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Q: Did we consider a multi-storey building - Why did we choose the 2 storey model?

Advice from our consulting team, as well as input from our clinical professionals led to the proposed master plan configuration.

A two-storey (plus lower level) building allows for a diagnostic and ambulatory wing with horizontal connections to an inpatient wing. This layout supports excellent patient care, as compared to a vertical arrangement which stacks inpatient floors above diagnostic and ambulatory functions. The building design will also allow for additional storeys to be added if future expansion is required. A horizontal structure provides direct flow between treatment and inpatient functions.

Our Stage 1 does not necessarily define what the building will look like at the end of the day. That will be determined by the tender process based on the specifications developed by the Hospital in the next stages. The Hospital could be 2, 3 or 4 stories depending on the selected ProjectCo's design.

Q: What are the compelling reasons for the preferred Poplar Sideroad site?

  • Attributes of Site = Best for Patients & Families
  • Setting adjacent to regulated green space, which will provide views of natural landscape for patients and visitors
  • de facto Regional Hospital requires best possible access for patients from all four municipalities
  • Enhanced emergency access from entire hospital community/service area, as transportation demands increase in the region
  • Favourable time/distance travel for Grey County Paramedic Services Direct Access from Regional Road
  • Satisfies the provincial planning policy that the location is located within the Primary Settlement Area - improves probability with the MoHLTC
  • Proximity to post-secondary facility enhances opportunities for partnerships and supports a cornerstone of the hospital's vision for the future - developing and sustaining Interprofessional healthcare
  • Avoidance of risk and cost associated with the purchase/expropriation of adjacent lands on Hume Street
  • Avoidance of disruption to residential neighbourhoods as a result of increased traffic, delivery trucks and helicopter noise
  • Enhances local share options/availabilityQ: What are some of the reasons that the existing building cannot support a renovation or addition?
  • Every time a helicopter lands at the current Hume Street site, the air ventilation intake to the emergency department has to be closed, due to the close proximity of the landing pad to the building
  • A: The current building represents over 60 years of renovations and incremental additions.
  • The building structure is made up of concrete portions, steel-framed construction, and even a pre-fabricated, wood-framed Ambulatory wing. Structural grids vary, and are as close together as 3 metres, which means you could have columns in the middle of rooms.
  • Contemporary hospitals have floor-to-floor heights of around 4.5 metres. This is a result of the special ventilation, medical gases, electrical systems and other infrastructure that contemporary hospitals require. The existing building does not meet this standard, making it unsuitable to house many hospital functions.
  • Vertical expansion of the current hospital is not realistically possible, nor was it designed or constructed to meet today's emergency preparedness standards. The current structure of the building was not designed to support the weight of additional levels. Current building ventilation, air conditioning, heating and electrical systems do not meet current hospital standards, and would need to be replaced in order to support renovation and reuse. The current design and lack of single patient rooms also makes infection control challenging by today's standards and creates disconnects between departments. Patients and visitors also find it challenging to navigate the current layout of the hospital.
  • Over the next 20 plus years, major expenditures are required to the existing buildings such as window replacement; new roofs etc. just to maintain operations here.
  • There is evidence of on-going differential movement between the 1960's and 1990's portions of the east wing, resulting in cracks in the floor and wall finishes along the expansion joints. The cracks are likely due to the inherent differences in the movement characteristics of steel and concrete-framed structures under loading and seasonal thermal expansion and contraction. These cracks are not affecting functional use at the moment. However, structural modifications would be required with future interior renovation programs.

Q: Has the hospital engaged EMS Services?

  • Yes, Emergency Medical Services have been engaged in discussions of the existing and Poplar Sideroad Sites and both are equally acceptable.
  • Two or three stories seems to be the common denominator of district Hospitals like CGMH. Regional Centres like Barrie and Peterborough will be 3 - 6 and urban hospitals will be 8+.

Q: What kind of costs will Collingwood incur in bringing services to a new site?

  • We need to do further work in collaboration with the Town to determine the requirements for roads and services associated with Hospital redevelopment at the new or existing site. Depending on existing upgrade plans, future proposed development as well as the needed upgrades a variety of cost share opportunities exist. Any additional servicing of the Poplar site has been factored into our cost scenarios and will be included in the local share costs to be raised through community donations. The Town of Collingwood will not be responsible for these costs.

Will the hospital work with the Town in developing a new vision for the current site?

  • The Hospital will continue to actively engage with the Town on planning issues including a new vision for the current site.

Q: Do bus routes currently service the preferred location?

Two bus routes currently service the proposed Poplar Sideroad location - the Collingwood Wasaga Beach bus link and the Colltrans Crosstown Route each visit the site once per hour. It is anticipated the routes would increase with redevelopment in this location.

The proposed Poplar Sideroad site is only 1.8kms away from the current Hume Street Location

Q: What consideration was given to the current Health Campus?

The site evaluation process, criteria and results recognized the benefits of the current location.
Also recognized was the future implication to existing health partners and their ability to expand for future growth of their own services and demands.

Health Campus of today and into the future can be a virtual concept not dependent on physical proximity to the hospital. Moving the Hospital a kilometer or so from the current location is not seen as a detriment to the campus concept.

Are there bike paths that lead to the proposed Poplar Sideroad location

There are 3 bike trails that lead to the Poplar Sideroad site from the current Hume Street site, plus additional trails leading to the site.
View the Collingwood Trails site here.

- Long Term Care
- Low-rise housing / Mid-rise housing / High-rise housing / Seniors housing
- Market rental housing
- Affordable (rent-geared to income) housing
- Mixed Use commercial

Enabling residential development on the hospital lands could provide residential land supply in the Collingwood area - particularly in the context of infill and intensification. Clearly the hospital lands have excellent access to the nearby downtown, and could be supported by existing recreational and community amenities such as parks, schools and churches. These lands, in our opinion, exhibit exceptionally strong locational characteristics that would support various forms of new housing to take shape, including - potentially - more affordable housing options for local area residents.

Q: What costs will be incurred by the town or its constituents for the demolition of the current hospital?

The Hospital has planned Local Share of Construction Cost (includes demolition of existing hospital). The Town or its constituents will not be required to incur costs unless it was in their interest to do so.

Q: Would it not be cheaper to re-use the existing building?

A: The renovation and reuse of the existing building was developed as a viable option, and costed along with the other options identified. Because of the complexity of renovating and expanding a functioning hospital, the overall cost of this option was more expensive. This was due to higher phasing costs, infection control measures, and infrastructure upgrade costs, along with other factors.

Although some components of the existing hospital could be renovated for office or ambulatory care functions, other uses (such as operating rooms) cannot be accommodated. Incorporating the existing building into a new facility within the space constraints of the existing site would require significant planning compromises, and will have a negative impact on clinical and operational performance.

Furthermore, this scenario would require the addition of a parking structure that is expensive to build and to maintain. These costs would not be covered by the MOHLTC funding. Parking Fees would be exorbitant for patients and their families.

Q: Do we have a weighting system to rate the pros and cons?

A: Yes, a comprehensive list of evaluation criteria was developed with a weighting system. The criteria and weighting system was formulated with input from expert consultants based on similar processes undertaken by other Hospitals in Ontario, and from the Hospital's site evaluation committee which includes patient representative input. The Hospital reviewed all criteria with each municipality to seek their input and advice.

Q: Have you worked with the Municipalities during this process of site selection?

A: The hospital has been working with all municipalities since the beginning of the redevelopment process. All potential land options considered under the evaluation were vetted through each respective municipality for development viability. The hospital will continue to work with each municipality throughout the process.

Q: Would it be possible to re-use the existing building for clinics?

A: One of the potential development options explored renovation and reuse of the existing building. Yes, it is possible to use the existing building for office type functions including clinics. Any repurposing of the existing site and building, other than for hospital use, would involve discussions with all stakeholders, including the surrounding community and the Collingwood Town Council.

Q: Can we keep the existing hospital for trauma and create another facility?

A: The Ontario Ministry of Health & Long Term Care designates Trauma Centres in Ontario. Currently only Level 1 Centers are designated which are all associated with academic and major regional Hospitals with neurosurgery and other tertiary level capability. Severe trauma patients from centres such as Collingwood, Barrie or Orillia are transported to Level 1 Centres such as Sunnybrook or St. Michaels. A standalone facility is not feasible or appropriate.

Q: Have you considered moving services out of the hospital such as dialysis, physiotherapy and chemotherapy?

A: Careful consideration has been given for the inclusion of various services on-site vs. off-site as part of the planning process; this will continue through the next stages of planning, as the project proceeds. CGMH has long had a policy of providing the necessary services on-site, but seeks to provide services in the community, where possible - in the pursuit of 'the right care, in the right place, at the right time'. As examples, the Diabetes Program was moved to the community in 2012, and more recently a group of community partners including the Hospital, the YMCA and the Georgian Bay Family Health Team began providing Pulmonary Rehabilitation off-site at the YMCA for patients with chronic obstructive pulmonary disease (COPD). With respect to dialysis, at this time, dialysis has been included as part of the redevelopment (as agreed to by the Ontario Renal Network), to provide flexibility as needs and care models continue to evolve. It is noted that the picture of local and regional dialysis services could change in the future, in which case CGMH would evolve accordingly.

Q: Did you consider the impact to the community and the surrounding health services if the hospital leaves the current site?

A: Relationship to the existing community was included in a comprehensive list of evaluation criteria, which included urban design considerations. Each of the evaluation criteria was scored and weighted as part of the overall assessment. Benefits of the current location were recognized, and two of the three development scenarios examined the possibility of using the existing site.

Q: What happens to the site if the hospital moves? What is the estimated cost to demolish? Who pays for demolition?

A: Should the hospital relocate, there are numerous options for the future use of the existing site and building. If the Hospital were to move, further discussions with all stakeholders, including the surrounding community and Town of Collingwood would occur.

The MOHLTC does not typically pay for demolition. Depending on the option selected for redevelopment, potential uses for the existing site includes sale for long-term care or other related healthcare uses, affordable housing, residential or commercial development. Further study regarding costs and potential offset revenues will be required.

Q: Did you only consider donated properties?

A: No, the Hospital identified 8 potential development scenarios, some which involved purchased properties.

Q: The Government seems determined to trim health care costs by encouraging a wider use of ambulatory and home care. Do we really need the size of hospital being suggested?

A: Specialized Ambulatory Care Services are a part of the current and future program requirements, and have been included within the Stage 1 submission. An increase in ambulatory volume is assumed, in keeping with demographic growth and the current thinking around inpatient vs. outpatient care. There has been extensive consultation with local health care partners, NSM-LHIN and MoHLTC officials to ensure that the services proposed are appropriate and necessary in the Hospital environment.

The plans proposed represent the leanest design layout that will ensure local access to appropriate hospital services.

Q: Have you considered the Provincial Planning Statement which favours intensification over sprawl and greenfield development?

A: Relationship to the existing community was included in a comprehensive list of evaluation criteria, which included urban design considerations. Each of the evaluation criteria was scored and weighted as part of the overall assessment.

All of the shortlisted sites are within the urban envelope.

Q: Given that >70% of the current hospital's building systems have exceeded their life expectancy, has a costing been developed related to the replacement of these systems and can it even be done while continuing to operate the facility?

A: The hospital in partnership with the MOHLTC produces regular Facility Condition Assessment reports that outline current and future needs. Estimated cost over the next 20 years exceeds $60M to renew and refresh hospital infrastructure and building systems. There might be some disruption to hospital operations depending on the specific building project being completed. It should be noted that these costs are to maintain current hospital infrastructure, and do not include projects relating to hospital expansion. Typically, the Hospital will be fully responsible for such renewal costs.

Q: Will the funds spent for the Hospital Redevelopment impact the Operating Budget and staffing for the Hospital?

A: No. The provincial government allocates a set budget for infrastructure that is separate from hospital operating and staffing dollars.

Q: How will the Redevelopment impact local property taxes?

A: The Province cost shares in funding hospital capital projects. In simple terms, the Province pays for 90% of construction cost and the Hospital pays for 10% of the Construction cost and 100% of the equipment, parking and land costs. The hospital contribution is known as 'local share'. The local share is typically provided by the Foundation through donations from the community, contribution from the local municipalities including the County and hospital revenue streams arising from parking or retail operations.

It is too early in the process to identify the precise local share requirement. Discussions are underway with the local municipalities regarding an 'order of magnitude' request. Depending on the municipality's situation, the contribution may or may not have an impact on local property taxes.

Q: Have you confirmed helicopter access to all of the sites? Are there any concerns with flight paths or costs?

A: A helicopter consultant has been engaged and a study completed. All three sites can accommodate a heliport. Helicopter movements will be disruptive to residential neighbourhoods including Hospice, Raglan and Matthew Way all proximate to the Hume Street site and the residential neighbourhoods surrounding the Ramblewood site.

A question has been asked regarding the feasibility of a roof top heliport. This has been addressed by a specific heliport study completed as part of the planning process that observed: Construction cost in today's dollars for a heliport at ground elevation ranges between $500,000 and $900,000 pending the features of the design and the number of offsite and onsite obstruction issues to deal with. An elevated rooftop heliport starts at 5 million pending the complexity of the design, the integration with the building, elevator requirements, vestibule design, fixed foam system and fuel containment system details.

in addition, every time a helicopter lands at the current Hume Street site, the air ventilation intake to the emergency department has to be closed, due to the close proximity of the landing pad to the building

Q: Why is the Hospital engaged in a Redevelopment Process?

Collingwood and the surrounding municipalities continue to experience extraordinary population growth. As well, the proportion of seniors continues to increase due both to natural demographic shift and the region's attraction as a retirement destination. Collingwood's projected growth for its senior population is 35% higher than the provincial average. South Georgian Bay also hosts upwards of *3.5 million visitors on a yearly basis. Drawn to its world famous beaches, ski hills and trails, the area has quickly transformed into a four seasons destination.

These changes continue to result in pressure on our outdated and undersized facility, much of which dates back to the 1950's. Further, the nature of hospital care has changed dramatically over the past two decades. Improved surgical methods such as minimally invasive surgery, improved diagnostic capability and better access to services such as dialysis, infection control requirements and the ongoing trend to ambulatory care have, in many cases, rendered facilities constructed twenty years ago obsolete. Patient room size and the ability to incorporate new technology and new services in limited space has also contributed to the decision. Thus, for the Collingwood General and Marine Hospital to continue to provide high quality, accessible and comprehensive services, a major redevelopment is essential.

Q: Why is a Major Redevelopment an issue now?

The Hospital has been actively responding to increased demand for its services from its beginning in 1887. Numerous buildings have come and gone in the intervening years as the facility expanded and renewed.

CGMH's Board of Trustees is also committed to meeting the needs of all of the communities it services, understanding the rapid growth that is currently underway. The Growth Plan for the Greater Golden Horseshoe (Simcoe Sub Area) and the growth projections to 2031 are as follows:

  • Town of The Blue Mountains: 6,610 to 8,320
  • Township of Clearview: 13,734 to 19,700
  • Town of Collingwood: 19,241 to 33,400
  • Town of Wasaga Beach: 17,537 to 27,500

Totals: 57,122 to 88,920 (+/- 55%)

Population Growth in CGMH's Catchment

South Georgian Bay












Growth from 2017/18






Source: Statistics Canada 2016 Census, MOF Population Projections, Spring 2017 Release

More recently, it became evident in the latter part of the last decade that incremental efforts to improve the existing facility would no longer be adequate to meet service requirements. A number of temporary buildings were added as a stop-gap measure (Administration Building behind the Hospital, Community Mental Health and the addition to the Ambulatory Care wing) so with no more space to expand internally, the Hospital entered formal facility planning process efforts to gain approval for a major redevelopment project to replace most, if not all, of the current facility.

A redevelopment 'pre-proposal' from 2010 was recently updated and re-submitted to both our North Simcoe Muskoka Local Health Integration Network and the Ministry of Health & Long Term Care, and received approval in early 2016. The Hospital Board has recognized the critical importance of adequate facilities to the provision of quality health care services and committed to work towards redevelopment. Redevelopment is one of 5 cornerstone strategic directions for the Board.

Q: What are the key steps in the Planning Process?

The next step in the planning process is to complete a 'Stage I' submission which will provide a detailed description of the clinical programs the hospital will offer (Master Program) and a detailed analysis of the facility requirements and options (Master Plan). The Master Plan will provide a recommendation regarding the best solution for the hospital, exploring three options simultaneously:

  • A redeveloped facility on the current site
  • A redeveloped facility on the current site with adjacent properties acquired

How and when will the beds and clinical services for the redeveloped hospital be determined?
A core requirement of the Stage I planning process is determining the future clinical role of the hospital. This involves completing a Master Program which will identify the short term and longer term clinical services the hospital will provide. The Master Program is prepared by a team of specialty consultants who consult with hospital staff, community health partners, our Local Health Integration Network, other Hospitals in our region and the Ministry of Health.

Will the Hospital build on its current site or a new site?
The Stage I planning process will determine which solution is optimal: rebuilding on the current site, redeveloping the current site with adjacent properties acquired or a generic greenfield site. Many factors will need to be considered in assessing the options including land availability and site requirements such as overall area and servicing including sewer and water availability. Impact on the local community will be an important factor, as well as parking and traffic concerns. Consultation with the community, as well as municipal and regional representatives continues on an ongoing basis. The hospital will put forward a preferred option in its final submission, but the final decision will rest with the MOHLTC

What happens after the Stage I Submission is completed?
A team at the Ministry of Health Capital Investment Branch that includes clinical and architectural leads review the entire Stage 1 submission.A comment log is developed and forwarded to the hospital. The log will ask for updates or for further explanation and clarification on all areas of the document. There will be meetings When the capital branch completes its review a recommendation is made whether to move this file to the next level - Stage 2.elaborate on aster Program and Master Plan are complete, the Hospital Board will be able to approve As we will pursue extensive discussion with both the LHIN and Ministry during the plan development, we would expect a reasonably prompt review and continued support from both organizations to proceed with the next planning phases.

When can we expect to see a new Hospital?
The CGMH redevelopment project is a multi-year project, and involves work and collaboration between CGMH, the NSM LHIN, Infrastructure Ontario and the Ministry of Health and Long-Term Care. The planning and approval process is intensive and timelines are lengthy. At the earliest, the new hospital is another eight years away. How will the Project be financed?The majority of funding for a hospital redevelopment project in Ontario is from the Province. There is, however, a cost sharing requirement known as local share. In simple terms, the local share amounts to 10% of the construction cost and 100% of the equipment cost.

Government funds 90% of:

  • Construction costs
  • Ancillary costs (design, consultants, etc.)
  • Contingency costs

Community funds:

  • Remaining 10% of above
  • 100% of equipment/furnishings
  • 100% of any revenue generating spaceWe know there is substantial community support for the Hospital and we are grateful to have received strong financial support from the community in the past. We are confident that we will continue to receive the required financial support from our communities to make this project a reality.

What is the role of the Collingwood General & Marine Hospital Foundation?
The Collingwood General & Marine Hospital Foundation (CGMHF) raises funds for the Collingwood General and Marine Hospital. The Foundation strives to ensure community residents have access to the highest quality healthcare services, which government funding alone cannot provide, such as equipment and tools required to operate the hospital.

Will equipment be transferred to a new facility?
Equipment is an integral part of the planning process. If and when approval was granted, and we have a better understanding of the scope of the project, a detailed inventory of all equipment and furniture within the existing hospital will be compiled, as well as a list of new equipment and furniture that will be necessary for a new Hospital. Equipment and furniture that can be used at a new Hospital will be moved. Additionally, purchases of equipment and furniture made before the move to a new Hospital will, when possible, be made using the standards and guidelines being developed for the construction of the new facility.

What is the role of User Groups in the Planning Process?
User Groups are an essential component of the Redevelopment Process. The User Groups provide staff input into the planning of future Hospital program and service delivery, assist in the detailed physical planning of the facility as the design process evolves and, eventually, assist in planning occupancy of the new building. Ten User Groups were struck including Critical Care, Emergency, Diagnostic, Pharmacy, Surgery, Medicine, Maternal/Child & Youth, Mental Health, Admin/Facility Support and Ambulatory. Although expert consultants have been engaged to guide the Hospital through the planning process and perform much of the work, User Groups serve to guide the consultants and ensure that the end result reflects the needs of our community, enables best practice and recognizes the perspective and aspirations of our staff.

What specifically does the Stage I Submission need to provide?
The Stage 1 Proposal provides comprehensive documentation to support the proposal for new or renovated capital infrastructure. It requires extensive planning expertise as well as the contributions of both staff and external stakeholders. It identifies the program/service requirements based on future community needs, the required facility infrastructure and provides an analysis of development options including identification of a preferred solution. The Stage I Submission consists of two major sections: Part A and B. Part A includes the Master Program, preliminary operating cost estimate, service delivery options analysis and human resources plan. Part B includes the business case/options analysis, facility development plan and Master Plan.

The Part A Master Program needs to describe the Hospital's current and proposed future role including:

  • Health programs currently delivered by the hospital - indicating if, why and how these programs need to be modified
  • Any new programs that need to be introduced - indicating the specific improvements expected upon completion of the project
  • Service relationships or dependencies between the facility and other providers should be described to convey the local and provincial health system context

The MoHLTC requires that the Master Plan specifically recognize and incorporate the following Planning Principles:

  • Planning must occur within the fiscal framework and priorities established by government
  • The focus will be on improved health outcomes and health status for the community
  • Health services must be effective, sustainable and responsive to community needs. This requires working collaboratively across disciplines and sectors to meet defined needs
  • Foster the development of flexible and innovative approaches to service delivery. Current methods of practice and service delivery across programs and disciplines must be challenged. This will require exploration of alternatives including the sharing of medical/professional staff, technology, administrative, and other services within the LHIN
  • Recruitment and retention of health human resources
  • Critical mass is necessary to support and sustain the provision of safe, effective and high quality health services
  • Enhance community-based primary care delivery by shifting appropriate resources from the hospitals to the community sector, where applicable, The Master Plan will need to project program and service needs based on key population health indicators which will include, but are not limited to:
    • Population growth
    • Socio-economic indicators of health status, such as, levels of education, average household income, seniors 75+ living alone, and morbidity/mortality data
    • Interrelationships between hospital and community-based care (i.e. homecare, LTC) and tracking hospital utilization by levels of care

Planning targets would include an analysis of the following:

      • Length of stay (strategies to improve ALOS, ALC, etc.)
      • Assessment of ER Visits
      • Admission rates and days consumed
      • Utilization rates/population
      • Day surgery rates
      • Occupancy levels
      • Other recognized data such as the Health Based Allocation Model (HBAM)Part A will result in the completion of a Service Delivery Model Report which consists mainly of a Master Program. This Report will be a comprehensive document outlining current and projected services, volumes, operating principles and component space requirements. These services could be new, changes to existing services, or a change in the model of care. It should represent a 20-year planning horizon with specific 5, 10 and 20 year projections. The Master Program presents the provider's present and future service delivery model and is used to determine both the long-term requirements for the Hospital's physical space and site, as well as requirements for Functional Programming that will be completed as Part of Stage 2. It should be noted that a Master Program describes all of the programs and services provided by the Hospital, not only those involved in the specific improvement initiative. This allows all stakeholders to consider the full context of service and infrastructure planning requirements. Upon Ministry support to proceed to Stage 2, planning will begin to focus only on those services impacted by the proposed capital initiative.

Specific components of the Master Program include:

  • Program parameters: model of care, organizational structure, hours of operation partnerships with other healthcare providers
  • Scope and extent of services provided
  • Workload by program/service for the past three years
  • Service volumes by program/service for the past three years
  • Attendances by program/service for the past three years; and beds by program/service for the past three years
  • Program parameters affecting space: model of care, organizational structure
  • Partnerships with community-based healthcare providers
  • Scope and extent of services provided
  • Projected workload by program/service, providing methodology and supporting rationale
  • Projected service volumes by program/service providing methodology and supporting rationale
  • Projected attendances by program/service
  • Projected beds by program/service providing methodology and supporting rationale
  • Other factors affecting space (e.g. staff numbers in non-clinical areas)
  • For new and substantial increases in programs, the Hospital is required to demonstrate the options available for service delivery of the program(s)In addition to the Master Program component, the Service Delivery Model Report will also include the following:
    • Human Resources Plan
    • Preliminary Operating Cost Estimate

Part B
The required components for Part B include a Service Support Infrastructure Report and a Facility Development Plan. The Service Support Infrastructure Report evaluates the condition and potential use of existing buildings and systems, and defines the long-term land use development strategies. Specific themes to be addressed include: Safety and Security, Efficacy, Accessibility. The following topics are addressed in the Service Support Infrastructure Report:

  • spatial requirements
  • multi-year infrastructure plan
  • technical building assessment
  • master site plan
  • master building plan
  • options for Master Plan

The Facility Development Plan identifies the components of the master building plan that need to be addressed in the capital project. The development of these programs and their associated costs form the basis of the provider's request for capital funding. The facility development plan will include the following information.

    • Proposed Floor Plans
    • Proposed Space Summary
    • Implementation/Phasing Plan
    • Schedule
    • Funding/Financing Plan
    • Project Cost Estimate

The document will continue to be updated as additional milestones are met along the journey

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