Agnew Peckham Expands its Clinical and Strategic Planning Team
June 2009

Susan MacDonald and Molly Fuchs have recently joined Agnew Peckham’s consulting team, enriching our clinical and strategic planning services with their extensive and diverse experience.

Susan MacDonald’s 25 year career in the health sector includes a range of project management experience in cardiac services, child health and the stroke care system. She has recently worked with Ontario’s Local Health Integration Networks on the governments’ Aging at Home Strategy to identify new programs and funding priorities. Susan is an experienced consultant, focussing on clinical program planning.

Molly Fuch’s work spans the institutional, government and consulting sectors of the health care system in both Ontario and the United States. Most recently, she was the Director of Corporate Planning at Mount Sinai Hospital where she was involved in the development of the hospital’s strategic and operational plans as well as Family Health Team planning. Her experience also includes roles in the Ontario Ministry of Health, the Ontario Cancer Treatment and Research Foundation, and management consulting at Ernst & Young in Toronto and Presscott Associates, Ltd., a US managed care consulting firm.

Newfoundland Selects Agnew Peckham for Hospital Capital Planning Studies – St John’s and Corner Brook
June 2009

Agnew Peckham has been selected for the two major hospital capital planning studies in Newfoundland this year. Our work with the Eastern Regional Integrated Health Authority entails master programming and master planning for hospital based health services and associated ambulatory programs in St John’s. Debbie McDonald is leading this project team. Our master planning partner is Farrow Partnership Architects.

In Corner Brook, Agnew Peckham is part of the integrated design team, led by Hatch Mott MacDonald (an international engineering firm) for the new regional hospital. Lucy Brun is responsible for the Agnew Peckham component, which includes program parameters and a functional program. Larry Rook will provide equipment planning services.

Patient and Family Centred Care Implementation – Survey Findings
June 2009

Patient and Family Centred Care (PFCC) is associated with improved patient satisfaction and outcomes, as well as operational effectiveness and efficiency. (Institute of Medicine, Crossing the Quality Chasm, 2001). Agnew Peckham embraces PFCC in our program and capital planning work with health care organizations across Canada.

To understand the status of PFCC implementation into the delivery model, Agnew Peckham surveyed Ontario hospitals in 2008. Key findings from the study (45 hospital responses, 29 per cent response rate) included:

• Most hospitals are aware of and committed to a PFCC model (78 per cent).
• Key functional elements available in the majority of respondent organizations included being wheelchair accessible (79 per cent), providing a patient and family lounge (64 per cent), and having staff workstations visible or near patient rooms (58 per cent).
• Single/private room availability - a key functional element - was rated as “sometimes” by 58 per cent of respondents and “usually” or “always” by only 23 per cent of organizations.
• Operational elements such as 24-hour access to healthy food were offered by 47 per cent of organizations.
• The “quiet hospital” concept (i.e., no overhead paging) was achieved by 35 per cent of respondents.
• Initiatives to include patients and families in the care partnership were reported as follows
  1. quality, safety & risk management meetings - 65 per cent
  2. team rounds 60 per cent - 60 per cent
  3. designing, monitoring and evaluating services - 58 per cent
  4. family resource centre 57 per cent
  5. patient and family council(s)/committee(s) - 56 per cent