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Royal Ottawa Health Care Group

William Osler Health Centre. Royal Ottawa Health Care Group. Academic Ambulatory Care Centre. Abbotsford Regional Hospital and Cancer Centre. Experience Sharing Seminar on PPP Duty Visit to Canada 19 - 28 June, 2006. Presented by Ms Lucia W Y Li

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Royal Ottawa Health Care Group

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  1. William Osler Health Centre Royal Ottawa Health Care Group Academic Ambulatory Care Centre Abbotsford Regional Hospital and Cancer Centre Experience Sharing Seminar on PPP Duty Visit to Canada 19 - 28 June, 2006 Presented by Ms Lucia W Y Li Hospital Authority 31 July 2006 (Monday)

  2. Royal Ottawa Health Care Group William Osler Health Centre Abbotsford Regional Hospital and Cancer Centre Academic Ambulatory Care Centre

  3. William Osler Health Centre

  4. William Osler Health Centre (WOHC) Background / Need • Build a new hospital – Brampton Civic Hospital • Open in 2007 • Growth in population – 30,000 per year • Aging population • Increase in young mothers in childbearing years • Change socio-cultural mix • Existing facilities experience severe capacity restriction • In 2001, the Minister of Health recognized the need of a new hospital

  5. William Osler Health Centre (WOHC) PPP / Financial Arrangement • Healthcare Infrastructure Company of Canada (THICC) – special purpose project company established by the sponsors, Carillion Canada Inc and Ellis Don Corporation • Concession contract signed on 23 November 2004 – public-private-partnership(P3) model • Hospital & Community – contribute 30% of total construction cost • Province of Ontario – contribute 70% of total construction cost

  6. William Osler Health Centre (WOHC) PPP / Financial Arrangement • Capital Cost – CA$550 • Period of P3 arrangement – 3 years of construction plus 25 years of operation • Scope of Work – design, construction and commissioning of a 608-bed hospital

  7. William Osler Health Centre (WOHC) PPP / Financial Arrangement • Long-term performance based relationship for the provision of select support services • Building and Maintenance Services • Food Services • House Keeping Services • Material Management Logistical Services • Portering Services • Security Services • Laundry & Linen Services

  8. William Osler Health Centre (WOHC) Value for Money • Value for money benchmark prepared by the Government of Ontario Value associated with traditional Ministry of Health Long term Care vs Value of the project Key Measures - Capital Cost of Construction - Capital Cost of Life Cycle Renewals - Cost of Provision of Services - Assessment the value of risks Savings – CA$155 million

  9. William Osler Health Centre (WOHC) Value for Money • Other Benefits Include:- • Occupancy of the building will take place on time • Value of the Assets maintained over the life of • the Project Agreement

  10. Royal Ottawa Health Care Group

  11. Royal Ottawa Health Care Group Background / Need • Mandated by Government of Ontario and Health Services Restructuring Commission – Champlain Health District’s Tertiary, Academic Mental Health Centre • Old buildings, inappropriate for mental health care, and inefficient to operate • Decision was made in December 2001 to build a new facility adjacent to the existing hospital

  12. Royal Ottawa Health Care Group PPP / Financial Arrangement • Capital Cost – CA$1.28 billion • Period of P3 arrangement – 28 years • Public Sector Partner – Royal Ottawa Health Care Group • Private Sector Partner – Brookfield LePage Johnson Controls • P3 Structure – finance, build, lease, operate facilities & provide non clinical services, such as, food preparation, security and laundry services

  13. Royal Ottawa Health Care Group Value for Money • Risks transferred • Full integration of life cycle costs • Whole-of-life costing & budgeting considered • Opportunities for innovation • Opportunities for revenue generation & utilization of assets • Alignment of payment with benefits • Senior Management focus on health care

  14. Academic Ambulatory Care Centre

  15. Academic Ambulatory Care Centre (AACC) Background / Need • AACC built on Vancouver General Hospital existing • site • Consolidation of out-patients care services, medical • education, physician offices, research, commercial/ • retail activities • Enhancement in patient access • Enhancement in medical students education • New facility – in excess of 300,000 square feet • Scheduled to open in autumn of 2006

  16. Academic Ambulatory Care Centre (AACC) PPP / Financial Arrangement • Capital Cost – CA$355 million • Period of P3 arrangement – 32 years • Public Sector Partner – Ministry of Health, Vancouver Coastal Health Authority, Faculty of Medicine in University of British Columbia • Private Sector Partner – Access Health Vancouver • Private Sector Partner responsible for – design, financing, construction and facility management

  17. Academic Ambulatory Care Centre (AACC) Value for Money • Saving of CA$17 million • Vancouver Coastal Health Authority pays after construction is completed • Performance based payment – reduction in payment if contract standards are not met

  18. Abbotsford Regional Hospital and Cancer Centre

  19. Abbotsford Regional Hospital and Cancer Centre Background / Need • 300 beds facility – replacement for the aging MSA Acute Care Hospital in Abbotsford • Approximately 60,000 sq. metre – 3 times the size of the existing MSA Hospital • Services provided including MRI services, general surgery, nuclear medicine, renal dialysis program, specialized obstetric and nursery care & pediatric services • Identified in 1986 the need for a new hospital • MSA Hospital last renovated in 1980 • Population growth – 2.5 times since 1980

  20. Abbotsford Regional Hospital and Cancer Centre PPP / Financial Arrangement • Construction Period 2004 to 2008 • Private Sector Partner • - Access Health Abbotsford • Public Sector Partner • - Province of British Columbia • Period of P3 arrangement – 30 years • P3 Structure – private sector will finance, design, build, maintain & operate facility services • Clinical services will be provided within the universal publicly funded healthcare system

  21. Abbotsford Regional Hospital and Cancer Centre Value for Money • Performance-based payment to private sector less than the traditional public sector funding – CA$39 million savings • Transferring risks • Effective risk management through integration of facility design, construction, maintenance & operation • Payment to private sector after construction is completed • No changes to scope, schedule or budget

  22. Conclusions • New and viable option for procurement of healthcare infrastructure and its operation • The organization’s ability or responsibility as a publicly administered body is not compromise • Risks transfer • Better integrates the creative intelligence • Deliver a service on time, within budget, more efficiently and effectively • More viable options to narrow public health gap without compromising national values

  23. Thank You

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