Canadian Healthcare Facilities | Winter 2017-2018

Canadian

HealthcareFacilities JOURNAL OF CANADIAN HEALTHCARE ENGINEERING SOCIETY

Volume 38 Issue 1

Winter/Hiver 2017/2018

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Positive distractions, kid-friendly design help with healing process at new Teck Acute Care Centre

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CONTENTS

CANADIAN HEALTHCARE FACILITIES Volume 38

Issue 1

John Kavoukis johnk@mediaedge.ca PUBLISHER/ÉDITEUR

12

EDITOR/RÉDACTRICE Clare Tattersall claret@mediaedge.ca PRESIDENT/PRÉSIDENT

Kevin Brown kevinb@mediaedge.ca

SENIOR DESIGNER/ CONCEPTEUR GRAPHIQUE SENIOR

Annette Carlucci annettec@mediaedge.ca

PRODUCTION MANAGER/ DIRECTEUR DE PRODUCTION

Maria Siassina marias@mediaedge.ca

CIRCULATION MANAGER/ Yeshdev Singh DIRECTEUR DE LA circulation@mediaedge.ca DIFFUSION

DEPARTMENTS

MAINTENANCE & OPERATIONS

6

8

20 An Impactful Event

MSH brings awareness of important role facilities team plays to non-engineering staff

Editor’s Note President’s Message

10 Chapter Reports

HEALTHCARE DEVELOPMENT 12 Built to Heal New B.C. Teck Acute Care Centre replaces aging infrastructure with familycentred care environment 16 A New Kind of Healthcare Facility Peel Memorial Centre for Integrated Health and Wellness built with eye to the future

22 A Healthy Software Solution

Successful CMMS implementation improves medical equipment management

CANADIAN HEALTHCARE FACILITIES IS PUBLISHED BY UNDER THE PATRONAGE OF THE CANADIAN HEALTHCARE ENGINEERING SOCIETY. SCISS JOURNAL TRIMESTRIEL PUBLIE PAR SOUS LE PATRONAGE DE LA SOCIETE CANADIENNE D'INGENIERIE DES SERVICES DE SANTE.

CHES Canadian Healthcare Engineering Society

SCISS

Société canadienne d'ingénierie des services de santé

PRESIDENT VICE-PRESIDENT PAST PRESIDENT

EMERGENCY PREPAREDNESS & RESPONSE 24 Sound the Alarm Smoke detector alternative promises earlier detection, less disruption to patients 28 In the Face of Fire

Sur la ligne de feu

TREASURER SECRETARY EXECUTIVE DIRECTOR

Preston Kostura Roger Holliss Mitch Weimer Craig B. Doerksen Kate Butler Donna Dennison

CHAPTER CHAIRS

Newfoundland & Labrador: Colin Marsh Maritime: Helen Comeau Ontario: Jim McArthur Quebec: Michel Brisson Manitoba: Reynold J. Peters Saskatchewan: Jim Allen Alberta: Peter Jarvis British Columbia: Steve McEwan FOUNDING MEMBERS

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EDITOR'S NOTE

THE WAY AHEAD THIS PAST FALL, my daughter sustained a head injury. It wasn’t serious but it did require a trip to the hospital where a doctor used two surgical staples to close up the wound. While the time spent in the emergency department was relatively uneventful, trying to navigate the almost century-old facility was another matter. Signage was hard to come by and there were no distinctive features indicating we were moving in the right direction — at times, I felt like we were walking in circles. Thankfully, hospital staff were all too happy to help out and guide us to our destination.

Newer hospitals, like the Teck Acute Care Centre in British Columbia, include efficient and effective wayfinding systems that tell visitors, patients and staff where they are, where they want to go and how to get there. In addition to user-friendly signage, each floor of the eight-storey building has its own colours and themes. Integrated architecture and artwork also provide landmarks for people to easily find their way around the 640,000-square-foot facility.

But the Teck Acute Care Centre is so much more than its sophisticated wayfinding system. The state-of-the-art hospital provides an innovative healing environment for the most seriously ill children and complex obstetrical patients in the province. You can read all about the newest addition to the B.C. Children’s and Women’s Hospital campus in the aptly titled article, Built to Heal.

From there we turn to the Peel Memorial Centre for Integrated Health and Wellness. Located in Brampton, Ont., the nearly 600,000-square-foot outpatient facility provides residents of the municipality and surrounding communities with easy access to a wide variety of traditional and alternative healthcare services. You can read all about it beginning on pg. 16.

Moving on from healthcare development, An Impactful Event celebrates the men and women who work behind-the-scenes at Markham Stouffville Hospital to keep the facility running safely and efficiently day in and day out. Then, In the Face of Fire details the role the Interior Health Authority’s plant services and facilities management employees played during the largest wildfire ever recorded in B.C. The dedication and selflessness of not just the team but everyone in the province that helped out during this trying time is both awe-inspiring and commendable.

Clare Tattersall claret@mediaedge.ca

Reproduction or adoption of articles appearing in Canadian Healthcare Facilities is authorized subject to acknowledgement of the source. Opinions expressed in articles are those of the authors and are not necessarily those of the Canadian Healthcare Engineering Society. For information or permission to quote, reprint or translate articles contained in this publication, please write or contact the editor.

Canadian Healthcare Facilities Magazine Rate Extra Copies (members only) $25 per issue Canadian Healthcare Facilities (non members) $30 per issue Canadian Healthcare Facilities (non members) $80 for 4 issues A subscription to Canadian Healthcare Facilities is included in yearly CHES membership fees.

6 CANADIAN HEALTHCARE FACILITIES

La reproduction ou l’adaptation d’articles parus dans le Journal trimestriel de la Société canadienne d’ingénierie des services de santé est autorisée à la condition que la source soit indiquée. Les opinions exprimées dans les articles sont celles des auteurs, qui ne sont pas nécessairement celles de la Société canadienne d’ingénierie des services de santé. Pour information ou permission de citer, réimprimer ou traduire des articles contenus dans la présente publication, veuillez vous adresser à la rédactrice.

Prix d’achat du Journal trimestriel Exemplaires additionnels (membres seulement) 25 $ par numéro Journal trimestriel (non-membres) 30 $ par numéro Journal trimestriel (non-membres) 80 $ pour quatre numéros L’abonnement au Journal trimestriel est inclus dans la cotisation annuelle de la SCISS.

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Further we are always pooling the knowledge resources Further we are always poolingof Infection Control and Engineering the knowledge resources of Groups like CHES, the ventilation Infection Control and Engineering inspection is in a constant Groups likeprogram CHES, the ventilation evolution meet future needs for inspectiontoprogram is healthcare in a constant patients evolutionand to staff. meet future healthcare needs for patients and staff.

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PRESIDENT'S MESSAGE

THE POWER OF KNOWLEDGE AS I REFLECT on the previous year, there have been a multitude of experiences (some exciting, others scary) from coast-to-coast — fires, floods, cutbacks and regionalization, just to name a few.

Throughout them all, we have prevailed. Past experience coupled with knowledge from our peers has resulted in tremendous response and handling of these situations. Our colleagues stepped up to continually keep everyone’s healthcare experience positive, from a healthcare engineering perspective.

We all strive to keep well-informed of current trends and changes in the healthcare field with respect to code compliance and best practices. I encourage you to take some time to participate in a webinar or attend an educational offering in 2018. CHES members have a wealth of knowledge to share, so please consider a submission to this publication, too. After all, sharing is caring. Keep in mind that many of our colleagues have dedicated endless hours to volunteering on committees or to furthering programs for the betterment of us all, including the CSA (Canadian Standards Association), CanHCC (Canadian Healthcare Construction Course) and CCHFM (Canadian Certified Healthcare Facility Manager) committees/programs.

For those whose fiscal year ends in March/April, enjoy March madness! Along with purchase order and invoices submissions, don’t forget to budget for the 2018 CHES National Conference, which will be hosted by the Newfoundland & Labrador chapter. Another reminder: Please make every effort to attend your local chapter conference. For more information, go to the CHES website where you will find dates of all conferences scheduled across the country.

The CHES National board has decided to submit a proposal to host the International Federation of Hospital Engineering (IFHE) conference in 2022. Two provincial chapters submitted proposals for consideration, with the Ontario chapter edging out the B.C. chapter by a very slim margin.

Presentation of our submission will occur in Australia in 2018.

I would like to wish everyone a happy and prosperous 2018. Take time to enjoy life, learn something new and continue striving to be your best.

Preston Kostura President, CHES National

EARN CONTINUING EDUCATION CREDITS FROM CHES Members of the Canadian Healthcare Engineering Society can earn free continuing education units (CEU) by reading the Winter 2017/2018 issue of Canadian Healthcare Facilities and passing a quiz based on articles in the issue. Once you’ve read the issue from cover to cover, simply go online to www.surveymonkey.com/r/R6TYBZ7 to take the quiz. CHES members who pass the quiz will be able to claim one contact hour (0.1 CEU) on their CanHCC or CCHFM certificate renewals.

8 CANADIAN HEALTHCARE FACILITIES

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CHAPTER REPORTS

BRITISH COLUMBIA CHAPTER

ONTARIO CHAPTER

The B.C. chapter is well into planning its 2018 conference and the Canadian Healthcare Construction Course (CanHCC), to be held at the Delta Whistler. Call for abstracts is posted online. The deadline for submissions is Jan. 31. Sponsorship opportunities are approximately 75 per cent filled. Given B.C.’s record-breaking year for forest fires, floods and healthcare evacuations, it seems fitting that the conference theme is emergency planning. The keynote address will be given by Trevor Murdock, a climate scientist with an undergraduate degree in physics and astronomy co-op, and a master’s degree in earth and ocean sciences, both from the University of Victoria (1995 and 1997, respectively). Trevor currently leads the regional climate impacts theme at the Pacific Climate Impacts Consortium. For the past 20 year, he has worked on applications of climate research to assist decision-making and planning. Climate change continues to impact healthcare facilities operations, so it should be considered when planning for the future.

I am pleased to welcome Caroline Reid as the newest volunteer to the chapter’s education committee. Caroline is the energy manager for the Interior Health Authority. This year, the education committee is sponsoring five candidates to take the Canadian Certified Healthcare Facility Manager (CCHFM) practice exam, with the option to sponsor the final exam (when required).

2018 is an election year for the chapter executive. The positions of vice-chair, secretary and treasurer are up for election. Call for nominations will be posted online soon.

As my first report as Ontario chapter chair, I am deeply honoured to have assumed this role and I look forward to working with our excellent executive team for the next couple of years.

It’s hard to believe the 2017 CHES National Conference, held in my home area of Niagara Falls, Ont., is now well behind us. I’m looking forward to attending the 2018 CHES National Conference in St. John’s, Nfld.

In October, I had the pleasure of attending the Saskatchewan chapter conference in Regina. Congratulations to Jim Allen and the entire chapter on organizing a great event.

The executive team had the opportunity to meet face-to-face in Toronto, Nov. 5, in conjunction with the Ontario Hospital Association’s annual HealthAchieve conference. The meeting was productive and we are in good shape as a chapter moving forward.

Our next meeting is arranged for February via teleconference, and we will meet again face-to-face at the chapter conference in June.

Planning is well underway for our annual conference and trade show, scheduled for June 3-5, 2018, in Collingwood, Ont. We invite members from across the country to join us. I’d like to thank Ron Durocher for once again taking the lead in conference planning, and to the rest of the organizing committee.

The Ontario chapter is delighted to have been selected as Canada’s choice to host the 2022 International Federation of Hospital Engineering (IFHE) conference in Toronto. We look forward to working with CHES National over the next few months to secure this event for the Society. Thank you to all the chapters for your support.

—Steve McEwan, British Columbia chapter chair

SASK ATCHEWAN CHAPTER

—Jim McArthur, Ontario chapter chair

MANITOBA CHAPTER

Change is in the air. On Dec. 4, the new Saskatchewan Health Authority launched. Employees and operations of the 12 regional health authorities officially transferred to the single provincial health authority. The transition marked a significant milestone. Streamlining governance and management across the province is expected to improve the patient experience and ensure everyone can access high-quality, timely healthcare wherever they live in Saskatchewan. The conversion also means a great deal of change for chapter members. Many have been working hard on transition plans, identifying opportunities to improve the scope of services we provide in support of the ultimate patient-centred goals for healthcare across the province. CHES will need to work hard to remain a valuable organization for its members that work for this new provincial health authority, as well as for those who support healthcare facilities in so many ways. I am looking forward to working with this diverse group of people to identify where and how CHES can be of value moving forward.

Plans are beginning to take shape for the 2018 Saskatchewan Chapter Conference & Trade Show, which will be held Oct. 2123, at TCU Place in Saskatoon. The planning team is armed with lessons learned from conferences past and is poised to pull off another successful event.

The Manitoba chapter was privileged to partner with the Building Owners and Managers Association (BOMA) of Manitoba for its annual building expo in October 2017. The chapter sponsored a session on the new 185,000-square-foot Selkirk Regional Health Centre. I’d like to thank LM Architectural Group and the Interlake-Eastern Regional Health Authority for a fantastic presentation.

The chapter executive is continuing to work on its 2018 education day. To be held April 24, the theme is, “Safe Worker is a Happy Worker.” Session topics will cover infection prevention and control, chemical handling, asbestos management, ceiling tracks and lifts, electrical safety and maintenance, and personal protective equipment.

2018 is an election year for the chapter executive. If you are interested in joining the team, please let me or one of the other executive members know as soon as possible. Tom Still will be taking over as chapter chair, leaving the vice-chair position open. The roles of treasurer and secretary will also be up for election.

We continue to pursue various educational options and partnerships with other organizations throughout the province. We hope to be able to offer additional educational opportunities to chapter members over the course of the year.

—Jim Allen, Saskatchewan chapter chair

—Reynold J. Peters, Manitoba chapter chair

10 CANADIAN HEALTHCARE FACILITIES

CHAPTER REPORTS

MARITIME CHAPTER

ALBERTA CHAPTER

The chapter’s fall education day was a great success.

Held Nov. 21, 2017, at the Best Western Glengarry Hotel in Truro, N.S., it was attended by approximately 60 participants. I’d like to extend a special thank you to the sponsors that supported the event.

Planning for the 2018 spring conference is underway. It will be held May 6-8, at the Delta hotel in Moncton, N.B. The theme is, “Efficiency: Positive Effects on Patient and Family Centered Care.” The floor plan and registration forms will soon be posted to the website.

Following the conference, on May 9-10, the Maritime chapter will host the Canadian Healthcare Construction Course (CanHCC) at the Delta hotel in Moncton. The unique educational sessions are geared to contractors and facility personnel, providing valuable information in key areas such as the planning, design and construction process, building and fire codes, infection control, mechanical and plumbing systems, medical gas systems, electrical systems and emergency preparedness. At the end of the program, attendees will receive a certificate documenting their participation.

2018 is an election year for the chapter executive. If you are interested in expanding your role in CHES, we are looking to fill the positions of executive vice-chair, treasurer, secretary, vice-chair Nova Scotia, vice-chair New Brunswick and vice-chair Prince Edward Island for the period of May 2018 to September 2020. Nominations close Jan. 29.

The Alberta chapter is sad to see Cora Husoy depart from the executive committee sooner than anticipated (but for good reason — congrats on baby number two); however, we are pleased to have Liana Sousa join the team to fill the role. Liana is an architectural technician with experience as a draftsperson who currently works as a project coordinator at Alberta Health Services.

Planning for the 2018 Clarence White Conference & Trade Show is well underway. It will be held April 16-17, at the Sheraton Red Deer Hotel. We have already received sponsorship interest from many vendors, so our first priority is to create the exhibitor package, including sponsorship opportunities, following which we will secure speakers for the opening and closing addresses, as well as the technical sessions.

In October 2017, staff at Chinook Regional Hospital in Lethbridge, Alta., showcased the work of the facilities team during National Healthcare Facilities and Engineering Week. Staff set up a booth with a large television that was used to provide a virtual tour of the hospital’s mechanical and boiler rooms. The virtual tour ran continuously to give all passersby the opportunity to see the “hidden caves” where facilities staff spend much of their time maintaining the critical equipment required to deliver quality patient care. In addition, facilities maintenance and engineering staff offered two guided tours, which were attended by approximately 35 hospital personnel. Power engineers also assembled a miniature operational boiler at the booth, where the names of all facilities maintenance and engineering staff were displayed along with their duties and additional sites maintained.

—Helen Comeau, Maritime chapter chair

—Peter Jarvis, Alberta chapter chair

CHES SCISS CALL FOR NOMINATIONS FOR AWARDS Canadian Healthcare Société canadienne d'ingénierie Engineering Society

2016 Hans Burgers Award

des services de santé

2016 Wayne McLellan Award of Excellence

CALL FOR NOMINATIONS FORManagement AWARDS For Outstanding Contribution to In Healthcare Facilities Healthcare Engineering

2018 Wayne McLellan Award of Excellence 2018 Hans Burgers Award In Healthcare Management For Outstanding Contribution to Healthcare Engineering DEADLINE: April 30,Facilities 2016 DEADLINE: April 30, 2016 DEADLINE: April 30, 2018 DEADLINE: April 30, 2018 To nominate: To nominate:  Please use the nomination form posted on Please use the nomination form posted  nominate: To nominate: Please use the nomination form posted on the To Please use the nomination formon posted on the the CHES website and refer to the Terms of the CHES website and refer to the Terms of CHES website and refer to the Terms of Reference.

CHES website and refer to the Terms of Reference.

Reference.

Reference.

Purpose Purpose: To recognize hospitals or long-term care facilities that Purpose: PurposeThe award shall be presented to a resident of Canada  Tohave recognize hospitals or long-term carein completion of a major award shall be presented to a resident of demonstrated outstanding success asThe a mark of recognition of outstanding achievement in the field facilities that have demonstrated outstanding Canada as a mark of recognition of outstanding capital project, energy efficiency program, environmental of healthcare engineering. success in completion of a major capital achievement in the field of healthcare stewardship program, or team building exercise.. project, energy efficiency program, engineering.

Award sponsored by environmental stewardship program, or team building exercise.Award sponsored by Award sponsored by Award sponsored by

For Nomination Forms, Terms of Reference, criteria, and past winners www.ches.org / About CHES / Awards For Nomination Forms, TermsNational of Reference, and past winners Send nominations to; CHES Officecriteria, ches@eventsmgt.com Fax: 866-303-0626 www.ches.org / About CHES / Awards Send nominations to; CHES National Office

WINTER/HIVER 2017/2018 11

BUILT TO HEAL New B.C. Teck Acute Care Centre replaces aging infrastructure with family-centred care environment

By Cheryl Mah

12 CANADIAN HEALTHCARE FACILITIES

HEALTHCARE DEVELOPMENT

T

he centrepiece of a multi-phase redevelopment project at B.C. Children’s and Women’s Hospital officially opened its doors Oct. 29. The new Teck Acute Care Centre (TACC), situated in the heart of the 46-acre Oak Street campus, provides much-needed modern space for the specialized care of seriously ill children and complex obstetrical cases.

Construction of the TACC was part of Phase 2 of the $680 million redevelopment project. It offers health providers access to more integrated and state-of-the-art technology and equipment to support the delivery of family-centred care.

“We are a 24-7 active acute care hospital — the only one in the province for children and women, serving the population across B.C. as well as the Yukon,” says Eleanor Lee, Provincial Health Services Authority (PHSA) executive director and chief project officer. “Our primary goal for the centre is to provide a healing environment for our family-centred care. It’s about involving the family in the care plan and ensuring the family has an active role in the healing journey of the patient.”

This goal was central to the design of the centre, which emphasizes single-occupant patient rooms, access to natural light and

views of nature to create a holistic healing environment. Even before the project went through the procurement process, a long indicative design planning phase was undertaken to ensure staff and patient needs were met.

“We went through an integrated facility design process for nine months where we actually rented a warehouse and built out full-scale models of different layouts and rooms that informed our functional programming,” says Lee, noting more than 1,000 people were involved.

The project is a public-private-partnership (P3). The Affinity Partnerships consortium WINTER/HIVER 2017/2018 13

s TOP: From play spaces to lounges, bright colours abound in the new eight-storey facility. BOTTOM: The 'labrynth' in one of many therapeutic gardens represents the journey to healing and wellness. RIGHT: Hospital equipment is surrounded by a mural by Nelson, B.C.'s Nichola Lytle, which provides a sense of calm to patients before their operation. Photos courtesy Ed White.

was selected by the PHSA to design, build, finance and maintain the centre for 30 years.

Construction was led by CWH Design-Build GP, a partnership of Ledcor and Balfour Beatty Construction.

The facility is eight storeys above grade with one level of underground parking. It provides expanded and enhanced clinical space, 231 single-patient rooms, 87 outpatient beds, and new clinical education and research spaces. The centre houses a number of departments including medical/surgical inpatient units, emergency, medical imaging and procedural suites, hematology/oncology and pediatric intensive care. It also includes a high-risk birthing centre and a new neonatal intensive care unit.

Construction began in May 2014, with the demolition of three buildings to make way for the acute care centre. More than 800 workers were on site to deliver the 14 CANADIAN HEALTHCARE FACILITIES

640,000-square-foot building. The exterior features a combination of cementitious shingles, glass curtain wall and colourful glass fins.

“This is more than a construction project for us,” says Peter Hrditschka, president of Ledcor. “Applying our services to build a facility that will help improve the lives of children and women in British Columbia is a special honour.”

One of the biggest challenges was the constrained site, according to PHSA’s Lee. The centre is surrounded on three sides by buildings, which remained fully operational during the construction period.

“Access to the site, noise, vibration, dust and infection control were all issues,” says Lee, noting planning, monitoring and good communication were critical to minimizing disruption to staff and vulnerable young patients. “We were very careful to ensure

contractors stayed within allowable limits, especially for noise and vibrations.”

ZGF Architects, in joint venture with HDR | CEI, led the design for the new facility. Lean and evidence-based design strategies were used to create flexible, efficient and family-centred spaces that support the delivery of modern healthcare practices.

“The metrics and organization strategies that the health authority put in place really helped drive and organize the thinking behind our competitive design that was selected,” says Allyn Stellmacher, a partner with ZGF. “It was a very elaborate program but well-organized by the client and structured in a way that allowed us to drive a unique and appropriate solution for them.”

The goal was to have a highly efficient design while providing the most compassionate and caring environment, says

Troy Ransdell, vice-president, healthcare at HDR | CEI. “The facility is delivering this next level of service to this vulnerable population and providing them with the type of amenities and care that they need — accommodating current and future demands,” he says.

“Optimizing flow and travel distances for the staff was a key priority. A great deal of effort was put into the mapping of the building clinical efficiencies and flow.”

For example, the public entry and elevator core are located along the main circulation concourse to separate flow. The design separates public, patient and staff flows with few crossovers.

A key consideration for the interior was a sense of ‘playfulness’ to engage children of all ages.

“This is a children’s hospital, so it was really important to have spaces and

amenities for the children, such as playrooms (and) video game rooms, and playful colours and murals throughout to create a positive environment,” says Ransdell.

Wayfinding is critical in a complex building such as a hospital. Inspired by B.C.’s natural beauty, each floor has its own colours and themes from mountains and forests to sea creatures and other animals reflecting the different regions of the province. Artwork (murals, sculptures) in public areas also provides landmarks for patients and families to easily find their way around the hospital.

Extensive research shows that artwork has a positive impact on patients, helping them to recover faster, and reduces anxiety and stress for visitors, patients and staff alike, adds PHSA’s Lee. Sustainability was another key design driver. Targeting LEED (Leadership in

Energy and Environmental Design) gold, the centre incorporates energy reduction strategies that will result in long-term operational cost savings. Other features include green roofs, drought-resistant native plants, rain gardens, low-flow plumbing fixtures and high performance lighting strategies, such as dimmable lights and light sensors. Wood is used throughout public areas from the large canopy at the main entrance through to the lobby.

The facility is located within a residential neighbourhood, which also influenced the overall design.

“The massing of the building needed to be sensitive and relevant to the neighbourhood context,” says Ransdell of HDR | CEI. The biggest challenge was the scale of the project and fast track schedule, according to Bill Locking, senior vicepresident at HDR | CEI. “Crews were working 12 hour days for the last six months to meet the schedule,” he says.

Successfully delivering the TACC required collaboration and innovation across the consortium, notes ZGF’s Stellmacher. This was his firm’s first P3 hospital and first project in Vancouver.

“Facilities like this are key institutions within any community and especially within a major city like Vancouver. It was an opportunity to make a powerful difference to the users,” he says.

Phase 3 of the redevelopment project is slated to begin in 2018, which will see the relocation of Sunny Hill Health Centre for Children to the hospital’s main Oak Street campus. Vacated space in the existing B.C. Children’s Hospital will be renovated and repurposed to accommodate the centre, consolidating care in one location.

“I think the acute care centre sets the bar for a children’s hospital,” says PHSA’s Lee. “We have put careful thought and effort in designing the spaces with holistic healing in mind to support families in every way we can during an extremely stressful and anxious time.”

Cheryl Mah is managing editor of Construction Business.

This article originally appeared in the September/ October 2017 issue of Construction Business.

WINTER/HIVER 2017/2018 15

HEALTHCARE DEVELOPMENT

A NEW KIND OF HEALTHCARE FACILITY Peel Memorial Centre for Integrated Health and Wellness built with eye to the future

By Ann Ford & John Marshman

L

ocated in the heart of Brampton, Ont., William Osler Health System’s Peel Memorial Centre for Integrated Health and Wellness is strategically constructed to deliver quality healthcare and offer a comfortable and welcoming environment for patients and visitors.

Opened in April 2017, Peel Memorial’s architecture is designed to align with the facility’s progressive model of care that shifts the focus from illness to wellness.

The new state-of-the-art outpatient hospital offers integrated healthcare 16 CANADIAN HEALTHCARE FACILITIES

services in a modern, well-equipped facility where patients and their families take a more active role in managing their health. Peel Memorial focuses on treatment of patients who do not require an overnight stay in hospital and offers an extensive list of specialty and day clinics, as well as health services and programs focused on the unique needs of seniors, children, people requiring mental health services, and individuals living with chronic conditions such as diabetes or asthma.

ACCESSIBLE AND GREEN

Accessibility for patients is key to the successful functioning of Peel Memorial. All areas of the facility, including waiting and patient care spaces, were reviewed extensively through an accessibility lens during the design and construction process. In keeping with AODA (Accessibility for Ontarians with Disabilities Act) design of public spaces guidelines, noteworthy features include a user-friendly wayfinding system, wide hallways, ‘mirrored image’ washrooms with two-level handrails and coat racks, larger

HEALTHCARE DEVELOPMENT

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chairs in waiting rooms, automated door openers and tactile indicator strips.

Peel Memorial also offers expansive grounds with lush, green space for rehabilitation activities, walking or cycling, and courtyards that provide additional space for therapy and relaxation.

Awarded LEED (Leadership in Energy and Environmental Design) gold certification, sustainability and awareness of the facility’s environmental impact were fundamental considerations when building Peel Memorial. Sustainable design principles were integrated into all facets of the systems infrastructure, including lighting, HVAC systems, the building envelope and associated materials, and domestic water systems.

With respect to lighting, the facility has been configured to maximize daylight harvesting with interior courtyards and clerestory windows, which minimize energy consumed. Energy-efficient LED fixtures are used throughout the site and controlled through a digital addressable lighting interface that optimizes lighting levels. Occupancy sensors are incorporated in all spaces to ensure lighting energy is not consumed in unused areas.

The heart of sustainability at Peel Memorial is the central plant, which incorporates a geothermal field comprised of 100 wells — each 183 metres deep — and three heat recovery chillers. Heat rejected during summer months is stored in the field to be used to heat the facility through winter. Traditional condensing boilers are only required during the coldest days of the year. Domestic hot water is first generated by the heat recovery chillers that draw heat from the building and then the geothermal field. As well, chilled water from the heat recovery chillers is used as the primary source of cooling for the building, while the remaining cooling is provided through high-efficiency magnetic bearing chillers. The central plant reduces both energy consumption and the carbon footprint of the facility.

Energy consumption is further minimized through the facility’s approach to air distribution. Peel Memorial’s air handling systems are oversized to minimize air velocity and reduce static pressure drop and fan energy. Enthalpy recovery wheels extract heat and humidity from exhaust air streams to minimize the energy required for heating and humidification. A dedicated outdoor air system with zone level control and carbon dioxide sensors ensures ventilation air is provided only when spaces are occupied.

The building envelope at Peel Memorial incorporates a mixture of green and highly reflective roofing, which minimizes heat gain, reduces rainwater runoff and further grows the green space. Doubleglazing is used on all exterior windows. Automated sun shades along the south and west corridors are programmed to raise and lower during hours of bright sunlight to minimize heat gain.

When it comes to water, low-flow fixtures are installed throughout the facility, which reduces consumption by 41 per cent compared to conventional counterparts. Peel Memorial’s landscaping incorporates drought-tolerant and native species plants leading to 50 per cent less water usage for landscape care and maintenance.

Ann Ford is vice-president of facilities, redevelopment and information technology at William Osler Health System. John Marshman is executive director of facilities operations. William Osler Health System is a hospital network in Ontario that serves 1.3 million residents in Brampton, Etobicoke and surrounding communities within the Central West Local Health Integration Network (LHIN).

SAVE THE DATE! The CHES 2018 National Conference will be held in St. John’s, NL at the St. John’s Convention Centre, September 16-18, 2018. The St. John’s Convention Centre is conveniently located near downtown and local amenities.

A block of rooms has been reserved at the The Delta St. John’s Hotel and Conference Centre, starting at $249 plus applicable taxes single/double occupancy. The Delta is located on New Gower Street and features spectacular views of the harbour narrows, and is and walking distance from downtown St. John’s.

The theme of the 2018 conference is Smarter Infrastructure for Enhanced Patient Outcomes The CHES 2018 Education Program is still under development but will once again feature dual tracks with talks on relevant industry topics from high-profile experts in the field.

Join us for the CHES President’s Reception and Gala Banquet again in 2018! The banquet will celebrate the accomplishments of our peers with the 2018 Awards presentations, while enjoying great food and entertainment with friends.

We look forward to seeing you in St.John’s in 2018!

For more info visit our website at www.ches.org Follow us on Twitter!

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MAINTENANCE & OPERATIONS

AN IMPACTFUL EVENT MSH brings awareness of important role facilities team plays to non-engineering staff

By Allan Kelly

M

arkham Stouffville Hospital (MSH) annually celebrates National Healthcare Facilities and Engineering Week, recognizing the hard work and dedication of the people that literally keep the lights on in the building.

In 2017, from Oct. 16-20, MSH staff, physicians and volunteers learned about the role the facilities team plays in keeping the hospital running safely and efficiently through a variety of fun and interactive activities.

“We came up with a number of ways to showcase the work we do with our coworkers,” says Maria Pavone, director of facilities, support services and food services at MSH. “We provided tours of the mechanical room, held an open house where our team members talked about what they do at the hospital and hosted a vendor fair to celebrate our partnerships with companies and product suppliers that help keep the hospital operating.”

The mechanical room tours allowed the facilities team to inform their colleagues about the complex heating and cooling systems in operation at the hospital.

“One of the biggest requests we get on a day-to-day basis is to change the temperature of a specific room in the hospital,” says Pavone. “These tours gave us a chance to 20 CANADIAN HEALTHCARE FACILITIES

explain how the heating and cooling system operates differently from a residential heating system. A hospital’s system is more compound and intricate for commercial application whereas a residential system is not. Climate control in hospitals is of critical importance to ensure both hygiene and comfort for patients and personnel.”

The open house allowed facilities team members to share their expertise, show-off the unique tools they use around the hospital, such as the three-foot-long pipe wrench, and help coworkers problem solve issues they may have with their home heating, plumbing and/or refrigeration systems.

“Staff that attended the open house were grateful to the team for taking the time to address questions about their homes and concerns about home renovations related to electrical and plumbing systems, equipment maintenance, refrigeration, painting and drywall patchwork, as well as troubleshooting solutions,” notes Pavone.

The vendor fair closed out the week of recognition events. It provided hospital suppliers the opportunity to meet face-toface with MSH staff, physicians and volunteers. They showcased products used throughout the hospital to support plant maintenance operations.

“Without the facilities staff, we would not be able to provide high-quality and safe care to the patients entrusted to us,” says MSH’s executive vice-president of patient services and chief practice officer, Barb Steed.

She adds that the work of facilities staff is generally behind-the-scenes, so it is important to have this dedicated week to acknowledge, learn from and thank them.

“We have an amazing, committed ‘family’ of facilities colleagues and, as clinical staff, we are very grateful to work alongside them,” says Steed.

Sponsored by the Canadian Healthcare Engineering Society (CHES), National Healthcare Facilities and Engineering Week recognizes and honours healthcare plant, maintenance and engineering professionals that provide the necessary skills and resources to manage the environment of care in a responsible manner.

“The hospital’s dedicated facilities team does its part each and every day to ensure the hospital runs efficiently, effectively and safely,” says Elena Pacheco, vice-president of support services and transformation at MSH. “I am proud to be a part of this outstanding team.”

Allan Kelly is manager of plant maintenance at Markham Stouffville Hospital.

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MAINTENANCE & OPERATIONS

A HEALTHY SOFTWARE SOLUTION Successful CMMS implementation improves medical equipment management

By Reena Sommer

D

emand on healthcare facilities has increased over the past decade, pushed by population growth and specifically an aging baby boomer generation, and there’s no sign of it letting up. Statistics Canada projects the proportion of seniors could reach 23 per cent by 2031, compared to 15 per cent in 2011. This increase in average age means more and more people will seek treatment for chronic 22 CANADIAN HEALTHCARE FACILITIES

conditions, including heart disease, cancer, diabetes and obesity, which requires critical specialized equipment to provide the necessary care.

In order to be most effective, equipment must be kept at peak operating performance.

To ensure this, many healthcare organizations are already using computerized maintenance management systems (CMMS).

In simple terms, a CMMS allows managers to stay on top of maintenance operations at their healthcare facilities.

The software can be used to track work orders at any given time, quickly generate accurate reports and instantly determine which assets require preventative maintenance. The results are extended e q u i p m e n t l i f e s p a n s, i m p rove d organization, better time management

and labour utilization, and, ultimately, reduced costs and increased profits.

SOFTWARE BENEFITS

With a CMMS, all equipment inventory items can be entered into the healthcare facility’s database. Once complete, the equipment inventory can be observed and checked at any time, making maintenance history and upcoming maintenance readily available. Information about maintenance costs, equipment life expectancy and replacement costs can be accessed, too.

Spare parts and supply inventories can also be recorded in a CMMS in the same way as equipment inventories. The CMMS will alert users in real-time to low level inventory items in need of replacement. As well, the system can track suppliers and autogenerate purchase orders before replacing an item becomes critical. This eliminates multiple steps in maintaining appropriate inventory levels.

Patient well-being is dependent on properly functioning equipment. A breakdown in, for instance, oxygen lines, intravenous pumps, respirators or nurse call systems could threaten the lives of many. A CMMS will alert users to equipment maintenance as well as provide warranty information. By conducting scheduled preventative maintenance, unnecessary and prolonged shutdowns can be avoided, the longevity of assets extended and repair costs reduced.

Medical equipment requires frequent inspections to ensure it is in proper working order. Along with handling maintenance checks, a CMMS can also manage the tracking and scheduling of inspections by creating a standardized checklist.

Beyond monitoring equipment maintenance, a CMMS can track equipment cost and performance, labour utilization and scheduling. With this data, important decisions can be made about improving the bottom line on equipment management. If any area seems to be lacking, steps can be taken to lower costs and/or improve efficiency.

A CMMS offers great versatility and one of its best features is accessibility through a variety of device platforms. The capability to receive, update and send work orders using a mobile device enables real-time response to emerging issues. This translates into more efficient and quicker turnaround

time for work orders and other facilities related tasks.

Healthcare facilities employ a wide range of people, including nurses, doctor s, laborator y technicians, administrative staff, maintenance staff and support staff, among others. Each group has a distinct role with access to equipment within their facility. At any given time, equipment and/or inventory items will need to be serviced or replaced.

The old method of submitting paper requisitions lends itself to error and unnecessary delays as well as clutter and inefficiency. Once a CMMS is operational with uploaded facility data and all identified users are trained in its use, receiving and approving/rejecting maintenance requests and creating work orders for contractors or internal maintenance staff becomes easier and more efficient. A CMMS also allows employees to find information relevant and useful to their job, such as schematic drawings, blueprints, manuals, pictures and equipment specifications.

The healthcare industry is comprised of a diverse and complex cluster of facilities, ranging from laboratory centres to nursing homes to emergency and urgent care facilities to full-service hospitals. Within each facility, there are several departments that operate interdependently with others.

Without a CMMS in place, managing operations in a multi-faceted healthcare facility is nearly impossible given its size and sophistication. In such situations, facility managers often spend too much time reacting to equipment and supply issues as they occur when they could otherwise be proactively conducting preventative maintenance management and addressing issues in a prompt manner. With CMMS, the ability to access facility data in real-time allows for better and faster decision-making without the need for unnecessary communications with multiple sources.

Reena Sommer graduated from the University of Manitoba in 1994, with a PhD in psychology, sociology and family studies.

She’s had a diverse career, working as a researcher in U of M’s community health sciences department, a mental health consultant to First Nations communities and a self-employed trial consultant. Now retired, Reena spends her time travelling and contributing content for Hippo CMMS.

> SOCIAL MEDIA COLUMN Sponsored by MediaEdge

Showing your social media ROI

By Steven Chester As the year winds down, a big challenge for many of us in the social media field arises as we produce our analytics reports and show our worth.

Simply saying “I’ve gained 50 Twitter followers a month for the year” doesn’t translate to the business owner who needs to understand how these efforts are furthering their bottom line.

The first step is to understand your goals.

Was your business looking to sell a product online, acquire customers, gain brand awareness, drive traffic to a sign-up page, or increase overall traffic to your website? If the answer to this loaded question is “yes,” then you’ll have to look at several metrics and ensure you’ve built campaigns around each goal.

Then, you’ll need to assign a value to those goals. Think of your hours spent – which you absolutely must be logging for ROI to work – and assign a value to each of those metrics. This is tough, but consider items such as cost per impression and clicks if you were to buy an advertisement.

You’ll be able to track your referral traffic and other goals via your site’s Google Analytics dashboard, and most social platforms have decent internal analytics where you can delve a bit deeper into your numbers. There are a handful of great third-party tools that you can also use, which will provide even more insight.

This is one of the more complex topics that can’t be fully covered in this space.

As always, I invite you to stay social and continue the conversation via my contact info below. Happy holidays, and all the best for 2018.

Steven Chester is the Digital Media Director of MediaEdge Communications. With 15 years’ experience in cross-platform communications, Steven helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca, or follow him on Twitter at @ chestergosocial.

SOUND THE ALARM Smoke detector alternative promises earlier detection, less disruption to patients

By Sue Sadler

F

or decades, traditional smoke detectors have been used to protect hospital patients and personnel from the dangers of smoke and fire — protection that is mandated by the National Fire Protection Association (NFPA). Today, with advancements in technology, there is a new, more sophisticated approach to smoke detection that can substantially benefit healthcare facilities, resulting in lower overall costs, earlier detection and less disruption to patients during NFPAmandated inspections and testing.

24 CANADIAN HEALTHCARE FACILITIES

CONVENTIONAL SYSTEMS

Traditional spot smoke detectors are installed in each room or space and connected to a central fire alarm panel by low-voltage electrical wiring. When a significant amount of smoke accumulates in the chamber of one of the smoke detectors, the alarm sounds. If the smoke detector is an addressable system, it will pinpoint the location of the threat; however, most are not addressable and will only identify the zone of origin of the alarm signal.

While spot smoke detectors are reliable, NFPA regulations mandate annual inspection

and testing of each unit. This tedious and time-consuming process requires a fire alarm contractor to enter each room, introduce smoke directly into the detector and verify that it functions properly. In a healthcare environment, this can be extremely disruptive to patients, doctors, nurses and hospital personnel. The problem is exacerbated in psychiatric wards and substance abuse treatment areas, where patients are potentially more sensitive to interruptions. Then there’s the obstacle of performing tests in sterile environments like surgical suites, neonatal

EMERGENCY PREPAREDNESS & RESPONSE intensive care units, pediatric intensive care units and emergency rooms that must remain as such.

For Jeremy Robison, facilities director and safety officer at Sonora Behavioral Health, a 140-bed acute inpatient psychiatric hospital in Tucson, Ariz., the annual inspection process requires significant planning.

“For our patients, anything out of the ordinary, such as loud noises, can set them off,” he explains.

Once the inspection is booked with the maintenance provider, Robison alerts both personnel and patients of the date via an advanced notification e-mail, as well as warns them of possible loud noise associated with testing. He’s then tasked with scheduling the individual room inspections and ensuring staff and patients aren’t present during these times — a process that often requires some creativity.

“Often I try and schedule inspections for mealtimes, when an entire unit is in the dining room,” says Robison.

SMART SMOKE DETECTORS

In addition to traditional spot smoke

“THE SYSTEM WILL DETECT A FEW PARTICLES OF COMBUSTION FASTER THAN A SPOT SMOKE DETECTOR.”

detectors, there are more advanced technologies on the market that provide earlier warning of an impending fire hazard.

These systems work by aspirating, or drawing in air, from each room through small, flexible tubing. The air is then analyzed to identify the presence of minute smoke particles in a continuous process.

For almost 40 years, aspirating smoke detectors have been used for the most sensitive applications where early detection of smoke or gas is critical, such as in cleanrooms, data centres and telecom facilities. Recently, the technology has evolved to include systems that combine the reliability and early detection of aspirating smoke detectors with addressability in each room.

These systems also consist of small, flexible tubes that draw air through small, unobtrusive sample points in each room. The air is analyzed using sophisticated laser-based technology at the central unit located within 300 feet. As a multi-channel, addressable system, the central unit can pinpoint the location of the alarm. A single system usually supports approximately 40 sample points and some can be extended to 120.

For Robison, the addressability of the system has great appeal — so much so that a new system was installed in November 2016, after it was specified by a consulting engineering firm during construction of a new building at Sonora Behavioral Health.

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“If a smoke detector goes off in room 401, it tells you there is an issue in that specific room,” says Robison. “I don’t have to go through the entire unit, checking every room until I finally come across it.”

The system used at the facility is also sophisticated enough to allow for three levels of sensitivity to differentiate a fire from a patient smoking in a room, for example. This further minimizes disruption by reducing false alarms.

Even with these benefits, one of the primary advantages of an aspirating smoke detector system is its ease of maintenance, inspection and servicing. In compliance with NFPA requirements, these systems do not require the fire alarm contractor to enter each room. Instead, servicing and testing can be performed at the central unit and it only takes a few seconds per sample point. This allows the contractor to complete the inspection at any time and without the need to move patients or access restricted areas. By some estimates, this can greatly lower maintenance and inspection costs and reduce the total cost of ownership of the fire alarm system by up to 60 per cent.

Since the sample points on some of the new systems are much smaller than regular smoke detectors, they also appear less obtrusive. Sampling points can even be fully concealed, for instance, behind ventilation covers or within fixtures, eliminating any hygiene issues.

As well, the systems can be placed where spot smoke detectors would be difficult to reach, such as high ceilings, in restricted areas or where new electrical wiring installation would be costly.

Tim Callander of GB Technologies first utilized the new technology as part of a fire alarm system upgrade at the Courage Kenny Rehabilitation Institute at Abbott Northwestern Hospital in Minneapolis, Minn. The project involved installing five total systems: two each on two separate floors and one in the behavioural health section of the new emergency department.

“Instead of replacing existing smoke detectors with new smoke detectors in the patient rooms, the engineer of record specified the system to eliminate ligature possibilities from spot type smoke detector protective covers,” says Callander, who is a partner at the full-service energy services company, which provides low-voltage design and installation of fire alarm, access control and video surveillance systems. “The system will detect a few particles of combustion faster than a spot smoke detector. It is also harder to tamper with the sampling points, which can be important for behavioural units.”

Callander adds that smaller sampling units are more hygienic because they have less surface area than smoke detectors.

“Traditional spot smoke detectors in surgical rooms offer a larger surface area where germs and bacteria can hang on,” he explains.

Sue Sadler is vice-president and general manager, Americas, at Xtralis, a global company that pioneered aspirating smoke detector (ASD) technology with the very early smoke detection apparatus (VESDA) system in the 1980s. Xtralis has since evolved that technology to offer a system that combines the reliability and early detection of VESDA with addressability in each room, called VESDA-E VEA. Sue can be reached at 1-619-252-2015.

2018 WEBINAR SERIES Time: 0900 BC/1000 AB & SK*/1100 MB/1200 ON & QC/1300 NS & NB/1330 NL One hour in length *SK – 1000 during Daylight Savings time; otherwise 1100 Wednesday January 17, 2018 Security in your Healthcare Facility Speakers: Randy Wiken, The Hospital for Sick Children Raffi Demerjian, Garda World Wednesday February 21, 2018 Infection Control: How to Build Effective Temporary Containment Barriers and Control Airflow Speaker: Graham Dick, CR™ RIA Certified Restorer, CMP™ RIA Certified Mold Professional, AHERA Building Inspector, CSA Infection Control Consultant Wednesday March 14, 2018 Getting More out of your Existing CMMS to Stay on Budget Speaker: Stephen Dow, General Manager, Maintenance Connection Wednesday April 18, 2018 CSA Z7396.1-17 Medical Gas Pipeline Systems – A need to know discussion Speakers: Roger Holliss, Director of engineering & Biomedical Services, St. Mary’s General Hospital Alan Pinkerton, President, PMG Systems Ltd Wednesday May 16, 2018 Energy & Sustainability Speaker: JJ. Knott, CET, CCHFM, CEM, CDSM, Project Lead, Healthcare Energy Leaders Ontario (HELO), Canadian Coalition for Green Health Care Wednesday June 20, 2018 Life Cycle Costing & Asset Management Speaker: Randy J. Meszaros, AScT, PMP, C.E.T., KPMG LLP Wednesday October 17, 2018 Infection Control: Dust – Understanding the Enemy Speaker: Graham Dick, CR™ RIA Certified Restorer, CMP™ RIA Certified Mold Professional, AHERA Building Inspector, CSA Infection Control Consultant Wednesday November 21, 2018 An Introduction to Canadian Contract Administration Speaker: Kevin Henry, BScE, P.Eng., LEED AP, Senior Mechanical Engineer, Project Manager, HDR

REGISTRATION

CHES Member: Non-Member: Single: $30 (per webinar) Single: $40 (per webinar) Series: $150 (per series) Series: $180 (per series) Register Online: www.ches.org

IN THE FACE OF FIRE Sur la ligne de feu By/Par Erin Toews

A

fter months of planning, the Cariboo Memorial Hospital (CMH) security team was eager to get started. The new service was set to launch July 10, 2017, providing 24-7 security coverage at the hospital in Williams Lake, B.C., for the first time. But instead of beginning their new job, team members along with area residents were put on evacuation alert that day due to the threat of wildfire. Less than a week later, the evacuation alert was elevated to an order for the more than 12,000 people living in the city.

With few left in Williams Lake and surrounding areas, including the town of 100 Mile House, and news of looting taking place, the Interior Health Authority’s Protection Services wanted to ensure local healthcare facilities were protected in the absence of security officers on-site. Facilities were remotely secured and access cards temporarily suspended. Anyone requiring access to CMH or 100 Mile District General Hospital had to advise Protection Services, which remotely opened doors or reinstated access for individuals on an as-need basis. Remote video patrols of evacuated facilities were performed regularly from the security office in Kelowna. Meanwhile, the new CMH security officers remained in contact with Paladin management, the hospital’s contracted security provider, throughout the evacuation order period.

28 CANADIAN HEALTHCARE FACILITIES

A

près des mois de planification, l’équipe de sécurité de l’Hôpital commémoratif Cariboo était impatiente de se mettre à l’oeuvre. Le nouveau service devait être lancé le 10 Juillet, 2017, à cet hôpital de Williams Lake, en ColombieBritannique. Mais au lieu d’entrer en fonction, l’équipe et les résidents de la région ont été mis en alerte d’évacuation à cause de la menace des incendies de forêt. Moins d’une semaine plus tard, l’alerte devenait un ordre pour les plus de 12,000 habitants de la ville.

Comme il restait peu de gens à Williams Lake et que certains se livraient au pillage, les services de protection de l’Interior Health Authority ont verrouillé les portes à distance et désactivé les cartes d’accès. Quiconque avait besoin d’entrer à l’Hôpital Cariboo ou au 100 Mile District General devait aviser les services de protection pour se faire ouvrir les portes. Des patrouilles vidéo à distance étaient effectuées régulièrement à partir du bureau de sécurité de Kelowna.

Entre-temps, les nouveaux agents de sécurité de l’Hôpital demeuraient en contact avec la direction de Paladin, le fournisseur de services de sécurité.

“Dès que la planification du rapatriement a commencé, ils devaient commencer à travailler au Cariboo Memorial,” affirme Andrew Pattison, gestionnaire de la protection, du stationnement et

EMERGENCY PREPAREDNESS & RESPONSE

“As soon as repatriation planning began, they were scheduled to start working at Cariboo Memorial,” says Andrew Pattison, manager of protection, parking and fleet services with Interior Health. “The security officers returned home and quickly reported for their first shifts, some without much time to settle back in, working long hours to maintain security coverage in the initial days while the remainder of the team worked to return home.”

Though these actions went a long way in keeping facilities safe, Pattison says it was initially tough for a team that was used to being heavily involved in major incidents to be on the sidelines.

“I know myself and my security/protection colleagues all wished we could have done more right out of the gate,” he says. “But given the remoteness and the facilities that were impacted, there wasn’t much we could do. We remained on standby to assist where we could.”

That included driving from Kelowna to Salmon Arm to pick up a fleet truck and deliver it to Kamloops — a total distance of approximately 250 kilometres — so it could be used to move beds, air filters and other equipment around Interior Health’s facilities, as needed.

“We wanted to help and it felt like the least we could do,” says Pattison.

des services de parc automobile de l’Interior Health Authority.

“Les agents de sécurité sont rentrés chez eux et se sont rapidement présentés pour leurs premiers quarts de travail, travaillant de longues heures pour maintenir la couverture de sécurité pendant les premiers jours.”

Bien que ces mesures aient grandement contribué à la sécurité des installations, Pattison affirme qu’au départ, il était difficile pour une équipe qui avait l’habitude de participer activement à des incidents majeurs d’être sur la touche.

“Je sais que mes collègues de la sécurité et de la protection et moimême aurions aimé que nous en fassions davantage dès le départ,” dit-il. “Mais compte tenu de l’éloignement et des installations qui ont été touchées, nous n’avons pas pu faire grand-chose. Nous sommes restés en attente pour apporter notre aide là où nous le pouvions.”

Cela comprenait de conduire de Kelowna à Salmon Arm pour ramener un camion à Kamloops — une distance totale d’environ 250 kilomètres — afin qu’il puisse servir à déménager des lits, des filtres à air et d’autres équipements.

“Nous voulions nous rendre utiles et c’était le moins que nous puissions faire,” déclare Pattison.

STEPPING UP IN TIME OF NEED

À LA RESCOUSSE

At the same time, Interior Health’s plant services and facilities En même temps, les employés d’Interior Health avaient fort à faire pour management employees had their hands full preparing for se préparer aux évacuations et au rapatriement, et pour s’occuper des

192

Patient Care Quality Office calls received

700+ Staff displaced

35

IH info bulletins issued

32,013

Staff hours reported on wildfire

2,000+ 182

80+

Alerts or orders issued

$93+

Donations to Red Cross

WILDFIRE EMERGENCY RESPONSE

First Nations communities were under alert or order

52.37

what it takes

1.15

million

Hectares burned

$2.7

million

Patients/clients evacuated

15

IH sites/facilities closed

Helicopters and planes deployed

million

880

19

Air filters changed every 2-3 weeks

3,820

Firefighters, personnel fighting fires

Cost to IH for wildfire response

111

Highest air quality health index reached

4

Incident command centres

48,000+

Registered wildfire evacuees in B.C. Interior

People involved in IH EOC response

250+

Calls received to HR wildfire employee hotline

The following numbers reflect some of the statistics related to the wildfire emergency in our province and may be approximate. Data gathered from July 7, 2017 to August 31, 2017.

WINTER/HIVER 2017/2018 29

EMERGENCY PREPAREDNESS & RESPONSE evacuations and repatriation, and dealing with air quality issues as well as other pressing needs brought on by the wildfires.

At Royal Inland Hospital, for example, 400 air filters were swapped out every two to three weeks to manage air quality throughout the building. In total, maintenance personnel changed more than 2,000 filters every two to three weeks at facilities throughout the southern interior of B.C. due to smoky conditions.

Although each hospital already had several air scrubbers, plant services purchased a dozen more HEPA air scrubbers for the Thompson-Cariboo region to mitigate low air quality. (On Aug. 3, the air quality health index quality in Kamloops reached 49 — the worst in recorded history.)

Plant services and facilities management also played a key role in preparing space to accommodate evacuees at sites in Kamloops and Merritt.

“Staff worked until the wee hours of the morning to make sure the vacant third floor of Ponderosa Lodge in Kamloops was suitable for patient care, for example, fixing plumbing fixtures, ensuring all the electrical was working and there was a nurse call system in place,” says Interior Health’s director of plant services, Steve McEwan.

“Everything going in and out of Ponderosa had to be shipped using a very small elevator, which made it even more challenging.”

The large gathering space at Overlander Residential Care in Kamloops was also transformed to accommodate additional evacuated residential care patients.

“All the plant staff stepped up (to help),” says McEwan. “They were very dedicated to patient care, even though their personal lives were being impacted as their homes were under evacuation orders or alerts.”

The situation presented unique challenges as the sites were evacuated ahead of orders, meaning they were emptied but not completely shutdown.

“Plant staff had to stay to operate and maintain the facilities until an evacuation order was given,” explains McEwan. “Once it came, the facility operator shutdown all non-critical systems while leaving a number of systems functioning in order to protect the assets.”

Moving resources through road closures via whatever means of Biomedical_2_CHF_Winter_2017_FINAL.pdf 1 2018-01-03 AM tracking transport staff could find was a logistical challenge,9:30 as was both equipment and people in a situation that was rapidly changing.

“There will definitely be lessons learned from this experience,” 1 2017-10-23 4:45 PM notesBiomedical_CHF_Winter_2017_FINAL.pdf McEwan.

Erin Toews is a communications consultant with the Interior Health Authority, which provides healthcare services to the southern interior of British Columbia.

problèmes de qualité de l’air ainsi que d’autres besoins pressants causés par les feux de forêt. À l’Hôpital Royal Inland, par exemple, 400 filtres à air ont dû être remplacés toutes les deux ou trois semaines. Au total, le personnel d’entretien a changé plus de 2,000 filtres toutes les deux à trois semaines dans les installations du sud intérieur de la ColombieBritannique. Bien que chaque hôpital ait déjà plusieurs épurateurs, il a fallu acheter une douzaine d’épurateurs d’air HEPA supplémentaires pour la région de Thompson-Cariboo. (Le 3 Août, l’indice de la qualité de l’air de Kamloops atteignait un record de 49.)

La gestion des installations a également joué un rôle clé dans la préparation de l’espace pour accueillir les évacués sur les sites de Kamloops et de Merritt.

“Le personnel a travaillé jusqu’aux petites heures du matin pour s’assurer que le troisième étage vacant du Ponderosa Lodge à Kamloops était approprié pour les soins aux patients, par exemple en réparant des appareils de plomberie, en s’assurant que l’électricité fonctionnait et qu’il y avait un système d’appel des infirmières en place,” déclare Steve McEwan, directeur des services aux installations d’Interior Health. “Il fallait tout livrer au moyen d’un très petit ascenseur, ce qui compliquait encore la tâche.”

Le grand espace de rassemblement à Overlander Residential Care, à Kamloops, a également été transformé pour accueillir d’autres patients évacués.

“Tout le personnel des installations s’est mobilisé (pour aider),” dit McEwan. “Ils étaient très dévoués au soin des patients, même si leur vie personnelle était touchée parce que leur maison faisait l’objet d’ordres d’évacuation ou d’alertes.”

La situation présentait des défis particuliers puisque les lieux ont été évacués avant les ordres, ce qui signifie qu’ils ont été vidés, mais pas complètement fermés.

“Le personnel a dû rester jusqu’à ce qu’un ordre d’évacuation soit donné,” explique McEwan. “Une fois qu’il est arrivé, l’exploitant de l’installation a fermé tous les systèmes non essentiels tout en laissant un certain nombre de systèmes fonctionner afin de protéger les actifs.”

Déplacer les ressources par l’entremise de tous les moyens de transport était un défi logistique, tout comme le suivi de l’équipement et des personnes dans une situation qui changeait rapidement.

“Il y aura certainement des leçons à tirer de cette expérience,” conclut McEwan.

Erin Toews est consultante en communications à l’Interior Health Authority, qui fournit des services de santé à l’intérieur sud de la Colombie-Britannique.

MEDICAL GAS INSPECTION & CERTIFICATION MEDICAL EQUIPMENT REPAIR & INSPECTION SCC Accredited third party Inspection Body with 38 years in business inspecting and certifying medical gas systems.

Also, specialized in medical equipment preventative maintenance, calibration and repair.

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MW Biomedical Inspection Services Ltd. British Columbia – Alberta – Saskatchewan info@mwbiomed.ca | www.mwbiomed.ca P: 780 463 3877 30 CANADIAN HEALTHCARE FACILITIES

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