plan. In other words, the form of the
facilities will follow the function of the design for care that is outlined in the master program.
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