Burnaby Hospital Report

Burnaby Hospital Community Consultation Committee
Citizen Report
November 2012
Burnaby Hospital Community Consultation Committee Citizen Report November 2012
Table of Contents
1. Table of Contents 2. Acknowledgements from Committee Chair, MLA Harry Bloy 3. Acknowledgements from Citizen Chair, Pamela Gardner 4. Acknowledgements from Committee Spokesperson, Dr. David Jones 5. Introduction 6. Committee Mandate and Terms of Reference 7. Assessment of Healthcare Needs 8. Improving Healthcare Outcomes 9. Needs for Burnaby Hospital Going Forward 10. Conclusion 11. Key Quotes from Presenters to the Committee 12. Burnaby Hospital Community Consultation Committee Members 13. List of Public Meetings and Open Forums 14. Committee Terms of Reference 15. Appendices: A. Written Submissions and Presentations (listed below) i. C. difficile letter to FHA submitted by Dr. David Jones ii. Robert Sondergaard iii. Dr. Ross Horton iv. Nick Kvenich v. Burnaby Hospice Society (Bonnie Stableford) vi. Gavin C. E. Stuart, Dean, Faculty of Medicine, UBC vii. Burnaby Hospital RNs page 46 page 47 page 58 page 60 page 66 page 69 page 73 page 75
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page 1 page 3 page 5 page 6 page 7 page 9 page 12 page 23 page 25 page 28 page 30 page 40 page 43 page 44
viii. Dr. Kathy Hsu ix. Carol Warnat x. Mel Shelley xi. Lisa Hegler, RN xii. Dr. Jeanne Ganry, Hospitalist at Burnaby Hospital xiii. Jean-Claude Ndungutse xiv. Pamela Cawley, Dean Health Sciences, Douglas College xv. Dr. Edgardo Gonzalez xvi. Burnaby Hospital Orthopedic Surgery xvii. Dr. Carrie Wong B. Fraser Health Surgical Wait Times by Hospital and Procedure C. MyBbyHospital Social Media Outreach D. MyBbyHospital T-shirts E. List of Invitations sent to Key Community Leaders F. April 2012 Letter to the Editor from the Committee G. May 9th Letter to Burnaby Hospital Staff from Dr. Jones H. Stakeholder Invitation Letter I. Guidelines for Submission to the Committee J. Invitation to the July 3rd Open Forum with Minister de Jong K. Invitation to the Committees September 6th Open Forum L. Summary of Chinese Language Public Forum Translated M. Public Forum Summary Cantonese Speaking Group N. Public Forum Summary Mandarin Speaking Group O. Public Forum Summary - Chinese Community Organizations
page 78 page 85 page 87 page 89 page 91 page 92 page 93 page 95 page 102 page 103 page 116 page 121 page 123 page 124 page 126 page 127 page 128 Page 130 page 131 page 132 page 133 page 135 page 136 page 138
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Acknowledgements from Committee Chair, MLA Harry Bloy
On behalf of the Burnaby Hospital Community Consultation Committee, I am pleased to present the committees final report to the Fraser Health Authority for inclusion with their report to Minister of Health, the Hon. Dr. Margaret MacDiarmid. As chair of the Burnaby Hospital Community Consultation Committee, I want to thank and acknowledge each of the volunteer committee members for the incredible amount of work and time they devoted to this effort. It was truly a volunteer undertaking led by members of our community who share a deep concern for Burnaby Hospital and the healthcare needs it must serve. These committee members namely, Pamela Gardner, Dr. David Jones, Vern Milani, Bob Enns, Wendy Scott, Dr. Ross Horton, Dr. David Yap, Teresa Leung, Thomas Tam and Jennifer Roff all served as unpaid volunteers with exemplary commitment and dedication. I am also proud that the committee was able to accomplish its information gathering task without the use of government or taxpayer dollars. Any incidental costs incurred by the committee (such as room rental fees for public forums) were covered by publicly acknowledged sponsors who stepped up to help financially. My special thanks to Pamela Gardner for serving as the committees citizen chair and to Dr. David Jones for serving as the committees spokesperson. Their enthusiasm, insight and leadership, and their persistence in reaching out to the community, contributed greatly to the success of the committee and ensured that the committee heard from the broadest possible range of Burnaby and Vancouver citizens, community groups, unions, doctors and nurses. I thank them both. Special thanks, as well, to my colleague, Burnaby North MLA Richard T Lee, for his assistance with the committee. His contributions were invaluable and I am grateful for his time and commitment. There are those who may dismiss the work and findings of this volunteer committee. Indeed, some have done so from very beginning. This is truly unfortunate. I believe these critics are seriously underestimating the sincerity of the committee members and the genuine volunteer effort each of them put into attending public forums and meetings, listening to the community, promoting the committees work, and gathering valuable information about a healthcare facility that is clearly operating beyond the limits of its current condition and resources. I truly believe this report will speak for itself against any critics. It faithfully reflects the submissions,
presentations and comments, received by the committee from community members who, like the committee members themselves, cared enough to step up. Lastly, and most importantly, I want to thank and acknowledge all those who took the time to engage with our committee and present their thoughts and insights, along with a valuable wealth of information about Burnaby Hospital. The picture they painted is concerning and at times even alarming. This report accurately reflects that picture and points to a situation at Burnaby Hospital that clearly needs to be addressed.
MLA Harry Bloy, Chair, Burnaby Hospital Community Consultation Committee
Burnaby Hospital circa 1962 Courtesy Burnaby Archives
Acknowledgements from Citizen Chair, Pamela Gardner

After six months of being the citizen chair of the Burnaby Hospital Community Consultation Committee, the persons and organizations who helped me through this process are too numerous to list. However I would be remiss if I did not name a few. Firstly, a thank you to MLAs Harry Bloy and Richard T Lee for giving me the opportunity to be the citizens chair of the committee. A big thank you, as well, to the citizens of both Burnaby and East Vancouver who followed us throughout the summer, attended our meetings, and either submitted written reports or delivered verbal presentations. All of the content within this report would not be possible if not for the involvement of these citizens; their efforts are greatly appreciated and documented throughout this report. This report would also not have been possible without the commitment of our committee members who gave up their spare time to come out and actively listen to the presenters. You believed in the vision and I thank you for all your dedication. No project is complete without the financial support of sponsors. And as we are a volunteer committee, we would like to thank the following sponsors who made our larger public forums possible without any cost to taxpayers. Those sponsors are: The Beedie Group of companies, Peter Legge and Canada Wide Magazines, The Independent Contractors and Businesses Association (ICBA), Wood Gundy (Tony Scott), Nurse Next Door, The Burnaby Now, The Burnaby Firefighters, Metrotown Hilton, Burnaby Orthopaedic, The Italian Cultural Center, and the cooperation of the Burnaby Board of Trade for helping advertise our meetings. A special debt of gratitude goes out to my coworkers Tim, Betsy, Ishvarjot, and Liam who kept the balls in the air when I was buried in the many reports received by the committee. Lastly, along with my family, I would like to thank my friends Sonja and Michael for their unconditional support, constructive comments, and the gift of their time, day or night, through both the good and challenging days.
Pamela Gardner, Citizen Chair, Burnaby Hospital Community Consultation Committee
Acknowledgements from Committee Spokesperson, Dr. David Jones

The Burnaby Hospital Community Consultation Committee is a group of volunteers that were given the task of asking the citizens of Burnaby and east Vancouver what their thoughts were regarding the future of Burnaby Hospital. As the Committee has carried out this task, many people have helped and need to be acknowledged and thanked. On the committee's behalf, I must thank MLAs Harry Bloy and Richard T Lee for formulating the idea. We also thank the Hon Michael de Jong and the Hon Dr. Margaret MacDiarmid for taking the time to each attend one of our public sessions as health minister. We did not think that we would have expenses. But, as we started our work, we found that we needed to rent space for some of our public consultation sessions. I, again on the committee's behalf, would like to thank our sponsors who contributed funds to cover these unexpected costs. Next, a big thank you to our volunteers with expertise in today's social media for coming to us and offering to help. What an amazing effort and what an amazing response from the public to these popular means of communicating in today's world. We would also like to thank the Burnaby local newspapers, The Burnaby Now and The Burnaby Newsleader, for helping publicize our task and inform the public of our meetings. Most important, we would like to thank the several hundred citizens of Burnaby and east Vancouver as well as physicians and staff at Burnaby Hospital who came to our public meetings, made submissions (written and verbal) and contributed to the Committee's work. The Committee was given the task of gathering information from the community that Burnaby Hospital serves. The people of Burnaby and east Vancouver responded and made it possible for the Committee to fulfil its task. Thank you to all. The report of our findings will be submitted to the leadership of the Fraser Health Authority. Finally, I would like to thank the members of the Committee who gave their time and individual talents to the work needed to fulfil our mandate. And, then, we must thank our families for their encouragement and understanding of the time away from them as we did our work. As is so with most human endeavours, the thanks go to many!
Dr. David Jones, BHCCC Spokesperson
Introduction
Burnaby Hospital was opened in 1952 after a more than 10-year campaign by citizens of Burnaby to build a facility that would serve their community. In the intervening years, Burnaby has grown to be the third largest city in British Columbia. The location of the hospital (near the geographic centre of the Lower Mainland) means that 30 percent of its Emergency Room (ER) patients come from the neighbouring city of Vancouver, and an increasing number of residents of the Tri Cities are also making use of the facilities. In effect, Burnaby Hospital is serving a population of 465,000 people and the committee was repeatedly told by those who made presentations and/or written submissions that the hospital is too small and poorly resourced to meet the demands being placed on it. To serve that population of 465,000 people, Burnaby Hospital currently has 289 beds compared to Surrey Memorial which has 606 beds and serves a population of approximately 490,000 British Columbians just somewhat more than the population served by Burnaby Hospital. There are six operating rooms being used at Burnaby Hospital, out of ten in total, where more knee and hip surgeries are performed than at any other hospital in the Fraser Health Authority (FHA). During the summer, the number of operating rooms being used drops to four. Compared to Surrey Memorials annual operating room budget of $18 million for a population of 490,000 (similar to the population served by Burnaby Hospital), Burnaby Hospitals annual operating room budget is only $9 million virtually the same as Eagle Ridge Hospitals annual budget of $8 to $9 million for a much smaller population (see Table 1 on page 14). As well, Burnaby Hospital has an Emergency Department which is the second busiest in the Fraser Health Authority and the third busiest in the province with over 70,000 visits each year but only 289 beds to admit to (see Table 6 on page 24). Every year, 1,800 babies are delivered at Burnaby Hospital, and the hospitals Oncology Department, which was designed to serve 1,800 2,000 patients a year, serves almost 10,000 patients per year. Despite the best efforts of staff, the committee was repeatedly told that Burnaby Hospital is struggling to maintain its mandate A prime example of how Burnaby Hospital is struggling to maintain its mandate and meet the demands being placed on it, as was brought up by a number of presenters to the committee, is the well-documented problem the hospital has had combating outbreaks of C. difficile. In early January of 2012, the C. difficile issue prompted the Chair of Burnaby Hospitals Infection Control Committee, Dr. Shane Kirby, along with the hospitals department heads, to write a letter to the CEO of the Fraser Health Authority, Dr. Nigel Murray, to ensure that he was aware of the scope of ongoing issues at Burnaby Hospital related to C. difficile associated diarrhea (commonly
referred to as C. difficile).1 As the letter indicated, sustained rates of diarrhea associated with C. difficile at Burnaby Hospital had been 2 to 3 times the national and provincial averages for more than the two years.2 According to data compiled in December of 2011, there had been 473 serious cases of C. difficile associated diarrhea colitis at Burnaby Hospital over the previous two and a half years (i.e., from 2009 to mid-2011) resulting in 84 patient deaths and 7 total colectomies. As was also noted in the letter, this compiled data did not include patient numbers from two subsequent C. difficile outbreaks at Burnaby Hospital which led to unprecedented unit closures in late 2011 (see Appendix A on page 47 for the letter to Dr. Nigel Murray from the Burnaby Hospital doctors which was provided to the committee by Dr. David Jones). Among the factors contributing to Burnaby Hospitals C. difficile problem, as cited by the doctors in their letter, were: Aged hospital infrastructure, with insufficient numbers and inadequate localization of sinks; Patient volume and demographics; Hospital overcrowding, consistently above census; The busiest emergency department in the province; and A predisposed and susceptible elderly patient population. In addition to these factors, the doctors cited a significant gap in both local and regional administrative support and resources in Burnaby Hospital and the Fraser Health Authority. As the letter states, Some of these issues, such as facility infrastructure problems, are difficult and excessively costly to rectify. Likewise: There is little that can be done on a local facility basis to control patient numbers or their predisposition to acquiring [colitis associated with C. difficile].3 However, as the doctors noted in the letter, rectifying medical management and infection control measures, and closing the gap in local and regional administrative support and resources, is a problem that can be rapidly corrected, should the Executive decision be made to do so.
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C. difficile is a bacterium which infects the intestines and causes illness ranging from diarrhea, nausea, vomiting, weight loss, fever, colitis, and in some cases, death. It is highly contagious.
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These rates, as the doctors noted, were reminiscent of similar C. difficile issues that had impacted Nanaimo General Hospital in 2008. The rates were also equivalent to those observed in hospitals in the Niagara Region in Ontario. As the doctors noted in their letter, the C. difficile situation at Nanaimo General had prompted an external review by the BC Center for Disease Control, and in Ontario, the issue had not only resulted in a media frenzy, it also led to a government review and changes in the reporting and management C. difficile in Ontario.
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The letter specifically references a predisposition to acquiring CDAD colitis where the acronym CDAD stands for Clostridium difficile associated diarrhea. For clarity sake we have substituted the words colitis associated with C. difficile. 8
Notwithstanding the above, and as the committee was told repeatedly, infection control measures to deal with the C. difficile issue at Burnaby Hospital measures to bring the rate down to at least the national average are just a start in dealing with larger issues evident at the facility. Not only does the aging infrastructure at Burnaby Hospital make it difficult to control outbreaks of C. difficile, the age of the hospital and lack of space also make the facilities impossible to properly retrofit. As such, the committee heard from many that the older structures of Burnaby Hospital need to be completely replaced.
Committee Mandate and Terms of Reference

The Burnaby Hospital Community Consultation Committee is an MLA-led volunteer committee that was formed to consult with citizens, Non Government Organizations (NGOs), and nonprofit organizations in the Burnaby Hospital catchment area as well as professionals and staff working within and utilizing Burnaby Hospital itself to determine what they envision for the future of the Hospital. Unlike the FHAs Master Planning Process and Committee, which is resourced with a budget of hundreds of thousands of dollars by the Burnaby Hospital Foundation and the FHA, this MLA-led committee was a volunteer effort and was not provided with any public funds. Instead, any costs incurred by the committee were generously covered by publicly acknowledged donations from individuals and a few Burnaby businesses.
Burnaby Hospital The Burnaby Hospital Community Consultation Committee was formed to consult with citizens, NGOs, non-profits, staff and professionals to determine what they envision for the future of the Hospital
The committee was chaired by MLA Harry Bloy. The Citizen Chair was Pamela Gardner, owner of the Burnaby Orthopaedic Source a clinic providing orthotic services to a wide range of clients including many at Burnaby Hospital. The committees spokesperson and lead doctor, Dr. David Jones, also sits on the FHA Master Concept Planning Committee. All of the committee members served as volunteers and were not paid for any of the hours of work (which totalled hundreds of hours) that they devoted to the committees consultations and deliberations. All were motivated by their concern for Burnaby Hospital. In addition to Bloy, Gardner and Jones, the other members of the committee which included two nurses (one retired), three doctors, and members of the Burnaby community able to bring a broad range of perspective to the committees deliberations were as follows (for full biographies of committee members see page 40): Dr. David Jones (committee spokesperson) a family doctor in Burnaby for over 30 years, Medical Coordinator at Burnaby Hospital, former President of the BCMA, and a member of the Fraser Health Authority Burnaby Hospital Master Concept Planning Committee. Vern Milani a much respected business owner in Burnaby and a member of the board of the Burnaby Hospital Foundation. Bob Enns a CGA and owner of a Burnaby accounting business. Wendy Scott an RN with a Masters Degree and many years of experience working in hospitals and community health. Previously a Patient Care Manager for Providence Health. Dr. Ross Horton a plastic surgeon and staff surgeon at Burnaby Hospital. Dr. David Yap an emergency room doctor at Burnaby Hospital. Teresa Leung a retired RN who now works in the banking sector. Thomas Tam President and CEO of S.U.C.C.E.S.S., a very well respected Chinese nonprofit organization. Richard T Lee (Vice Chair) MLA for Burnaby North with a Combined Honours Bachelor of Science degree from UBC in physics and mathematics and Masters Degree in Applied Mathematics.
Also assisting the committee with its work was Jennifer Roff (a Registrar for the College of Denturists) who served as the committees recording secretary and Sonja Sanguinetti (a retired lawyer) who assisted in the drafting and compiling the committees report based on written submissions and verbal presentations to the committee together with detailed notes taken by Jennifer Roff and various committee members.
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The committees mandate was to: 1) Provide an assessment of the healthcare needs of the members of the community in the service area; and 2) Review with professionals and staff how to improve healthcare outcomes in both long term and acute care fields; and 3) Assess other needs as presented by stakeholder advocates during the process.
As outlined in the committees official Terms of Reference (see page 44 for the committees complete Terms of Reference), the committee undertook the consultation and drafting of a final report in accordance with the following timeline and key milestones: Orientation Meeting and tour for Committee 10 18 Stakeholder Engagement Sessions Meeting to consider Draft Report Meeting to Review Final Report Final Report to be Submitted May 2012 May October 2012 November 2012 December 2012 No later than December 2012
The committee made a considerable effort to reach out to community stakeholders and key community leaders, encouraging them to get involved, engage with the committee and offer their thoughts on the future of Burnaby Hospital. In addition to local media and social media efforts to promote the committees work, personalized invitations to engage with the committee and contribute to the committees information gathering process were sent to a number of key elected officials and community leaders (for a list of some of the key invitees please see Appendix E on page 111). The committee held three open forums (one of which was held in Mandarin and Cantonese for the significant Chinese population served by Burnaby Hospital), each with 100 people or more in attendance, and six public meetings throughout the summer (see page 43 for list of locations and dates). During these meetings and forums, the committee received written and/or verbal presentations from both the general public and members of professional staff working at the Hospital. Written submissions can be found in Appendix A starting on page 46. The following is a compilation of the substance of all submissions and presentations.
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Assessment of healthcare needs

There is general agreement among all concerned that most of the structures of Burnaby Hospital need to be replaced. The oldest buildings are 60 years old. As one retired engineer who had worked at the hospital told the committee, to repair any of the plumbing or electrical services in the old buildings means that the entire service to the building has to be shut down. Moreover, finding parts to repair these aging plumbing and electrical systems is now very difficult if not impossible. To illustrate how desperate the situation is (and despite the fact that it may seem trivial to some), Dr. Jones advised the committee that WorkSafeBC will not allow the hospital to light up its annual Christmas tree due to concerns about the safety of the hospitals electrical system. The design of the existing hospital also has flaws that allow diseases such as C. difficile to spread rapidly within the patient population. For example, the building does not have enough sinks for staff or visitors to wash their hands, and hand washing is crucial to the containment of C. difficile. Also contributing to the spread of C. difficile is the fact that all of the toilets in the building are hand flush models. Unfortunately, as the committee was told, it is not feasible to retrofit the current building and bring it up to the current standards of hand hygiene needed to properly fight C. difficile (i.e., by adding a sufficient number of sinks and washrooms). Another design deficiency of the existing hospital is the Emergency Room which despite being one of the busiest emergency rooms in the province has access to only one trauma/resuscitation bay. This can lead to a delay in treatment which may have detrimental outcomes for the patient who happens to come in second. Several physicians also indicated a need to have a private space for families to receive difficult news about patients in the ER. Likewise, there is only one space that can be used to isolate infectious patients in the ER, and there is no secure unit for suicidal patients. The small space for mentally ill patients can also become noisy and disruptive for others in the ER. As Dr. Nirmal Kang from Burnaby Hospitals Psychiatry Department told the committee, there is a need for more facility space in the ER to examine psychiatric patients as well as a need for more access to ECT treatments and more inpatient and outpatient space generally. The area needed for treatment of mentally ill patients also needs to be moved to another area of the facility. The Oncology Department, which now serves 10,000 patients per year, is only funded for 1,800 patients by the Fraser Health Authority while the number of patients continues to grow each year by 10 percent. The patients currently being seen are also older and have more complex health histories. And due to advances in treatment, cancer patients are living longer and the drugs they need are very expensive. Currently, the department is also receiving patients from Surrey, North Vancouver and Coquitlam, as well as from the usual patient care area. The
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department needs more resources for hematology care and more chemotherapy chairs. Right now, chemotherapy is not being given in a timely fashion as one patient reaction can throw off the scheduling of a whole day resulting in delays and cancellations. And because Burnaby Hospital has such an extremely busy oncology department, located geographically in the center of the lower mainland, it is ideally suited to having a PET scanner which is rapidly becoming highly valuable in the diagnosis and assessment of cancer. This type of technology is highly desired in the Oncology Department at Burnaby Hospital to facilitate diagnosis and treatment in a much timelier manner. There is also a need for more operating time to allow for timely breast reconstruction surgery. As Dr. Horton noted in his presentation to the committee, breast reconstruction is an important part of the healing process for many women. However, plastic surgeons at Burnaby Hospital must share OR time with the hospitals general surgeons which means they do not have enough time to complete breast reconstruction immediately after a mastectomy. As a result, the women served by Burnaby Hospital have to wait much longer for breast reconstructions than women do in the rest of the province.
Not only does the aging infrastructure at Burnaby Hospital make it difficult to control outbreaks of C. difficile, the age of the hospital and lack of space also make the facilities impossible to properly retrofit.
Overall, the committee heard that funding for only six operating theatres at Burnaby Hospital and in the summer only four of the ten available is not satisfactory (see Table 1 below). Despite being the second busiest non-trauma designated hospital for emergency orthopaedics, and performing more total joint replacements than any other Fraser Health Authority hospital, the theatres are too small and not designed to manage and accommodate the large equipment needed for complicated modern surgeries. And in contrast to every other hospital in the Fraser Health Authority, Burnaby Hospital does not have theatres with dedicated equipment. Quite often, this causes delays and inefficiencies during surgery and has budget implications as the cost of each hour of surgery is over $1,500 per hour. In addition, the lack of OR time often results in patients being sent home with instructions to keep fasting until a time is available for their emergency surgery.
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Comparison of Fraser Health Authority (FHA) Operating Rooms

Item Population Served Number of Beds Annual Operating Room Budget Anesthesia Assistant/Technologist Pain Nurse GPS Ultrasound4 Regional or Nerve Sheath Infusion program5 3 RN's in the orthopedic OR rooms Step Down Unit 24 Hour ICU MD coverage Hemacue6 WiFi Internet Leaking ceiling in OR call room & PACU Burnaby Hospital 465,000 289 $9 million 0 0 0 No No 0 0 0 No YES Royal Columbian ---5 1 2 Yes Yes 2 2 2 Yes NO Surrey Memorial 490,000 606 $18 million 3 1 -Yes Yes 1 1 (not available) Yes NO Eagle Ridge --$8 to $9 million 0 0 0 No No 1 0 0 Yes NO
Table 1 Comparison of Fraser Health Authority Operating Rooms
GPS Ultrasound allows medical personnel to know precisely where an inserted needle is located. It is required for complex blocks and for learning.
5
A nerve sheath infusion is similar to an epidural. A catheter is inserted into a patient next to a major nerve to decrease the pain by delivering freezing medication for a day or two.
6
A Hemacue is a device that determines a patients hemoglobin level almost instantly (in about 30 seconds) with a simple finger-prick. It is useful in the OR when there is no time or help to draw blood in a bleeding patient.
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As with the lack of OR time for emergency surgery and breast reconstruction surgery noted above, OR time available for other departments in the hospital is also not keeping up with need (see Table 2 and Graph 1 below). For example, to address the rising tide of skin cancers, in addition to the aforementioned breast reconstruction, the hospitals three plastic surgeons have half the time that one surgeon used to have 30 years ago. Likewise, Ophthalmology wait times at Burnaby Hospital are now up to fourteen months for routine cataract surgery (see Table 2 and table 3 below and Graph 1) and Gynaecological surgery is often bumped for urgent Orthopaedic cases.
FRASER HEALTH SURGICAL WAIT TIMES IN WEEKS BY HOSPITAL

(July 1, 2012 to September 30, 2012)
Procedure Uterine Surgery Cataract Surgery Hernia Surgery Gallbladder Surgery Breast Reduction Hand & Wrist Surgery Rectal Surgery Biopsy in OR Breast Biopsy
Burnaby Hospital 34.8 40.6 36.8 30.6 53.4 48.6 32 19.1 20.3
Royal Columbian 12.1 -24.7 17.7 -3.8 24.1 3.5 3.7
Surrey Memorial 20.3 28.1 50.2 29.1 36.6 9.7 20.5 4.4 4.2
Peace Arch 10.9 34.2 19.4 25.9 0.9 27.5 -2.3 3.3
Eagle Ridge 12.7 -18.2 17.9 32.2 19 10.8 4.5 2.4
Ridge Meadows 5.8 32.5 19.4 24 -13.9 3.9 2 2.1
Table 2 Fraser Health Surgical wait times in weeks by Hospital Burnaby Hospital has the longest surgical wait times in the FHA (see Graph 1 below also).
The Oncology Department, which now serves 10,000 patients per year, is only funded for 1,800 patients by the Fraser Health Authority while the number of patients continues to grow each year by 10 percent.
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FRASER HEALTH SURGICAL WAIT TIMES BY HOSPITAL (July 1, 2012 to September 30, 2012)
60
50
40
Weeks
30
20
10
Burnaby Hospital Surrey Memorial Eagle Ridge Hospital
Royal Columbian Peace Arch Ridge Meadows
Graph 1 Fraser Health Surgical wait times in weeks by Hospital*

*Graph 1 above shows that Burnaby Hospital (shown in darker blue on the graph) has the longest wait times in the Fraser Health Authority in every surgical category except for Hernia Surgery where it has the second longest surgical wait time. 16
Cataract surgery funding across the FHA

FHA Facility Burnaby Hospital Ridge Meadows Surrey Memorial Langley Hospital Chilliwack Hospital Number of Cataract procedures funded yearly by the FHA 1,900 2,800 2,800 1,600 5,200 Number of Cataract Surgeons 5.5 4.5 4 2 6 Number of Cataract Procedures funded per Surgeon 345.4 622.2 700.0 800.0 866.7
Table 3 Cataract Surgery funding across the Fraser Health Authority*

*This table, provided by staff at the hospital, shows that Cataract Surgeons at Burnaby Hospital have the lowest funding level in the FHA (see also table 2 and graph 1 above for Cataract Surgery wait times which show that Burnaby Hospital also has the longest cataract surgery wait times in the FHA).
An additional problem with the operating theatres at Burnaby Hospital is that surgical sterilization is on a different floor which leads to additional inefficiencies. When designing the new facility, this needs to be changed. As well, the hospitals nurses identified the need for equipment to be kept in drawers or behind cupboards for infectious disease control. They also identified the need for more patient bathrooms, improved sanitation stations for hand washing and Plexiglas partitions between patient beds, with sliding doors that would also assist with infectious disease control. The hospitals Obstetrics Department delivers more than 1,800 babies a year and performs about 160 outpatient prenatal assessments per month, all in an aging facility with out of date equipment and facilities. It was also noted that the department currently serves as the delivery site for a fertility clinic in Burnaby and also has a maternity care clinic for new immigrants. The need is for at least two more labour and delivery rooms (a total of 7) with space for family members as well as medical staff. And while there is currently 24 hour in-house coverage, the medical staff are forced to sleep in the patient stress testing room. There is therefore a need for three rooms to provide obstetricians, family physicians and midwives with someplace to sleep while on call or attending to patients. In addition, there is a need for an on-site anaesthetist for emergency C-sections. The Obstetrics department would also like birthing rooms similar to those available at Peace Arch Hospital, with Fetal Heart monitoring equipment,
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telemetry to monitor patients throughout the unit, an accessible crash cart, options for pain control and comfort (showers and bathtubs in each room), physical space for family members and a post-caesarean recovery room where all family members can be together. As Dr. Jennifer Muir, the Head of the Obstetrics at Burnaby Hospital, also told the committee, hysteroscopy needs to come out of the OR setting as much as possible. Hysteroscopy and D&C are often performed to rule out endometrial cancer, polyps, and submucosal fibroids. However, Burnaby Hospital OR wait times are among the longest in the FHA leading to a low rate of patient turnover (see Table 2 and Graph 1 above for surgical wait times). Hysteroscopy can be performed as an ambulatory care procedure similar to colonoscopies, i.e., with a little sedation and a local cervical block. This would considerably reduce costs for Fraser Health as no anaesthetist would be required and only one nurse rather than two. It would also reduce hysteroscopy wait times and make more OR time available for patients who need it.
The lack of OR time often results in patients being sent home with instructions to keep fasting until a time is available for their emergency surgery.
At the other end of life, the palliative care ward has only 11 beds of which 6 are in double bed wards. Double bed wards are not felt to be appropriate for dying patients. Due to the growth in population that Burnaby Hospital serves, the Department believes 20 rooms with walkin baths are needed. There also needs to be better facilities for families including lounges, kitchens and a media room which would allow patients to Skype with distant family members. In general, a new palliative care ward needs to be planned around hospice planning principles rather than acute care hospital models. It must include access to an outside garden. However, the unit would also need to be close to the hospitals Cancer Clinic and to diagnostics which are frequently required to assess the nature of the crisis that resulted in the patient arriving at the hospital. The Internal Medicine staff commented on the lack of support and endoscopy resources. Burnaby Hospital currently serves nearly 9,200 patients per available hour of Endoscopy whereas Surrey Memorial serves only about 4,100 (see Table 4 and Graph 2 below). Not only is
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there a shortage of space and time needed for diagnostic testing, there is also a shortage of appropriate scopes. For example, as the committee was told, Burnaby Hospital has just one bronchoscope while Royal Columbian and Surrey Memorial Hospital each have three bronchoscopes and Eagle Ridge Hospital has two. Similarly, Burnaby Hospital has just one 8year old flexible urology cystoscope (older technology), and 25 rigid scopes, while Surrey Memorial Hospital and Surreys Jim Pattison Outpatient Clinic each have 52 newer flexible cystoscopes (current technology). Royal Columbian Hospital, which sees roughly half as many cases per week as Burnaby Hospital, has 5 newer style flexible cystoscopes compared to Burnaby Hospitals single 8-year old scope (see Table 5 below). With colon cancer identified as a cancer which can be prevented with early and appropriate testing, it is important that these endoscopy shortages be overcome as the costs of treating patients with the disease are much higher than managing the testing needed.
Population per Available Hour of Endoscopy

Hospital Facility Population per available hour of Endoscopy 9,186 4,072 2,894 2,382 2,219 2,208 1,833 1,335 1,028 483 Total Hours of Endoscopy available per week 48 115 36 38.75 45 16.5 105 100 74 40 Number of Procedure Rooms available 1 2 1 1 1 1 2 2 2 1 Population Served (2011) 440,918 468,251 104,177 92,308 99,863 36,426 192,432 133,497 76,052 19,339
Burnaby Hospital Surrey Memorial Langley Chilliwack Delta Mission Royal Columbian/ Eagle Ridge Abbotsford Regional Ridge Meadows Peace Arch Hospital
Table 4 Population served per available hour of Endoscopy*

*This table, provided by staff at the hospital, shows that Burnaby Hospital is allotted fewer resources for endoscopy than all other FHA hospitals.
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Population Served per Each Available Hour of Endoscopy

10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0
Population per Available Hour of Endoscopy
Graph 2 Endoscopy resources across the Fraser Health Authority* *This graph, provided by staff at the hospital, shows that Burnaby Hospital is serving more than double the population (by resources available) than the closest FHA hospital.
Those who took the time to engage with the committee, and present their thoughts and insights, along with a valuable wealth of information about Burnaby Hospital, painted a picture that is concerning and at times even alarming.
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Outpatient Urology Cystoscopes

Facility Burnaby Hospital* Royal Columbian Hospital Surrey Memorial Hospital Jim Pattison Outpatient Clinic (Surrey) Eagle Ridge Hospital Rigid Cystoscopes 25 15 0 0 12 Old Flexible Cystoscopes 1 ----New Flexible Cystoscopes 0 5 52 52 6 Cases per week 75 40 75 0 20
*Note: Burnaby Hospital has a single 8-year old flexible scope unlike the newer technology
flexible cystoscopes at other FHA facilities. The rest of Burnaby Hospitals cystoscopes are rigid scopes.
Table 5 Urology Cystoscope resources and cases per week at FHA facilities* *Table 5 illustrates the unequal distribution of cystoscopes between FHA facilities. It raises an obvious question as to why the Jim Pattison Outpatient Clinic in Surrey has 52 flexible cystoscopes, which they apparently do not need (i.e., zero cases per week), while Burnaby Hospital has fewer scopes but as many cases per week as Surrey Memorial Hospital (i.e., 75 cases per week).
It was also brought to the committees attention that Burnaby is home to a large refugee population, most of whom come from war-torn African or Asian countries. These refugees tend to be in poorer health than the average citizen when they arrive and have often suffered the effects of war, torture, forced migration, famine and/or exposure to infectious diseases. Due to a lack of English proficiency and unfamiliarity with the health system, coupled with low levels of education and poverty, refugees face many challenges in accessing and navigating the healthcare system. And when they do require medical attention, they typically access the ER because most do not have family doctors and they prefer the ER to stand alone clinics. Because of historical factors, they also tend to access the ER when conditions have deteriorated to the point where they require hospitalization. Specialized health literacy classes, as well as health programs and support groups for refugees and new immigrants, ones which are appropriately customized and contextualized, would help the situation and also provide a significant long term benefit in terms of improved public health and the efficient use of public healthcare dollars.
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Similarly, at the Chinese language open forum hosted by the committee, many spoke about the importance of having more Asian interpreters and more Asian food choices available at Burnaby Hospital, as well as having Chinese medicine such as Acupressure and Acupuncture offered as part of the general care at the hospital. Along with larger and better equipped operating theatres at Burnaby Hospital, there is also a need for a separate Ambulatory Care area with minor Operating Rooms dedicated to plastic surgery, cataract surgery and other procedures which can be performed under local anaesthetic which is better tolerated by seniors with multiple health problems.
A well-designed and properly funded Burnaby Hospital could lead to great things.
Other suggestions coming from the presenters include: 1. Putting offices for surgeons and other medical professionals in the Hospital. This would have two benefits: Doctors would make more efficient use of time and the hospital could gain a source of revenue. 2. Adding a Traditional Chinese Medicine department which would allow alternative treatment and research for the population of patients not fluent in English. Also mentioned was the need to include more Chinese speaking volunteers. 3. Increasing the number of Step Down beds to lessen the cost of keeping patients in the Hospital while awaiting reassignment to Long Term Care or other venues. 4. Leasing space to other related service providers (labs, pharmacies etc.) with a view to obtaining an additional revenue stream. A food court could also be part of the cafeteria, but more space would be required. 5. Developing a proper ambulatory care facility similar to the Outpatient Clinic in Surrey. This should be close to the emergency ward, cast clinic and radiology to be at maximum efficiency. The ambulatory care facility would also serve an outpatient chronic pain service. 6. Allowing for the use of electronic medical records. These assist in preventing the spread of infection and are more efficient in the maintenance and retrieval of patient records. 7. Creating an integrated outpatient facility to deal with immigrant populations who have multiple health and social service needs.
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Improving Healthcare Outcomes

Building a new facility is only a partial solution for the problems which face Burnaby Hospital. The constant refrain from all of the professionals who presented at the various consultation sessions, and from those who submitted written reports, was that all they wanted was equity with the other hospitals in the FHA. Here is just a small sample of examples provided: 1. The endoscopy department receives an allocation that is two thirds less than other hospitals in the FHA. 2. Lead aprons used for OR when X-Rays are used are old and heavy. Physicians have to stay in these old-style lead aprons for hours and are easily fatigued by the weight. The weight is also cracking the aprons making them unsafe. The Surrey Hospital has newer ones that are much better and lighter etc. 3. Other Fraser Health Authority hospitals have three nurses per orthopedic operating room doing surgical routine which allows for coffee and lunch breaks without surgery having to shut down. Burnaby has only two. 4. Burnaby nurses require a paging system, similar to the system used at Royal Columbian Hospital, to ensure cleaning is done efficiently and without delay. 5. The wait times for cataract surgery at Burnaby Hospital are the longest in the FHA (see table 3 and graph 1 above). 6. To serve the demands currently being placed on Burnaby Hospital, the committee also heard about the need for: a. Two trauma/resuscitation bays. b. A proper grieving room. c. Two or more paediatric assessment rooms. d. Two or more isolation rooms. e. More empty ER stretcher rooms for health care staff to attend to patients.
It was also noted by presenters that, because one third of the patients of Burnaby Hospital actually come from outside the FHA area, consultation with the Vancouver Coastal Health Authority is needed to ensure that sufficient dollars are directed to Burnaby Hospital. It was also noted that, in general, there is a mindset that permeates discussions about Burnaby. It seems that many people see it only as a place to drive through to get to somewhere else. However, as outlined above, Burnaby and East Vancouver are sizable and growing areas and their combined area has a diverse population including diversity of age and of cultural origins. The committee was repeatedly told that to serve the needs of this area it is only fair to have a first class hospital funded and resourced at levels equal to other facilities in the FHA and
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Vancouver Coastal Health Authority. It was also made clear to the committee that a disconnect seems to exist between the funding made available for Burnaby Hospital and the demands placed on it as compared to other FHA hospitals. Likewise, the committee heard frequently that the age of the buildings and the chronic shortage of space must be addressed in order to satisfy all of the needs and concerns at Burnaby Hospital (see Table 6 below provided by staff at Burnaby Hospital).
Comparison of Fraser Health Authority Hospitals near Burnaby Hospital

Item Emergency room visits per year Provincial Ranking by volume Number of beds in ER Number of Trauma Rooms in ER Operating Rooms large enough for equipment needed Earthquake resistant buildings Buildings need to be shut down to do plumbing or electrical work Safe electrical wiring to code Air Conditioning throughout Hospital 4 to 6 patients to a Room sharing one Washroom Designed for C. difficile Prevention Burnaby Hospital 70,000 rd 3 busiest 33 1 No No
(only 1975 building is quake resistant)
Royal Columbian 64,000 -approx. 50 3 Yes Yes No Yes Yes No Yes
Surrey Memorial 93,000 1st approx. 40 4 Yes Yes No Yes Yes No Yes
Eagle Ridge 40,000 -approx. 40 -Yes Yes No Yes Yes No Yes
Yes No No Yes No
Table 6 Comparison of Fraser Health Authority hospitals near Burnaby Hospital*

*Table 6 illustrates some of the fundamental facility issues at Burnaby Hospital.
It was recognized by many, and it is important to note, that funding for healthcare in British Columbia has dramatically increased and now consumes 48 percent of the provincial budget. However, it is also evident from the information presented to the committee that while the statistics for Burnaby Hospital are getting worse, presenters said this was not true for the other
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hospitals in the Fraser Health Authority (see Table 2 and Graph 1 above for wait time comparisons as well as Appendix B for individual procedure wait time graphs). The committee was repeatedly told that continuing the current funding and resource inequality by the FHA at Burnaby Hospital is to do a great disservice to Burnaby, East Vancouver and the hard-working hospital staff who are struggling against the odds to serve their community.
Needs for Burnaby Hospital Going Forward

As many presenters pointed out to the committee, Burnaby is a growing city and already the third largest city in B.C. It has the largest number of SkyTrain stations in the Lower Mainland and there are currently plans for many high rise developments around these stations. In particular, as one presenter pointed out, the city of Burnaby plans to develop the Brentwood area which sits in close proximity to Burnaby Hospital. With all of this growth in mind, staff at Burnaby Hospital and the citizens of Burnaby came to the committees public meetings and open forums to present what they feel the needs are for Burnaby Hospital going forward. Many questioned whether the hospital has the current capacity to serve Burnabys expanding population let alone the larger region the hospital serves. It was noted, and the media have documented, that there is a shortage of doctors in British Columbia, while others have suggested that Canadian citizens attending Medical School overseas want to return to Canada to work as doctors. As the provinces shortage of doctors is such an important issue going forward, the committee received a written submission from Dr. Gavin Stuart, Dean of the UBC Faculty of Medicine. In his submission, he states that MD undergraduate enrolment has gone from 120 seats in 2003 to 288 in 2012 and that the most significant component of this expansion has been in the Vancouver Fraser Medical Program where there are now 196 MD undergraduate learners each year. As Dr. Stuart states, Burnaby Hospital has been an increasingly important site for major components of this learning. Currently, there is an office for Clinical Education at Burnaby Hospital where Ms. Charters facilitates teaching activities. Looking at the future needs of Burnaby Hospital, the committee was very encouraged to learn from Dr. Stuart that Consideration has been given to formally develop an academic learning community in Burnaby at the hospital site and that Burnaby has been considered as a site by both Fraser Health and UBC for an interprofessional medical home innovation laboratory. As Dr. Stuart states: It is anticipated that over the next three years, Burnaby Hospital will play an increasingly important role. I anticipate that over the next ten years it will become a key component of both hospital and community-based education and training programs in order to meet the needs of the population we serve. He therefore hopes
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that the educational and learning environments will be considered in the planning for any redevelopment of the hospital. Likewise, the important role Burnaby Hospital plays in training nurses and the needs that arise from that role were emphasized in a submission from Pamela Cawley, Dean of Health Sciences at Douglas College. Dean Cawleys submission provided some background history to the strong professional relationship Burnaby Hospital has had over many years with the Douglas College nursing program. As Dean Cawley states, throughout the years Burnaby Hospital has worked with both students and faculty to provide a quality clinical educational experience to future health professionals. She continues by stating that the acuity level of patient/clients at Burnaby Hospital is especially suited to intermediate level student practitioners and senior level students undergoing their final preceptorships with experienced health care professionals. However, as she also states, although this strong relationship continues to exist, The professional building environment while renovated over the years is not a match to the professional environment. Areas for educational seminars and one to one time with students are scarce and sometimes clinical groups have found it necessary to hold sessions with small groups in the hospital cafeteria. This situation makes it exceptionally difficult to provide a quality clinical education debrief while also maintaining client confidentiality as a paramount value. Among a number of other considerations cited by Dean Cawley are: The need for changing room facilities for students, a temporary place to hold educational materials, an ability to access clinical education resources via the internet, and safe parking all basic to any teaching facility. Throughout the information gathering process, the committee also heard a great deal about infections (over and above the documented concerns surrounding C. difficile) and how costly they can be to the health care system. RN Lisa Hegler a skin and wound clinician at Burnaby Hospital submitted a report entitled Skin and Wound Prevention and Care Vision for Future of Burnaby Hospital. Of course, all front line nurses are cognisant of infection control. But her report suggests that there may be ways to prevent many patients from developing complications such as cellulitis and thereby prevent patients from having to be admitted for subsequent intravenous antibiotic treatment and the potential side effects of that treatment. Heglers suggestion is to have a vascular lab at Burnaby Hospital. As she describes in her submission: Currently patients with complications in relation to lower leg and foot wounds present in the ER. Many of these lower leg complications (edema, venous stasis, lymphedema, arterial insufficiency and diabetic foot ulcer) could benefit from immediate diagnostic assessment using a vascular lab performing ankle brachial indexes and toe pressures. Hegler feels that a vascular lab, in conjunction with a thorough lower limb assessment, would allow nurses to begin best practice interventions for the management of lower leg edema and venous stasis ulcers in a timely manner.
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Hegler also suggests having a vascular surgeon on staff at Burnaby Hospital and that a team approach consisting of wound clinicians, vascular surgeon, orthopaedic surgeon, infectious disease doctor, podiatrist/chiropodist, orthotist, casting clinic, stocking fitter physiotherapist, dermatologist, and bloodwork tech would help with efficiency. With reference to equipment needs, Hegler suggests that there is a need for 2 to 4 rooms with stretchers, lifts, and 1 plinth bed to accommodate heavy patients, as well as trays and equipment to do sterile debridement and decontamination. Hegler also quotes a statistic from the Diabetes Association of Canada which shows that by 2025 there will be 380 million affected by diabetes worldwide. Of that number, 15 percent will develop some form of foot ulceration, and 85 percent of those will require an amputation. The best answer is prevention and screening of the diabetic foot and ensuring proper footwear and footcare. Given the high rate of diabetes indicated by the Diabetes Association, Hegler feels Burnaby Hospital would benefit from an in-patient diabetic educator consistent with the Health Innovation report, Canada 2012, which endorses the RNAO Patient Care Guidelines of Care and Management of the Diabetic Foot. Additionally, Hegler suggests an ostomy clinic, with a toilet, sink (good ventilation), stretcher and lift, be included in any plans for the redevelopment of Burnaby Hospital. In keeping with the theme of a team approach, she also suggests that an out-patient urinary and fecal incontinence clinic should include involvement and input from physiotherapists, a continence nurse/ET/WOCN, an urologist, and a general surgeon. Generally speaking, Hegler suggests that a redeveloped Burnaby Hospital should have more sinks and computers; lighting in rooms directly over patients for better examination rather than just overhead lighting; more space and outlets for speciality beds in the ER for quadriplegics, hemiplegics, and morbidly obese; stretchers where the foot of the stretcher can be raised to prevent shearing; more support seating cushions and wheelchairs, bariatric stretchers, OR tables, imaging tables, chairs and beds and commodes; all toilets able to accommodate bariatric patient weight. These are all considered to be basic par for the course items in health care. However, because the buildings, infrastructure and equipment at Burnaby Hospital are so old and outdated a situation unlike at any other hospital in the FHA these very basic needs remain unmet at Burnaby Hospital. To summarize, the committee heard loud and clear from many presenters that Burnaby Hospital scarcely has the capacity to serve current needs let alone the future needs of the hospitals growing catchment area population. Going forward, and in addition to the other needs outlined above, any planning for a redeveloped Burnaby Hospital must also consider the need for proper educational and learning environments for student doctors and nurses. A redeveloped Burnaby Hospital must also consider such medical realities as the increasing
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incidence of diabetes and the complications and infections that can result. Infections can be costly to the health care system and painful and life-threatening for patients. A redeveloped Burnaby Hospital must therefore look at ways to prevent infections and complications; for example, by incorporating a vascular lab that can provide immediate diagnostic assessment for patients and timely best practice interventions, as well as more washrooms and sinks as previously mentioned for controlling C. difficile.
Conclusion
Despite the best efforts of Burnaby Hospital staff, the committee was repeatedly told verbally at three open forums and six public meetings and in numerous written submissions how Burnaby Hospital is struggling to maintain its mandate. Burnaby Hospital effectively serves a population of 465,000 people from Burnaby (now British Columbias third largest city), East Vancouver, and increasingly even from the Tri Cities area. The Emergency Department is the second busiest in the FHA and the third busiest in the province with over 70,000 visits each year. The Oncology Department, which was designed to serve 1,800 2,000 patients a year, now serves 10,000 patients per year. More knee and hip surgeries are performed at Burnaby Hospital than at any other hospital in the Fraser Health Authority. And every year, 1,800 babies are delivered. To serve an effective population of 465,000 people, Burnaby Hospital has 289 beds and six operating rooms currently in use out of ten in total. The oldest buildings on the hospital site are 60 years old and the design of the existing hospital has flaws that allow diseases such as C. difficile to spread rapidly within the patient population. To repair any of the plumbing or electrical services in these old buildings requires that the entire service to the building be shut down. There is therefore general agreement among all concerned that most of the older structures of Burnaby Hospital need to be replaced. However, it should be noted that presenters also said we should not walk away from the newer buildings on the site as they are an asset that could be renovated to serve the hospitals needs. Regardless, building a new hospital facility is only a partial solution for the problems which face Burnaby Hospital. The constant refrain heard by the committee from all of the health care professionals through verbal presentations at public forums or in written submissions was the desire for funding equity with the other hospitals in the FHA. For example, the endoscopy department receives an allocation that is two thirds less than other FHA hospitals. There was no call for special treatment for Burnaby Hospital but rather a call for simple equality of resources with the other hospitals in the Fraser Health Authority (see Table 2 and Graph 1 above for wait time comparison with other FHA facilities). From all of the information and
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statistics presented to the committee, it is evident that the level of deficiency at Burnaby Hospital is not true for the other hospitals in the Fraser Health Authority. Those who took the time to engage with the committee, and present their thoughts and insights, along with a valuable wealth of information about Burnaby Hospital, painted a picture that is concerning and at times even alarming. This report reflects that picture and points to a situation that clearly needs to be addressed. There is great potential and a need for Burnaby Hospital to be a leader in healthcare delivery and there is a vision for it to be a leader in health education. A well-designed and properly funded Burnaby Hospital could lead to great things. However, as noted numerous times in this report (and attested to in the written submissions found in Appendix A and starting on page 46), those who presented to the committee felt strongly that continuing the current funding and resource inequality documented in this report is to do a great disservice to the people of Burnaby and east Vancouver and to the hardworking staff at Burnaby Hospital who as the committee was told by the staff themselves are struggling against the odds to serve their community.
July 3, 2012 open mic public forum at the Metrotown Hilton Hotel in Burnaby
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Quotes from Presenters to the Committee

1. Burnaby Hospital serves a population of 460,000 residents with a catchment area of East Vancouver & Burnaby. This number is roughly 10% of the population of British Columbia. Burnaby Hospital has the second busiest Emergency room in the FHA, only behind Surrey Memorial Hospital, and the third busiest in B.C. Dr. David Jones Spokesperson for the Burnaby Hospital Community Consultation Committee, Family doctor in Burnaby for 35 years and current Medical Coordinator of Burnaby Hospital
2. The Oncology department at Burnaby Hospital is one of 5 centers in BC and receives funding for 1800 patients/year but treats over 13000 patients/year which continues to grow by 10% each year. The vast majority of these patients are seen as outpatients (98%). There continues to be an increased demand because in some situations cancer is becoming more of a chronic disease entity as longevity increases. Due to this high volume more physical space is needed. More space is also needed for privacy if a patient has immediate side effects due to treatment or if patients bring family to treatments. More technology is required for staff to telelink into meetings for increased educational opportunities and better communication with the other cancer agencies throughout the province. More haematology care is required as department is seeing patients from all over the lower mainland. More chemo chairs are required for better efficiency for the entire department. Cancer patients want immediate reconstruction of their breast to make sure both sides match. Burnaby Hospital campus requires a facility like the Jim Pattison Outpatient Center to assist with wait times. Oncology offices would be preferred to be on site as currently oncologist must leave patients to go to offsite offices Dr. W. Lam: Oncologist Burnaby Hospital
3. The cast clinic was an afterthought for the region when they did the renovation on the ER. It originally had 4 stretchers but has slowly whittled away for lounges for nurses and offices. The cast room needs to be made larger to house people while they wait for x-rays or casting. They currently share a sitting area with the Fast Track/cardiology/pediatric clinic. The cast clinic functionally now has 2 beds and is very inefficient Dr. Edguardo Guitemerri Gonzales
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4. It has been well documented in several internal documents that the 1952 building will not withstand an earthquake. Dr. David Jones 5. Being the 2nd busiest ER in the lower mainland, one encounters numerous occasions where there are 2 acutely sick patients requiring the resuscitation room which there is only 1 at Burnaby Hospital. If a second patient comes in they may not have immediate access to the necessary equipment of the resuscitation room and this can lead to detrimental outcomes. In some other hospitals in BC, with lower ER visits per year, they have access to more than one trauma/resuscitation bay. Burnaby Hospital ER requires this to optimally serve the community. Dr. D. Yap; Burnaby Hospital ER Doctor
6. Community activist Thekla Lit said she doesnt think expansion and redevelopment can solve the existing problems. She said building a new hospital is the solution From: World Journal
7. A 50 year long term planning is needed for the hospital Dr. Susan Kwan: Internal Medicine & Respiratory Medicine specialist Burnaby Hospital
8. Resident Gail Joe raised concern about the shortage of beds that patients are often required to go home right after their surgeries From: Sing Tao News
9. Residents also expressed concerns on language service and suggested the hospital to provide language training and volunteer service for Chinese patients From: Sing Tao News
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10. I would like to suggest that the hospital be rebuilt at Willingdon & Canada Way where the old youth prison was situated. There is a huge site there waiting to be developed and it would make a brilliant hospital campus. Dr. Jeanne Ganry: Hospitalist Burnaby Hospital
11. Burnaby Hospital used to be located on farm land and the Burnaby family that first donated still lives in Burnaby. They should be consulted if they would let the current site be resold for condo development Open Mic Presenter
12. It would be beneficial to have a portion of a new hospital at Burnaby devoted to health care delivery to these people (new immigrants) as well as education to try to provide better health care to them and prevent these people from using the ER as their sole health care provider. Jean Claude Ndungutse, Burnaby resident
13. The Burnaby Hospital Emergency Room has had its most recent renovation approximately 7 years ago. During that time the patients are getting much more complex. The patients are older with multiple system disease. Many are immigrants with cultural and language barriers. Burnaby has one of the highest concentrations of nursing homes in its catchment area. The population of Burnaby is increasing as the town centre concept is adopted by municipalities and populations are concentrated in residential towers around skytrain sites. The numbers of visits to the ER are expected to dramatically increase over the next few years. Dr. G. Baxendale: Chief of ER Burnaby Hospital
14. Burnaby Hospital has one exclusion room for securing and observing psychiatric patients. It is adjacent to other patient beds and is very disruptive. It needs to be more isolated and there needs to be more to accommodate the patient load Surrey Memorial Hospital has 4 such beds. More exclusions room are also needed due to the increasing violent nature of patients due to substance abuse. Burnaby Hospital needs a grieving room for the ER doctor to sit with the family and discuss the demise of the patient and allow the family to grieve. Presently there is no such area. Burnaby Hospital ER needs an interview room to fit
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approximately four people where the families can be interviewed and the patient discussed. Burnaby Hospital ER needs a procedure room. Presently there is no room to do procedures such as repair lacerations, gynaecological exams etc. Burnaby Hospital needs two resuscitation rooms as presently there is only one room that is often used for monitoring patients. The ER needs two rooms to handle the volume of patients Dr. G. Baxendale: Chief of ER Burnaby Hospital
15. We would like to see the new model of the hospital as a Campus for Health/Health University of Burnaby This would be a place where the community can obtain information on health and wellness/prevention measures rather than just a place for the sick. It would be a center of excellence on raising the awareness of health and wellness/education. More outpatient clinics are needed and get more family physicians to get involved, stress on healthy and happy for the community. Increase the number of nurse practitioners to assist in extension of care. The division of Family Practice feels there should be an auditorium within a new hospital for delivery of patient education. A medical clinic within a new hospital where the community family practice doctors could rotate along with nurses would be helpful in treating groups such as seniors and immigrants. Dr. Davidicus Wong: Representative from Division of Family Practice, Family Doctor Burnaby Hospital
16. In my opinion a new Burnaby Hospital is desperately required Garth Evans, Burnaby citizen
17. The Palliative Care Unit at Burnaby Hospital has been serving the Burnaby catchment area since the late 1980s and presently has 11 beds, 10 regular and 1 crisis bed. The motto is helping people live until they die Five beds are private and 6 are semi private. In the future the unit will need more than 20 beds and the needs will increase as patients age and live longer with cancer. A new unit will require walk in tubs due to mobility issues of these patients. It will be best to have the unit close to diagnostics which are frequently required by these patients to investigate the nature of the crisis that causes them to present to the unit. Anaesthetic and treatment room is required to insert catheters, for the treatment of the disease. Dr. Ed Dubland: Head of Palliative Care Unit Burnaby Hospital
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18. The actual surgical wait times for most surgical procedures at Burnaby Hospital are twice the nationally recommended times and significantly longer than most of FHA Dr. R. Horton: Plastic Surgeon Burnaby Hospital
19. Burnaby Hospital requires a separate Ambulatory Care where at least three minor ORs are dedicated to plastic surgery to provide adequate resources to treat the growing number of patients with skin cancers due to demographics. Dr. Rebecca Nelson: Plastic Surgeon Burnaby Hospital
20. There needs to be a facility similar to the Jim Pattison Outpatient clinic on the North Side of the Fraser River to provide expedited investigation of breast lumps and treatment of breast cancer. A new Burnaby Hospital is the ideal site as it is not encumbered by the unpredictable needs of trauma and heart surgery as the Royal Columbian Hospital and has already the established cancer clinic Dr. R Horton: Plastic Surgeon Burnaby Hospital
21. Negative pressure rooms are required by code for endoscopy however there is only one room with this now at Burnaby Hospital and much of the procedures are being done without this contrary to standard of care. Positive pressure room are required in ORs Building Maintenance worker Burnaby Hospital
22. St. Michaels hospice works closely with the Burnaby Hospital Palliative Care Unit and 2D and feel there is an absolute need for a garden at the Palliative Care Unit for a relaxing healing place. Double occupancy room are not appropriate for palliative care. The centre of excellence model may not be preferred as patients dont come to the hospital as a heart or an eye; they are a whole. General Center offers complete care and continuity. Transportation to multiple facilities is costly and hard on the patient. Would like to recommend that the volunteer hospice model be adapted to help the presently unmet needs of families with patients in ICU and ER who also find themselves in crisis Ms. Bonnie Stableford, Martin, and Tia (volunteers for the St. Michaels Hospice)
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23. Parking is not adequate for people coming to see patients at the Hospital or people who are waiting in the ER to be seen K. Singh: Burnaby Resident
24. The admitted patient needs a quiet environment. The atmosphere for recuperation is impossible in the ER as the ER patient flow does not stop and there are always new patients to be seen. For the admitted patients it is very difficult to sleep, rest and recuperate in a noisy, stressful environment. Dr. D. Yap: Burnaby Hospital ER doctor
25. There is an obvious influx of families coming into Burnaby with all the new development in Burnaby (Brentwood and Metrotown area). There were 18,000 birth/year and this is expected to increase therefore there needs to be a plan to accommodate all these people. This could be a multi service medical facility similar to the Jim Pattison Out Patient Center (JPOC) in Surrey. Such a facility could see numerous different patients. Single room occupancies are needed. A step-down Unit is necessary for patients who do not fit in the surgical floor or ICU. There should be Anaesthetist aides/assistants. Royal Columbian has 3-4 Surrey Memorial Hospital has 9+ and Burnaby hospital doesnt have 1. There should be one central area where diagnostic tests are done (blood work, x-rays, scans, scopes) As patient become larger there is a need for larger beds and wider doorways in the hospital. There should be an on-site pharmacy for patients to fill their prescriptions in one place (one stop shop). The current ORs are too small and each OR should have dedicated equipment to keep the rooms efficient. This equipment should be stocked in the same area for safety and efficiency as the overhead of each operations cost is over $1500 per hour Dr. B. Lau: Anaesthetist Burnaby Hospital
26. A small centre of specialized care is preferred to a large hospital that treats everything. The funding model needs to be addressed as the waitlist is too long for cataract surgery and people have to go to other locations. Produce an itemized receipt for patients so they understand their health care costs. Burnaby Hospital Foundation should buy the hospital on the grounds and rent space from them to generate extra revenue. Pharmacy should be located on-site to provide 24 hour service this would also generate revenue. Add a shopping mall to a new facility to generate more revenue. Robert Davies: Burnaby Resident
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27. Not enough physical space to be efficient. Need to ensure that a new hospital can provide for expansion in the next 20-40 years. Leave empty space of a new facility to accommodate the increased population in years to come. More hospital staff is required to adequately care for the citizens of Burnaby. A new facility should have education for all levels of staff to assist the elderly age in dignity. Focus on holistic care and preventative care. Increase the IT capabilities of Burnaby Hospital. Focus on the wellness of the whole patient and make them feel important (complementary model). Create a flagship hospital that will serve as a model for the rest of BC. Consider a private/public partnership. Open Mic public member 28. The present building and services are a conglomerate of additions which are not efficiently laid out. There are roads and walking paths which could be better utilized in the future plan. There are services offered that may be suitable elsewhere. Any of the buildings 40-50 years old are reaching the point of expensive replacement. In addition they would not meet fire, electrical, plumbing and seismic codes. These buildings should be demolished as to do otherwise would just add to a band aid solution. The road access to Burnaby General Hospital is not the best. Analysis should be done to improve the straight access from major primary roads in addition to road texture during winter months. All the buildings except the 1972 construction should be demolished in phases allowing BGH to operate during the construction period. Nick Kvenich: Burnaby citizen
29. Burnaby Hospital has 1500-1800 deliveries per year and there are about 160 outpatient assessments per month. Burnaby Hospital obstetrics Unit is a Level II with a neonatal ICU. It is also a maternity care clinic for new immigrants. Burnaby Hospital also serves for a delivery site for a fertility clinic in Burnaby. Burnaby Hospital only has three assessment rooms and 5 labour and delivery rooms. This is at threshold capacity. The rooms, equipment and layout are outdated and do not meet current standards. We are considered the poor cousins compared to other obstetric departments throughout the FHA. Burnaby Hospital has a MORE (Managing Obstetric Risk Efficiently) OB program functioning in the unit. This is a multinational program to deduce obstetrical risk. Burnaby Hospital has one of the lowest in BC for CS rates. Burnaby Hosptial has about 500 cs/year-about 50% is emergency, about 50% elective. To function efficiently and be equivalent to other facilities within FHA going into the future the department will require more and larger assessment rooms (3-4), more and larger delivery rooms(6-7 for managing present numbers and expecting an increase as Burnaby shifts to a younger population. ) Burnaby hospital also
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requires a single post-partum room with a separate bathroom and a pre caesarean room to prepare the patients for elective surgery. There also needs to be more resources dedicated to Gynaecological services. One of the reasons for large rooms is because families often wish to be part of the process. Three rooms for physicians, obstetricians, family practitioners, midwives to sleep overnight when on-call. These rooms should have telecommunication services where doctors can communicate with colleagues on cases. Rooms need to be in close proximity to crash carts Dr. Carrie Wong: Obstetrics Burnaby Hospital
30. Planner should look at a building concept from Germany when designing a new hospital for Burnaby which is needed. This would allow for easy expansion in the future G. Kenny: presenter to BHCCC 09/06/12 31. We are the 2nd busiest non-trauma hospital for emergency orthopaedics (2nd to SMH only) in FHA. We also do the most total joint replacements of any FHA hospital (over 400 a year). We deal with many hip fractures especially with the increased numbers of senior in the city. Going into the future we require three operating rooms designed specifically for Orthopaedics (room set up for trauma, room set up for total joint replacements, room set up for arthroscopy). The joint replacement rooms (2) should be side by side. The wards need improved physical space which will accommodate private rooms and meet the demands of patients. There should also be protected surgical beds. The cast room space needs to be larger to accommodate the many outpatients seen every day for reductions, hardware removal and similar. There needs to be a room for initial diagnostic are/diagnostic equipment to be in one room rather than wheeling the big machine in and out/different rooms to house patients according to needs Dr. Tim Kostamo: Orthopaedic Surgeon Burnaby Hospital
32. Technology has changed so much throughout my 20 years at Burnaby Hospital and Burnaby Hospital has to stay current. Equipment need to be at designated/dedicated area for safety and efficiency. Surgical daycare patients need to be kept in a separate location from elective surgery patients. More time needs to be allotted for elective and regular surgeries. Dr R. Belle: Chief of Surgery & Orthopaedic Surgeon Burnaby Hospital.
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33. The current set up of the hospital will not be able to handle any serious epidemic of infectious disease. A new hospital has to be built with individual isolated beds and sufficient space for each room. There should be an outpatient clinic, for only diagnostic test or scans so that patients do not need to go through the hospital thus lower the chances of infection.. Burnaby Hospital should become a teaching hospital. Dr. F. Saberi: internal medicine and ICU
34. Wait times have dramatically increased for Ophthalmology in the last 5 years while other hospitals are experiencing decreased wait times with similar or higher productivity. Cataracts do not have to be done in the OR anymore. Burnaby Hospital cataract wait times are up to 12 months. OR nurse Burnaby Hospital
35. The cataract surgery wait times in Burnaby Hospital are amongst the highest in BC. This can be attributed to the low number of cataracts allotted to Burnaby hospital per year. The RAM program initiated by FHA has allowed for longer waits for patients. Cataracts should be done outside the OR to improve efficiency. As a short term solution cataracts can be done in the Optimization clinic. There are 2 eye ORs at Burnaby Hospital but partially due to a low cap for cataract surgeries only run room is used on any given day. Burnaby residents have been very generous as the department has excellent equipment. A new facility should have a separate area dedicated to cataract surgery outside the main OR. There should be 2 centers in a new facility to provide different levels of care. Dr M. Boyd/H. Dhaliwal: Ophthalmologists Burnaby Hospital 36. We are the largest workforce at Burnaby Hospital, other than administration, and we would like to be consulted on proposed improvements to Burnaby Hospital. We would like to see the current building kept up and running until a replacement facility is completed. As one of the busiest Emergency Departments in the Province in one of the fastest growing communities, it is vital to keep this hospital operating safely. One of the issues of highest concern are sanitation, cleanliness, and safe staffing nursing practice. Ideally, single rooms for patients would allow health care workers to provide the best care. However, something as simple as plexi-glass dividers in patient rooms and adequate sinks and bathrooms would help prevent spread of infection. Specific problem areas to be addressed at Burnaby Hospital are: better isolation and privacy for patients than what currently exists, more patient bathrooms, improved sanitation stations for hand washing ( touch less taps & soap
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dispensers), proper well-staffed over flow units to eliminate hallway patients, equipment kept in drawers or behind cupboard doors instead of in hallways. There are too many rules and bureaucracy to get things done in the hospital. As an example we have to call a 1-800 of site number to reach housekeeping. Zarena/Liz, Front line nurses from Burnaby Hospital
37. Consider educational needs such as working with schools to incorporate/expand their medical programs and medical students. Need clinic teaching environment and educational facilities Anonymous Burnaby resident
38. Endoscopy needs must be addressed by directing more support and resources. Inappropriate resources allocation (currently 2/3 less than other facilities within FHA. Burnaby saw 9100 patients vs Surrey who only saw 4000. Patients need fair access to colon cancer screening which is the #2 cause of death. Currently there is no physical space to accommodate proper changes so a new facility is required to help this situation Dr. K.Hsu: General Surgeon Burnaby Hospital
39. Teaching medical students and residents in the new Burnaby Hospital Gail Joe: Burnaby Resident
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Dr. David Jones Spokesperson: David Jones is a family doctor in Burnaby, and has been for over 30 years. He has served as President of the BCMA and currently holds the position of Medical Coordinator at Burnaby Hospital. Dr. Jones also sits on the Fraser Health Authority Burnaby Hospital Master Concept Planning Committee. He has constant direct communication with the Medical Staff at Burnaby Hospital, the FHA, and the larger Medical Community which serves Burnaby Hospital. Dr. Jones has strong relationships with the Medical Community both in and around Burnaby as well as the Medical Community of British Columbia because of his experience with the BCMA. Pamela Gardner Citizen Chair: Born at Burnaby Hospital, and raised and educated in Burnaby, Pamela Gardner is a former committee member of Burnaby Hospital before the health authorities came into existence. Gardner has had a small business in Burnaby for 20 years fitting braces for patients, compression stockings, and other Medical appliances. Her referral base comes from healthcare professionals in Burnaby and she has strong relationships with doctors, nurses, physiotherapists, occupational therapists, and cleaning staff that come in to have braces fitted. She has also has occasion, when called by one of the doctors, to go to the hospital to see clients. For these reasons Gardner has frequent contact with the Medical staff. She was also involved in the project to stop Burnaby hospital from closing approximately 10 years ago and sits on various volunteer committees throughout the city among them the Rotary Club of Burnaby. Through various volunteer positions she also has contact with the people of Burnaby and is able to speak to them regularly about Burnaby issues, including Burnaby Hospital. Vern Milani: Vern Milani is a much respected business owner in Burnaby (Milani Plumbing) and has been a Burnaby citizen for 47 years. His company has been named one of the Best Businesss in Burnaby by the Burnaby Now newspaper numerous times. Milani is currently a Burnaby Hospital Foundation Board Member with strong ties to the Foundation and a strong working knowledge of how the Foundation and community work together. Milani was chosen to be a liaison between the committee and the Foundation. He lives in Burnaby with his family. Bob Enns: Bob Enns has owned an accounting business in Burnaby for approximately 20 years. He has the designation of CGA, and his wife worked with Parks & Recreation in Burnaby before retiring. Enns, his wife and two sons have lived in Burnaby for many years. He was raised in East Vancouver which is in catchment area for Burnaby Hospital. Wendy Scott: Wendy Scott is originally from Burnaby and currently has a business in Burnaby called Nurse Next Door. She is an RN with a Masters Degree. While working in the public
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sector, Scott was a Patient Care Manager for Providence Health. She was chosen for the committee because she is an RN with many years of experience working in hospitals and community health. She has much experience and knowledge about the workings of hospitals and what is required in order to have an efficient hospital. She has strong working relationships with both union and non union Medical people and many relationships with people in healthcare. Through Nurse Next Door and being hands on, Scott has a strong knowledge of the hospital and an ear to what people are saying about the hospital through her daily encounters. Dr. Ross Horton: Ross Horton is a plastic surgeon and a staff surgeon at Burnaby Hospital. He has worked at Burnaby Hospital since 1988. His office is located in Burnaby where he resides with his wife and family. He was chosen for the committee because he is a very well respected part of the Medical Staff at Burnaby, and has been for 24 years, and has an excellent rapport with his fellow surgeons. Due to his strong communication skills, Dr. Horton continuously speaks to the surgeons at Burnaby Hospital about what is needed for Burnaby Hospital. He is very proud of his facility and only wants the best for his patients. For a committee like this to be successful, open and direct communication with the Medical Staff is essential and that is what Dr. Horton was able to facilitate with the Surgery Department. Dr. David Yap: David Yap is a young emergency doctor at Burnaby Hospital. One could strongly argue that an ER is the engine of a hospital and that is why Dr. Yap sat on the committee. He is from the Lower Mainland and was educated at the University of Calgary before moving back to Burnaby Hospital. Dr. Yap knows about the day to day workings at Burnaby Hospital and has a strong relationship with all ER staff including front line workers. Burnaby Hospitals Emergency Department has the second busiest ER in BC and without an ER doctor on the committee we would be showing disrespect for the needs of a major segment of the community. Dr. Yap worked very hard to gather information from his fellow ER doctors and front line RNs to make Burnaby Hospital more efficient. As an ER doctor he also has frequent communication with many Medical departments at the hospital. Teresa Leung, RN: Teresa Leung and her family have lived in Burnaby for many years and she identifies Burnaby Hospital as her home hospital. She is a retired RN who now works in the banking business. She was picked for the committee because of her previous designation as an RN and her strong knowledge of the workings of hospitals. Leung is also very involved in the community and in her church community which identifies Burnaby Hospital as their local Hospital. She has extremely strong administration skills which helped the committee collect information from the public. Burnaby has a large Asian community which Leung is very involved with and she speaks English, Mandarin, and Cantonese. Thomas Tam: Thomas Tam is the President and CEO of S.U.C.C.E.S.S. which is a very well respected Chinese non-profit organization. He represents East Vancouver and is very well
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respected in the Asian community. He has been instrumental in getting feedback from and engaging the Chinese community which accounts for a very large part of the population of East Vancouver and Burnaby. Harry Bloy, Committee Chair: Harry Bloy was first elected to the British Columbia legislature in 2001 and is currently Deputy Chair, Committee of the Whole, and Special Liaison, International Business Opportunities. He also serves on the Cabinet Committee for Jobs and Skills Training and the Select Standing Committee on Health. Prior to entering political life, Bloy was president of a local telecommunications company and received a marketing diploma from Ryerson Polytechnical Institute in Toronto. Bloy has also worked as a systems analyst, as the national marketing manager for a countrywide retail chain, and as the co-owner/operator of chain of convenience stores. Richard T Lee, Committee Vice Chair: Richard T. Lee was first elected MLA for Burnaby North in 2001. He is the Parliamentary Secretary for Asia-Pacific and also serves on the Cabinet Committee on Open Government and Engagement as well as on the Legislative Select Standing Committee on Children and Youth. Prior to being elected to the Legislature, Lee was a programmer-analyst at TRIUMF, Canadas national particle research facility. He has a Combined Honours Bachelor of Science degree from UBC in physics and mathematics and Masters Degree in Applied Mathematics. ______________________________________________________________________________ Jennifer Roff: Jennifer Roff served as the recording secretary for the committee and played a huge role in this volunteer project. She works as a Registrar for the College of Denturists and is an active member of Toastmasters. Sonja Sanguinetti: Sonja Sanguinetti assisted in the task of drafting and compiling the committees report based on the written submissions and verbal presentations made to the committee and from the notes taken by committee members. Sanguinetti is a retired lawyer who practiced in Squamish from 1984 until 1998 and then from 1998 to 2006 in Burnaby. She retired in 2006. She was also active with the Burnaby Board of Trade from its reinvention from the old Chamber of Commerce in 1999 and was president in 2001-2002. Sanguinetti has been active with Burnaby Family Life Institute as well as with Quest Food Exchange. She was named a YWCA Woman of Distinction in 2004. She was President of the BC Liberal Party from 1994 1997. She now sits on the Board of Variance of the District of West Vancouver and on the Board of Quest. Everything in the committees report every thought, sentiment, idea and wording came from written submissions and verbal presentations to the committee and nothing in the report reflects her own thoughts or ideas.
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List of Public Meetings and Open Forums

Thursday, June 28, 2012 6550 Bonsor Ave Burnaby V5H 2G8 Tuesday, July 3, 2012 6083 McKay Ave Burnaby V5H 2W7 Saturday, July 7, 2012 4595 Albert Street Burnaby V5C 2G6 Thursday, July 19, 2012 9523 Cameron Street Burnaby V3J1L6 Saturday, July 21, 2012 2969 22nd Ave East Vancouver V5M 2Y3 Vancouver V5S 4C6 Saturday, July 28, 2012 4500 Kingsway Burnaby V5H 2B1 Thursday, August 23, 2012 4595 Albert Street Burnaby V5C 2G6 Saturday, August 25, 2012 7311 Kingsway Burnaby V5E 1G8 Thursday, September 6, 2012 3075 Slocan Street Vancouver V5M 3E4 Saturday, Sept 8, 2012 6550 Bonsor Ave Burnaby V5H 2G8 4:30-7:00 pm Bonsor Recreation Center
7:00-8:30pm Metrotown Hilton Hotel
10:00-12:30pm McGill Public Library
4:00-7:00 pm Cameron Community Centre
10:00-12:30 pm Renfrew Public Library
1:30-3:30 pm Crystal Mall (conducted in Cantonese & Mandarin)
5:30-8:00 pm McGill Public Library Burnaby
3:00-5:30 pm Tommy Douglas Library
7:00-8:30pm Italian Cultural Centre
10:00-12:30pm Bonsor Recreation Center
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Committee Terms of Reference

Burnaby Hospital Community Consultation Committee - Terms of Reference Purpose and Rationale Burnaby Hospital is a community hospital located close to the Highway in the geographic center of the lower mainland in Burnaby. It is well documented that Burnaby Hospital has the second busiest Emergency department which sees approximately 200 new visits per day. As Burnaby Hospital is situated in close proximity to population density centres of Burnaby and East Vancouver, the hospital roughly serves 10 % of the population of British Columbia or approximately 400,000 residents. The catchment area of Burnaby Hospital is Victoria Drive in Vancouver to Edmonds in Burnaby, with the Fraser along the south border and the south part of North Vancouver to the north. Burnaby Hospital sees approximately 1800 baby deliveries a year and rising as Womens Hospital accepts less. Burnaby Hospital has an Oncology ward which was designed to serve 1800 to 2000 patients a year maximum but in fact serves 6,000 to 7,000 people a year. Although Burnaby Hospital is very busy the services the hospital is able to provide is not equitable with other facilities in Fraser Health. For these reasons the Burnaby Hospital Community Consultation Committee has been formed to consult with citizens, NGOs and non-profit organisations of the Burnaby Hospital catchment area as well as professionals and staff working within and utilizing the Burnaby Hospital itself, to determine what they envision for the future of Burnaby Hospital. Goals The Committee will undertake information gathering involving various stakeholder groups in the Burnaby Hospital service area. The Committee will: 1) Provide an assessment of the healthcare needs of the members of the community in the service area; and 2) Review with professionals and staff how to improve healthcare outcomes in both long term and acute care fields. The Committee will also assess other needs as presented by stakeholder advocates during the process.
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Deliverables The Committee will undertake its work through meetings with key invited stakeholders including employers, industry and employee associations and unions, and community associations. It will submit a final report ASAP. Key milestones include: o o o o o Orientation Meeting and tour for Committee 10 - 18 Stakeholder Engagement Sessions Meeting to consider Draft Report Meeting to Review Final Report Report Submitted no later than: May May - Oct Nov 2012 Dec 2012 Dec 2012
The 10 - 18 stakeholder engagement meetings will take place in the region and possibly in the hospital a list of invited stakeholders will be determined during the first meeting of the Committee in May 2012. The Committee will also accept written submissions from interested community groups not able to be invited to the stakeholder meetings. Proposed Structure, Reporting and Budget The Committee will be made up of two MLAs and various British Columbians who are business and/or community leaders with an acknowledged understanding of the social and economic aspects of delivering health care to a diverse community. See Appendix A for a complete list of Task Force members. The Committee will be chaired by Harry Bloy, MLA and co-chaired by Richard Lee, MLA. Pamela Gardner will act as the Citizen Chair. The Committee will receive some administrative support from the Ministry Health.
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Appendix A: Written Submissions and Presentations

In addition to the many verbal presentations and comments made at the committees public forums and meetings, the committee also received a number of written submissions. These written submissions were either submitted on their own or as part of a verbal presentation and are listed and appended below.7 List of Written Submissions Received by the Committee: 1. C. difficile letter to FHA submitted by Dr. David Jones May 2012 2. Submission from Robert Sondergaard June 12, 2012 3. Presentation and submission by Dr. Ross Horton July 3, 2012 4. Submission from Nick Kvenich July 19, 2012 5. Submission from Burnaby Hospice Society (Bonnie Stableford) August 2012 6. Submission from Gavin C. E. Stuart, Dean, Faculty of Medicine, UBC August 31, 2012 7. Submission from Burnaby Hospital RNs September 8, 2012
(Note: supplemental materials were attached to this submission but were not included here for reasons of space. These supplemental materials will be forwarded to the Fraser Health Authority as hardcopies along with the committees report and are available by emailing the committee at [email protected].)
8. PowerPoint presentation by Dr. Kathy Hsu September 8, 2012 9. Submission from Carol Warnat September 15, 2012 10. Submission from Mel Shelley September 16, 2012 11. Submission from Lisa Hegler September 26, 2012 12. Submission from Dr. Jeanne Ganry, Hospitalist at Burnaby Hospital (undated) 13. Submission from Jean-Claude Ndungutse (undated) 14. Submission from Pamela Cawley, Dean Health Sciences, Douglas College (undated) 15. Submission from Dr. Edgardo Gonzalez (undated)
(Note: supplemental materials were attached to this submission but were not included here for reasons of space. These supplemental materials will be forwarded to the Fraser Health Authority as hardcopies along with the committees report and are available by emailing the committee at [email protected].)
16. Submission from Burnaby Hospital Orthopedic Surgery (undated) 17. Submission from Dr. Carrie Wong (undated)
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To protect peoples privacy, all addresses, phone numbers and email addresses have been obscured. 46
Submission #1: C. difficile letter submitted by Dr. David Jones May 2012
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Submission #2: from Robert Sondergaard June 12, 2012
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Submission #3: Presentation by Dr. Ross Horton July 3, 2012
Plastic Surgery at Burnaby Hospital

Presentation for Michael de Jong, Q.C., Minister of Health
July 3, 2012 at the Burnaby Hilton
1. Scope of Service
a.) Current Department or Program Services:
The Department of Plastic Surgery at the Burnaby Hospital currently provides surgical services in the following areas: -Ambulatory Care- 14 hours of local anaesthetic OR time per week between 3 plastic surgeons -Emergency Department- the second busiest emergency department in BC with no trauma time for Plastics. There are no minor surgical facilities in the ER department. -Operating Rooms- there is 7 hours of general anaesthesia OR time per week between 3 surgeons -Consultation services for inpatients for the entire hospital and support of other surgical specialities. -Consultation and surgical services for the surrounding community of Burnaby and eastern Vancouver (approximately 400,000 people use BH as their hospital). Burnaby is the 3rd largest city in BC and accounts for 10% of the population of BC. It has the most Skytrain stations in the lower mainland and is growing rapidly with multiple condominium towers as the town center concept is adopted as the new growth model for the lower mainland. -Consultation and surgical services for the surrounding several dozen of senior care homes in Burnaby b.) Internal and External Relationships:
There is an unmet need for the investigation and treatment of breast cancer and subsequent breast reconstruction in the women of the service area of Burnaby Hospital. Currently most of these women are forced to seek care outside of Burnaby Hospital most likely at Vancouver General or at the Royal Columbian Hospitals. As previously mentioned approximately 400,000 people name Burnaby Hospital as their go-to hospital. From the 2006 census 48% of residents of Burnaby are over 40 years of age. 60
Statistics show that 93% of breast cancer occurs in women over 40 years of age. Nearly 1 in 9 women will develop breast cancer in their lifetime. According to the BC cancer agency the incidence of breast cancer in BC in 2007 is 130/100,000 population per year. Thus Burnaby Hospital should be seeing approximately 260 new breast cancer patients per year. In 2009 FHA had 969 new breast cancer diagnoses. Thus Burnaby Hospital should see 25% of FHA breast cancer patients. Dr. Dawn Hershman, an associate professor of medicine and epidemiology at Columbia University Medical Center, in New York City recently published statistics that showed from 2000 to 2010, 23.4 percent of those women with invasive cancers got immediate reconstruction and 36.4 percent of those with early stage cancers did. However in women younger than age 50 who had complete health insurance (as in BC) the rate of reconstruction in 2010 was 67.5 percent. In Canada the women are either more conservative or are unaware of the ability to get reconstruction and an Ontario study in 1994-95 found a breast reconstruction rate of only 7.7%. At this rate Burnaby Hospital should be doing about 25 reconstructions per year (as opposed to the normal 2-3) but this is expected to change over time and if it increases up to 67.5% as in New York it would mean 170 breast reconstruction patients per year for Burnaby Hospital. The investigation and treatment of breast cancer is ideally suited for Burnaby Hospital as it usually involves daycare surgery and is predictable with use and supply of resources. In addition Burnaby Hospital has a busy cancer clinic and is available for further treatment such as chemotherapy if required. Presently the Royal Columbian is focussed on trauma patients and open heart surgery and is not well suited for the treatment of breast cancer patients. Many patients go to Vancouver General Hospital because of their short preferential waitlist due to the dedicated breast reconstruction clinic as Vancouver Coastal Health Authority has placed a priority on womens health. It is time FHA should do the same and meet the needs of these women and these patients should be repatriated back to FHA. The main obstacle to breast reconstruction at Burnaby Hospital is the lack of OR time. There needs to be a facility similar to JPOC on the north side of the Fraser River to provide expedited investigation of breast lumps and treatment of breast cancer. Burnaby Hospital site is ideal as it is not encumbered by the unpredictable needs of trauma and heart surgery as the Royal Columbian Hospital and has already the established cancer clinic. c.) Key Service Trends: 1. Aging population and increasing life expectancy:
The life expectancy of the area of FHA and Burnaby in particularly is increasing. In the FHA Community Profile 2010 it states Today, about one out of every seven Burnaby LHA residents (or 30.878 total) is 65 years or older. In 2026, close to one in six residents will be 65 years or older and this population cohort will increase to 53,846. Between now and 2026, the 65years and older population will experience the highest growth in Burnaby. The increase is projected to occur both among the well-elderly (65-74 years) and the frail elderly (75+ years). Already one third of all new cancers are skin cancers with a lifetime risk of one in 7 Canadians developing skin cancer. The incidence of the most severe form, melanoma, is increasing at a rate of 2% per decade. Non-melanoma skin cancer incidence in Canada is not well followed but the Cancer Research UK found over 80% of NMSCs occur in people aged 60 years and over and they constitute a substantial public health problem due to the very large number of cases each year. Although most of these non-melanoma skin cancers (NMSCs) are non-fatal they represent a 61
majority of surgical procedures done on the elderly. The elderly due to their multi-factorial disease state present a unique treatment challenge. Most have multi-system disease and thus are extremely complicated and expensive to treat if requiring a general anaesthetic. Their recovery from such surgery is often prolonged and unpredictable. Thus it is preferable when possible to perform surgery under local anaesthetic when possible. This however still has profound challenge. Most of the seniors today are on blood thinners to prevent heart attacks and stroke. This increases the risk of post-operative bleeding. The use of cautery helps to reduce this. However cautery is not allowed in FHA in the ambulatory care areas on patients with pacemakers which is a substantial number. In addition due to their mobility issues it is difficult to move this group of patients through an Ambulatory Care facility quickly. Thus for a Plastic Surgeon to treat this increasing number of patients quickly, efficiently, and cost-effectively an Ambulatory Care facility should be designed with one surgeon for 3 minor OR suites. This way the surgeon can quickly rotate between the rooms to inject local anaesthetic in one patient to allow time for it to be effective, then quickly move to the second room to perform surgery, while in the third room the previously treated patient has the wounds dressed by the nurse and is moved off the bed and into a wheelchair. 2. Rising burden of chronic disease: With the increasing age and complexity of the admitted patients in the hospital due to chronic disease there are going to be increasing numbers of decubitus ulcers. This is compounded by the increasing lack of proper nursing care and not having these patients rotated properly. Many of these patients are not suitable for general anaesthetic but can be debrided under local anaesthetic if Ambulatory Care facilities are available. 3. Decline in available human resources:
Background: Unlike in the past Plastic Surgeons have many options now available to them other than the hospitals and government medical plans. It is very difficult to get Plastic Surgeons interested in the hospitals when the hospitals are so poor in providing resources to them. Much of what plastic surgeons do are done as outpatients and thus the hospitals are often unaware of the services they are providing to the public within the hospitals. Plastic surgical patients are not typically sitting in the emergency department clogging beds and thus are not on the radar of most hospital administrations. However with the new regional care the regions are now responsible for all patients, both inpatients and outpatients, in the regions. Plastic surgeons in the past have served the public and the general practice physician relatively seamlessly, however there is increasing frustration at being ignored by the region. The region needs to start to provide the resources required by the Plastic Surgeon to provide timely and appropriate surgical care to the FHA public. Current situation: Presently the department of Plastic Surgery has 3 plastic surgeons that share 6 hours of OR time per week. FHA should be severely criticized for totally ignoring the need for plastic surgery services at Burnaby Hospital and the citizens of Burnaby for many years. The actual surgical wait times for most surgical procedures are twice the nationally recommended times and significantly longer than most of FHA. Burnaby Hospital should have several more plastic surgeons however need is determined by 2 factors. The first factor is the need to fulfill the required demand by the surrounding community. If the national recommended wait times were to be met and the exported patients repatriated then there 62
would easily be a need for 2 more plastic surgeons. However the second factor is the resources FHA supplies to support the plastic surgeons. FHA presently provides the resources to support really only ONE plastic surgeon. As the baby-boomers age and develop the disorders mentioned previously the FHA ignores this group at their own peril. These demographics of people are very active politically and are much more demanding to have appropriate and timely treatments. Without an appropriate level of resources it will be impossible to recruit or even retain the existing number of plastic surgeons. Future: In the past the Plastic Surgeons have run an unofficial hand clinic out of the Ambulatory Care and cast clinic. As the hospital has re-focussed the cast clinic more and more exclusively to the use of orthopaedics this service that Plastics has provided has been squeezed out. To provide proper Hand Surgical care at real hand clinic needs to be developed. This would require dedicated cast clinic time as well as access to a physiotherapist and occupational therapist. In the past these were available to the Plastic Surgeon at Burnaby Hospital but this is now exclusively dedicated to the orthopaedic surgeon. 4. Public/provider focus on quality and safety: As previously mentioned the public are increasing aware of appropriate medical treatment. They are easily able to find on the internet the recommended treatment and wait times for their disease entity. It will become increasing apparent that FHA has not provided the resources at Burnaby Hospital to meet the present recommended wait times which equates to quality of care that the public demands. As FHA becomes more exposed to the public scrutiny there will be more and more political pressure to change the situation at Burnaby Hospital. The division of plastic surgery supports the continued quality assurance efforts such as the North American wide NSQIP project as it fully exposes the true situation at Burnaby Hospital OR making the situation very transparent for all to see. 5. Increased application of Evidence Based Practices: There is increasing evidence that outpatient treatment which involves most of plastic surgery is convenient, safe, and cost effective. 6. Advances in health information and other technologies: As previously mentioned the public through the internet has increasing access to medical information for treatment and appropriate recommended wait times. This exposes FHA to their lack of providing the resources to the Burnaby Hospital and surrounding community that are required for quality treatment. With respect to breast reconstruction there has been recent advances from Italy in micro-fat injections to introduce stem cells into the area of concern. This has been shown to help reverse the skin and tissue damage caused by oncologically required irradiation. In the future much of breast reconstruction may be performed by fat injections from fat harvested by liposuction which can be done as a daycare procedure. This will allow patients to have breast reconstruction that were previously poor candidates due to tissue damage secondary to the irradiation. 7. Application of re-engineering and process improvements (patients & providers) Most of plastic surgical patients are ambulatory and thus not typically in the hospital. This does not mean they do not have the right nor the need for the hospitals resources. This is readily apparent for the patients 63
that show up in the emergency. Typically the patient has an injury such as a lacerated flexor tendon. The wound can be sutured by the emergency physician and the patient sent home to decongest the emergency department and allow the region to collect the extra governmental fee for expedited care. It is then left to the Plastic Surgeon to fight with the hospital to get the patient back into the hospital to the operating room to get appropriate and timely care. The hospital should take more responsibility in the treatment of THEIR patient. They need to revamp their processes to allow quick and efficient care of these patients. The onerous paperwork for outpatients (as they are now treated as elective patients rather than emergency patients) that the hospital demands and the lack of urgency (as they are no longer in the hospital utilizing a bed) it feels are major obstacles. 8. Advances in pharmaceuticals and other medical therapies: Most of this has been a negative for plastic surgery. While the increasing use of anticoagulants may be beneficial for stroke and heart attack reduction for the benefit of the patient and for the cost to society it does increase the difficulty in managing surgical patients. Other institutions have developed protocols for peri-operative anticoagulant management and have nursing teams to run this. 9. Rising cost of delivering health care services: Plastic surgery has always been one of the least expensive surgical services in the hospital. The plastic surgical service could provide even more efficient and effective services if it were not for the hospital. Unfortunately the lack of vision of FHA and their lack of provision of resources have prevented Plastics from getting more efficient and cost effective. For the last 3 decades Burnaby Hospital has whimsically been considering a real ambulatory care facility but it has failed to come to pass. A real ambulatory care facility similar to the Jim Paterson Outpatient Clinic would help to dramatically reduce the cost of delivery of plastic surgical services while at the same time increase the throughput and decrease the wait times. With three dedicated ORs for the Plastic service one plastic surgeon could use the three rooms to could dramatically increase the numbers of patients treated per day and thus decrease the cost per patient. Endoscopic carpal tunnel releases done presently in the main OR could be done in the outpatient facility under local anaesthetic if it had an endoscopic video system. Hand fractures could be done under local anaesthetic if a portable fluoroscopy unit was available. At the same time if Ophthalmology had an additional 3 ORs similar to Plastics they could perform cataracts under local anaesthetic. With the surgeon rotating through the rooms as a Plastic Surgeon does they could double or triple their cases done. The two services have very similar patient base and limitations and are well suited to be together. A recovery room would allow for patients to have sedation. 10. Emergency Department saturation: Years ago there was a minor OR in the emergency room where minor trauma patients could be treated. In FHA wisdom this was removed to expand the emergency room however it eliminated the ability to treat these patients. These patients now need to be taken to the main OR at dramatically increased cost and complexity. Minor ORs with appropriate equipment should be restored to the emergency department or the ambulatory care facility should be adjacent to allow its use after hours. d) Future Programs and Services: As previously mentioned, FHA, by the removal of resources, has effectively removed the ability to perform breast reconstruction for the women of Burnaby. This is a 64
sensitive issue and the public will increasingly demand this resource in the future and politically it would be better to restore this resource. e) Role in Research and Clinical/Academic Development: Burnaby Hospital is similar to a community hospital but is situated in the center of the lower mainland. It would be a very valuable resource to the UBC medical school for training of doctors for a more community oriented approach.
2. Current Staffing
We currently have 3 full time Plastic Surgeons. Unfortunately however we are only very occasionally in the hospital due to the lack of resources.
3. Requirements for Key Adjacencies

Ambulatory Care should be close to the cast clinic and radiology to have the ability to continue to provide a hand care service to the hospital. Preferably it would also be close to the emergency department as frequently emergency physicians like to send patients to be seen by Plastics on the same visit for advice. Since we see a lot of patients from surrounding nursing homes that arrive by ambulance it would be helpful to be close to the ambulance loading zone.
Completed by: Dr. Ross C. Horton
DEPARTMENT OF PLASTIC SURGERY
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Submission #4: From Nick Kvenich July 19, 2012
Burnaby General Hospital (BGH) Citizens Forum Cameron Recreation Center.

Presentation by Nick Kvenich July 19, 2012 I am a retired Industrial Engineer - Senior Analyst, focusing on lean production. I worked at Canada Post Corporation. These forums are important to get the citizens in Burnaby and Vancouver involved in this Brainstorming process. I have had the opportunity to make some comments at previous gatherings. Today I would like to provide more comments in what I would perceive as the hospital I want for our region. My comments are more brainstorming, high level ideas that will make the New Burnaby General Hospital a Flagship for future construction. I believe it is important that we think and express ideas that have worked well in the past and take this to the future. It is very important to continually re-visit current practices, to provide innovation and value added changes. I do not consider myself an expert in many aspects of what a hospital is, however I have experience in layouts, and processes, along with costing models. My first comment speaks to the foot print of the BGH. 1. The present buildings and services are a conglomerate of additions which are not efficiently laid out. There are roads and walking paths which could be better utilized in the future plan. There are services offered that may be suitable elsewhere. 2. Parts of the BGH comprise of older building(s) which may or may not be seismically sound. 3. Any of the buildings 40-50 years old are reaching the point of expensive replacement. In addition they would not meet fire, electrical, plumbing and seismic codes (Some may have been updated). These buildings should be demolished as to do otherwise would just add to a band-aid solution. 4. In many things that I have seen, throughout my experience, there seems to be short sightedness in planning ahead like a 5 - 10 year plan, when we should of course be looking at 25, 50 and 100 year plan. I am not saying that it will all work, but doing the proper profiling of our communities needs down the road, can give good value of what should be constructed. 5. The road access to BGH is not the best. Analysis should be done to improve the straight access from major primary roads, in addition to road texture during winter months. I have seen in a heavy snowfall how this has paralyzed the access although a special task crew is mobilized. Roads of incline should be heated to prevent snowfall from clogging the route. 6. All buildings except the 1972 construction should be demolished in phases. Allowing BGH to operate during the construction period. 7. Additional buildings should be placed on the south side over the existing parking lot and explore adding to the eastside. With the increase in population, using the same foot print may be a challenge, other than building up to say 20 stories. Property acquisitions should be considered over the next 25 years to factor in future expansion. 8. Parking requires a major revamp to allow for total parking on site in multilevel floors underground. Eliminate the need for street parking. Thus generating additional revenues. 9. Mental Health building, demolish and move service to a combined Willingdon Mental Health Site, including admission at emergency. This may require a new build. 10. Towers to be built. Any of the following maybe combined. It is too early to determine space requirements.
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One tower: to house General Physicians. One tower: to house Specialist along with low level operating areas for day surgery. One tower: to house transitional housing for recovering patients not at the point of self-sufficiency, and transitional housing for assisted living seniors prior to placement. One tower: to provide ongoing research in techniques and the development of proprietary drugs, tools, and software. In this tower a full scale GYM for patient rehabilitation, staff, and the general public. Again along with this would be wellness education facility. All this would be in partnership with private provider. One tower: to serve as an educational facility for Nursing and Doctors upgrades. This tower would house a theatre for internal and external use, classrooms, housing for out of town students, an external pharmacy operated by the hospital, or contracted out, allow space for a chapel and offer cremation services, and finally a small mall with shops. Space for a library would only involve computer terminals as the future does not require a physical library. Tower(s): To address the total scope of patient requirements, medical equipment, operating rooms emergency services, diagnostics, and support services (maintenance, food processing and offices) etc some thought on the foot print for later date. My second comment speaks to the Economics 1. So often we live in box of what should be done here or there in a traditional sense, not allowing for a selfsufficiency model to be established. Thinking out of the box again. 2. Hospitals are not looked at as money makers but as place of treatment and cure. Through this process why not place some revenue generation to offset replacement costs and provide future working capital. 3. Revenue Generation through: a. Renting of facilities not used in the early years of the new hospital. b. Parking increase underground space, offer reasonable rates. Take it off the street parking meters, into the hospital c. A reasonable charge for transitional housing, and assisted living care. d. Pharmacy revenues e. Theatre rentals f. GYM: Provide space free to private provider in lieu of maintaining equipment and providing trainers at a reasonable cost, staff to have discounted rates. Offer to external clients with BGH to receive residuals. g. Mall with stores at reasonable rentals rates. h. Rental offices for General Physicians and Specialists. With some offsetting free emergency services provided by Doctors. i. Reasonable rates for student dorms. 4. The hospital foundation has served well with a good focus on funding. However during the period of the BGH build concepts, there should be an elite group of philanthropists (if they are not already on the board) to whom we in the community can look up to locate large donations. These large donations would come with name recognition to a particular part of the hospital or tower. These people are the shakers and movers that could really get the ball rolling on a state of the art facility. 5. The Provincial Government would step up to the plate and provide one-time tax incentives to large donations personal or corporate to make the incentives to have real incentive value. 6. A lot of individuals are lost when a loved one passes on. They are not prepared to place their loved ones at rest. Offer Mortuary Services at the Hospital for Cremation and or a service. 7. Have the City of Vancouver and Burnaby make a cash donation from amenities being received from future housing developments and or some type of in-kind donations such as expertise and infrastructure. Case in point Burnaby will be receiving over 35Million in amenities with the new development of the Brentwood area. Have a sizeable amount used for Burnaby Hospital Construction. 8. This may be frowned upon, but I must say it. Have a one time each visit $10.00 cover charge for servicing the clients. Look at what this type of levy has done for the Vancouver Airport improvements. Of course ability to pay considerations. 9. Establish a core group of individual to look at Revenue Generation opportunities.
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Speaking to the methodology for construction, and after completion, providing the Services: In our fast pace technological age, keeping on the edge of innovation is the key to survival. The foundation for an effectively run operation is to follow as I mentioned in the past, Lean and Six Sigma principles. See www.lean.org The principles of Lean: 1 Identify Value 2. Map the Value Stream 3. Create Flow 4. Establish Pull 5. Seek Perfection Two companies embracing this approach are Toyota in Richmond and Canada Post new processing plant in Richmond (under construction). This is the future in providing effective and efficient services. This is also so crucial that when construction commences, we dont end up with a round peg in a square hole. Bottlenecks are created when we dont allow the process to FLOW. Everything must be in synchronization with the Pace Maker, the critical part of the process that allows the process to flow. In Summary the above is only my picture shot in the total story. I have not addressed the Functional, Operating parameters and only touched on the Physical and Financial parameters. A Master Program for the Hospital will require countless expert resources to make it happen. Dont forget the staff currently engaged at the hospital, as they are at the ground level experiencing the needs of patients. They are the ones that offer suggestions for improvement. Listen to their input and Learn to see. I hope that what I have presented today creates some food for thought. I am intrigued by the opportunity of a new Burnaby Hospital. In continuing forums, I would like to again add some more new ideas to the pot. Finally for most of us looking from the outside to the inner workings of a hospital, do not totally understand the processes in a hospital, so I would suggest some type of pamphlet with a road map of BGH would be informative. Tours would be good. Nick Kvenich
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Submission #5: From Burnaby Hospice Society (Bonnie Stableford) August 2012
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Submission #6: From Gavin C. E. Stuart, Dean, Faculty of Medicine, UBC August 31, 2012
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Submission #7: From Burnaby Hospital RNs September 8, 2012
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Submission #8: Power Point Presentation by Dr. Katherine Hsu September 8, 2012
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Submission 9: From Carol Warnat September 15, 2012
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Submission 10: Mel Shelley September 16, 2012

From: Mel Shelley Date: Sun, Sep 16, 2012 at 11:19 AM Subject: Burnaby Hospital Community Consultation Committee To: Pamela Gardner
Dear Pam: I am writing this to you as a co-chair of the Committee. After I attended the meeting at the Italian Cultural Centre on September 6, I thought I would share some thoughts with you and put them on the record for the Committee. Firstly, I will tell you about our family experience at the Hospital. Secondly, then I will comment on the planning process for the Hospital. As I have mentioned to you in the past, our family's connection with the hospital goes back to 1971, when our youngest son was brought into this world by Dr. Bill Stevens. As a matter of fact, when I was notified of our youngest son's arrival, I rushed to the Hospital, only to find Mary Ann on a gurney in the hallway, as there was no bed available for her in the ward! All of our family, one time or another, and on more than one occasion, have had to visit Emergency. Over the years, the wait time has increased considerably, and Mary Ann and I have both had to wait on a gurney in an area before we could be admitted into Emergency. The last time that Mary Ann was admitted to Emergency from Fair Haven United Church Homes in Burnaby, she was in the overload area for an hour and a half until there was space available in Emergency. Fortunately the occasion turned out not to be urgent. But after being released, we waited for close to two hours to get transport back to Fair Haven. One very sad experience for us occurred in January 2004. Mary Ann was in the Hospital for a total right knee replacement. After about 3 days, she got C Difficile. She needed over a week with medication before she could be discharged! All of this really impacted on her recovery from the operation. For myself, several years ago I was diagnosed as having GERD and COPD. My Internist began to treat me and then he started me on a Procedure called American Dilatation in November 1999. I now require this procedure every 6 months. When I started it some thirteen years ago, it was easy to schedule at 6 to 8 month intervals. Then, I began to have to wait over 6 months to get a booking. Now, I book 2 years in advance to ensure that I can have this Procedure on a six-month basis. This type of delay for Endoscopies was noted by one of the Doctors who made a presentation at the September 6 Public Meeting. Based on my personal experience, I support what he said. I could go on, but you get my point. Now I will comment on the planning process underway, and offer a suggestion. After listening to the comments at the Public Meeting, and giving the situation some considerable thought, I feel that there may well be some things that could be done in the interim that could improve the situation at Burnaby Hospital, until a new Hospital is built. On any major construction project on an existing facility, there is a need for a transitional plan to switch over to a new or renewed facility. In Burnaby's case, I feel the situation appears to be that we are so far behind, and after considering a matter of say 5 years before a new facility would be in place, serious consideration needs to be given to developing an operational transition plan, which should be a distinct and separate part of the 87
overall planning presently underway. It should be much more than a typical "move in" plan. If this is not done, where will we be in 5 years from now? I ask the question, if the situation is what is described at the Hospital, is that because authorities have concluded that nothing can be done to "catch up"? Does the service delivery need to be temporarily reassigned within the District for say a multi-year period? Is there something that can reasonably be done by expending some funds that can be deemed as the "cost of catching up", and not part of a capital cost for the final project? There seems to be some ideas out there which might be possible to implement during planning for such an eventual major reconstruction. This may be a completely separate to, although closely related and integrated with, the study currently underway for the new facility. The purpose of the study to which I refer would be to answer the question "what can/should be done immediately to relieve the overall situation?" My professional experience has taught me that good planning takes time, and I am not confident we have the time to wait for a totally new concept and a modern facility. Money may have to be knowingly spent that will not be a part of the new facility. No matter how we got here, we are here. Pointing fingers distracts our focus on our common goals. All effort needs to be brought to bear to ameliorate the situation now, without jeopardizing the future. Thank you for allowing me to express my thoughts and concerns. I am supportive of your efforts. I hope my comments will be helpful in your work. You may share this letter with whomever you wish, especially the other members of your Committee. I look forward to reading the Committee's final report. If I can be of any assistance, please let me know.
Mel Shelley Burnaby, B.C.
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Submission 11: From Lisa Hegler, RN September 26, 2012
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Submission 12: From Dr. Jeanne Ganry, Hospitalist at Burnaby Hospital (undated)
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Submission 13: From Jean-Claude Ndungutse (undated)

Since the early 2000s, a large number of refugees and immigrants have been settling in Burnaby in ever greater numbers. A number of them are Government Assisted Refugees (GARs) who in particular have unique service needs and significant barriers to successful settlement. GARs have settled in high concentrations in the Edmonds and Richmond Park area of Burnaby but are also present in other areas of the city. Among the significant barriers this segment of the population has is access to health and health literacy. GARs have greater health needs than other immigrants due to their pre-migration and Canadian resettlement experiences. A number of factors: Pre-migrations factors: Most government-assisted refugees come from war-torn African or Asian countries. They often arrive from refugee camps in low-income countries where they likely did not have adequate access to healthcare. The voyage: Refugees face greater difficulty during the migration, having been prone to increased risks of war, torture, forced migration, famine and/or exposure to infectious diseases; all of which could aggravate latent health problems Post-Migration factors: Refugees often face more rejection than anyone else and tend to withdraw and fall through the cracks. They typically dont voice or articulate their needs due to fears generated by pre-migration experiences. This allows personal or medical issues to go undiagnosed and untreated. Stresses of adaptation, family separation and possible re-exposure from visits/travels can also contribute to increased health risks Refugees face difficulty accessing and navigating the healthcare system due mainly to lack of English proficiency, unfamiliarity with the health system, low levels of education and poverty. With the project to expand services at Burnaby Hospital, my submission is that both in terms of infrastructure and personnel development, a thought be put into establishing specialized ( customized and contextualized) health literacy classes, health programs and support groups for refugees and new immigrants. These interventions would be of significant benefit in the long run - to Burnaby and the healthcare system as whole both in terms of improved public health and efficiency in the use of public funds.
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Submission 14: From Pamela Cawley, Dean Health Sciences, Douglas College (undated)
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Submission 15: From Dr. Edgardo Gonzalez (undated)
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Submission 16: From Burnaby Hospital Orthopedic Surgery (undated)
Burnaby Hospital Orthopedic Surgery

6 Orthopedic Surgeons (Dr.s Belle, Pate, Tarazi, Kokan, Kostamo, and Goel, Dr. Serink retiring this fall). Also have locum help with emergency call coverage (Dr. Popovic) We provide 365 day a year, 24 hour a day emergency coverage for urgent fractures, infections, and other operative care. We are the 2nd busiest non-trauma hospital for emergency orthopedics (2nd to SMH only) in FHA. We also do the most total joint replacements of any FHA hospital (over 400 ayear) On any given day in the hospital we will have 1-2 elective operating rooms running for Orthopedics, a full cast clinic (fracture and emergency follow-up), a full orthopedic ward for post-operative patients, and a surgeon on call doing reductions in the ER, consults, and emergency operative care. We offer a full-spectrum of elective orthopedic care covering general and complex sub-specialty care (foot and ankle, complex hip and knee, and upper extremity with fellowship-trained surgeons). NEEDS: Non-physical plant Hospitalist coverage for the elderly patients especially. Orthopaedic Hospitalists who assist, cover ward, ER even Trauma time regularly- at least twice weekly to reach benchmarks of treating hip fractures operatively in less than 48 hours Physical Plant: Operating rooms designed specifically for Orthopedics (i.e room set up for trauma, room set up for total joint replacements, room set up for arthroscopy), Ward- improved physical space (private rooms etc..) and more beds as patient demand continues to increase. Protected surgical beds Larger Cast clinic space Availability to do minor procedures in ambulatory care- ie- reductions, hardware removal, etc.. (2nd mini-C arm x-ray for ER and cast clinic)
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Submission 17: From Dr. Carrie Wong
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Dr. Carrie Wong Presentation Text: So you have heard of what we need in our unit; what you havent heard is what we have. And it is something that cant be bought or funded or replaced. We have a complement of dedicated, passionate, and inspirational staff. I have worked on many labour and delivery units, and the staff at Burnaby, have been undoubtedly, the best I have worked with. Our nurses and physicians do shifts at other hospitals they know that we look like, well, not the Hilton, when compared to other hospitals. But they are hard working staff and deserve a facility that allows for them to be the best they can be. They need to feel the comfort in that they have the gold standard of care equipment and a workplace they can feel proud of. Each member of the maternity care team is involved in MoreOB. This includes midwives, nurses, physicians, both specialists and general practitioners. This is a multi-nation wide program dedicated to reducing obstetrical risk. It assists in removing the hierarchy to allow each member to have the appropriate education and empowerment to provide care in this important moment in our patients lives. It has been shown to decrease admissions into NICU, decrease adverse events in labour and delivery, and retain skilled health care professionals.
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We maintain a lower incidence of caesarean section compared to the BC average. We have the privilege of taking care of women in a critical and poignant part of their lives. We have the obligation to make their birth experience safe, memorable, and successful. Women make up half the population and deliver the other half. We, the staff at Burnaby Maternity, are committed to making this experience even better, and we hope to that you will assist us in this mission.
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Appendix B: Fraser Health Surgical Wait Times by Hospital & Procedure

The following table is from the body of the report (see page 15). The table compares wait times for surgical procedures at Fraser Health Authority facilities. The table is repeated here along with individual wait time graphs for each surgical procedure (also see Graph 1 on page 16 in the body of the report).
FRASER HEALTH SURGICAL WAIT TIMES BY HOSPITAL

(July 1, 2012 to September 30, 2012)
Burnaby Royal Hospital Columbian Uterine Surgery 34.8 12.1 Cataract Surgery 40.6 -Hernia Surgery 36.8 24.7 Gallbladder Surgery 30.6 17.7 Breast Reduction 53.4 -Hand & Wrist Surgery 48.6 3.8 Rectal Surgery 32 24.1 Biopsy in OR 19.1 3.5 Breast Biopsy 20.3 3.7 Procedure
Surrey Memorial 20.3 28.1 50.2 29.1 36.6 9.7 20.5 4.4 4.2
Peace Arch 10.9 34.2 19.4 25.9 0.9 27.5 -2.3 3.3
Eagle Ridge 12.7 -18.2 17.9 32.2 19 10.8 4.5 2.4
Ridge Meadows 5.8 32.5 19.4 24 -13.9 3.9 2 2.1
Table 2 Fraser Health Surgical wait times in weeks by Hospital Burnaby Hospital has the longest surgical wait times in the FHA.
Uterine Surgery Wait Time (weeks)

35 30 25 20 15 10 5 0
Uterine Surgery Wait Time (weeks)
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Cataract Surgery Wait Time (weeks)

45 40 35 30 25 20 15 10 5 0
Cataract Surgery Wait Time (weeks)
Hernia Surgery Wait Time (weeks)

60 50 40 30 20 10 0
Hernia Surgery Wait Time (weeks)
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Gallbladder Wait Time (weeks)

35 30 25 20 15 10 5 0
Gallbladder Wait Time (weeks)
Breast Reduction Wait Time (weeks)

60 50 40 30 20 10 0
Breast Reduction Wait Time (weeks)
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Hand & Wrist Surgery Wait Time (weeks)

50 40 30 20 10 0
Hand & Wrist Surgery Wait Time (weeks)
Rectal Surgery Wait Time (weeks)

35 30 25 20 15 10 5 0
Rectal Surgery Wait Time (weeks)
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Biopsy in OR Wait Time (weeks)

20 18 16 14 12 10 8 6 4 2 0
Biopsy in OR Wait Time (weeks)
Breast Biopsy Wait Time (weeks)

25 20 15 10 5 0 Breast Biopsy Wait Time (weeks)
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Appendix C MyBbyHospital Social Media Outreach

The Burnaby Hospital Community Consultation Committee identified the need to reach out to the public using social media. As there was no budget for the committees work (or for social media), the Committee received logistical support with social media from volunteers who came forward, expressed an interest in helping, and who wanted to help improve Burnaby Hospital. These volunteers donated their personal time and were not part of the committee. Branding of the Burnaby Hospital Community Consultation Committee was achieved by using a consistent theme in all communications: i.e., mybbyhospital. A stylized "Hospital" logo was created by one of the committees social media volunteers and a poster based on this logo was sent to many stakeholders for posting in public places. The logo branding was also used by committee members and volunteers as part of their e-mail signatures to help spread the word about the consultation process and encourage submissions and presentations. An integrated social media management approach was used to reach out to the public, media, unions, politicians, associations and citizen groups in Burnaby, Vancouver, and New Westminster to encourage the public and stakeholder groups to get involved, to participate, submit ideas, and present at public meetings and forums. All social media communications stressed that individual opinions are important and that everyone was welcome to present at public meetings. The committees social media resources included a Hotmail account ([email protected]), a Facebook page (www.facebook.com/mybbyhospital), a Twitter account (@mybbyhospital) and a WordPress blog site (http://mybbyhospital.wordpress.com/), all of which are free. No taxpayer dollars were used or required. The committees Social media volunteers devoted countless hours during the consultation process to keep the committees social media content current and safe and to ensure that all stakeholders were invited to participate in the eight public forums and meetings. Direct messages to followers of @mybbyhospital on Twitter were also used to reach out to stakeholders. All online media reports and stories about the committee and its work were linked to the committees social media sites regardless of stance positive or negative. Likewise, any comments posted on the mybbyhospital Facebook site by members of the public were unedited, except in one noteworthy case where a Burnaby Hospital staff member was publicly
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named. The comment was quickly deleted to respect the staff members privacy and the contributor was encouraged to re-submit their comment without naming any staff persons. Overall, the approach of the social media outreach effort as was the approach of the committee itself was to empower individuals and encourage them to share their opinions and ideas on the future of Burnaby Hospital.
Social Media Summary Stats: Facebook: www.facebook.com/mybbyhospital

163 Likes Media reports, regardless of stance (negative or positive), were posted on Facebook with a link to the story. Reach and frequency of visits to Facebook positively correlated with print media stories in the Burnaby Now and Burnaby NewsLeader Slightly more women than men visited the Facebook page (53.5% versus 43.7%) for overall visits The predominant age range for Facebook visits -- for women and men alike was between 35-44 years of age. During the period from July 19, 2012 to October 1, 2012, there were 7,741 persons who saw some content on the mybbyhospital Facebook site Average 28 Days Total Impressions.
Twitter: @mybbyhospital 536 tweets were sent reminding the public of upcoming meetings and public forums, encouraging everyone to participate, and linking to positive and negative media reports about the committees work. The @mybbyhospital accumulated 136 followers including local media and a number of associations and healthcare unions. Awareness of opportunities to participate and provide input was therefore widespread.
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Appendix D MyBbyHospital T-shirts

In addition to the committees efforts to promote the public consultation process on Facebook and Twitter, the committee also produced T-shirts bearing the popular logo that was created by a volunteer to help promote the committees work. The committee members all recognized that every community consultation process requires some level of marketing to help get the message out and that this public consultation process was no different. The cost of producing these eye-catching MyBbyHospital T-shirts was covered by a sponsor who believed strongly in the importance of the committees work. The promotional T-shirts were prominently displayed at all of the committees larger public forums and were also featured in the Burnaby Now newspaper. Members of the public were able to purchase these t-shirts at all public forums and online through the committees various social media contact points. The committee was fortunate to have three businesses in the community volunteer to serve as distribution points and facilitate the sale of t-shirts: The Burnaby NewsLeader newspaper, The Beedie Group of companies, and Milani Plumbing. In total, 110 T-Shirts were printed and made available to the public: 70 adult sized at $15.00 each and 40 children sized at $10.00 each. To date, 80 T-shirts have been sold (or presented to volunteers as gifts).
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Appendix E: List of Invitations sent to Key Community Leaders

Note: The list below is just a sample of those who were invited to engage with the committee.
Hospital Auxiliary Cheryl Boseley, President & CEO of Burnaby Hospital Foundation Burnaby Hospital Medical Staff Burnaby Lougheed Lions Club Burnaby Edmonds Lions Club Burnaby Horizons New Century Lions Club East Vancouver Home Health Mayor Derek Corrigan Kathy Corrigan, MLA Raj Chouhan, MLA Hannah Diamond, Burnaby Gogos John Warner Dr. Gavin Stuart, Dean of the UBC Faculty of Medicine Pamela Cawley, Dean of Nursing at Douglas College Paul Holden, President & CEO of the Burnaby Board of Trade Dr. Nigel Murray FHA Mayor Gregor Robertson Emergency Social Services Burnaby Emergency Program Office Planning Department, City of Burnaby Licensing Department, City of Burnaby Bylaw Department, City of Burnaby G. Bruce Friesen, BA (SFU), MBA Antonia Beck, Executive Director of South Burnaby Neighbourhood House Linda Kingston of Progressive Housing Brad Foster Adrian Dix, MLA Burnaby Multicultural Society The Mulberry Retirement Residence Pacific Arbour retirement communities
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Dr. Les Vertesi Jeff Clark, Vice President of Burnaby Fire Department Union Ms. Cecilia Chueh, CEO of Taiwanese Canadian Cultural Society Chinese Leading Pastor: Stephen Ho & English Pastor: Albert Baerg of Evangelical Chinese Bible church Ms. Angela Kan, Centre Director of Chinese Christian Mission of Canada Mr. Gary Ho, CEO of Tzu Chi Foundation Canada Mr. Clark Lai of Union Mandarin School Paul Ng (Burnaby Branch) of Fo Guang Shan of Dharma durm Mountain Vancouver CEA China Education Association (Canada) Cheung's Association of Vancouver (B.C.) Society Jiangsu Benevolent Association of Canada Peter Wood, President of Traditional Chinese Medicine Association of British Columbia Cary Chien () of Western Canada Chinese School Association Ling Chu, Manager of S.U.C.C.E.S.S. Burnaby Settlement Service Home Health Kash Heed, MLA BCIT Nursing Plus many more not listed above...
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Appendix F: April 2012 Letter to the Editor from the Committee

Letter to the Editor: The Burnaby Hospital Community Consultation Committee
When medical school students become doctors, they take the Hippocratic Oath. Contained within the oath is a principle every doctor holds sacred: treat the sick to the best of ones ability. As a physician, my primary concern is patient care. But how do we meet the future health care needs of our citizens? Its a question on everyones mind, particularly with soaring health care costs and an ageing population requiring more and more care.
The Burnaby Hospital is home to the second busiest emergency department in the province. But the facility was built nearly five decades ago, and as our community continues to grow, our ability to deliver services will be tested. Thats why Im happy to be a part of The Burnaby Hospital Community Consultation Committee.
The committees job will be to assess Burnabys current and future health needs, and find ways to serve the community more efficiently and more effectively. We will work with doctors, healthcare providers, unions, employers and community associations to gather information on how we can improve healthcare outcomes. We will hear from a variety of groups on many topics, including the possible rebuilding of Burnaby Hospital.
We have a very capable team, and Im confident our final report will lay the groundwork for a successful, healthy future for Burnaby Hospital and the residents it serves.
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Appendix G: May 9th Letter to Burnaby Hospital Staff from Dr. Jones
Dear Colleagues In case you havent heard, the Ministry of Health has established a 12 member Burnaby Hospital Community Consultation Committee (BHCCC). Drs Ross Horton, David Yap, and myself (as committee spokesperson) have been appointed to the committee from the Burnaby Hospital Medical Staff. Pam Gardner, who many of you know, is a member and the citizen chair. The BHCCCs task is to consult with the 400,000 citizens of BC that BH serves as to what they see are their healthcare needs that Burnaby Hospital needs to provide. We have also been asked to consult with you, the Medical Staff, and the entire staff of the hospital as to what we all, who work here, need in the way of facilities to address the needs that the community identifies. We will be having meetings where the committee will receive submissions (Verbal and written or just written) from the community and the hospital staff. We encourage you now to e-mail us at [email protected] to express that you would like to make a verbal presentation (and leave a written synopsis of what you want to say). If you should choose not to give a verbal submission, where committee members will be more engaged and can ask questions, you may send a written submission to the same address at anytime. We encourage any submissions with over three pages to have a short executive summary as we are anticipating getting many submissions. Thank you! I would encourage all departments, programs etc at BH to present their views to the Committee which ever way you choose. You will be able to follow us and submit your comments at [email protected], Twitter@mybbyhosptial, and Facebook: www.facebook.com/mybbyhospital. For those of you on Facebook, please go on and like us. Our committee will work with the Ministry of Health and closely with the FHA. Our report target is the end of September 2012 and will be submitted to the FHA, the Ministry of Health and Minister Mike de Jong. We have our work cut out for us! We need your help!! Thank you,
Dr. David Jones
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Appendix H: Stakeholder Invitation Letter
Burnaby Hospital Community Consultation Invitation

Dear Burnaby Hospital Community Stakeholder As you are probably aware, on April 27th, Minister of Health Michael de Jong, along with MLAs Harry Bloy and Richard Lee, announced that Burnaby Hospital was launching the hospitals new Site Master Plan process. (A Fraser Health Authority Initiative supported by the Burnaby Hospital Foundation) Along with the Master Plan announcement, Minister de Jong also announced that MLAs Bloy and Lee had appointed a committee to reach out to the various communities in the hospitals serving area seeking their input into the future of Burnaby Hospital. This committee is called the Burnaby Hospital Community Consultation Committee. As citizen chair and Spokesperson of this committee, Dr. Jones and I are now reaching out to you, one of our valued community stakeholders, and encouraging you to get involved. This process can only succeed if all of us in the Burnaby Hospital community (Hospital employees, unions, community groups and those who govern us at every level, all over a vast geographic area that includes most of Burnaby and East Vancouver) participate and submit our vision for the future of Burnaby Hospital. Along with this letter you will find a template which is meant to be a guide or a helpful assistance tool for your presentation to the committee. You can make a written submission by e-mail or you can choose to present your written submission verbally as a 15 minute delegation (followed by Q&A) at one of our committee meetings. Written submissions are due on or before September 7, 2012 and verbal presentations will be scheduled accordingly. We would ask that all submissions over three pages in length include a short executive summary. Please send your submission and, if you so wish, your request to be a delegation to [email protected] and we will follow up with you by e-mail. Please follow us on Mybbyhospital Facebook and Twitter as per below. We look forward to hearing from you.
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Sincerely, Pamela Gardner, Citizen Chair David Jones, Spokesperson Burnaby Hospital Community Consultation Committee Email: [email protected] Facebook: www.facebook.com/mybbyhospital Twitter: www.twitter.com/mybbyhospital
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Appendix I: Guidelines for Submission to the Committee

Guidelines for submissions

The committee wishes to hear from the community on ways in which Burnaby Hospital can better serve the community in which it is sited. However, the committee is also facing a timeline which means that information needs to come to it in a format that is easily organized and summarized so that all the volunteer committee members can absorb and react to it. Therefore the committee is asking that submissions be limited to three typed pages and follow the format outlined below: 1. Brief outline of the submitting organization or individuals history and experience in or with the hospital or healthcare. 2. Brief outline of previous submissions to similar committees if any. 3. Brief statement of the specific problem area(s) to be addressed in the submission 4. Specific recommendations that address those problems The committee may invite some individuals or organizations to submit in person. In that case, presenters should be prepared to present their submission in fifteen minutes. The committee suggests a timeline of ten minutes to present and five minutes to allow members to ask questions.
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Appendix J: Invitation to the July 3rd Open Forum with Minister de Jong
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Appendix K: Invitation to the Committees September 6th Open Forum
Burnaby Hospital Forum

Join the conversationor just listen in! Bring your ideas, thoughts and vision for Burnaby Hospital
Thanks to our special guests;
DR. MARGARET MACDIARMID, MINISTER OF LABOUR, CITIZENS SERVICES AND OPEN GOVERNMENT
And, Dr. Nigel Murray, CEO of Fraser Health Authority
Thursday, September 6th 7:00 PM 8:30 PM ITALIAN CULTURAL CENTRE

Trattoria Hall
3075 SLOCAN STREET, VANCOUVER, BC

At Grandview Hwy - Three blocks from Renfrew SkyTrain Station on the Millennium Line
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Appendix L: Summary of Chinese Language Public Forum Translated

Burnaby Hospital Public Forum Summary from Open Questioning Period The following include questions, concerns, and suggestions regarding the development of the new Burnaby hospital, raised by attendees of the forum: Questions and Answers:
Q1: What is your opinion on moving to a new location? A1: A drawback is the area surrounding the new hospital location is busier. Also, more spending to relocate because building a new hospital rather than expanding or upgrading current facilities. However, building a completely new hospital is advantageous as it is not constrained by existing structures and building plans. Q2: 3 questions were raised: 1. When can we expect to see an increase in medical staffing? 2. How can families of patients collaborate with medical staff to improve services? 3. What can be done to improve transitioning patients out of the hospital back to their homes and communities? A2: Be persistent in voicing out needs for more resources. New hospital should have a Transitional Unit and Outpatient Daycare Unit to help patients transition from hospital to home. Q3: Resources must be secured otherwise these suggestions are not likely to be implemented without adequate funding. Funding and resources are a major issue. What are some things Burnaby residents can do to secure more resources to improve services in the hospital? A3: Lack of resources is a continuous problem. Must actively voice this concern to make needs be heard. Suggestions and Concerns:
Representative from Traditional Chinese Medicine Association of British Columbia The current hospital is lacking Traditional Chinese Medicine treatment and specialists.
Representative from Greater Vancouver Taiwanese Canadian Association

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Prefers current location but suggests that combining conventional Western Medicine and Chinese Traditional Medicine would improve patient care at the current hospital. It is also suggested that because of a high number of Chinese immigrants in Burnaby, Burnaby Hospital should recruit volunteers for language services to assist communication with medical professionals.
Representative from Taiwanese Association Observed that there are many empty parking areas on the property. Should consider using such space more effectively. Concerned that the new location is noisy and polluted due to heavy traffic. Chemicals from gas station nearby may harm health of hospital patients.
Representative from Tzu Chi Foundation Canada Burnaby being a highly multicultural area should establish a Chinese Medicine wing within the new hospital to serve more of its residents.
Representative from Fo Guang Shan Association: Reconsider current regulation of requiring doctors or nurses approval in order for religious leaders to perform private ceremonies (aimed at improving mental well being of the patient). Long waiting time for emergency room and services.
Representative from Traditional Chinese Medicine Association BC -Board of Acupuncture Suggested that integrative medicine can enhance patient quality care while lowering budget costs for treating patients. Patients would be able to access other treatments while waiting for specialists treatments with long waitlists.
Representative from Chinese Medicine Association Traditional Chinese Medicine can offer relief and lower costs. Burnaby can be a leader in combining Chinese and Western medicine in offering more effective and advanced treatments. Federal government and WHO recognizes that Chinese Medicine is an effective treatment method. Canada and Vancouver is multicultural and many new immigrants and it is hoped that the new Burnaby hospital reflects this diversity.
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Appendix M: Public Forum Summary Cantonese Speaking Group

Burnaby Hospital Public Forum Summary from Cantonese Speaking Group Cantonese speaking residents of Burnaby have made the following suggestions towards the development of the new Burnaby Hospital: Services and Future Development: Would like to see services be more comprehensive and to include Traditional Chinese Medicine and Acupuncture therapy. Burnaby Hospital is lacking a Cataracts surgery unit. A Cataracts designated surgery unit would shorten surgery room waitlists. Not enough translation services available. Burnaby has a multicultural demographic and translation services at the new hospital should accommodate such diversity. The new hospital should include an interfaith chapel where patients can retreat to regardless of their religion.
Equipment: Emergency service equipment and general facilities are outdated; needs to be upgraded. Improve the ventilation system if remain in the current location. As lack of funding is a major obstacle, suggest that Burnaby Hospital Foundation should increase fundraising efforts.
Location: Support moving to a new location and building a new hospital.
Other suggestions: Would like to invite Fraser Health Authority to speak to the community, perhaps through a future public forum, about how funds are being allocated to the various hospitals in the region.
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Appendix N: Public Forum Summary Mandarin Speaking Group

Burnaby Hospital Forum Summary from Mandarin Speaking Group Mandarin speaking group has presented the following major suggestions towards the development of new Burnaby Hospital. This group is from Taiwanese Association, Tzu Chi Foundation Canada, Greater Vancouver Taiwanese Canadian, Traditional Chinese Medicine Association of British Columbia. The followings are the five areas that the group has presented: 1. Location/Environment/Hygiene/Transportation/Parking a. The group suggested to keep the current location of Burnaby Hospital because that a) The new location (Canada Way and Willingdon Ave.) has a lot of traffic and is very noisy b) There is a gas station near the new location which also creates a lot of noise c) It is not very easy to commune to the new location While keeping current location, the group suggested the addition of some other specialty departments in new location, such as Transition Unit, Chinese medical centre, etc. (please see more details under section Facilities) b. The parking lot can be moved to underground so that the current parking lot can be used to build extensions of the hospital. c. If using new location, it is suggested that the gas station to be moved. 2. Future Development a. The group suggests that Burnaby Hospital Authority to have a general direction of hospital development which means that we should decide whether the future Burnaby hospital will be developed towards becoming a community hospital or research hospital. b. To fully utilize SFUs strength in Biomedical Physiology and Kinesiology and BCITs strength in Nursing to develop a Rehab Centre. c. There are great needs raised from the group to establish Chinese Medicine Department. This is because: a) Chinese medicine and acupuncture will not only help treat clients but also has a lower cost. It is both cheap and effective and the group claims that it will reduce governments expense in medical system; b) Federal government and WHO both recognized the effectiveness of Chinese medicine. And in worldwide, Chinese medicine has become a growing trend.
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c) It is important that as a multicultural society, Vancouver include Chinese medicine and acupuncture in its hospital system. d. Regarding establishment of Chinese Medicine and Acupuncture Department, the group suggests to firstly establish an Acupuncture Unit and later on thinking of creating a Chinese Medicine Unit. This is because that Federal government regulates the practicing of Chinese medicine whereas practicing of acupuncture is regulated at the provincial level. 3. Other Suggestions a. The group suggests that committee leaders in Mandarin speaking group be invited to attend consultation meeting in order to participate in decision making process. b. All group members agree that todays forum has presented unified suggestions that will be submitted to three-level governments (municipal, provincial and federal) to request for budgets in order to realize these suggestions. Therefore, it is very important that once the proposal is made, it should be send back to the committee leaders at the forum for feedback.
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Appendix O: Public Forum Summary - Chinese Community Organizations

Burnaby Hospital Public Forum Suggestions from Different Chinese Community Organizations Traditional Chinese Medicine Association of British Columbia 1. Suggested to include Traditional Chinese medicine service in the Burnaby hospital. As acupuncture is recognized in MSP service, so as many other provinces and WCB. Therefore, Burnaby hospital should set up a Traditional Chinese Medicine department. Taiwanese Canadian Cultural Society 1. Burnaby hospital should have a long-term plan for its development. The new location is good but if Burnaby hospital cant find a bigger place, suggested Burnaby hospital expands in their current location. 2. Request to improve the communication between Chinese patients, doctors and hospital staffs. Increase the budget for translation service or have more volunteers to help with the translation. 3. Agree to have the Traditional Chinese and western medicine services in the Burnaby hospital. Greater Vancouver Taiwanese Canadian Association 1. Suggested to use the big empty lot behind the current Burnaby hospital to build more facilities. 2. The traffic in the new location is not heavy but there are gas stations close by which might not be good for patients health. Tzu Chi Foundation Canada 1. Suggested to allow Traditional Chinese medicine doctor go into to the hospital to service patients, as well as Tzu Chi volunteers. The Canadian Society of Chinese Medicine and Acupuncture 1. Suggested to include Chinese medicine and acupuncture service in the hospital, especially for the patients who have been waiting surgery for a long time. 2. Hope Burnaby hospital can be a pioneer in BC and have the western and Chinese medicine work together in the hospital to service patients better. 3. Group Discussion Service: 1. Improve the communication: Burnaby has a multicultural population and many patients have language barrier. To avoid the mistreatment or misdiagnose, hospital can provide translation service. Following are the suggested ways to offer translation services: 138
2. 3. 4. 5. 6.
a. Provide volunteers who can speak different languages to help the communication between the patients and hospital staffs. b. Provide training to the volunteers. c. Provide more IMG training spaces for doctors. d. Help foreign trained medical professional with language training. e. If the foreign trained doctor cant be a doctor in Canada, they can help with translation. Increase medical staffs to serve increasing aging population Request to have more budgets to provide better translation service or to train volunteers. The current waiting time for a surgery is really long. Hope Burnaby hospital can improve it with the new hospital. Provide mentoring service for foreign trained professional to help and guide them become BC recognized medical professionals. Offer multicultural service and meals.
Equipment and Facilities: 1. At new location, set up the rehab centre or department with hospital bed 2. Provide transition house for people who were dismissed from the hospital but still need care that they cant have at home. 3. Set up cancer centre 4. Provide hospice wards 5. Offer different religion facilities or care. Location: 1. Suggested to turn the parking lot behind the current Burnaby hospital into a new building and move the parking lot underground. 2. The traffic in the new location is not heavy but there are gas stations close by which might not be good for patients health. 3. Suggested to keep the current location because it is in the centre of Burnaby, and build up different facilities and services in north and south Burnaby. Future plan: 1. Burnaby hospital needs to identify their position and objective for its future, before setting up the budget and develop the plan. It can be research centre or just a community hospital. 2. Hope to have the higher ministry staffs to attend the Chinese forum and listening to our voice. 3. Suggested to form a Chinese committee and invite Chinese community leaders involved to speak out for the Chinese community needs.
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Burnaby Hospital Community Consultation Committee

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Acknowledgements from Committee Chair, MLA Harry Bloy

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

MLA Harry Bloy, Chair, Burnaby Hospital Community Consultation Committee

Burnaby Hospital circa 1962 Courtesy Burnaby Archives

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Acknowledgements from Citizen Chair, Pamela Gardner

Pamela Gardner, Citizen Chair, Burnaby Hospital Community Consultation Committee

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Acknowledgements from Committee Spokesperson, Dr. David Jones

Dr. David Jones, BHCCC Spokesperson

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Committee Mandate and Terms of Reference

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Assessment of healthcare needs

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Comparison of Fraser Health Authority (FHA) Operating Rooms

Table 1 Comparison of Fraser Health Authority Operating Rooms

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

FRASER HEALTH SURGICAL WAIT TIMES IN WEEKS BY HOSPITAL

Royal Columbian 12.1 -24.7 17.7 -3.8 24.1 3.5 3.7

Eagle Ridge 12.7 -18.2 17.9 32.2 19 10.8 4.5 2.4

Ridge Meadows 5.8 32.5 19.4 24 -13.9 3.9 2 2.1

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Surrey Memorial Eagle Ridge Hospital

Royal Columbian Peace Arch Ridge Meadows

Graph 1 Fraser Health Surgical wait times in weeks by Hospital*

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Cataract surgery funding across the FHA

Table 3 Cataract Surgery funding across the Fraser Health Authority*

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Population per Available Hour of Endoscopy

Table 4 Population served per available hour of Endoscopy*

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Population Served per Each Available Hour of Endoscopy

Population per Available Hour of Endoscopy

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Outpatient Urology Cystoscopes

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Improving Healthcare Outcomes

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Comparison of Fraser Health Authority Hospitals near Burnaby Hospital

Royal Columbian 64,000 -approx. 50 3 Yes Yes No Yes Yes No Yes

Eagle Ridge 40,000 -approx. 40 -Yes Yes No Yes Yes No Yes

Table 6 Comparison of Fraser Health Authority hospitals near Burnaby Hospital*

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Needs for Burnaby Hospital Going Forward

Burnaby Hospital Community Consultation Committee Citizen Report November 2012

Burnaby Hospital Community Consultation Committee Citizen Report November 2012