Brenda FitzGerald became the new CEO of Stanton Territorial Health Authority (STHA) in September 2013 - just as the Planning Study for renewal of the hospital was nearing completion. As a newcomer to STHA with more than 30 years of health care experience, we asked for her comments on the plans and her personal vision for the future of the hospital.
What were your initial reactions to the plans that are being made for the renewal of the hospital?
I was really pleased that the renewal initiative was well underway. The plans address changes that are definitely needed.
Does that mean that you agree with the plans?
Yes. The Planning Study clearly documents what is needed, what the options are, and what the best option is overall. It's a prudent plan. It's a plan that has flexibility to meet future needs that we may not even imagine yet; and, it's a plan that recognizes that we have to continue providing care throughout the construction period.
Can you explain what you mean by "prudent?"
Sure. It's very clear that major renovations are needed. The Technical Assessment shows that all of the building systems need to be replaced, so there's no option there - it has to be done. Then, if you look at the programs and services we are delivering, the changes that have occurred in health care models and technology, and the expected increase in population, there also need to be changes to the way services are delivered, and those changes need to be reflected in the design of the hospital and the equipment we have. So, when I say prudent, I mean that the plans being proposed are not cosmetic, they clearly address patient needs and high quality health care delivery.
Are there any details of the plan that you can tell us about?
Well, first let me say that keeping specifics under wraps is common practice to support the process of selecting a builder; basically, it helps get the best deal for taxpayers. So without getting into too much detail, I can tell you a few things.
The plans call for a combination of new construction and redevelopment of the existing building. That's a cost-effective and operationally manageable way to go.
The new construction will focus on providing single bed inpatient rooms which are the standard now.
The retrofitting of the existing building will primarily focus on outpatient services - ambulatory care and the emergency department for example.
And as we've already said, the entire complex will be updated with new building systems: plumbing, air handling, and the like.
Are there any new programs or services in the plans?
That depends somewhat on your definitions, but strictly speaking, no. If you look at the Strategic Plans for the Department of Health and Social Services and STHA, those are still the guiding documents for programs and services. Let me give you an example though of "renewal" which is what we are doing.
We currently provide Intensive Care, and we are going to continue providing Intensive Care. The difference though is going to be huge. We currently have four beds in one room which is very challenging. When construction is complete, all ICU beds will be in single rooms with brand new equipment.
With the Planning Study completed, what are the next steps for the STHA team?
The Planning Study has two purposes: to provide a conceptual model for service delivery; and to provide a schematic layout for the facility. Moving forward there are three major tasks.
The first is to prepare staff. Part of the reason for redevelopment is that models of care have changed, technology has changed, and at the end of this project we're going to have different space configurations, different equipment. The team needs to start preparing now for all of the changes that are going to occur and be ready and comfortable with working in a new way.
The second task is ensuring that the design team's more detailed planning is consistent with operational realities. Many members of our team will be involved in this.
The third task is to work with the construction phasing team to ensure that we are able to continue to provide service throughout the project.
Looking ahead six or seven years then, what's your vision for STHA at the end of this project?
Honestly, I don't think that it's my vision that's important. The STHA team has a reputation for being a really patient focused, very caring team - I checked before I accepted the position! And from what I've seen so far, that reputation is bang on. Everyone that I've met here is singing the same song. They all want to provide top quality health care - but it's more than that. It's not just about the technical, clinical best way to do things. It's about all of that AND doing it with compassion - excellent care, with caring. Maybe we'll adopt that as our slogan!
So, my job is to clear the path, remove the barriers, educate, enable and encourage - because this team already has a great vision, and I'm excited to work with them to bring that to reality.
