Notice to Minister - Regional Health and Business Plan 2021-2024
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Regional Health and Business Plan 2021-2024
Notice to the Minister of Health
Submitted to the Minister of Health June 23, 2021 for approval
0 Notice to Minister
Regional Health and Business Plan 2021-2024
TABLE OF CONTENTS
I. MESSAGE FROM THE PRESIDENT AND CHIEF EXECUTIVE OFFICER......................................... 2
II. DESCRIPTION OF THE NETWORK........................................................................................................ 3
III. GRAPHIC REPRESENTATION OF THE NETWORK........................................................................ 4
IV. BACKGROUND ..................................................................................................................................... 5
V. BASIC PRINCIPLES OF SERVICE DELIVERY ...................................................................................... 6
1. ACCOUNTABILITY AGREEMENT .................................................................................................................................6
2. HEALTH SYSTEM STRATEGY MAP ..............................................................................................................................6
3. VITALITÉ HEALTH NETWORK’S STRATEGY MAP ............................................................................................................6
VI. PRIORITIES FOR 2021-2024............................................................................................................... 9
1. STRATEGIC PLAN ...................................................................................................................................................9
2. FOCUSED QUALITY IMPROVEMENT PROJECTS .............................................................................................................12
3. THE NETWORK’S UNIVERSITY MISSION AND LEARNING APPROACH .................................................................................12
4. COMMERCIAL AGREEMENTS...................................................................................................................................13
5. THE NETWORK’S FINANCIAL RESULT........................................................................................................................13
6. BUILDING AND EQUIPMENT PROJECTS .....................................................................................................................14
APPENDIX A: POINTS OF SERVICE (2021-2022) ..................................................................................... 16
APPENDIX B-1: ACTIVITY VOLUME (2020-2021)...................................................................................... 17
APPENDIX B-2: NUMBER OF BEDS ............................................................................................................. 18
APPENDIX C: HUMAN RESOURCES PROFILE.......................................................................................... 19
APPENDIX D: STRATEGIC SCORECARD ................................................................................................... 20
APPENDIX E: BALANCED SCORECARD .................................................................................................... 22
APPENDIX F: REVISED SUMMARY TABLE ................................................................................................ 23
APPENDIX G: LIST OF STRATEGIC INITIATIVES AND ASSOCIATED BUDGETS (2021-2024) ....... 24
APPENDIX H: TECHNOLOGY ........................................................................................................................ 25
APPENDIX I-1: OPERATIONAL BUDGET FOR 2021-2024....................................................................... 26
APPENDIX I-2: EXPENSES PER PROGRAM FOR 2021-2024 .................................................................. 27
APPENDIX J-1: CAPITAL BUDGET FOR 2021-2022 ................................................................................. 28
APPENDIX J-2: REQUESTS FOR CAPITAL IMPROVEMENT PROJECTS FOR 2021-2022 ................ 28
APPENDIX J-3: LONG-TERM CAPITAL PLAN ............................................................................................ 28
APPENDIX J-4: EQUIPMENT $100,000 AND OVER, PLANNED FOR 2021-2022 ................................ 28
APPENDIX J-5: MAJOR EQUIPMENT FOR 2021-2024 ............................................................................. 29
APPENDIX J-6: BUILDING IMPROVEMENTS FOR 2021-2024 ................................................................ 31
APPENDIX J-7: MAJOR PROJECTS REQUESTED FOR 2021-2022...................................................... 32
1 Notice to Minister
Regional Health and Business Plan 2021-2024
I. Message from the President and Chief Executive Officer
I am pleased to submit the Regional Health and Business Plan (RHBP) 2021-2024 of Vitalité
Health Network (the Network), as required by the Regional Health Authorities Act. The Act
establishes the provincial health authorities with responsibility for providing for the delivery and
administration of health services in their respective geographic areas in the official language of
the patient’s choice. To do so, the health authorities must understand and determine the public’s
actual needs, the health priorities associated with those needs, and the resources required for
the smooth operation of patient care services.
With the pandemic, it is becoming increasingly important to understand the issues related to
health care in our province. But to do so, we need feedback from our partners and neighbouring
communities. The 2020-2023 Strategic Plan is the culmination of extensive consultations that led
to the development of the objectives and strategic directions as well as to the various initiatives
that resulted from them.
It is time for change, mutual help, and collaboration. This pandemic is temporary but its
consequences can certainly last over time. It is our duty to join our expertise and work closely
with our partners to protect our people and the sustainability of our health care system. We are a
great team and our expertise will propel us toward excellence, in spite of obstacles on the rocky
road to success.
Dr. France Desrosiers
President and Chief Executive Officer
2 Notice to MinisterRegional Health and Business Plan 2021-2024
II. Description of the Network
Vitalité Health Network is a one-of-a-kind organization in Atlantic Canada because of its
Francophone identity. The Network provides health care services in the official language of the
patient’s choice from its 57 points of service spread across four health zones (see Appendix A for
a list of points of service). The geographic area covers all of northern and southeastern New
Brunswick. The health zones are designated as follows: Zone 1B (Beauséjour), Zone 4
(Northwest), Zone 5 (Restigouche), and Zone 6 (Acadie-Bathurst).
The range of services offered by the Network includes acute hospital care, clinics and community
health centres, public health, mental health care and addiction services, long-term care to
veterans, training and research. The Network also helps to provide a wide range of health services
to the various First Nations communities in New Brunswick (see Appendix B for activity volume
and bed distribution). The Network also provides services outside its territory, namely at the
Hemodialysis Unit in Miramichi.
Our organization provides leadership for some provincial health programs such as the SANE
Program (sexual assault nurse examiner), Forensic Psychiatry Program, Oncology Program, the
New Brunswick Cochlear Implant Follow-Up Program, the provincial PKU (phenylketonuria)
Program, and the New Brunswick FASD (fetal alcohol spectrum disorder) Centre of Excellence.
Patients can also access their programs through their care provider.
With a budget of approximately $705 million 1, our Network serves a population of 240,877 2
people 3. Services are provided by a dedicated and committed team comprising more than 7,464
employees, 512 physicians, and 760 volunteers (see Appendix C for the human resources
profile). Employees and physicians also benefit from training programs on a regular basis.
Our Network is supported by 10 foundations. Their significant contributions make it possible to
fund a number of initiatives and projects for our patients. The close and favoured ties linking our
foundations to our facilities and programs help to improve the health and wellness of people.
1
ʺIncluding depreciation and excluding Medicare"
2
ʺ2016 Census – Statistics Canada"
3
ʺPopulation whose mother tongue is French + equal proportion of people whose mother tongue is not French or
English"
3 Notice to MinisterRegional Health and Business Plan 2021-2024
III. Graphic Representation of the Network
4 Notice to MinisterRegional Health and Business Plan 2021-2024
IV. Background
Vitalité Health Network is one of the two regional health authorities in New Brunswick established
under the Regional Health Authorities Act. With its legal mandate comes a dual responsibility for
the delivery and administration of health care services on its territory in the official language of
the patient's choice.
To do so, the Network must determine the health needs of the population that it serves, determine
the priorities in the provision of health services for the population it serves, and allocate resources
according to its Regional Health and Business Plan (RHBP). The RHBP is developed each year
under the authority of the Board of Directors in accordance with Section 32 of the Act 4. It contains
the strategic and operational priorities that the Network will adopt for the following three years and
outlines how human and physical resources will be allocated.
The Network will continue to implement its 2020-2023 Strategic Plan. This plan was developed
following an extensive consultation process and considers the health needs of our communities
and the financial challenges faced by the province. The strategic plan remains our priority as the
strategic directions it contains are current and in line with the common priorities established by
the New Brunswick health care system partners. The implementation of the resulting initiatives
will be monitored through our operational plan.
The strategic and operational indicators will be monitored in our strategic scorecard and balanced
scorecard (see Appendix D and Appendix E for a comprehensive list of indicators). The strategic
scorecard includes 21 indicators based on our strategic plan and the balanced scorecard includes
39 indicators. These scorecards will allow our teams to monitor and measure the implementation
of our objectives on a regular basis.
The RHBP 2021-2024 presents our infrastructure projects and financial planning for the next three
years.
4 ʺRegional Health Authorities Act"
5 Notice to MinisterRegional Health and Business Plan 2021-2024
V. Basic Principles of Service Delivery
1. Accountability Agreement
The Regional Health Authorities Act allows for the implementation of an accountability framework
between the partners in the New Brunswick health system (Section 7(1)). The Network’s
responsibilities toward its partners within the provincial health care system are defined in the
accountability agreement.
2. Health System Strategy Map
In conjunction with the accountability agreement, the Health System Strategy Map was revised
for 2020-2025 and includes the priority areas for action common to the partners involved (see
Figure 1).
3. Vitalité Health Network’s Strategy Map
Vitalité Health Network’s Strategy Map was revised based on the Health System Strategy Map
and the Network’s 2020-2023 Strategic Plan (see Figure 2).
6 Notice to MinisterRegional Health and Business Plan 2021-2024
Figure 1. Health System
Strategy Map 2020-2025
Our strategies
ʺHealthy populationsʺ ʺTimely and appropriate access to careʺ ʺFocused investmentsʺ
Optimize population health Provide quality, patient- Provide innovative care using
and well-being centred care, starting with digital technologies
access
objectives
Our
Improve addiction and Improve the care and service Maintain and invest in facilities,
mental health outcomes experience of our seniors technology and equipment
People Information Culture
Our catalysts
Recruit and retain a qualified, Increase availability and use Strengthen collaboration and
accountable health workforce of quality, pertinent and accountability among key
timely information partners
COMMON HEALTH VISION: A HEALTHY NEW BRUNSWICK
7
COMMON VALUES: integrity, equity, compassion, respect and excellenceRegional Health and Business Plan 2021-2024
Figure 2. Vitalité Health Network’s
Strategy Map 2021-2024
STRATEGY
ʺTogether, toward a healthy populationʺ
OUR
OUR STRATEGIC
Promote participation by patients,
DIRECTIONS
Optimize the public’s health and
clients and their loved ones in improving
wellness
continuous and integrated care and
services
Human Capital Partners Infrastructure Organizational Culture
CATALYSTS
Provide an attractive Apply a learning approach in
Adopt a proactive approach Optimize our buildings,
OUR
environment for our continuous quality
with our partners to better equipment and
recruitment and improvement organizational
meet the public’s needs technology
retention culture
Fonctions
Identify needs Deliver services Measure results Maximize resource utilization
de base
COMMON HEALTH VISION: A HEALTHY NEW BRUNSWICK
8
THE NETWORK’S VALUES: respect – compassion – integrity – accountability – equity - engagementRegional Health and Business Plan 2021-2024
VI. Priorities for 2021-2024
1. Strategic Plan
To accomplish our mission to improve the public’s health, we are entering our second year of
implementing the 2020-2023 Strategic Plan. This plan focuses on the issues affecting the health
of our population and the services we deliver as well as on four catalysts, namely human capital,
partners, infrastructure, and organizational culture. Major strategic directions and priority strategic
objectives were defined for each of these issues and catalysts to guide our efforts. Strategic
priorities are based on the six major strategic directions adopted as part of the three-year plan in
progress.
The fiscal year was particularly challenging with the COVID-19 pandemic. The Network, in
collaboration with its partners, continues to work on its clinical services recovery and
transformation plan. This plan was aligned with the strategic plan last year and made it possible
to maximize the system’s existing capacities and take advantage of lessons learned during the
pandemic. The purpose of the recovery plan is to capitalize on research, innovation and data to
transform and adapt health care delivery in this new pandemic reality and in the post-pandemic
period.
To meet the public’s growing needs, it is essential to consider the specifics of this pandemic. More
precisely, initiatives and projects resulting from the 2020-2023 Strategic Plan were identified and
prioritized to maximize the system’s existing capacities, in addition to carrying out the health
authorities’ mandate to provide our communities with optimal health care services. The Summary
Table is presented in Appendix F.
The table below lists the initiatives prioritized with respect to strategic directions as well as the
budget impact associated with the objectives for the next three years. Appendix G presents the
initiatives associated with the objectives that have a budgetary impact for 2021-2024 and major
information technology projects with estimated costs are available in Appendix H.
9 Notice to MinisterRegional Health and Business Plan 2021-2024
Initiatives Identified and Budget for 2021-2024
Issue Related to the Public’s Health
Strategic direction: We will contribute to optimizing the public’s health and wellness.
Objective: Integrate mental health and wellness into all our strategies.
Establish a continuum of mental health care.
Strengthen the integration of mental health care and addiction services into primary health care
services.
Enhance the emergency departments’ capacity to respond to the needs of people with mental health
and addiction problems.
Promote positive mental health among youth.
Harmonize the mental health youth service clinical model.
Issue Related to the Services We Provide the Public
Strategic direction: We will promote participation by patients, clients and their loved ones in improving
continuous and integrated care and services.
Objective: Provide seniors with a relevant and effective continuum of care and services.
Budget 2021-2022: $2,848,918 Budget 2022-2023: $3,731,992 Budget 2023-2024: $4,254,000
Provide a single entry point.
Improve access to comprehensive geriatric assessment.
Implement a geriatric approach.
Identify potential ALC patients in the emergency department.
Improve coordination between Level 3 nursing homes and emergency departments.
Prevent admissions by providing more support in the community.
Reduce length of stay for geriatric clients.
Objective: Improve the patient continuum of care.
Budget 2021-2022: $2,154,443 Budget 2022-2023: $3,245,635 Budget 2023-2024: $3,251,954
Optimize the surgical experience.
Improve access to front-line care.
Promote timely and rapid return home.
Catalyst: Human Capital
Strategic direction: We will provide an attractive environment for recruitment and retention.
Objective: Develop and implement a strategy for the wellness and retention of our teams.
Develop a wellness strategy to improve the mental health support available and provided to health care
workers.
Adopt a strategy that will allow managers/department heads to acquire best practices in conflict
resolution and emotional intelligence development.
Revise the recognition program, develop tools to facilitate informal recognition and make them
available.
Create a program to integrate new health care workers and make them feel welcome.
Adopt an occupational psychological health and safety policy that is clear, detailed and disseminated.
Train managers to understand and recognize the signs of a mental disorder in their employees and to
have appropriate ongoing conversations with their employees about the resources offered and
available.
Encourage a people-oriented corporate culture by promoting wellness and psychological health and
safety strategies in the workplace.
Objective: Develop and implement a strategy for the recruitment of team members.
10 Notice to MinisterRegional Health and Business Plan 2021-2024
Develop a continuity process to improve the candidate’s experience through all the steps.
Catalyst: Partners
Strategic direction: We will adopt a proactive approach with our partners to better meet the
public’s needs.
Objective: Integrate patients, clients and their loved ones as decision partners at all levels of the
organization.
Implement tools to promote the integration of patient partners within the teams.
Continue recruiting patient experience partners (PEPs).
Objective: Engage our partners in developing a common vision of the needs existing and of the services
to be provided to target populations.
Budget 2021-2022: $1,000,000 Budget 2022-2023: $1,000,000 Budget 2023-2024: $1,000,000
Conclude agreements with universities and other affiliated organizations.
Integrate partners into the Network’s initiatives.
Catalyst: Infrastructure
Strategic direction: We will optimize our buildings, equipment and technology.
Objective: Devise and implement an information technology development and management plan.
Budget 2021-2022: $550,000 Budget 2022-2023: $500,000 Budget 2023-2024: $500,000
Conduct IT strategic planning with a consultant and ensure that recommendations are implemented.
Objective: Develop virtual health care services.
Develop virtual health care services.
Objective: Continue to improve infrastructure.
Complete the work on the new surgical suite and intensive care unit at the DGLDUHC.
Complete the work to expand the Chaleur Regional Hospital.
Oversee the implementation of the Capital Master Plan for the DGLDUHC.
Objective: Integrate practices to reduce the ecological footprint.
Set up a multidisciplinary team to help make environmental choices.
Reduce fossil energy consumption.
Catalyst: Organizational Culture
Strategic direction: We will apply a learning approach in our continuous quality improvement
organizational culture.
Objective: Consolidate the continuous quality improvement and patient safety culture.
Develop and implement an integrated quality improvement framework.
Objective: Devise and implement strategies to develop a learning culture.
Budget 2021-2022: $445,528 Budget 2022-2023: $644,921 Budget 2023-2024: $644,921
Implement a learning organization approach.
Continue developing the three pillars of the university mission to support the learning approach:
specialized and ultraspecialized care, training and research.
11 Notice to MinisterRegional Health and Business Plan 2021-2024
2. Focused quality improvement projects
The Network is committed to providing quality care and services that are safe, effective and
focused on the needs of patients and families. We also continue to involve patients and their loved
ones in all decisions and activities to improve the quality of care and services.
In its quest to continuously improve quality, the Network identified the following projects to
improve the quality and safety of care provided.
• Pursue the recruitment and integration of patient experience partners into the teams and
projects.
• Continue to implement targeted strategies to prevent violence in the workplace.
• Continue to implement the medication reconciliation process at transition points.
• Improve patient flow and decongestion in emergency departments.
3. The Network’s university mission and learning approach
In its new strategic planning, the Network identified organizational culture as an important catalyst
for achieving its strategic objectives. The Network has opted to adopt a learning approach to
strengthen its continuous quality improvement organizational culture and promote the importance
of integrating research, evaluation, and data at all levels of the organization.
The university mission is a major cornerstone in transforming the Network into a learning
organization. This mission allows the organization to generate, acquire, and pass on new
knowledge to enhance the quality of health care services provided to people.
The Network, in collaboration with its teaching and research partners, intends to continue
developing the three pillars of its university mission by:
• developing medical expertise in relevant specialities and ultraspecialties;
• creating an environment conducive to learning for future employees and to continuing
education for our health care workforce;
• generating new knowledge and identifying best practices by integrating research activities
into daily care delivery.
Over the past year, the Network has been involved in 102 research projects (from fundamental
research to therapeutic clinical trials), and Network clinicians and researchers have had a hand
in writing 44 scientific papers. Major interest has been focused on the following areas: oncology,
12 Notice to MinisterRegional Health and Business Plan 2021-2024
neurology, genetics, mental health, etc. In addition, the DUMONTUHC Biobank has expanded its
collection of biological samples to reach a total of 5,413 samples (390 patients).
The Network also intends to continue implementing clinical learning units (CLUs). CLUs bring
together patients, physicians, health professionals, decision makers, researchers, and other
stakeholders to address the gaps in a specific health theme. CLUs focus on empirical evidence,
data, patient experience, clinical knowledge, and the Network’s strategic priorities. The work
undertaken in the first three CLUs (Seniors’ Health, Respiratory Health, and Surgical Care) is
ongoing while two new CLUs, including one on mental health, are to be established in the
upcoming year.
4. Commercial agreements
Our organization is collaborating with a number of partners, including the Atlantic Cancer
Research Institute, the Université de Moncton and the Université de Sherbrooke. In addition,
Vitalité Health Network has an agreement with the Quebec Ministry of Health to deliver services
to the population of Avignon.
5. The Network’s Financial Result
Overall budget (revenues and expenses)
Various factors were taken into account during the preparation of budgets for the 2021-2022 fiscal
year. The overall funding increase is 1.9%, which includes salary increases, inflation, and a
$5,204,773 budget allowance for new initiatives as part of the Regional Health and Business Plan
(RHBP). The Department of Health will allocate additional funding to the Network for salary
increases once the new collective agreements between the government and unions are signed.
This budget takes into account reimbursements from the Department of Health for budget
adjustment requests for initiatives that have been approved as part of the budget process. The
Department of Health recognizes that the Network will have to continue to bear costs related to
the COVID-19 pandemic. We will get information on the funding of these costs throughout the
year as the needs are identified.
The tables in Appendix I (1 and 2) present the main revenue and expense categories for the next
three years as well as a summary of expenses by program. The budgets for fiscal years 2022-
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2023 and 2023-2024 are based on budgetary assumptions. These budgets include a 2% increase
in revenues from the Department of Health and Medicare (salaried physician recoveries). The
increase in the budget envelope has been allocated to expense categories to maintain ongoing
operations and initiatives already approved by the Department of Health. Like funding for salary
increases, new initiatives are not included in the budget as they must first be approved by the
Department of Health.
6. Building and Equipment Projects
The Network has 57 physical facilities. The challenges of maintaining the physical spaces and
medical equipment in good working order and development are not insignificant. In spite of the
major projects currently under way, a deficit in the maintenance and quality of physical facilities
is growing year after year due to the gap between the budgets required and those allocated.
The Network currently has three major construction projects under way:
1. Expansion of the Chaleur Regional Hospital (contract No. 4 of 5: $217 million). The new
space will be delivered in 2023 and renovation of the existing part will be completed in
2030.
2. Expansion, Phase 2 of the surgical suites, for the construction of the step-down unit at the
Dr. Georges-L.-Dumont University Hospital Centre ($103 million). Phase 1 was delivered
in 2020 and Phase 2 will be delivered in 2022.
3. Transformation of the Centre of Excellence for Youth in Campbellton into a rehabilitation
treatment centre ($10 million). The space should be delivered in 2022.
Another major project is currently being planned in Zone 1B for the construction of a mental health
centre of excellence for youth. The estimated cost is $17 million and the project could be
completed in 2024-2025.
The Network wants to have a coherent vision of the development of its physical facilities based
on the offer of service. To do so, the Network develops the implementation of capital master plans
that target improvements in facilities where identified needs in terms of functionality and
obsolescence must be addressed as a priority. The DGLDUHC was identified as a priority in 2018
and the following planning work recommended in the 2019 Capital Master Plan is under way in
order to:
• arrange the space that was previously occupied by the surgical suite;
14 Notice to MinisterRegional Health and Business Plan 2021-2024
• build a new emergency department and new space for ambulatory services and outpatient
clinics;
• obtain permission to build a multistorey parking garage.
In addition to these major projects, it is still necessary to plan and carry out various types of
maintenance, upgrading and modernization work on existing facilities in all the Network zones.
As facilities age, there is a growing need to bring the physical spaces up to the level of quality
expected by new practices, new standards, and updated legislation and codes related to the
safety of health care buildings.
It is also necessary to address requests for additional space following the development of some
community clinical programs. It should be noted that in most zones, it is no longer possible to add
space to existing facilities without building additions or leasing space. These space needs are
well known, with total requests currently exceeding 70,000 square feet, they accumulate and in
some cases, they represent an obstacle to the optimization of clinical services whose
development is approved and prioritized.
Every year, the Network reviews its five-year infrastructure plan that includes specialized medical
equipment. Since 2017, we have been receiving about $6.8 million for equipment replacement,
including $4-$4.5 million that is dedicated to equipment $100,000 and over, and the balance for
equipment over $5,000 and under $100,000. We also try to keep a contingency reserve of more
or less $500,000. The 2020 five-year infrastructure plan illustrates the need for $6-$8 million per
year for replacement of major equipment $100,000 and over. A significant gap is widening year
after year, and the Network is currently trying to find solutions to this problem that could eventually
result in service interruptions.
As regards buildings, the Network receives an amount of $4-$5 million per year for renovations
that are strictly aimed at repairing various pieces of equipment that have reached the end of their
life. The Network’s 2020 five-year plan foresees needs of $6-$10 million per year and we can
already anticipate a maintenance deficit.
Refer to Appendix J (1-7) for details on the capital project budget from the Department of Health
for 2021-2024 as well as on the five-year plan.
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Appendix A: Points of Service (2021-2022) 5
Beauséjour Northwest Restigouche Acadie-
Points of service Network
Zone Zone Zone Bathurst Zone
Number of hospitals 2 3 2 4 11
Number of veterans’ units/centres 1 0 1 0 2
Number of community health centres 0 0 1 2 3
Number of health centres 1 1 1 3 6
Number of health clinics 3 2 1 0 6
Number of community mental health centres
2 3 2 4 11
and points of service
Number of public health offices and points of
4 3 3 4 14
service
Number of addiction services centres 0 1 1 2 4
Number of Extra-Mural Program offices 0 0 0 0 0
Total number of points of service 13 13 12 19 57
5
ʺNew Brunswick Department of Health – Hospital Financial and Utilization Management System (HFUMS)ʺ
16 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix B-1: Activity Volume (2020-2021) 6
Beauséjour Northwest Restigouche Acadie-
Volumes et activités Zone Zone Zone Bathurst Network
Zone
Number of admissions (excluding newborns) 8,640 5,338 2,541 6,940 23,459
Admissions - veterans 9 0 2 0 11
Admissions – Restigouche Hospital Centre 0 0 193 0 193
Number of newborns 757 309 8 455 1,529
Number of patient days (excluding newborns) 102,677 54,029 34,787 71,522 263,015
Patient days - veterans 11,978 0 7,052 0 19,030
Patient days - Restigouche Hospital Centre 0 0 29,719 0 29,719
ER visits 52,477 40,413 13,058 48,396 154,344
Ambulatory Care visits 146,046 85,154 44,806 91,707 367,713
Surgical cases 6,196 3,221 1,981 4,384 15,782
Dialysis treatments 41,690 4,905 2,328 15,486 64,409
Oncology clinic treatments (chemo - excluding bedside treatments) 4,648 1,947 892 2,865 10,352
Attendance days - Radiation therapy 21,826 0 0 0 21,826
Laboratory procedures 5,240,879 884,731 793,994 2,121,838 9,041,442
Medical imaging procedures 123,289 64,548 39,702 99,143 326,682
Attendance days - Respiratory Therapy and Pulmonary Clinic 15,940 8,702 5,876 12,606 43,124
Attendance days - Rehabilitation Services (Audiology, Occupational Therapy, 64,753 27,038 33,751 34,902
160,444
Physiotherapy, Speech-Language Pathology, Recreation Therapy)
Attendance days – Therapeutic services 23,531 13,348 11,034 13,908 61,821
Consultations expected in community health centres 0 0 11,032 30,733 41,765
Number of vaccinated children in schools 2,091 321 132 492 3,036
Number of admissions to Healthy Families, Healthy Babies 137 84 26 68 315
Number of Healthy Toddler assessments 942 219 91 294 1,546
Number of internal admissions to Addiction Services 0 283 133 192 608
Number of visits in health centres 9,928 3,913 3,592 20,345 37,778
6
ʺ2020-2021 fiscal year - Preliminary data (Q4)ʺ
17 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix B-2: Number of Beds
Set-up Beds
Facility on April 1, Acute Rehabilitation Chronic
2021
Dr. Georges-L.-Dumont University Hospital
302 227 25 50
Centre
Stella-Maris-de-Kent Hospital 20 20 0 0
Zone 1B 322 247 25 50
Hôtel-Dieu Saint-Joseph de Saint-Quentin 6 6 0 0
Grand Falls General Hospital 20 20 0 0
Edmundston Regional Hospital 169 113 0 56
Zone 4 195 139 0 56
Campbellton Regional Hospital 145 120 0 25
Zone 5 145 120 0 25
Lamèque Hospital and Community Health
12 12 0 0
Centre
Tracadie Hospital 59 59 0 0
Enfant-Jésus RHSJ† Hospital 12 12 0 0
Chaleur Regional Hospital 215 171 0 44
Zone 6 298 254 0 44
Total 960 760 25 175
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Appendix C: Human Resources Profile 7
Beauséjour Northwest Restigouche Acadie-Bathurst
Network’s Profile Network
Zone Zone Zone Zone
Number of male employees 456 196 323 313 1,288
Number of female employees 2,261 1,156 1,010 1,748 6,175
Number of X 1 0 0 0 1
Number of full-time employees 1,845 958 976 1,242 5,021
Number of part-time employees 401 257 155 521 1,334
Total number of employees (March 2021) 2,718 1,352 1,333 2,061 7,464
Number of family physicians 131 63 27 88 309
Number of medical specialists 120 37 30 54 241
Total number of physicians 8 (March 2021) 251 100 57 142 550
Number of nurse practitioners 17 6 10 10 43
Number of volunteers 9 (March 2021) 209 192 106 253 760
Number of vacant permanent employee positions 199 133 128 97 557
Number of vacant family/ER physician positions 3 17 12 13 45
Number of vacant medical specialist positions 14 9 12 18 53
Total number of vacant medical positions (March 2021) 17 26 24 31 98
Number of retirements 40 37 48 65 190
Number of retired physicians 3 4 1 2 10
Total number of departures (March 2021) 275 172 188 254 889
Total number of physician departures (retirements + other) 9 12 4 6 31
Number of staff hired 503 200 229 317 1,249
Number of physicians hired 11 2 1 8 22
Average age of staff 41.02 41.84 43.77 43.35 42.30
Average age of medical staff 46 47 53 45 47
7
ʺHuman Resources Departmentʺ
8
ʺDepartment of Health – New Brunswick Medicare (excluding out-of-province consultants)ʺ.
9
ʺVolunteer Servicesʺ
19 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix D: Strategic Scorecard
Strategic Direction Objectives Indicators/Measures Frequency
Issue Related to the Public’s Health
Repeat hospital stays for mental
1.1 Q
We will contribute to optimizing Integrate mental illness
the public’s health and health and wellness
1.2 wellness. into all our strategies. Patient days related to mental Q
illness
Issue Related to the Services We Provide the Public
2.1 Provide seniors with a Number of ALC patients Q
relevant and effective
We will promote continuum of care and
2.2 participation by patients, clients services. Number of ALC days Q
and their loved
ones in improving continuous % of inpatient days beyond CIHI
2.3 Q
and integrated care expected LOS for typical cases
Improve the patient
and services. continuum of care.
% of triage level 4 and triage level
2.4 Q
5 ER visits
Catalyst: Human Capital
% of voluntary employee
Q
3.1 Develop and departures (FTEs)
implement a strategy
for the wellness Turnover rate (FTEs) Q
3.2 and retention of our
We will provide an attractive
teams. Average paid sick days per
environment for recruitment Q
3.3 employee
and retention.
Develop and Number of recruitment activities Q
3.4 implement a strategy
for the recruitment % of hires against target
of team members. Q
3.5
Catalyst: Partners
Integrate patients, Number of patient partners Q
4.1 We will adopt a proactive clients and their loved
approach with our partners to ones
better meet the as decision partners at Rate of patient partners with a
public’s needs. all levels of the positive perception of their
Q
organization. involvement in the health care
system
4.2
20 Notice to MinisterRegional Health and Business Plan 2021-2024
Engage our partners in
developing a common
vision of the needs
existing and of the Number of engaged partners Q
services
to be provided to
4.3 target populations.
Catalyst: Infrastructure
Devise and implement Completion rate of the IT strategic
an information Q
5.1 plan
technology (IT)
development and Number of initiatives approved in
management the IT strategic plan that are Q
5.2 plan. implemented
Increase virtual health Number of clinical consultations
We will optimize our buildings, Q
5.3 care services. held using virtual technology
equipment and technology.
Continue to improve
Status of projects Q
5.4 infrastructure.
Integrate practices to
Number of new practices that take
reduce the ecological Q
the ecological footprint into account
footprint.
5.5
Catalyst: Organizational Culture
Number of clinical learning units
Q
We will apply a learning (CLUs)
6.1 Devise and implement
approach in our continuous
strategies to develop a
quality improvement
learning culture. Number of best practices
organizational culture. Q
implemented through CLUs
6.2
21 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix E: Balanced Scorecard
Indicators/Measures Frequency
Quadrant: Quality and Client Satisfaction
Hospitalization rate - COPD, heart failure and diabetes - Population aged 20 years or
Q
older (per 100,000 residents)
MHC - % of patients treated within 40 days - Moderate priority Q
30-day readmission rate Q
% of discharges for ambulatory care sensitive conditions Q
Quadrant: Finance
Variance in operating surplus (deficit) M
Cost per meal day M
Salary cost per square foot for environmental services M
Laboratory operational cost/workload unit M
Variance in salaries and benefits M
Variance in medication expenses M
Variance in medical and surgical supplies, other expenses M
Energy cost per square foot M
Quadrant: Operations
Average number of acute care inpatient days in people 65 and older Q
Low-risk caesarean rate Q
Rate of falls M
Rate of falls with serious injuries M
Rate of incidents with serious injuries (excluding falls) M
Medication error rate M
Hand hygiene compliance rate M
Clostridium difficile infection rate M
MRSA infection and colonization rates M
VRE infection and colonization rates M
Hospital standard mortality ratio Q
% of ALC patients with 90+ days in acute care beds Q
Surgeries with a 12-month or longer wait M
% of knee arthroplasty surgeries performed (26 weeks) M
% of total hip arthroplasty surgeries performed (26 weeks) M
Quadrant: Human Resources
Overall e-learning module rate M
% of vacant permanent positions M
Number of accidents with time lost x 200,000/total number of hours worked Q
Performance appraisal compliance rate M
Number of new grievances M
Hours worked by UPP/patient days M
% of sick leave hours M
% of overtime hours M
Number of employee training hours Q
Number of work accidents Q
Number of sick leaves and related time lost Q
Number of injuries per category associated with work accidents Q
22 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix F: Revised Summary Table
23 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix G: List of Strategic Initiatives and Associated Budgets (2021-2024)
2021-2022 2022-2023 2023-2024
List of Initiatives Budget Budget Budget
Issue Related to the Services We Provide the Public
$405,914 $541,219 $541,219
Provide a single entry point.
$1,202,093 $1,628,192 $2,150,220
Improve access to comprehensive geriatric assessment.
$10,000 $10,000 $10,000
Implement a geriatric approach.
Identify potential ALC patients in the emergency $6,000 $0 $0
department.
Prevent admissions by providing more support in the $358,188 $344,188 $344,188
community.
$866,723 $1,208,393 $1,208,393
Reduce length of stay for geriatric clients.
$399,128 $391,962 $391,962
Optimize the surgical experience.
$1,116,827 $1,689,888 $1,696,207
Improve access to front-line care.
$638,488 $1,163,785 $1,163,785
Promote timely and rapid return home.
Catalyst: Partners
Conclude agreements with universities and other affiliated $1,000,000 $1,000,000 $1,000,000
organizations.
Catalyst: Infrastructure
Conduct IT strategic planning with a consultant and ensure $550,000 $500,000 $500,000
that recommendations are implemented.
Catalyst: Organizational Culture
$180,000 $379,393 $379,393
Implement a learning organization approach.
Continue developing the three pillars of the university $265,528 $265,528 $265,528
mission to support the learning approach: specialized and
ultraspecialized care, training and research.
Total $6,998,889 $9,122,548 $9,650,895
24 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix H: Technology
Estimated Estimated Estimated
Major Information Technology Projects Costs Costs Costs
2021-2022 2022-2023 2023-2024
Implementing digital technological and telecommunication $591,262 $319,847 $179,272
tools for virtual health care (recovery plan)
Developing electronic forms and approval processes $80,000 $0 $0
(expenditure statement, equipment, IT, human resources,
etc.)
$237,809 $201,184 $201,184
Implementing incident management software with patients
$60,000 $10,000 $10,000
Satisfaction survey software
$250,000 $250,000 $250,000
Videoconference
$12,370 $12,370 $12,370
Automated communication software
Finalizing replacement of internal pagers by another $25,000 $0 $0
technological solution
$8,250 $8,250 $8,250
Privilege granting and renewing software
$15,000 $15,000 $15,000
Project management and strategic planning software
$43,500 $45,000 $46,500
Purchasing operating room software (DGLDUHC)
$40,000 $0 $0
Upgrading Dicom – TIMS system
$601,184 $201,184 $201,184
Infection prevention and control software
$20,000 $20,000 $20,000
Implementing computerized menu
Total $1,984,375 $1,082,835 $943,760
25 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix I-1: Operational Budget for 2021-2024
Revenues 2021-2022 2022-2023 2023-2024
Revenues 658,657,702 670,989,965 683,568,873
Department of Health 623,232,645 635,564,908 648,143,816
Patient recoveries 30,965,476 30,965,476 30,965,476
Recoveries and other 4,459,581 4,459,581 4,459,581
Salaried physician recoveries 72,743,353 74,198,220 75,682,184
Medical education 6,308,847 6,308,847 6,308,847
Other programs 8,240,436 8,240,436 8,240,436
Veterans 7,421,224 7,421,224 7,421,224
Health Canada 319,212 319,212 319,212
Donations from foundations 500,000 500,000 500,000
Total revenues 745,950,338 759,737,468 773,800,340
Expenses 2021-2022 2022-2023 2023-2024
Salaries 405,917,732 406,688,998 407,461,807
Benefits 53,095,717 53,163,784 53,231,878
Physician salaries 75,309,790 76,761,154 78,241,552
Medical and surgical supplies 38,722,424 39,899,918 41,112,756
Medications 43,378,556 46,405,668 49,906,373
Other expenses 129,526,120 136,817,946 143,845,975
Total expenses 745,950,338 759,737,468 773,800,340
Operating surplus (deficit) 0 0 0
Capital revenues 12,000,000 12,000,000 12,000,000
Amortization of tangible capital assets (31,500,000) (31,500,000) (31,500,000)
Provision for sick pay obligation (500,000) (500,000) (500,000)
Surplus (Deficit) (20,000,000) (20,000,000) (20,000,000)
26 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix I-2: Expenses per Program for 2021-2024
Expenses per program 2021-2022 2022-2023 2023-2024
Clinical programs 411,734,323 419,390,765 427,404,574
Inpatient services 151,273,204 152,968,299 154,722,931
Ambulatory services 72,492,967 73,311,570 74,133,770
Diagnostic and therapeutic services 125,409,177 127,742,181 129,964,457
Tertiary services 59,742,416 62,509,015 65,681,975
Training 2,816,560 2,859,700 2,901,440
Administrative and support services 170,374,908 174,545,100 178,617,233
Support services 133,753,001 136,897,906 139,980,675
Administration and other 36,621,907 37,647,194 38,636,558
Salaried physicians 73,018,353 74,469,717 75,950,115
Other Department of Health programs 72,101,003 72,600,300 73,087,283
Mental Health - Restigouche 11,872,749 11,922,848 11,972,391
Mental Health - Hospitals 11,541,738 11,591,981 11,641,734
Addiction Services 7,670,885 7,731,365 7,790,221
Public Health 12,840,019 12,893,680 12,946,240
Community Mental Health 28,175,612 28,460,427 28,736,697
Research 2,426,394 2,436,228 2,445,778
Medical education 6,499,215 6,499,215 6,499,215
Other 9,796,143 9,796,143 9,796,143
Donations/foundations 877,807 877,807 877,807
Veterans 7,421,224 7,421,224 7,421,224
Health Canada 1,497,111 1,497,111 1,497,111
Total expenses per program 745,950,338 759,737,468 773,800,340
27 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix J-1: Capital Budget for 2021-2022
Capital Budget Subtotal $
$5,001 to $100,000 $2,000,000
Equipment budget $100,000 and over $4,565,937 $6,780,861
Emergency fund $214,924
Major renovation budget $4,450,000
Total $11,230,861
Appendix J-2: Requests for Capital Improvement Projects for 2021-2022
Facility Project Description Cost
Stella-Maris-de-Kent Hospital Replace ventilation system – kitchen and laundry $600,000
Edmundston Regional Hospital Carried forward - Replace control system $200,000
Carried forward – Add ventilation and air conditioning $850,000
Lamèque Hospital and CHC
system for patient rooms
DGLDUHC Replace sprinkler and sewer inlet line $500,000
DGLDUHC Replace roof #63 $300,000
Campbellton Regional Hospital Replace roof #4 $500,000
Chaleur Regional Hospital Replace ventilation unit $750,000
Edmundston Regional Hospital Repair chimney $500,000
Prepare drawings and specifications for 2022-2023
Miscellaneous $250,000
projects
Total $4,450,000
Appendix J-3: Long-Term Capital Plan
Approved Projects/
Facility Project Description Estimated Costs
($ million)
Expansion (120,000 sq. ft.) for surgical services
DGLDUHC $103
(Phase 2)
Chaleur Regional Hospital Expansion (210,000 sq. ft.) $217
Transformation of Provincial Centre of Excellence for $10
Restigouche Hospital Centre
Youth into a rehabilitation treatment centre
Total $330
Appendix J-4: Equipment $100,000 and Over, Planned for 2021-2022
Zone Equipment Budget Price
1B Cardiac ultrasound units (3) $545,937
4 Cardiac monitors $400,000
4 Anesthesia units $800,000
6 Fracture surgery table $130,000
Total $1,875,937
28 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix J-5: Major Equipment for 2021-2024
Order Facility Equipment Budget
Major Equipment Planned for 2021-2022
1 Grand Falls General Hospital Portable digital X-ray $180,000
2 Edmundston Regional Hospital Routine chemistry unit $500,000
3 Chaleur Regional Hospital Recovery Room cardiac monitors $300,000
4 Edmundston Regional Hospital Dishwasher $700,000
5 Dr. Léon-Richard Oncology Centre Oncology treatment planning system $400,000
6 DGLDUHC Cardiac monitors Phase 3 $1,000,000
7 All facilities Laboratory sample tracking systems $600,000
8 Grand Falls General Hospital Plethysmograph $108,000
9 Chaleur Regional Hospital Holmium YAG laser for urology $130,000
10 DGLDUHC Portable X-ray (C-arm) $200,000
11 DGLDUHC Portable digital X-ray $180,000
12 All facilities Digital pathology system $200,000
13 Edmundston Regional Hospital Mobile DR $180,000
14 Chaleur Regional Hospital Urology table $500,000
15 Edmundston Regional Hospital Sterilization device $120,000
16 DGLDUHC Integrated operating rooms (5) $1,500,000
Total $6,798,000
Major Equipment Added for 2021-2022
1 DGLDUHC CellVision device $200,000
2 Chaleur Regional Hospital Bacteria identification device $125,000
3 Chaleur Regional Hospital ELISA analyzer $110,000
4 DGLDUHC Angiography room $1,200,000
5 Chaleur Regional Hospital DR room $500,000
6 Dr. Léon-Richard Oncology Centre TP2 control computer $115,000
7 DGLDUHC Biopsy system $180,000
8 Chaleur Regional Hospital Ophthalmology camera $150,000
9 Edmundston Regional Hospital OCT- Angiography - Ophthalmology $150,000
10 Chaleur Regional Hospital OCT - Angiography $150,000
11 Chaleur Regional Hospital Mammography $500,000
12 Campbellton Regional Hospital Mammography $500,000
13 Dr. Léon-Richard Oncology Centre RT module for MRI $300,000
14 Dr. Léon-Richard Oncology Centre Surface guided radiotherapy $500,000
15 Dr. Léon-Richard Oncology Centre Response system $150,000
16 Dr. Léon-Richard Oncology Centre Echography ultrasound $200,000
17 Dr. Léon-Richard Oncology Centre Advanced detector - radiosurgery $100,000
18 Dr. Léon-Richard Oncology Centre ENT scope for oncology $413,000
19 Chaleur Regional Hospital 3D breast images $250,000
20 DGLDUHC 6 ultrasound units $1,323,000
21 Edmundston Regional Hospital Mammography $500,000
22 Chaleur Regional Hospital 2 hematology analyzers $240,000
23 Caraquet and Tracadie hospitals 2 chemistry analyzers $300,000
24 Edmundston Regional Hospital Slide colourer $150,000
29 Notice to MinisterRegional Health and Business Plan 2021-2024
25 Chaleur Regional Hospital Vision analyzer (ABO-Rh ab) $110,000
Total $8,416,000
Major Equipment Planned for 2022-2023
1 DGLDUHC AcuPulse surgical CO2 laser $100,000
2 Campbellton Regional Hospital MIS room – surgery - laparoscopy $250,000
3 DGLDUHC Stealth navigation system $105,000
4 DGLDUHC BEP 2000 serology automates $150,000
5 Chaleur Regional Hospital Liquid-based cytology equipment $110,000
6 DGLDUHC Tissue processing circulator $125,000
7 Edmundston Regional Hospital Endoscope system for cystoscopy $150,000
8 DGLDUHC Digital imaging room (DR) $500,000
9 Campbellton Regional Hospital Stationary MRI unit (construction $3.3 million) $1,700,000
10 DGLDUHC Dishwasher – Food Services $700,000
11 DGLDUHC Kiestra device $1,000,000
12 DGLDUHC Mammography $500,000
13 Chaleur Regional Hospital Multipurpose fluoroscopy $1,000,000
14 DGLDUHC Multipurpose fluoroscopy $1,000,000
15 Campbellton Regional Hospital Cardiac monitors Zone 5 (Phase 1) $1,000,000
16 Dr. Léon-Richard Oncology Centre Oncology treatment system (Phase 2) $400,000
17 Dr. Léon-Richard Oncology Centre 6D table for SBRT/SRS $350,000
18 Stella-Maris-de-Kent Hospital DR room $500,000
19 Edmundston Regional Hospital Multipurpose fluoroscopy $1,000,000
20 Edmundston Regional Hospital 3 ultrasound units $660,000
21 Chaleur Regional Hospital 1 ultrasound unit $220,000
22 Grand Falls General Hospital 1 mammography unit $650,000
23 Campbellton Regional Hospital 1 DR room $500,000
Total $12,670,000
Major Equipment Planned for 2023-2024
1 DGLDUHC EBUS ultrasound $220,000
2 Edmundston Regional Hospital EVIS EXERA III video system $300,000
3 Edmundston Regional Hospital Cell computer $210,000
4 Edmundston Regional Hospital Integrated OR rooms #2 and #3 $500,000
5 Chaleur Regional Hospital Cardiac ultrasound device $250,000
6 DGLDUHC OSI surgical table (Jackson) for surgery $270,000
7 Chaleur Regional Hospital Tray warming system $603,000
8 Dr. Léon-Richard Oncology Centre Oncology treatment system $400,000
9 Dr. Léon-Richard Oncology Centre HDR source projector and applicator $1,000,000
10 Dr. Léon-Richard Oncology Centre Replacement of CT-SIM $1,000,000
11 Edmundston Regional Hospital C-arm $225,000
12 DGLDUHC C-arm $225,000
13 Campbellton Regional Hospital C-arm $225,000
14 Edmundston Regional Hospital 2 ultrasound units $440,000
15 Enfant-Jésus RHSJ† Hospital 1 DR room $500,000
16 DGLDUHC 2 portable ultrasound units $120,000
17 DGLDUHC C-arm $240,000
Total $6,728,000
30 Notice to MinisterRegional Health and Business Plan 2021-2024
Appendix J-6: Building Improvements for 2021-2024
Approved
Projects/
Order Facility Project Description
Estimated
Costs
Building Improvements Planned for 2021-2022
1 Stella-Maris-de-Kent Hospital Replace ventilation system $200,000
Replace existing pneumatic control system by DDC
2 Edmundston Regional Hospital system in boiler room, cooling tower and other HVAC - $200,000
Phase 2
3 Lamèque Hospital and CHC Add a ventilation system $850,000
4 DGLDUHC Replace sprinkler and sewer inlet line $400,000
Dr. Léon-Richard Oncology
5 Replace roof #63 $300,000
Centre
6 Campbellton Regional Hospital Replace roof #4 $500,000
7 Chaleur Regional Hospital Replace ventilation unit $750,000
8 Edmundston Regional Hospital Repair chimney $500,000
9 Chaleur Regional Hospital Repair chimney $700,000
10 Edmundston Regional Hospital Redo the bricks expansion joints $250,000
11 Stella-Maris-de-Kent Hospital Replace ventilation units #1 and #2 $1,000,000
12 Enfant-Jésus RHSJ† Hospital Replace roof #4 $100,000
13 Chaleur Regional Hospital Replace roofs #16 and #19 $375,000
Dr. Léon-Richard Oncology
14 Roofs #65, #66 and #68 $150,000
Centre
Total $6,275,000
Building Improvements Planned for 2022-2023
1 Tracadie Hospital Replace fire alarm panel $200,000
2 DGLDUHC Hôtel-Dieu Upgrade elevator $900,000
3 Campbellton Regional Hospital Replace roof #7 $700,000
4 Campbellton Regional Hospital Replace all cold chambers $950,000
5 DGLDUHC Replace nurse call system $2,000,000
6 Grand Falls General Hospital Replace nurse call system $100,000
Replace existing pneumatic control system by DDC
7 Campbellton Regional Hospital $3,000,000
system (Phase 3)
8 Edmundston Regional Hospital Replace roof #3 $450,000
9 DGLDUHC Upgrade smoke control system $1,000,000
10 DGLDUHC Repair cooling loop $250,000
Total $9,550,000
Building Improvements Planned for 2023-2024
1 Grand Falls General Hospital Repair chimney $300,000
2 Campbellton Regional Hospital Replace 2 units and cooling towers $2,500,000
3 Edmundston Regional Hospital Replace ground oil tank $350,000
Dr. Léon-Richard Oncology
4 Upgrade emergency energy source - elevator $200,000
Centre
5 Edmundston Regional Hospital Replace 4 switch switches $450,000
6 Grand Falls General Hospital Replace 1 transfer switch $125,000
31 Notice to MinisterRegional Health and Business Plan 2021-2024
Hôtel-Dieu Saint-Joseph de
7 Replace 1 transfer switch $125,000
Saint-Quentin
8 DGLDUHC Repair heat distribution system $100,000
9 Edmundston Regional Hospital Upgrade 2 electrical substations $500,000
10 Lamèque Hospital and CHC Repair chimneys $100,000
11 Enfant-Jésus RHSJ† Hospital Repair chimneys $150,000
12 Edmundston Regional Hospital Replace all cold chambers $950,000
13 Grand Falls General Hospital Replace boiler control system $100,000
14 Edmundston Regional Hospital Replace roof #7 $300,000
Total $6,250,000
Appendix J-7: Major Projects Requested for 2021-2022
Budgets required
Project Estimated 2021-2022 (master
Project Description plan, drawings and
Cost
specifications or
completion)
Prepare drawings and specifications – Expand
1 emergency department and outpatient and ambulatory $150,000,000 $5,000,000
clinics at DGLDUHC – PFT to be done internally in 2021
Bring sterile and chemotherapy pharmacies to standard
2 in all the zones – Internal analysis done, professionals to $12,000,000 $500,000
be hired to prepare drawings and specifications
Build stationary MRI unit to replace mobile MRI unit at
3 Campbellton Regional Hospital – Professionals to be $5,000,000 $250,000
hired to prepare drawings and specifications
Redesign parking lot and access to RHC in Campbellton
4 $3,000,000 $3,000,000
– Drawings and specifications completed
Renovate to modernize centralized specialized
laboratories (Bathurst and Moncton) – Internal analysis
5 $10,000,000 $400,000
done, professionals to be hired to prepare drawings and
specifications
Redesign parking lot and access to Edmundston
6 Regional Hospital – Drawings and specifications $2,000,000 $2,000,000
completed
Develop Capital Master Plan (CMP) for Edmundston
7 $50,000,000 $500,000
Regional Hospital
Total $232,000,000 $11,650,000
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