The capital project plan from 2012 summarizes project objectives, the scope of the project, project benefits and risks associated with the project.

Capital Project Plan 2012

1. North Island Hospitals Project Capital Project Plan July 2012
2. North Island Hospitals Project July 2012 Page 11 PROJECT BACKGROUND A priority for the Vancouver Island Health Authority (VIHA) is to establish a network of hospitals that meet the northern Vancouver Island region’s acute care service delivery needs for the future. This need was demonstrated through VIHA’s data analysis and was confirmed as a priority through an extensive public consultation process with residents, staff, physicians and other stakeholders. Through this process, VIHA identified a need for enhanced specialty services for North Vancouver Island communities and residents.The confluence of a growing and aging population, inadequate infrastructure, increasing scarcity of health human resources, changing models of care, evolving technology, and constrained operating funding all lead VIHA to conclude that the existing hospitals cannot successfully meet the needs of the population of the region in the years ahead. The existing physical structures of St. Joseph’s General Hospital (SJH) and the Campbell River District General Hospital (CRH) present significant risks in providing effective and efficient delivery of care. Both of these facilities provide poor functional work spaces for staff and physicians, and their physical condition and layout limits opportunities to improve efficiency and quality of care. The recruitment and retention of staff and physicians is also becoming increasingly difficult due in part to the condition of the facilities.Both VIHA and the Comox-Strathcona Regional Hospital District agree there is a need to replace the facilities serving the North Vancouver Island population. Multiple options were explored to meet VIHA’s objectives. In 2008, VIHA Executive and Board of Directors determined that a new VIHA-operated hospital with new services in the Comox Valley to replace SJH, and a new expanded CRH, would provide the optimal combination of improved quality of health services, financial sustainability and accessibility. This decision was accepted by the local communities and the Comox-Strathcona Regional Hospital District.2 PROJECT OBJECTIVES VIHA has established the following objectives for the project:  Increase north Vancouver Island acute care capacity to meet the population’s growing and changing needs;  Enhance quality of care for all patients;  Improve access to services for all northern Vancouver Island communities;  Maximize staff and physician recruitment and retention; and  Achieve value for money by balancing capital requirements with expected opportunities for increased productivity in clinical operations and long-term maintenance requirements.
3. North Island Hospitals Project July 2012 Page 23 PROJECT STATUS AND SCOPEThe scope of the North Island Hospitals Project (NIHP) will include the development of a new hospitalcampus in the Comox Valley to replace St. Joseph’s General Hospital and a new hospital to be built onthe existing Campbell River District General Hospital site.3.1 COMOX VALLEY HOSPITALThe Comox Valley hospital will include a new acute care facility and supporting infrastructure. The facilitywill include the following programs and services:  153 beds including medical, surgical, intensive care, maternity and newborn, and some mental health and addictions services;  Emergency, diagnostic imaging (including MRI), surgical and endoscopy services, ambulatory care programs and cardio-pulmonary diagnostic services;  Clinical support services;  University of British Columbia (UBC) medical program teaching space.3.2 CAMPBELL RIVER DISTRICT AND GENERAL HOSPITAL The new Campbell River hospital will include an acute care facility and supporting infrastructure. The facility will include the following programs and services:  95 beds including medical, surgical, intensive care, maternity and newborn and mental health and addictions programs and services;  Emergency services, diagnostic imaging, surgical and endoscopy services, ambulatory care programs, maternity and cardio-pulmonary diagnostic services;  Clinical support services;  University of British Columbia (UBC) medical program teaching space.4 COSTS AND BENEFITS 4.1 PROJECT COSTS The total estimated capital cost for the project is $600 million. The provincial share of this total is $365 million while the Comox-Strathcona Regional Hospital District will contribute $235 million.
4.北岛医院项目2012年7月第3页This estimate is based on the preliminary functional program and indicative design for the facilities. The recommended procurement method for the Project is a Design Build Finance Maintain model, as it best meets the objectives and provides value for public funding.4.2 PROJECT BENEFITS  Increased acute care capacity to meet the health care needs of the population in North Vancouver Island;  Safe and efficient acute facilities in the Comox Valley and Campbell River that will improve clinical outcomes for patients, staff and physicians;  Improved ability for VIHA to recruit and retain physicians and other health care professionals;  Opportunity to introduce new services to North Vancouver Island, increase VIHA’s overall system capacity and mitigating growing workloads on existing regional and tertiary facilities through repatriation; and  Ability for VIHA to manage reductions in rehabilitation and reactivation care in an effective manner leading up to 2026 as the need for acute services increases.5 PROJECT RISKSThe major risks associated with the Project relate to project scope and functionality, schedule, budget and facility operation.5.1 SCOPE AND FUNCTIONALITY These risks arise when the building is not sized appropriately, and/or does not have optimum designwhich results in lower functionality, less efficient operations, and user dissatisfaction. Measures to mitigate these risks include:  Extensive user involvement during the functional programming and schematic design phase to ensure higher user satisfaction, integration, and functionality.  VIHA has engaged an architect and engineering team to act as shadow consultants during the project, reducing the likelihood of oversights.5.2 SCHEDULE RISK This risk arises from the possibility that the procurement process takes longer than expected or the design/construction process takes longer than expected.
5.北岛医院项目2012年7月，第4页减轻这种风险的措施包括：VIHA已与BC合作伙伴关系来协助采购过程。采购和法律文档将基于行业所接受的模板。资格要求（RFQ）流程被用来缩短最佳支持者团队。合同文件将提前准备并附加到RFP上，以便支持者可以在提案准备期间考虑这些文件。概念设计图纸将包括在RFP中以支持采购周期。5.3成本风险这种风险源于总体项目成本和建筑成本高于预算的可能性。减轻此风险的措施包括：初步预算是基于预算的。在指示性设计和数量测量师报告中包含适当的成本意外情况。根据当前市场的预测，预算中包括了建筑升级和通货膨胀的估计。资本成本将在发布RFP之前立即由数量测量师检查，以确保项目在预算范围内估计。项目RFP将包括一个强制性的负担能力上限，支持者必须满足该上限，以便对其剩余的提案进行评估。这将确保VIHA在没有保证的情况下不会签订建设合同。5.4操作风险如果随着时间的推移和/或维护成本不高于预期，则该风险会产生这种风险。 Measures to mitigate this risk include:  Detailed performance specifications will be included as part of the Project Agreement and ensure the proper maintenance schedule is provided.  The operator will be required to include a facilities maintenance provider in the design / construction process and to maintain the facilities over the contract term.

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