2. Project Objectives
• Increase North Vancouver Island acute care capacity to meet the
population’s growing and changing needs
• Enhance safety and quality of care for all patients
• Improve access to services for all North Vancouver Island communities
• Maximize staff and physician recruitment and retention potential
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3. Guiding Principals: Design
1. Healing Environment 7. Use of Wood
2. Evidence Based Design 8. Sustainability
3. LEAN approach 9. Efficient Use of Resources
4. Elderly Friendly 10. Alternative Sources of
5. Patient Friendly Energy
6. Consistency of Design 11. Carbon Neutrality
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4. Project Description
• Campbell River Hospital
o 22,657 sq m2
o 95 beds
o $266 million
o Comox Strathcona Regional Hospital District 40% = $106.4 million
o University of British Columbia (UBC) Academic Teaching Space
o 69% increase in overall space
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8. Project Schedule
• Competitive Selection Process:
o Request for Qualifications, June - October, 2012
o Request for Proposals, March - October, 2013
• VIHA Site Preparation – Campbell River Hospital
o Request for Proposal, November, 2012 - March, 2013
o Sunshine Wellness Centre – interior renovations – Jan – May 2013
o Site preparation activity scheduled to start end of March 2013
Gravel parking lot work to begin – April 2013
Modular Project Management offices on site – Spring 2013
Modular Decanted Healthcare programs on site – Spring 2013
New ambulance entrance – end of 2013
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9. Project Schedule
• Decanted Services planned for modular unit
o Operating Room Bookings
o Meeting Rooms
o Administration
• Enabling all healthcare programs to remain in Sunshine
Wellness Centre and hospital
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10. Project Schedule
• Financial Close – Ground Breaking
o March, 2014
o Hospital Design and Construction to start
• Service Commencement – Project Completion
o March, 2017
• Move in
o Fall 2017
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11. Hospital Design and Construction
• Project and Program Design:
o Initial design decisions for RFP made with direct consultation from
over 20 user groups (300 people)
Physicians, nurses, food services, laundry, housekeeping, management
o Future design decisions with proponent to include:
User groups (physicians, nurses, food services, laundry, housekeeping,
management)
Evidence Based planning
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12. Hospital Design and Construction
• Evidence Based Design:
o Great Design = better patient outcomes and cost savings
o Single patient rooms with bathrooms and carefully positioned
hand wash stations help to reduce hospital infections
o Higher staff satisfaction and retention
o Desired Outcome = Greatest Benefits for the Best Value
o Patients – Clinical and Non-Clinical Staff – Families
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13. New Hospital Features
• Emergency Department – 3 times bigger!
• Centre of Excellence in Aboriginal Maternal Health
• New and/or Enhanced dedicated space for:
o Orthopedic clinic
o Ambulatory procedure care space
o Cardio-pulmonary diagnostic services
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14. New Hospital Features
Current Future Percentage
Increase
Operating Rooms 3 4 25%
Inpatient Rooms 2541 5800 228%
(CGSM)
Emergency & 1360 3035 223%
Ambulatory (CGSM)
Diagnostic and 2624 3991 152%
Treatment (CGSM)
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15. New Hospital Features
• Standardization:
o Office space, meeting rooms, lounges
o In Patient rooms, Intensive Care rooms, Operating Rooms
o Maternity - Labour – Delivery – Recovery – Post-Partum
(LDRP’s)
• Space saving:
o Washrooms – no longer staff and gendered (with exception of
bathrooms in staff areas)
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16. Public Private Partnerships (PPP)
● Long term, performance-based contract between
government and a private partner to deliver infrastructure
and facility management services:
o Design, build, finance, maintain into one contract
o Transfers key risks: schedule, cost, lifecycle, design
o Innovation and competition
o Smooth payment starting during operation
o Enables government to focus on core business - healthcare
o Value for Money: $$ dollars and quality
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17. Manage Project
Program Delivery
Program Design Build Maintain
Plan
Facility Management
Services
Finance Project
Own Building
Own Land
Public sector Private partner
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18. PPP Myths & Facts
Myth – PPP’s are the same as privatization
Fact – Government remains actively involved and owns the
building(s)
Myth – PPP’s cost more (government can borrow money cheaper)
Fact – PPP’s can reduce lifecycle cost, improve quality
Myth – Private sector profits come at the expense of services
Fact – In all procurement, the private sector makes a profit
Myth – Private bankruptcy leaves us on the hook
Fact – No performance, no pay – government can step in
Myth – The profit motive means cutbacks on safety and service
Fact – Government performance standards are legally binding
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19. What We’ve Heard: Community Issues
• Parking and Traffic Management:
o During construction, workers and suppliers will not be allowed
to park on any street within 1km of the Campbell River Site
o Creation of two temporary gravel parking lots near Yucalta
Lodge (140 parking stalls)
o Long-term – new parkade and surface parking
Total of 450 parking spots
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22. Parking and Traffic Management
• Traffic flow changes to existing lot off 2nd – one way -
opposite direction
• Change to ambulance entrance
• Restrictions on left turn (westbound) out of existing parking
lot to 2nd.
• More information once contractor is on site
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24. What We’ve Heard: Landscaping
• Disturbed/reclaimed areas to be hydro seeded with native
groundcover
• Edible/medicinal plants to be placed on site
• Outdoor seating areas on site:
o Two outdoor gardens with seating in hospital courtyard
o Spiritual garden with water features, traditional plants and
herbs
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25. What We’ve Heard: Community Issues
• Noise and Dust Management:
o During construction
o Dust control
o Once the hospital is in place, carefully designed building ventilation
systems will be used to minimize noise and exhaust
o Noise lessening strategies from Royal Jubilee Project will be applied to
areas such as refuse, recycling, loading, and service areas
o Noise reduction materials will be provided on parking structure walls
within 200 metres from residential developments
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26. What We’ve Heard: Community Issues
• Community involvement:
o Quarterly open houses and information sessions
o Meetings with:
School district and local schools (upcoming)
Chamber of Commerce
City Council
Aboriginal Working Group
o Project newsletters
o Website
o Social media
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27. Design Competition
• Use of design guidelines
o Community and city staff involvement
o Enshrined in long term contract with private partner
o Aboriginal Cultural Design reference
• Competitive selection process
o Proponent teams meet with city staff, user groups (clinicians and
non-clinicians) and community organizations
o Influence site master plan and design
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28. Community Benefits
• Hospital designed to address current and future healthcare needs
• Local employment opportunities
• Stimulate local economy
o Approximately 800 direct jobs and 700 indirect jobs
• Business to Business Meetings (Spring 2013)
o Opportunity for local businesses to meet with the Private Sector
companies to discuss potential contracts and work.
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