Best Practices Review: Fraser Health Authority, Abbottsford, British Columbia

As part of the planning process to redevelop the Matsqui Sumas Hospital and build a new Eastern Fraser Valley Cancer Centre, Agnew Peckham conducted a clinical best practices review. It included a best practice review for the 17 clinical programs, based on clinical utilization and outcomes, consumer satisfaction, resource use, system integration and change. The clinical best practice review focused on processes for the delivery of care and services, rather than evidence based regimes of care (e.g., use of certain medications to treat specific illnesses). The emphasis was on improving or maintaining the quality and accessibility of care and patient satisfaction, in the most efficient manner.

Ambulatory Care Review: Capital Health Authority
Capital Health Authority (CHA) is a leader of health care in Canada, serving a large area in northern Alberta (i.e., Region 10 of Alberta's regional health system). It is an organization of many distinct and unique components, and has strong linkages to the Faculty of Medicine and Dentistry at the University of Alberta.

Agnew Peckham completed an ambitious review of hospital-based ambulatory care to guide ongoing decisions about the scope, organization delivery processes for high quality, innovative ambulatory care services and to provide the foundation for future planning for high quality patient care, teaching and research. The review generated an ambulatory care framework, an inventory of CHA's ambulatory care services, the current status and opportunities for achieving best practices and benchmarks, and recommendations for improvement for each program.

Multi-Year Financial Analysis: Halton Healthcare Services Corporation
(Oakville-Trafalgar Memorial Hospital and Milton District Hospital)
Halton Healthcare Corporation provides acute and non-acute hospital services at two sites, serving distinct and fast growing Ontario communities (Milton and Oakville).

A 2002 master planning study by Agnew Peckham identified two incompatible realities for the Oakville site: major program expansion would be required over the next 15 years and the site lacked capacity to accommodate current and future program requirements. In 2003, we led a team of hospital staff, architects, engineers, cost estimators, operations planners, and project planners in developing an overall comparison of options for organizing and siting clinical services and for long-term facilities development at the Oakville site. This analysis formed the basis for Halton Healthcare's capital redevelopment strategy and enabled the client to consider the future viability of its current site and facilities at Oakville, the options for the future, and the overall costs.

Strategic Planning: River Valley Health
River Valley Health (RVH) serves an expansive region of New Brunswick (over 23,000 square kilometres), through nine community, specialty and regional hospital centres, an Extra-Mural (home care) Program, nine community-based health centres, and a collaborative practice.

In 2003/04, River Valley Health worked with Agnew Peckham to develop a new performance-based strategic plan. Despite the challenges of distance and weather, the process was highly participative, effectively involving almost 400 participants from 18 stakeholder groups as well as the Board, physicians and clinical leaders.

The new strategic directions are a valuable communication tool to inform staff, the public and government of major plans. They will guide the development of new initiatives and help with assessment of current services and infrastructure that no longer meet population needs.

The Sherbourne Health Centre
The Sherbourne Health Centre (SHC) is the first of its kind in Ontario, an ambulatory health centre focusing exclusively on the health care needs of persons who are homeless/under housed, have mental health conditions and/or are lesbian, gay, bisexual, transgendered, or transexual. Located in a dense urban area in downtown Toronto, the centre was created to fill the local service gap created by the closure of the Wellesley Hospital, a large acute care hospital which served the inner city population.

Agnew Peckham worked with SHC through a consultative process to define the diverse range of ambulatory care programs needed by the Centre's target population. Together, we developed a clinical program service delivery plan and functional program for this new and unique ambulatory care centre. SHC has received capital and operating funding approvals and the project is underway as of 2004.

P3 Project for New Brampton Hospital: William Osler Health Centre
William Osler Health Centre's new hospital in Brampton will be the first Private-Public-Partnership (P3) hospital project in Ontario and the largest in Canada. Agnew Peckham has played a key and ongoing role in developing this project. We:

• helped develop the strategy to secure a P3 partner
• created the clinical output specification document for the project to set the functional criteria to which the new building would be planned
• continue to provide ongoing advice as a member of the Hospital's project compliance team monitoring the planning and design of the new facility

Agnew Peckham worked closely with the MOHLTC and SuperBuild to ensure that the model developed for the P3 project would be supported by the MOHLTC and approved for implementation within very challenging timelines. We also worked to protect the quality of the clinical and functional environment, yet enable the Hospital to benefit from the potential innovations proposed by its private-sector partner

These recent projects demonstrate Agnew Peckham's various areas of expertise. A more extensive summary of our experience is demonstrated in our projects completed since 1999, listed below.

Projects Completed Since 1999
We have worked with many hospitals and health care organizations over the years. Those clients for whom we have provided service over the last five years are listed below. We have identified our services in three broad categories: strategic or clinical program planning, facilities programming and planning, and other planning services which includes financial analysis, operational planning, proposal for new programs and services, and planning for prevention control and containments of infectious diseases.

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