{"id":92511,"date":"2020-12-11T08:23:03","date_gmt":"2020-12-11T13:23:03","guid":{"rendered":"https:\/\/huntsville.dopperonline.ca\/?p=92511"},"modified":"2020-12-11T08:23:03","modified_gmt":"2020-12-11T13:23:03","slug":"mahcs-hospital-plan-must-align-with-the-reality-of-the-day-commentary","status":"publish","type":"post","link":"https:\/\/doppleronline.ca\/huntsville\/mahcs-hospital-plan-must-align-with-the-reality-of-the-day-commentary\/","title":{"rendered":"MAHC’s hospital plan must align with the reality of the day | Commentary"},"content":{"rendered":"

 <\/p>\n

By Ross Maund and Dave Wilkin<\/em><\/p>\n

As the COVID-19 pandemic continues, unprecedented spending by the federal and provincial governments has steadily mounted. For the federal government, inflation adjusted, spending is topping amounts last experienced during World War II.<\/p>\n

<\/broadstreet-zone><\/strong><\/div>\n

Ontario\u2019s debt as of fiscal 2020\/21 is estimated by RBC Economics at over $397 billion. To put that figure into perspective, in 2000\/01 the debt stood at $132 billion, meaning debt growth of $265 billion in just over twenty years.<\/p>\n

To understand this with a little more clarity, Ontario\u2019s debt to GDP ratio has risen from 29.3 per cent to 47.0 per cent and the debt per capita has increased from $11,300 to $27,000\u2014every Ontarian has seen a doubling of their share of provincial debt in just two decades. Additionally, the Federal Government debt is tracking to exceed 50 per cent of GDP next year, $30,000 of debt per person. This means a family of four has a combined federal and provincial government debt share of $230,000.<\/p>\n

What is the point in raising these observations about financial circumstances and economic health other than to provide some understanding of the escalating debt both in real dollars and statistically? Well, over time the current financials and continuing deficits forecasted in the two years ahead will be such a financial albatross that we will have to adjust our expectations of government services, healthcare included, in the decades ahead.<\/p>\n

This is certainly not a criticism of the ballooning expenditures necessary to combat COVID-19 and support Canadians, but it is important to understand that the reality of provincial and federal spending capacity will require significant rationalization downstream to manage debt servicing costs and reduce the accumulated debt.<\/p>\n

Why then would our Chief Executive Officer at Muskoka Algonquin Healthcare (MAHC) in recent articles<\/a><\/span> continue politicking for two new hospitals in Muskoka? This posturing seemingly makes the case that COVID-19 in part justifies the organization\u2019s plan submission that will cost upwards of $600 million before it\u2019s completed, to replace Muskoka\u2019s two hospitals, whose combined average age is at the provincial hospital average age.<\/p>\n

On many levels, this thinking seems deaf to the reality of these times and environment in which we find ourselves today and into the foreseeable future. Many people, including us, over almost a decade of MAHC\u2019s struggles in planning the hospital\u2019s future, have advocated for a more pragmatic, timely, and affordable solution to meet the long-term interests and needs of Muskoka hospitals users. MAHC\u2019s grandiose plans to build brand new are surely now over. The province\u2019s hospital capital capacity was insufficient before the pandemic hit, now it\u2019s far beyond reach to indulge this level of commitment.<\/p>\n

Our hospitals need to be renovated with additional space and capacity to accommodate patient services now and for demand growth in the decades ahead. A renovated existing hospital solution is faster in bringing the much-needed upgraded facilities on-stream and would keep costs significantly lower, while aligning to and being respectful of Ontario\u2019s fiscal reality. A more statespersonship approach by MAHC leadership would demonstrate to the provincial government that the organization is tied to the strategic realities of our times and that they fully understand the dilemma in which we now find ourselves. Advice to anyone in a senior officer role of a provincially funded entity is to operate today planning realistically for the future\u2014be a cooperating partner of the province and not become an irritant.<\/p>\n

It is inappropriate to leverage COVID-19 as additional justification for such a massive capital spend, especially when our region has to date, thankfully, been largely spared the high COVID-19 patient loads, both in real and statistical terms. It comes across as crass opportunism, unacceptable from publicly funded leaders.<\/p>\n

COVID-19 has exposed many shortcomings in our healthcare system. Top among them are the large long-term care gaps and the importance of resilient domestic vaccine, drug, and PPE manufacturing and supply capacity. So too is the need for expanded front-line healthcare staff capacity, all fairly compensated and equipped with the best equipment and technology possible. Brand new replacement hospital builds are well down that priority list.<\/p>\n

Leadership aligned to the environment and realities of our time should be a maxim for public comments and musings.<\/p>\n

Ross Maund, retired career senior executive in health services<\/em>
\nDave Wilkin, retired senior IT executive, active consultant<\/em>
\nBoth are past MAHC board members and Huntsville residents<\/em><\/p>\n

 <\/p>\n

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<\/broadstreet-zone>\n","protected":false},"excerpt":{"rendered":"

By Ross Maund and Dave Wilkin As the COVID-19 pandemic continues, unprecedented spending by the federal and provincial governments has steadily mounted. 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