Pre-election Capital Announcements Affirm Agnew Peckham’s Leadership
December 2011

For almost 70 per cent of the pre-election capital projects announced in Ontario, Agnew Peckham played a major role in the capital planning submissions. For 50 per cent, we contributed to the most recent submissions.

We look forward to contributing our expertise to advance these projects through the next stages of planning and implementation. For projects approved for Stage 2 planning, Agnew Peckham’s vision and principles-based approach effectively engages users in planning for effective and efficient process flows, safety and patient/family focused care. For projects advancing through the design stages, we assist users to translate the intention of the functional program in design. For PSOS projects, our role is more extensive including the clinical component of the output specifications, contributing to the RFP development, interpretation to proponent teams and evaluation of bids.

For information on Agnew Peckham’s capital planning services, please contact Stephen Bagworth, Managing Partner (sbagworth@agnewpeckham.com)

Small and Rural Hospital Survey Confirms Facility Renewal Concerns
December 2011

As part of our ongoing research initiatives, Agnew Peckham recently probed the views of Ontario’s small and rural hospitals regarding strategic and capital planning. The response rate was 33 per cent. Responding hospitals told us:

• Facility renewal is a major concern and 65% expect it will be identified as a strategic direction in the next strategic plan.
• Many/most do not have a master plan that reasonably reflects the expected future role and capacity.
• Boards are being kept informed of capital issues on an as-needed basis and more than half of the responding hospitals have informed their boards about the updated capital planning processes and the findings VFA Facility Condition Assessment (57 %).
• There are many facility-related topics of interest, including efficient and effective space organization for registration and admitting, planning for on-site partners and exploring ways to improve patient safety and infection prevention and control within available space.

For more information on our work, please contact Lucy Brun, Partner, (lbrun@agnewpeckham.com).

Pre-Capital Submissions - Lessons Learned
December 2011

The entry point for health care facilities seeking facility redevelopment in Ontario is a Pre-Capital Submission. Lessons learned from our work with successful client hospitals in pre-capital submission development include:

• Start – the list is long but it’s the only way to advance your project.
• Educate your team and your board on the process.
• Consult with your LHIN regarding their expectations and preferred involvement in the process.
• Understand your facility issues: invest in a facility evaluation and projections, which can be also used for the next phase of planning.
• Provide clear, concise information supported by data and examples.
• Share your draft submission with the LHIN and seek their advice prior to finalizing the document.

For more information on the requirements, access the Ministry of Health and Long-Term Care and LHIN Capital Planning process document on your LHIN website. We would be pleased to discuss the most efficient process for your organization. Please contact Debbie McDonald, Partner (dmcdonald@agnewpeckham.com).

Lean Healthcare and Agnew Peckham's Progressive Planning
August 2011

Lucy Brun, Partner, recently completed the Lean Healthcare Certification Program at the University of Michigan. Lucy leads Agnew Peckham's ongoing process improvement to ensure Lean principles are effectively incorporated in our work. All of our consultants are familiar with Lean tools and have extensive experience working with health care professionals to reduce and eliminate waste. For clients seeking to implement more formalized Lean processes, we have the capacity to provide these services in collaboration with our associates from the University of Michigan, College of Engineering who specialize in Lean training, coaching and consulting. For more information, please contact Lucy Brun (lbrun@agnewpeckham.com).

Alberta Planning Projects
August 2011

Agnew Peckham is pleased to be working in Canada's west with three active Alberta hospital planning projects. Steve Bagworth, Managing Partner, is leading the programming component for two Alberta hospital projects – the new Grand Prairie Regional Health Centre and Edson District Healthcare. For both projects, Agnew Peckham is a member of Dialog's integrated planning team. Lucy Brun and Debbie McDonald are providing programming services for the Medicine Hat Regional Hospital project as part of the Diamond Schmitt Architects/Gibbs Gage Architects planning team. The opportunity to work in integrated partnerships across Canada enriches our perspectives and deepens our expertise. For more information, please contact Stephen Bagworth (sbagworth@agnewpeckham.com).

International Projects
August 2011

Agnew Peckham continues to extend its international project experience through two projects – in Doha Qatar and Bermuda respectively.

In Doha, we are developing a functional space program for a Workers Hospital and Integrated Health Centre as part of the Farrow Partnership team. Serving the large expatriate single male workforce, the new facilities will include a 217 bed acute care hospital and an Integrated Health Centre providing ambulatory public health, primary health, rehabilitation and occupational health services.

In Bermuda, we are assisting King Edward Memorial Hospital with clinical strategic planning and a master site planning strategy for the existing building to ensure its integration with the new clinical services wing, which is a P3 project. For more information, please contact Stephen Bagworth (sbagworth@agnewpeckham.com).

Adding Creativity to Planning Processes
June 2011

Innovation requires creativity to invent new solutions. But how do we access and support creativity in our planning work with clients? We turned to Marci Segal, MS, a creativity professional, facilitator and trainer with a wealth of creativity concepts, methods, tools and techniques. In a half day workshop, Marci oriented our consulting team to creativity and innovation and facilitated a "real time" creativity process. We explored the climate, behaviours and processes needed to create new solutions and learned tools and tips applicable to all our facilitation work.

Marci's work with Agnew Peckham and our clients in delivering clinical program planning workshops has yielded positive results with clients reporting high value in the process and outcomes.

To explore creativity-infused health services planning processes with Agnew Peckham, please contact Lucy Brun, Partner (lbrun@agnewpeckham.com). To learn more about Marci Segal, please refer to her website (www.creativityland.net).

CSA Healthcare Facilities Guidelines Release Anticipated in 2011
June 2011

Release of the new CSA Z8000 planning standards for healthcare facilities is expected within 6 months. As part of the feedback cycle, Steve Bagworth, Agnew Peckham's managing partner, reviewed the alignment of CSA with provincial guidelines, such as Ontario's generic output specifications (GOS).

In general, CSA is expected to recommend larger spaces than the Ontario guidelines. We anticipate a range of responses from provincial health ministries/departments. Some will adopt CSA. Some will reject CSA in favour of their provincial guidelines and others will use CSA as one of a range of planning inputs.

Hospitals currently undertaking Stage 2 planning (or having recently completed it) should assess the potential implications of CSA planning standards for their projects.

Three Site Development Approved for ErinoakKids
June 2011

Congratulations to ErinoakKids on the recent announcement that their 3 site redevelopment plan will proceed. Agnew Peckham partnered with Zeidler Architects and ErinoakKids to develop the successful Business Case submission. The locations for the 3 new facilities – in Brampton, Mississauga and Oakville – were determined through careful analysis of family access and referral patterns as well as demographic shifts. New facilities will provide welcoming, family- oriented spaces that are both clinically and operationally effective. For more information on Agnew Peckham's work with children's treatment and other community service providers, please contact Debbie McDonald, Partner (dmcdonald@agnewpeckham.com).

Ontario's Updated Stage 1 Capital Planning Process is Value-Added
March 2011

Ontario has recently heightened requirements for Stage 1 capital planning (formerly master program and master plan), both in terms of the process and the product. In an effectively executed strategy, we believe the updated process adds value at the strategic as well as capital planning levels.

It challenges organizations to demonstrate that their planning:

• Supports system priorities at the patient and program level
• Is aspirational and future oriented, in terms of service models for clinical and corporate services
• Provides meaningful involvement of partners
• Is supported by data and projections at the regional and institutional level

In our experience, the service delivery model development process works best when it's:

• Bottom up, involving program teams in meaningful discussions that are respectful of their work pressures
• Integrative, developing cross-program themes and directions
• Based on agreed volumes and role delineation, with LHIN and Ministry participation
• Informed by leading practices and regional plans
• Effectively linked to the organization's strategy development process

If capital planning is a strategic imperative for your organization, please contact Steve Bagworth, managing partner. Agnew Peckham's "Capital Planning 101" presentation can help familiarize your board and/or senior team with the key process steps.

Digital Service Delivery: Implications for Hospital Planning
March 2011

Healthcare facility planning begins with thinking about the future context: the geography and population, the provider system, the relationships and the service delivery models to be accommodated. In this process, how do we factor evolving digital connectivity into our context planning? To date, our assumptions have mainly focussed on the implications for support service delivery - such as online registration and appointment booking, electronic documentation systems, patient portals, regional or shared IT models, interactive pharmacy kiosks and enabling telemedicine consultations within clinical space.

The high comfort level with self-service models in other sectors suggests that with appropriate structure and safeguards many would welcome the convenience of digital access for some healthcare services. It's time to start thinking about the long term implications for outpatient activity in hospital settings. We suggest a few key questions:

• For what outpatient clinical services are face to face interactions essential? For what services, can a portion or all of the service be effectively delivered electronically using web based tools?
• What digital resources most effectively empower patients? How do we avoid the perception/ reality of call-centre care?
• How can we structure digital health service delivery to free up face-to-face capacity for those who require it?

Lucy Brun leads Agnew Peckham's ambulatory care planning services and welcomes emails.

Reference: This item was informed by a recent publication: © The NHS Confederation 2010. Remote Control: The patient-practitioner relationship in a digital age. The publication was identified in the E-Watch Newsletter is produced by the Quebec Population Health Research Network in collaboration with GLS Réseaux and the National Collaborating Centres for Public Health.

Update on Ontario's New Capital Planning Process
January 2011

Ontario Ministry of Health and Long Term Care's recently released new capital planning process (November 2010) is now posted on all LHIN websites. For example, the link for the South West LHIN is: http://www.southwestlhin.on.ca/Page.aspx?id=4634

The major changes are:

• the MOHLTC and LHINs respective roles in the review process are identified
• the Preproposal Submission is now called the Pre-Capital Submission and the submission requirements have increased; the Pre-Capital Submission requests information that is typically developed as part of a Stage 1: Proposal Submission
• there is additional information required in a Stage 2: Functional Program Submission.

Implications
The level of detail required in the Submissions will potentially lead to additional time to complete the work, more consulting fees, and delays/extended time required by the MOHLTC and LHINs to review the material. We have developed effective strategies to provide the required information using a streamlined process and reporting format which will go a long way to mitigating the additional project time, professional fees and review process. We would be pleased to discuss the strategies that you could use to ensure that your submissions are developed in a highly efficient, effective and consultative manner and comply with the MOHLTC and LHIN requirements.

Orientation Session/Presentation Available
Agnew Peckham has a profound knowledge of the capital planning process in Ontario, which we are happy to share with hospitals and their boards. Please contact Lucy Brun to arrange for a capital planning orientation session for your board to help them understand the evolving capital planning process and their governance role, or to receive a copy of our dynamic presentation.

Lucy Brun Enlivens OHA Capital Planning Session
January 2011

At the recent Ontario Hospital Association's capital planning session, Lucy Brun generated spirited discussion regarding Ontario's capital planning process. As a member of the capital planning panel, Lucy offered the following thoughts on future capital planning directions and priorities:

• The focus will move to small and rural healthcare facilities/hospitals - there will not likely be large projects on the scale of Halton and Humber.
• In small communities, especially, there should be an integrated approach. Facilities should include, for example, a community health centre, community health and social services, long term care facility, a seniors'centre as well as traditional hospital services.
• An open dialogue is needed about the benefits and full costs - qualitative, quantitative and associated costs such as additional redevelopment staff time - of an Alternate Funding Procurement process.
• Creative programming and design can help mitigate the potential operational implications of larger hospitals. Hospital size has increased because of heightened provisions for infection prevention, patient and family centred care, accessibility and the implications of the Ontario Building Code.

Equipment Planning Team Expands
January 2011

To meet increasing demand for our equipment planning services, Agnew Peckham is pleased to announce the recent appointment of Mizpah Johnson to our equipment team. An electronics and electrical engineer by training, Mizpah has worked internationally both in hospital biomedical engineering and in college laboratory management. Recent experience in a volunteer capacity at St. Michael's Hospital's biomedical engineering department has oriented her to the Canadian healthcare planning environment. Under the leadership of Larry Rook, Agnew Peckham's Equipment Planning Lead, Mizpah is developing equipment planning lists and costing for Stage 1 and 2 capital planning submissions in Ontario and Manitoba.

Debbie McDonald Joins Community Health Centre Board
August 2010

Debbie McDonald, Partner, has been appointed to the board of Anne Johnston Health Station, a central Toronto community health centre serving youth, seniors and people with physical disabilities. Debbie brings to the position prior governance experience in the not for profit sector as well as a wealth of experience in post-acute, mental health service and ambulatory care services planning. Volunteerism is a core corporate value for Agnew Peckham. Partners and staff contribute to planning initiatives at national and provincial levels, mentor students and provide leadership and volunteer support to a range of local agencies.

Strategic Planning Projects Cited in Marketing Text
August 2010

Agnew Peckham’s approach to strategic planning and its recent work with several health care organizations have been profiled in McGraw-Hill Ryerson’s marketing textbook, “Marketing The Core,” second edition by Kerin, Hartley, Rudelius, Clements, and Skolnick. This text has been adopted by university and community college programs across Canada and benchmarks top Canadian organizations for students. The text highlights Agnew Peckham’s strategic planning approach and focuses students on the direction and outcomes which evolve from the process. Projects for clients in Midland, Lindsay and south Huron are profiled. As part of its community involvement, Agnew Peckham continues to work with McGraw-Hill Ryerson to bring tangible strategic examples to students.

Agnew Peckham’s successful strategic planning process engages stakeholders around a series of key strategic questions, such as

• the organization’s preferred role in light of health system changes, strengths and challenges
• the interests and needs of major stakeholders
• most likely future scenarios
• opportunities for growth, differentiation and refocusing
• program priorities
• partnership opportunities to optimize services and better meet community needs and the most effective models to advance those partnerships

The process supports organizations in focusing on the goals and concrete initiatives that will result in improved services, patient satisfaction, linkages with other providers and enhanced organizational performance (such as quality and safety, recruitment and retention, financial health, etc.).

For more information on Agnew Peckham’s strategic planning services, please contact Lucy Brun (lbrun@agnewpeckham.com).

Application of Patient and Family Centred Care Principles in Planning
August 2010

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 and reported its key findings to participating hospitals. We monitor the literature as well as leading practice organizations, such as Planetree.

Our work has been validated through external review. A recent Planetree review of the planning work we completed for one major hospital redevelopment project confirmed Agnew Peckham’s approach and the array of elements and accommodations recommended for the new facilities.

Agnew Peckham launches new Centre
May 2010

As part of our 60th Anniversary celebrations, Agnew Peckham has launched the "Agnew Peckham Centre for Innovation in Health Facility Planning".

The Centre will:

• foster collaboration and integration of practices from multiple disciplines
• inspire creative ideas that can be incorporated in facility plans
• meet learning objectives for health care providers/project team members
• use case studies and practical research to assess facility planning ideas
• provide a focus for Agnew Peckham's longstanding commitment to ongoing research in best practices
• provide a means for knowledge transfer throughout the industry

• shape the development of new service delivery models
• create a shared learning experience
• contribute to leading practice solutions and ongoing knowledge creation
• ensure a sustained commitment to creative thinking and application

Kari Beal Joins our Team
May 2010

We're pleased to announce that Kari Beal has joined Agnew Peckham as a planning assistant to provide both technical and planning support to the firm. Kari has a diploma in Architectural Technology, and completed her educational placements as a Project Coordinator on a large hospital construction project. She has spent the last few years coordinating the LEED for Homes program, from the initial participation in the US Green Building Council's Pilot Program through to its final version, LEED Canada for Homes, and its execution for one of the leaders in an industry that strives to create environmentally sustainable housing.

Agnew Peckham Team Enriches its Project Management Skills
May 2010

Twenty members of the Agnew Peckham team recently refreshed our project management skills. Sandi Martyn of The Martyn Group led our two day process, providing an opportunity to apply key tools to current project priorities. We were joined by members of our planning partner firms, Kaizen and HCM Group Inc. Most useful takeaways from the process included alternative approaches to scheduling to reduce project lag time as well as communication and risk management strategies.

Agnew Peckham applies project management best practices to achieve project outcomes, on time and on budget on all of our projects and our team members work together to deliver our work efficiently and effectively. In addition, key team leaders from Agnew Peckham are available to work directly as a member of the client team to help facilitate the project responsibilities of the hospital. For more information on our services, please contact Stephen Bagworth.

Lucy Brun - EDAC Accredited
November 2009

At the recent Health Design conference in Orlando, Agnew Peckham Partner, Lucy Brun, successfully wrote the Evidence based Design Accreditation and Certification (EDAC) exam. EDAC tests individuals' understanding of how to apply credible research evidence and project evaluation results to healthcare building planning and design decisions. Agnew Peckham brings this knowledge and experience to our work in facility assessment, clinical planning, detailed functional programming and transitional planning with health care organizations across Canada and internationally. Congratulations Lucy. 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.

Organization of space in AP functional programs validated in LEAN^TM reviews
November 2009

Two clients have recently applied LEAN TM (or similar) methodology to proposed floorplans based on our functional programs. We're pleased to report that in both cases the organization of space was supported in the process review. In one facility, there were no changes. In the second, two imaging rooms were located with the emergency department based on expected volumes.

Our programming team works with the users to incorporate opportunities to re-think current service delivery models and ensure new and emerging strategies can be developed through the process. Our functional programs facilitate the development of efficient systems and the effective organization of space to support safe and efficient patient, staff and material flows and to accommodate evolving models of practice/technology.

A Big Year for Business Cases
November 2009

Ontario's capital planning cycle for health care organizations provides an annual window of opportunity for review/consideration of stage one capital planning submissions, also known as business cases.

In 2009, Agnew Peckham led integrated planning teams for 6 healthcare projects and participated in several others.

An effective business case provides a compelling argument for the need for redevelopment and demonstrates that the proposed redevelopment strategy is the most responsible and resource-effective solution and reflective of a longer term strategy for the site. Agnew Peckham excels in ensuring: alternative service delivery models are thoroughly explored at both the program and the organizational level, the program requirements are effectively interpreted in the development and evaluation of options, and the outcome/preferred option is a viable solution in the short and long term interests of the community.

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

Faith Nesdoly Joins the Agnew Peckham Planning Team.
November 2008

Faith Nesdoly brings a wealth of healthcare planning experience to her new role as an associate of Agnew Peckham Health Care Consultants. Faith is currently working with us on international projects, such as a new health care facility being planned in the Middle East. While her current home base is in Germany, Faith is effectively integrated with our project teams via electronic communication and on-site work as needed. Her broad range of consulting experience, which spans the healthcare continuum, is complemented by several years of project management and facilities planning experience in a large hospital setting.

To contact Faith, please email her at fnesdoly@agnewpeckham.com.

Generic Output Specifications Released.
November 2008

The Ministry of Health and Long-Term Care (MOHLTC) released its long awaited hospital design and infection prevention guidelines on September 26, 2008.

The Generic Output Specifications (GOS) were developed through an extensive consultation process that engaged multi-disciplinary teams of care providers from facilities across the province. Agnew Peckham was the prime program consultant on the project as part of a team led by Stantec and Parkin, architects in joint-venture. The guidelines were jointly sponsored by the Ministry of Health and Long-Term Care and Infrastructure Ontario and are designed to:

• create more consistent, high-quality care in health care facilities in Ontario
• prevent and control the spread of infectious diseases in health care facilities
• improve the efficiency of the MOHLTC's capital planning process

Health Based Allocation Methodology (HBAM) and Capital Planning.
November 2008

The Ministry of Health and Long Term Care's (MOHLTC) new funding allocation model - HBAM - aims to provide equitable and cost effective resource allocations across LHINs, to promote integration and innovation across the system and to support evidence - based decision making. (excerpted from Health Care 2008 presentation by Cristina Perez and Colin Preyra) We understand that development and updating of the methodology continues.

To inform our capital planning work with clients, we are working closely with HCM Group Inc (HCM) to monitor the implications of the methodology on activity and bed planning projections. HCM advises that the major component of the HBAM methodology that multiplies current age/sex utilization profiles by future projected population is similar to HCM's projection methodology. There is a high correlation between HCM's patient days - based approach and the HBAM weighted cases-based approach once both methodologies compute the increases back to beds. However, preliminary review of the new methodology suggests a number of different approaches, such as factoring occupancy rates into bed requirements, projections of ambulatory services and any adjustments that are not directly related to population growth and ageing.

To review the implications of the new methodology for your facility capacity planning, please feel free to contact us

Agnew Peckham to Present at Strategic Capital Planning Conference.
September 2008

Larry Rook and Jeannine Gourlie, together with Barb Collins (Humber River Regional Hospital) will be presenting at the Strategic Capital Planning for Healthcare Infrastructure conference sponsored by The Canadian Institute on December 3rd 2008.

Larry leads our equipment planning service and Jeannine is a partner and project lead for our work with Humber River Regional Hospital's redevelopment. The presentation topic is Effective Strategies for Equipment Planning in Development Projects.

Key elements of the presentation will include:

• Early integration of the functional program (FP) and equipment planning processes
• Overview of the equipment planning process
• Obtaining buy-in from users
• How starting equipment early affects FP process
• How to deal with advances in technology between the planning stage and the purchase/install stage
• What are the steps needed to implement a comprehensive plan for existing, relocated and new equipment
• Case Study - Humber River Regional Hospital's experience

Dale Morgan joins Agnew Peckham's Equipment Planning team.
September 2008

We're pleased to announce the appointment of Dale Morgan to the position of Project Manager - Medical Technology with our equipment planning service.

Dale has spent his 25+ year professional career working in a multi-site academic hospital setting in London Ontario. In addition to managing Biomedical Engineering services, Dale played key roles in equipment planning, program planning and relocation implementations that occurred over the last number of years in London.

Dale is a licensed professional engineer with a BESc (Electrical) and holds provincial and international certifications in Biomedical and Engineering Technology. Dale's strength in equipment and technology planning, equipment utilization modelling and application development will enhance Agnew Peckham's equipment planning service and augment our master programming and functional programming services.

Transition Planning Services.
September 2008

Building on our expertise in clinical, diagnostic, administrative and support services planning, transition planning integrates the many activities that are essential to the successful opening, occupancy and operation of a new hospital.

Key activities include facilitating the development of:

• a comprehensive and integrated transition plan and schedule
• equipment and furniture planning (including layouts, reuse assessments, RFP development)
• operational review, with separate activity streams focused on outlier planning, hospital-wide systems, support systems and clinical program planning
• pre-occupancy planning
• move coordination
• post-move decommissioning

Agnew Peckham is hosting a cocktail party in memory of Ronald J. McQueen
April 2008

Agnew Peckham is hosting a cocktail party in memory of Ronald J. McQueen on Thursday, April 24th. If you would like to receive an invitation to this event please contact Glenda Travis at (416) 924-7451 or by email at gtravis@agnewpeckham.com

Victoria van Hemert Joins Agnew Peckham team
April 2008

We are pleased to announce the appointment of Victoria van Hemert to the position of Consultant with Agnew Peckham.

Victoria is a graduate of the University of Toronto's Master of Health Science program in Health Administration. She has worked in clinical research, at the Ontario Ministry of Health, and hospital and nursing home administration, most recently as Vice-President of Planning, Quality and Human Resources at Southlake Regional Health Centre. With her strong planning background, Victoria will be a great asset to Agnew Peckham's strategic, facilities and clinical planning work.

Planning for New Medical Education Campuses
April 2008

Four new regional medical education campuses are being implemented in Ontario as part of a 15% expansion in undergraduate medical education places in 2008/09. Mississauga, Niagara, Kitchener Waterloo and Windsor will each assume responsibility for new or expanded undergraduate medical education in affiliation with designated medical schools.

To assist hospitals in infrastructure planning for this new/expanded role, the Ministry of Health and Long Term Care has issued a capital planning framework document (Medical Education Campuses (MEC) Framework for Hospitals Requesting Capital Project Approval from the Ministry of Health and Long Term Care (MOHLTC)). The document provides planning principles, process and submission requirements.

Agnew Peckham is working with several designated MEC hospitals in planning for this new academic role. Key planning considerations include:

• The requirements of the Professional Association of Interns and Residents of Ontario (PAIRO) and the Liaison Committee on Medical Education (LCME), for example relating to workspace, learning, reference and amenity spaces as well as information resources
  
  
• The need to provide new teaching clinics/strategies to allow learners to develop their clinical skills in the management of patients with complex medical issues.
  
  
• Requirements for clinical work areas for charting and examining, interviewing and counselling patients throughout patient care areas

Ron McQueen passed away on November 23rd, 2007
November 2007

The following formed Agnew Peckham’s nomination of Ron McQueen for Honorary Membership in the Canadian College of Health Service Executives in 2000, the year the firm celebrated its 50th Anniversary.

At the time, one of the partners quipped “it sounds like an obituary”. Sadly, we’ve had to change the tenses from present to past, and yes, it is our tribute to Ron.

Ron did not want a service but we are making plans with representatives of the University of Toronto (Master of Health Science, Health Administration) to honour his contributions to the health system.

Introduction to Ronald J.C. McQueen

Ron McQueen’s distinguished career in health services management spanned a 37 year period from 1955 to 1992.

Ron’s career began in 1955 at the Canadian Hospital Association (CHA) where he was the assistant director responsible for educational programs for hospital personnel. For 30 years, from 1957 to 1987, he was with Agnew, Peckham and Associates for many years as the Executive Vice-President and President. Beginning in 1961, Ron was also on the faculty of the Program in Health Administration, Division of Community Health, Faculty of Medicine at the University of Toronto. From 1986 to 1989 and 1991 to 1992, he was Director of the Program in Health Administration.

In “retirement”, Ron continued to be active in the health care system as well as other community services. He served on the Boards of the J.M. Hinks Treatment Centre and Queen Street Mental Health Centre, including being Chair of the Hinks Board. Ron was on the Board of the Collingwood General and Marine Hospital, and the Chairman of Planning and Programs Committee.

Leadership Roles

Ron served in many leadership roles. He was active in initiating the Canadian College of Health Service Executives and was a founding member. Other examples of his leadership roles include:

• Member of the Task Force on District Health Councils (DHC’s) and the Task Force on the Planning Function of DHC’s, Ontario Council of Health.
• Board of Trustees, Red Cross Hospitals of Ontario.
• Executive Committee, American Association of Hospital (now Healthcare) Consultants.
• Advisory Board of Hospital Administration in Canada (new title, Health Care).
• Advisory Board of Kabliji Hospital Trust, India.
• President and Secretary-Treasurer of the Society of Graduates in Hospital Administration, University of Toronto.
• Faculty member and member of the advisory committee for the Health Services Management Program of the Canadian Hospital Association.

He delivered many speeches and facilitated numerous conferences and workshops including:

• Conferences on Strategic Planning for Health in Ontario, sponsored by the Ontario Council of Health and the Ontario Ministry of Health.
• Workshops on Planning Strategies for Health Care Providers for the Canadian College of Health Service Executives, presented in four provinces.

Contribution to the Canadian College of Health Service Executives

Ron was a Founding Member and a Fellow of the College. He chaired the committee that developed the initial fellowship program and has been a mentor for many College members seeking fellowship.

His belief in the importance of the College extended beyond the efforts associated with initiating the College. He promoted the College at every opportunity with the students he encountered at the University of Toronto and CHA, his clients and the consultants at Agnew Peckham. The traditions started by Ron of encouraging membership in the College and sponsoring College conferences and events, continue at Agnew Peckham today.

Mentorship

Ron was a mentor to thousands of health service managers who were in the earlier phases of their careers including:

• Students at U of T, spanning a 31 year period from 1961 to 1992.
• Clients and consulting staff of Agnew Peckham, spanning a 30 year period from 1957 to 1987.
• College members pursuing fellowship.

Ron’s insight and advice was published monthly in the “Consultant’s Page” in Health Care in Canada, from 1961 to 1987. The articles provided a wealth of information in a clear and thought provoking manner.

He always made time for those who wanted to learn and encouraged others to do so also. He will always be remembered for being approachable, honest and helpful by all those who sought his advice and wisdom.

Summary

Ron made an outstanding contribution to the health services management profession and profoundly touched thousands of health care managers. The organizations with which he was involved were fortunate to have the benefit of his continued warmth, vitality and integrity.

He was an inspiration and role model for us all!

Megan Angus Joins Agnew Peckham team
November 2007

We’re pleased to announce the appointment of Megan Angus to the position of Consultant with Agnew Peckham. Megan is a recent MBA graduate from the University of Western Ontario’s Ivey School of Business in the health sector stream. She also brings a strong clinical nursing background to her consulting role, from prior work in children’s hospitals in Ontario and across the United States. With her business skills and clinical experience, Megan will be a great asset to Agnew Peckham’s clinical planning and business case work.

OHA Cocktail Party Draws 500+ Guests
November 2007

The 57th annual Agnew Peckham OHA cocktail party was held Tuesday, November 6th in the Imperial Room at the Royal York Hotel in Toronto. We were delighted to welcome more than 500 guests, making it our biggest turn out to date.

This year, a draw was held for a $100.00 gift card to Chapters/Indigo. Congratulations to our draw winner, Nicole Sbrocca from Windsor Regional Hospital.

Thanks to all our guests who attended the party.

Patient and Family Centred Care Survey
October 2007

There is growing recognition that incorporating an individual patient's (and/or family member's) perspectives and involvement in care results in better health outcomes and satisfaction. As part of our commitment to assisting healthcare providers to improve their practices and quality of care, Agnew Peckham is surveying Ontario hospitals regarding the current status/progress of incorporating patient and family centred care. Mary Chen, a student in the Masters of Nursing program at the University of Toronto, is completing a placement at Agnew Peckham. Lucy Brun of Agnew Peckham and Madonna Benoit of Halton Healthcare Services are Mary's preceptors and are overseeing her work.

A questionnaire was sent to all Ontario hospitals in May, focussing on organization structure, processes and strategies for implementation. The findings from our survey will be published in Perspectives, Agnew Peckham's newsletter and distributed to participants. To receive a copy of the survey findings, please contact us.

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Ontario's Capital Planning Process Expanded
September 2007

The Ministry of Health and Long Term Care in Ontario (MOHLTC) has recently introduced a new "Pre-Proposal/Expression of Interest" stage to its capital planning process. Providers wishing to enter the capital planning process will require written approval of their Pre-proposal before proceeding to the Proposal stage (i.e., master program, master plan, business case). The pre-proposal provides the rationale for the requested facility development plan. Components include a high level community assessment, facility assessment and patient service needs assessment.

Agnew Peckham is currently assisting several clients in this phase of planning. For more information/assistance, please call (416-924-7451) or email us (apa@agnewpeckham.com).

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Updates and Feedback
June 2007

We update the news items on our website regularly with information about our firm, key projects and healthcare research we've completed. What do you think? Are the items relevant, interesting? Would you like more information or a copy of our latest newsletter? We'd appreciate your feedback and would welcome requests for more information. Please contact us at apa@agnewpeckham.com

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Darrell Doucette appointed to position of Senior Consultant
June 2007

The Partners of Agnew Peckham are pleased to announce the appointment of Darrell Doucette to the position of Senior Consultant.

Darrell brings with him over 20 years of experience in the areas of hospital planning, design, project coordination, construction, commissioning and post occupancy operation. Darrell began his design career in 1980 with IBI Architects in Calgary before returning to New Brunswick to be involved in the health care regionalization movement. Between 1984 and 1996, Darrell was a Project Coordinator responsible for two major health care projects; Campbellton Regional Hospital and Miramichi Regional Hospital.

More recently, Darrell was the Director of Planning responsible for facility redevelopment at Queensway Carleton Hospital in Ottawa. As a client of Agnew Peckham, Darrell worked closely with and was mentored by Arthur Peckham and credits him with his in-depth knowledge of the various aspects of delivering a successful health care product.

Darrell has also worked in a post construction administrative capacity and served at the national level on the Board of the Canadian College of Health Service Executives. While a Board member, Darrell chaired the National Energy Efficiency in Healthcare Initiative for the Canadian Natural Resources Department.

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Agnew Peckham re-visits Hill-Rom’s Room of the Future
June 2007

As part of our commitment to contemporary design and best practices, Agnew Peckham staff recently met with Hill-Rom at their Batesville, Indiana headquarters. A Pebble Project® http://www.healthdesign.org/research/pebble/ corporate partner , Hill-Rom’s innovative work on patient room design is informing hospital planning and design across North America. Their ‘Room of the Future’, organizes patient care rooms into functional zones (for the patient, the family, clinical caregivers and support) with the goal of creating a safer, more efficient and more clinically effective environment.

Hill Rom’s presentation focussed on design features associated with improved quality of care, functionality and financial performance, including universal and acuity adaptable room layouts and decentralized workspace for nursing staff.

During our Hill-Rom visit, we also:

• toured one of Hill-Rom’s largest manufacturing facilities, (Ritter Manufacturing Plant).
• attended a “Room Builder”demonstration: this CAD operated program allows users to view and make real-time changes to room layouts, including a 3-D animated walk through
• heard about Hill Rom’s new and emerging communication and information technologies (Navicare™, Vocera™), designed to optimize patient throughput and improve staff efficiency and patient care.
• looked at various equipment products and business modules.

To connect to Hill Rom’s Room Builder, click here.

For Hill Rom’s work flow information, click here.

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Planning for a Community Health Centre (CHC)
June 2007

We have recently assisted a sponsoring organization with planning for a new Community Health Centre. Three components of planning were completed: Community Engagement Operating Budget, including organizational structure Functional Program, including space requirements

The process was quick, taking about 10 weeks to complete. enriched by timely and effective involvement and commitment of the local community, both residents and providers, right from the initial stages viewed to be highly successful by the stakeholders

There are six factors that we feel contributed to the successful completion of this project and we would be pleased to meet with organizations wanting to explore opportunities.

Factors Contributing to Timely and Successful Planning for a New CHC

Integrated Approach enhances Efficiency and Continuity
One planning team completed the four components. While team members’ participation varied according to their areas of expertise, all team members participated in the community engagement/consultation processes and understood the needs and priorities of the community. As well, the client dealt with only one project coordinator throughout the process. This approach contributed to the efficiency of the process by eliminating the need for repeated start-ups, orientation and coordination.

Draw on Community Knowledge and Resources
We sought the assistance of the LHIN to identify the key players in the local community (consumers and providers) and contacted them as part of the environmental assessment, including identification of potential target populations for the CHC. Their feedback on where the community was well serviced and where there were gaps was invaluable to starting the planning. We also asked them to identify target populations that were under serviced and how they could work together as providers/consumers and with the CHC in developing new programs and services to meet community needs.

Avoid Duplication of Research and Effort
Information that was known and supported in the community was used as the foundation for community involvement and program planning. We involved stakeholders in the discussion of issues and in problem solving strategies for program and facility planning. By drawing on key local individuals, we avoided replicating work that had already been done locally.

Focus Discussions
The stakeholder sessions and the community forums were carefully organized to best use participants’ time and wisdom. Through round table discussions and focused questions, we targeted key issues of service delivery and potential solutions. These key issues were determined through the following sequence of activities: broad focus telephone interviews with key stakeholders followed up with a stakeholder session to develop preliminary strategies, community forums and focus groups with priority populations.

From this process, a number of individuals volunteered to help operationalize the CHC and will be called upon in the next stage of developing the governance framework.

The stakeholder sessions and forums enabled us to confirm the priority populations and service gaps to address in our programming meet the leaders of several target populations and through them reach their communities; several groups hosted focus groups for us, which raised awareness of the proposed centre and provided more insight into service needs and effective delivery strategies identify individuals interested in volunteering to help operationalize the CHC (e.g., in developing the governance framework).

Effective Communication Strategy to Reach and Keep Stakeholders Informed
We asked agencies to help attract participation by distributing notices to their clients/staff, by hosting discussions and by bringing people to the sessions. In total, about 100 individuals were involved with the stakeholder sessions, community forums and focus groups, creating a base on which to build community support.

The sponsoring organization’s website and centrally located staffed office functioned as a hub for giving and obtaining information. Updates were emailed to all agencies and participants following each consultation session.

Ongoing communication with the stakeholders and those involved with the community forums not only built richness into the programming and facility planning, but also assisted in developing relationships between existing agencies and community groups and the new organization.

Strong Commitment by the Lead/Sponsoring Organization
The support and personal involvement of the Board of the sponsoring organization helped a great deal in moving the project forward. It’s dedication to the project, timeliness in resolving issues, openness to considering ideas as well as issues and foresight to establish a central staffed office have all contributed to becoming the hub for health care services in the community, which is one of the visions that the community has for this new agency.

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Changes to the Agnew Peckham Team
October 2006

New members of the Agnew Peckham Team:
Caroline Caskey brings a strong clinical nursing background to her new consulting role. She has worked in many areas including extended care, general medicine, intensive care, neonatal intensive care and as a nurse/clinical researcher in a private dermatology practice. Caroline also has her master’s degree in architecture.

Vanessa Fitzsimons joins us as planning assistant. A graduate of Sheridan College of Interior Design, Vanessa is working with us to develop a functional assessment template and database, which will be integrated with the facilities condition index of VFA (a firm that specializes in facilities condition assessments).

Maui Santiago is our new equipment coordinator. With a degree in English from Wilfrid Laurier University and a Doctorate in Homeopathic Medicine and Health Sciences, Maui is using her clinical and hospital experience in her new equipment coordinator role. Maui works extensively with various manufacturers and vendors in the updating and development of the equipment database.

Andrea Pageau’s primary responsibility will be to the Generic Output Specification project (GOS) to create guidelines for all planning and design in Ontario. The project is jointly sponsored by the Ministry of Health and Long-Term Care and Infrastructure Ontario. A Respiratory Therapist, Andrea has worked in intensive care and medical/surgical inpatient units. She also has experience in neonatal intensive care, paediatric intensive care, paediatric emergency, emergency, trauma and surgical suites.

Pamela Sehdev is joining us as a researcher and as an assistant to our consulting team. She is a surgical nurse with experience in orthopaedic, oral, ENT and gynaecological specialties.

Pat Cawley promoted to Principal Consultant.
The Partners of Agnew Peckham are pleased to announce that Pat Cawley has been promoted to Principal Consultant.

Pat’s designation is new to the firm – a principal consultant is distinguished by virtue of the consultant’s significant commitment to:

• mentoring new staff.
• managing large teams on multiple projects.
• developing new opportunities and services for the firm.
• strategic input into the firm’s business and product development.
• overall promotion of the firm and our services.

Pat began her career with Agnew Peckham in 1982 and worked with Arthur Peckham, Ron McQueen and others for three years before leaving to pursue opportunities as part of an administrative team in the Hospital sector. Pat returned to Agnew Peckham in 1998 after working as a member of the administrative team for Kitchener-Waterloo Hospital (now Grand River Hospital) with responsibility for planning and selected support services. Immediately prior to re-joining APA, she provided project planning/consulting services to a number of hospitals as well as the Health Services Restructuring Commission.

Agnew Peckham’s Recently Completed Projects

Strategic Planning
Strategic planning is one of our core services. Agnew Peckham has recently completed strategic plans for Norfolk General Hospital, North Bay General Hospital and Humber River Regional Hospital. The process included consultation with staff, medical staff, community leaders and other providers as well as a planning retreat to discuss and confirm the strategic directions and initiatives and update the vision, mission and values statements.

We have also provided support to planning staff at St. Joseph’s Health in London and Hotel Dieu in Kingston. Our role included providing advice regarding the process and report format, reviewing draft and final reports and facilitating Steering Committee discussions and the planning retreats.

Cancer Services Planning
Planning for the new Calgary Cancer Institute is underway. Agnew Peckham is a member of the consulting team, led by Altus Planning, to complete the functional program for this new Institute.

In Ontario, we continue to work with the Sunnybrook site of the Sunnybrook Health Sciences Centre, most recently completing a master program (i.e., long term) assessment of facility requirements for the regional cancer centre.

Emergency Department Planning
Agnew Peckham in association with Stantec Architects has been awarded the contract to renovate and expand the Emergency department at the Hospital for Sick Children. Lucy Brun is completing the functional program and is providing clinical expertise to the equipment planning service.   Stantec Architects are the prime consultant and are providing the design for this project.

The planning team has recently toured several emergency departments in the United States and has a number of observations about innovative practices.

Planning for Health Sciences at George Brown College
Agnew Peckham has been working with Cohos Evamy to develop a master program and conceptual plan for the Health Sciences program at George Brown College in Toronto, Ontario. The project involves the consolidation and expansion of all four components of the Health Sciences program and their relocation to a new tower to be constructed at the existing downtown St. James Campus.

Agnew Peckham is responsible for the master program, which involved:

• A functional assessment of existing health sciences program space at the St. James and Casa Loma campuses.
• The development and programming of an inter-professional education (IPE) module that will provide an integrated learning environment for all Health Sciences programs.
• Programming for dedicated lab spaces, shared classrooms, and support spaces.
• Direction for Student Services, Continuing Education, International Centre, and the Library and Learning Commons.

The goal of the IPE in the Health Sciences program at GBC is to encourage professionals from a range of services to work together as a single team to deliver improved, holistic and co-ordinated care. This unique teaching model will prepare graduates to work together within a multi-disciplinary team.

For more information about our work with George Brown College and experience with educational institutions, please contact Roberta Lau (rlau@agnewpeckham.com)

Assisting the Mississauga Halton Local Health Integration Network (MH-LHIN)

Agnew Peckham has been part of the Price Waterhouse Coopers consulting team hired to assist the MH-LHIN Board and senior leaders to develop a draft Integrated Health Services Plan (IHSP). Our role has included:

• providing feedback regarding the draft community engagement strategy and the environmental scan.
• facilitating public and provider forums.
• summarizing and synthesizing the input provided by the providers and public.
• preparing the draft action plan for primary health care services.

Introducing New Members of our Consulting Team
April 2006

Stephen Black is a member of the Ontario Association of Architects as well as an experienced health care planning consultant. Stephen joined us in January 2006 and is working on a range of assignments, including master planning, master and functional programming and implementation planning for a new centre.

Megan Angus brings a strong clinical nursing background to her new consulting role. Megan has worked in children’s hospitals in Ontario and across the United States, focussing on haematology/oncology and bone marrow transplantation services. Her consulting practice focusses on master and functional programming as well as research support for clinical planning projects.

Erin Beal is our new planning assistant. A graduate of Sheridan College’s interior design program, Erin provides area measurement studies and layouts to support master program, master plan and equipment planning projects.

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Surge in Master Programming/Master Planning
October 2005

The Ontario Ministry of Health and Long-Term Care is updating the capital planning process and requiring that hospitals have a master program and master plan prior to approving redevelopment projects.

We have completed or initiated master program/master plan processes for 10 clients over the past 6 months.

Information on our services is available through our services page.

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Casey House Hospice: Program and Services Review
October 2005

We worked with the Casey House senior leadership team in determining the organization’s visions for future programs and services. As part of the process, we created an inventory of Toronto HIV/AIDS service providers through searches of the service providers and AIDS Committee of Toronto websites input from Gail Flintoff, a social worker at Casey House feedback from the service providers.

For a copy of the inventory, please contact Lucy Brun at lbrun@agnewpeckham.com.

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Agnew Peckham Awarded Equipment Planning Project for Acadie–Bathurst
October 2005

Agnew Peckham & Associates has recently been awarded an equipment planning project for Acadie–Bathurst, New Brunswick. The project for the new surgical suite includes:

• development of a generic equipment list and estimate of the equipment costs.
• an assessment of high tech/high cost equipment.
• identification of the utility data for the equipment.
• development of specifications for the high tech/high cost equipment items.

We have completed the generic list and the assessment of high tech/high cost items and are expecting to complete the remaining components of the project by the spring of 2006.

For more details on Agnew Peckham’s equipment planning services please contact Larry Rook at lrook@agnewpeckham.com

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Planning Today for Rooms & Technology of the Future – Agnew Peckham Meets with Hill-Rom
October 2005

As part of our commitment to contemporary design and best practices, Agnew Peckham recently met with Hill- Rom in Batesville Indiana. The new products and capabilities we saw will enable new models of care delivery by improving communication and workflow. Evolving voice communication capabilities - such as Vocera ™ - enable providers to communicate among themselves and to patients through simple programmable pendants. Patient tracking systems, such as Navicare, are moving from the surgical suite to the hospital at large, ensuring that the patients’ whereabouts and clinical/diagnostic activities are documented. The role of the central communication/team station in clinical and diagnostic areas will also change with these advances.

Patient care and diagnostic room sizes and dimensions will also be affected by new technology. In critical care for example, we’re examining the implications of ceiling mounted booms/pendants on room size.

There are six factors that we feel contributed to the successful completion of this project and we would be pleased to meet with organizations wanting to explore opportunities.

The visit also reinforced the need to begin equipment planning early in any capital project – immediately following the functional program approval.

On our Hill-Rom visit, we attended:

• Room of the Future seminar – a look at the patient care environment of the future.
• Room Design Workshop – a hands on workshop that allows you to build your room from the ground up.
• Room Builder – A CAD operated program that allows you to view and make real-time changes to your room layouts, including a 3-D animated walk through.
• Work Flow Redesign seminar – a presentation of new and emerging communication and information technologies (Navicare™, Vocera™), designed to optimize patient throughput and improve staff efficiency and patient care.
• Presentations of new business modules and equipment products in development.

For more information on the above mentioned products, connect to Hill-Rom through the following links:

Connect to Room Builder

Information on Work Flow

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