Updated October 23rd, 2014

HEALTHY LIVING EDUCATION - PLANNING

TIMELINE

Health is defined as the capacity to adapt and self-manage in the face of physical, mental and social challenges, a shift away from a disease-focused approach that is motivating changes in health systems worldwide.

- Alex Jadad MD DPhil FRCPC FCAHS

Founder, Centre for Global eHealth Innovation

HLE Update to Deans Council

September 2014

Timeline – Summary

• 2012/13 – Initial thoughts submitted to VP’s & PC

• May 2013 – Stakeholder Engagement with Community Leaders. Tour of best practice.

• June 2013 – Learning from Best Practice – Chicago St. Anthony Hospital

• July 2013 – Anxion Report on possible programming provided to College

HLE Next Steps

October 2014

Timeline – Summary

• Sept. 2013 – Board endorses renovation of Building A to accommodate Confederation High programs

• Dec. 2013 – Project vision and Principles (PVP) created for building A renovation. Building A is seen as first step in building out the broader vision.

• June 2014 – Best practice learning - President’s Council (PC) visits Dr. Alex Jaddad

HLE Next Steps

October 2014

Phase 1 – Creation of a Health Hub in A Building

September 2014 Building A renovation completed!

Three learning enterprises open:

• Hair Styling Salon

• Esthetics Spa

• Massage Therapy Clinic

HLE Next Steps

October 2014

Statement Documents to two VP’S/PC 2012-2013

Stakeholders Engagement CEO’s

Community Leaders

Chicago St. Anthony Hospital

Consultants Reports/Visits/Anxion Report

on Possible Programming

CLC Presentation –Outcomes on 2013-

14; Priorities “Innovation”

SEMC Growth/Programing

Strategies, New Programs

Plan & Strategic Needs –

“Growth/Innovate”

Where We Are Since 2012 INSTITUTIONAL HEALTHY LIVING VISION

Dental Clinic –Phase 1

Triple Gym –Phase 2

Phase 3

Health Services –

Pre-Phase 1

Confederation High School –

Phase 1

Brings Community

In

•Learning and Programing Strategy/Academic Component

•Learning Enterprises

•Common Services /Retail Space

•Living Labs

•Research and Innovative Space

•Take over East/West Wing of A Building

•Integrate Dental/CHS/Health Services

•Integrate Triple Gym/Student Association

•Feature new revenue model through retail and community space and units/suites.

Current Concept – Definition/Vision

Phase 3

Coherent, Integrated, Multi-faceted

Health and Wellness Strategy

Community

Academic

Student Staff

Health

Healthy Living: Envisioning Algonquin College’s Response to Health and Wellness

Update to President’s Council

July 5, 2015

Assembled by: Phil Rouble

Building Towards a Vision

8

Healthy Living Education:“To establish Algonquin College as the

demonstration site for new approaches to healthy living education and research across the

lifespan” (Placeholder From Healthy Living Nov. 2, 2012 - Goal)

Changing: Roles of

Practioners

Changing: Demands and

Emerging Practices

Culture: Healthy Living

Changing: Health

Technologies

Changing: Role of

Individuals

Learning for Real Life

Culture: Connect + Collaborate

See Appendix for More Detail on “The “Shape and Structure” of the Vision and Emerging Themes”

Knowledge generation

• Applied research

Knowledge dissemination

• Classrooms

• Labs

• Online

Knowledge application

• Clinics

• Storefronts

• Learning enterprises

• Work integrated learning

Algonquin CollegeHealthy Living Education

Healthy Living – Student Rendering

Trajectory of Change in Healthcare:3 Waves of Opportunity

Years

Ch

ange

Assuming exponential change based on doubling every 2 years12

204220172012 2027

System Transformation

Digital + Life-Sciences Revolutions

Reinvention of the Human Being?

Short-term Mid-term Long-term

13

Project Approval

and Funding

Implementation Phase

Incubation and Bridging Activities

Consideration Phase

Where Are We?

Vision & Guiding

Principles

Detailed Activity Profile

Initial Idea On Radar

/ Incubation

Innovative Prototypes(Simulation

Centre…)

Project Vision Application and

Academic Program Development

Preliminary curriculum

development and deployment (where

possible)

Concept Validation /

Endorsement

Advocacy Strategy

Proposal Document

Funding Alignment

Space Program

Design Construction

Fundraising Campaign Definition

Project Vision and

Principles

External Partnership

Development

See Appendix for More Detail on “The “Shape and Structure” of the Business Case”

Appendix A: The “Shape and Structure” of the Vision and

Emerging Themes

Expansion of Health and Health Related Programs

Why?• Research data confirms that health and health related education is the

major growth area in post secondary education (Prism, Axion 2012/13)

• Health delivery shift toward prevention, promotion verses treatment (Doctors, drugs and hospitals)

• New categories of health care workers needed

• Applied research – incubator expanding on NSERC grant

• Healthy Living concept as an institutional goal engages and empowers employees

• Recent community engagement confirms direction ( Queensway, CHEO, Somerset West CHC, Perley Rideau Vets…)

• Healthy Living Education “Connects” Algonquin to the broader community

“ Yet there is not a story of innovation or progress that does not involve multiple false starts and flubs” – Amanda Lang

Expansion of Health and Health Related Programs

What?• Interdisciplinary programs such as Ehealth , food and nutrition, fitness and

health promotion

• In progress: one new Ehealth degree; two graduate certificates in Ehealthand Food and Chronic disease management; Pharmacy Technician; Occupational/Physiotherapy Assistant two year diplomas = 200 + students by 2016/17

• Increase in simulation based learning

Challenges?• Status quo is not good enough

• Health growth requires new or renovated space

• Store fronts/learning enterprises, including physio clinics, pharmacy on site. Food and nutrition counselling, massage clinics, fitness assessment, spa and esthetics

“ Yet there is not a story of innovation or progress that does not involve multiple false starts and flubs” – Amanda Lang

17

Healthy Living Education:“To establish Algonquin College as the

demonstration site for new approaches to healthy living education and research across the

lifespan” (From Healthy Living Nov. 2, 2012 - Goal)

Reframe the Roles of

PractionersLifelong Learning

Changing Demands and

Emerging Practices

A Culture of Healthy Living

Incubate Health

Technologies

Health + Wellness + Self-sufficiency +

Quality of Life

Convergence of the Digital Revolution

+ the Life Sciences Revolution

The Right Person with the Right Skillset at the

Right Time

Reframe the Role of the

IndividualTaking Responsibility for Our Health

Authentic Learning for Real

Life ExperienceConnect + Collaborate

Algonquin Connects – Inside /

Outside / In-betweenFrom Simulation to Learning Enterprises

A Culture of Healthy Living

• Health + Wellness + Self-sufficiency + Quality of Life• Engage our Community

– Promotion– Prevention– Intervention– Treatment

• Modeling the Behaviour• Student engagement• Employee engagement

– Top Employer

• External community engagement

The Right Person with the Right Skillset at the Right Time

• Optimizing the Scopes of Practice • Overlap of the Scopes of Practice

– Breaks down the hierarchy / silos – A generic worker with broader skillsets

• Roles, Professions and Skillsets / Rebuilding the Skillset Framework

• New health professions / professionals• Health Human Resources• Redefinition of roles• Accountability / Outcome-Based Care / Evidence-based

Decision Making• Addressing the impediments to change

Responsive to Changing Demands and Emerging Practices

• Helping Practitioners Adapt to Changing Career Paths / Skills Needs• Realignment of Care Needs – Moving from Acute to Complex and Chronic

Care – Is this a symptom or a trend?• New Opportunities / New Demand as Care Needs Re-align• Adapting to Changing Career Paths / Skills Needs• Prevention / New knowledge (gluten free…)• Does this create / change the demand for our grads?• New Opportunities for Continuing Education / Distance Education?

– Navigating the Ontario Health Care System– Health Advocacy– Coaching

• Lifelong learning• Accelerating change• Naturopathic practices• New practitioners

Incubator for Emerging Health Technologies

• Applied Research and Innovation• Technological Advancements in Treatment

(Biotechnology / Implants / Advancements in Prothetics…)

• Advances in all the life sciences - Genetics...• Information Management

– Analytics– eHealth– Digital Sharing / Centralization of Patient Info / Records

• Personalized medicine / precision medicine• Operational efficiencies

Reframing the Role of the Consumer

• Patient-centric• Participatory health• Taking Ownership / Responsibility for Our Health / Being Informed• Patient-Based / Empowering the Individual• Health promotion – nutrition…• Engage the students and staff in healthy lifestyles• Staff looking for healthy places to work• Coping with mental health issues• Teaching patient skills

– Enabling the individual

• Empowering the consumer• Shifting Responsibility to the Individual

Authentic Learning for Real Life Experience

• Learning technologies

– Online / Simulation…

• Learning enterprises

• Living lab

• Simulation labs

• Off-site use of active facilities

Connect and Collaborate - Inside, Outside and In-between

• Algonquin Connects• Collaborative• Inclusive / Integrated

– No more silos– All players invited– Eliminate barriers to participation– Academic / Non-academic

• Interprofessional Education / Interprofessional collaboration• New academic synergies / opportunities

– School of Media - Gamification...– Business - Health management...– Technology - Data management / analytics...

• Expanding Partnerships• External and Algonquin

Appendix B: The “Shape and Structure” of the Business Case

(Based on the Model Developed for the ACCE, Perth, Pembroke and

Student Commons)

26

Project Approval

and Funding

Project Implementation Phase

Project Incubation and Bridging Activities

Project Consideration Phase

Where Are We in the Business Case / Project Development?

Exec. Sponsor:

VP – Academic (C. Brule)

Lead:

Dean of Health, Community Studies and Public Safety

(B. Foulds)

Dean of Hospitality and Tourism (M. Savard)

Key Champions:

Director, Student Support Services (S. Styles)

General Manager, Students’ Association (J. Doyle)

Manager, Pension & Benefits (C. Powers)

Vision & Guiding

Principles

Detailed Activity Profile

Initial Idea On Radar

/ Incubation

Innovative Prototypes(Simulation

Centre…)

Project Vision Application and

Academic Program Development

Preliminary curriculum

development and deployment (where

possible)

Concept Validation / Endorsement

Advocacy Strategy

Proposal Document

Funding Alignment

Space Program

Design Construction

Fundraising Campaign Definition

Project Vision and

Principles

External Partnership

Development

Healthy Living

Planning Status

Needs Senior

Leadership Support

Healthy Living Initiative - Enrolment Summary of Programs Potentially Consolidating to Building A

June 28, 2013 - See separate Excel file for more detail on programs and enrolments

Row Labels 2017/18School of Health, Community Studies and Public Safety 2147

Emerging 0

Existing 1697

Proposed 450

School of Hospitality and Tourism 130

Emerging 0

Existing 82

Proposed 48

Grand Total 2277

28

Major Project Phases - SpecificsProject Consideration Phase

• Identification of Champion(s) for initiative• Articulation of a compelling vision

• Summary document – “Articulating the Dream”

• Engagement of internal partners• Advocacy and funding strategy

• Engagement of external partners• Funding source breakdown• Business plan (Operating + Capital

Investments)• Fundraising strategy

• Development of a proposal document and/or capital project template

• Enrollment / Growth plan• Preliminary Master Activity List

• Categorization of activity (Core, optional, exploratory…)

• Estimates for future activity• Utilization Profile for Scheduled Space• Preliminary space program based on

best available information to develop a concept plan and budget

Project Incubation and BridgingActivities

• Actions that can be implemented pre-project to create momentum and validate concepts

• Preliminary curriculum development and deployment (where possible)

• Faculty and staff engagement

• Prototypes (Eg: Simulation Centre)

• Pursue opportunities for other partners and activities (Both internal and external)

• Fundraising campaign definition

Project Implementation Phase

• Triggered by project approval and funding

• Fundraising campaign launch• Detailed Activity Profile

• Final activity mix• Utilization Profile for

Scheduled Space• Detailed curriculum• Enrollment / section

breakdown• Specialized space

features / attributes• Statements of future

growth or change• Teaching methodologies

• Space program• Project charter• Design• Construction

29

Advocacy Strategy(Lead by: Executive Director –

Advancement)

Funding Alignment(Lead by: VP – Admin)

External Partnership Business Development

(Lead by:??)

Advocacy, Partnering and Funding Development

Applied Research Opportunities

Algonquin Foundation

(Fundraising)

MTCU Request

Provincial Gov’t and Agencies

Fundraising

AFP – Alternative Funding and Procurement

Other Contributions(SA, Municipal…)

College Resources

Federal Gov’t and Agencies

Corporate Investments

College Advocate Resources

Provincial Government Engagement

Federal Government Engagement

Municipal Government Engagement

Other Agencies and Interest Groups(Industry unions, local institutions

and agencies…)

Communications Strategy

Student Involvement

Other External Partner

Opportunities(Professional

affinities, commercial

opportunities…)

New Revenue Streams

External Partner Opportunities(in Academic

Activities such as contract training,

PTS…)

• Note: “Lead” role coordinates the activities under each category

Life-Cycle Costing

30

Space Program Development(Lead by: Director of Physical Resources)

Aligning the Vision and the Infrastructure Response (Academic Facilities – Healthy Living)

Project Vision Application and Academic Program Development(Lead by: Barb Foulds – Dean of Health, Community Studies and Public Safety +

Michel Savard – Dean of Hospitality and Tourism)

External Partner

Opportunities• TBD (Lead???)

• Learning Enterprise

Partners

• Algonquin Foundation

Space Program

Other Internal

Partner

Opportunities• Additional

Academic Schools

• Students’

Association

• Student Support

Services

• Human Resources

Applied

Research

Opportunities• Centre for

Health and

Wellness

Other External

Partner

Opportunities• City of Ottawa

• Institutional / Health

Sector Partners

• Other?

Ancillary

Services

Opportunities• Thunder Alley

• Parking

• Lockers

• Other?

Internal Department and Support Service

Functions•ITS•Physical Resources•Algonquin Foundation

Functional Analysis / Program

Activity Profile

Curriculum Development

Academic Programming Opportunities