CHF Spring 2026

Canadian

HealthcareFacilities JOURNAL OF CANADIAN HEALTHCARE ENGINEERING SOCIETY

Volume 46 Issue 2

Spring/Printemps 2026

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Infection prevention and control through interior design

Women in CHES movement Sunnybrook road rehabilitation Tapping into tech: industry Q&A

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CONTENTS

CANADIAN HEALTHCARE FACILITIES Volume 46

Issue 2

EDITOR/RÉDACTRICE

Clare Tattersall claret@mediaedge.ca

PUBLISHER/ ÉDITEUR DU GROUPE

Jake Blanchard jakeb@mediaedge.ca

PRESIDENT/PRÉSIDENT

Kevin Brown kevinb@mediaedge.ca

SENIOR DESIGNER/ CONCEPTEUR GRAPHIQUE SENIOR

Roxy Huynh-Guinane roxyh@mediaedge.ca

GRAPHIC DESIGNER/ GRAPHISTE

Amanda Spearman amandas@mediaedge.ca

PRODUCTION MANAGER/ RESPONSABLE DE PRODUCTION

Ines Louis inesl@mediaedge.ca

24

CIRCULATION MANAGER/ Adrian Holland DIRECTEUR DE LA circulation@mediaedge.ca DIFFUSION

DEPARTMENTS

FACILITY MANAGEMENT & DESIGN

4

Editor’s Note

24

6

President’s Message

8

Chapter Reports

10

Announcements

Getting Down to Details Applying infection control guidelines in healthcare interior design

eeping a Healthcare K Campus Moving Road rehabilitation lessons from Sunnybrook Health Sciences Centre

CANADIAN HEALTHCARE FACILITIES IS PUBLISHED BY UNDER THE PATRONAGE OF THE CANADIAN HEALTHCARE ENGINEERING SOCIETY. SCISS JOURNAL TRIMESTRIEL PUBLIE PAR SOUS LE PATRONAGE DE LA SOCIETE CANADIENNE D'INGENIERIE DES SERVICES DE SANTE.

28

PRESIDENT VICE-PRESIDENT PAST PRESIDENT TREASURER

INNOVATION & TECHNOLOGY

SECRETARY

16 Harnessing AI for Resiliency L’IA au service de la durabilité et de la fiabilité des soins

CHAPTER CHAIRS

20

Tech Transformation Exploring the role, impact of technology in healthcare: key questions answered

EXECUTIVE DIRECTOR

Kate Butler Paul Perschon Craig B. Doerksen Reynold J. Peters Vacant Penny Waddington

Newfoundland & Labrador: Colin Marsh Maritime: Steve Smith Ontario: Beth Hall Quebec: Mohamed Merheb Manitoba: Stephen R. Cumpsty Saskatchewan: Kendall Rathgeber Alberta: Dave Attwood British Columbia: Mitch Weimer FOUNDING MEMBERS

H. Callan, G.S. Corbeil, J. Cyr, S.T. Morawski CHES

4 Cataraqui St., Suite 310, Kingston, Ont. K7K 1Z7 Telephone: (613) 531-2661 Fax: (866) 303-0626 E-mail: info@ches.org www.ches.org Canada Post Sales Product Agreement No. 40063056 ISSN # 1486-2530

Reproduction or adoption of articles appearing in Canadian Healthcare Facilities is authorized subject to acknowledgement of the source.

Opinions expressed in articles are those of the authors and are not necessarily those of the Canadian Healthcare Engineering Society. For information or permission to quote, reprint or translate articles contained in this publication, please write or contact the editor.

Canadian Healthcare Facilities Magazine Rate Extra Copies (members only) $25 per issue Canadian Healthcare Facilities (non members) $30 per issue Canadian Healthcare Facilities (non members) $80 for 4 issues A subscription to Canadian Healthcare Facilities is included in yearly CHES membership fees.

La reproduction ou l’adaptation d’articles parus dans le Journal trimestriel de la Société canadienne d’ingénierie des services de santé est autorisée à la condition que la source soit indiquée. Les opinions exprimées dans les articles sont celles des auteurs, qui ne sont pas nécessairement celles de la Société canadienne d’ingénierie des services de santé. Pour information ou permission de citer, réimprimer ou traduire des articles contenus dans la présente publication, veuillez vous adresser à la rédactrice.

Prix d’achat du Journal trimestriel Exemplaires additionnels (membres seulement) $25 par numéro Journal trimestriel (non-membres) $30 par numéro Journal trimestriel (non-membres) $80 pour quatre numéros L’abonnement au Journal trimestriel est inclus dans la cotisation annuelle de la SCISS.

EDITOR'S NOTE

MOVING MOMENTS IN LATE FEBRUARY, I had the pleasure to speak with Sarah Thorn about Women in CHES. The 45-minute morning conversation set the tone for my day — it was insightful, uplifting and encouraging.

I not only learned about the growing movement within CHES, but also some of Sarah’s story, including the challenges she has faced and overcome in the historically male-dominated field of healthcare facilities management. Women need other women who support each other and help pave the way for those who follow. Sarah, along with the other founding members of Women in CHES, is doing just that. I encourage you to read about the initiative in the pages that follow.

A second inspirational story highlights long-time CHES member Michael McRitchie. Michael was honoured at the 2025 CHES National Conference in Calgary, with a plaque and pin to commemorate 35 years with the society. CHES membership committee chair Jeff Weir ‘sat down’ with Michael for a Q&A about his decades-long career in healthcare and his involvement in CHES. A second Q&A explores technology integration in healthcare facilities. Industry experts from Honeywell, Siemens, Genetec and Convergint share their insights on what organizations are trying to solve with technology, based on engagements with healthcare customers, emerging technology trends, and the technologies that will have the most significant impact on healthcare facilities in the near future.

Keeping with the topic of technology, this issue’s dual-language article by Trane addresses how artificial intelligence can be harnessed for sustainable and reliable patient care.

Rounding out the spring edition, Chernoff Thompson Architects delves into how infection control guidelines are applied in interior design. Then, Sunnybrook Health Sciences Centre walks through road repairs at its Bayview campus in Toronto, providing lessons learned from the phased project.

Although spring is just underway, I’m already looking ahead to the summer issue. If interested in contributing editorial, please reach out.

Clare Tattersall claret@mediaedge.ca

4 CANADIAN HEALTHCARE FACILITIES

Plan to Attend – Registration Open!

Are you ready to advance the future of healthcare facilities?

This September, the CHES 2026 National Conference brings together healthcare engineers, facility managers, and industry experts for two days of learning, networking, and innovation. This year we are adding additional breakout sessions!

Why Attend?

Expert Insights: Opening and Closing Plenaries-hear from leading voices in leadership, teamwork and communication.

Hands-On Learning: Choose from 18 different sessions designed to solve real-world challenges.

Networking Opportunities: Great social events to connect with peers, 115 vendors and thought-leaders shaping our industry.

Opening Keynote: Brad Gushue

Closing Keynote: Ross Bernstein

Thank you to our Signature Sponsor

www.ches.org for full details Contact info@ches.org with any questions

PRESIDENT'S MESSAGE

STRENGTH THROUGH UNITY AS WE MOVE PAST the demands from Canada’s long, cold winter and transition into spring, I know many of you are feeling the weight of the challenges facing our healthcare system. While renewal is the theme of the season, the pressures remain high for many CHES members.

It’s with those challenges in mind that we kick off our new fiscal year. We aren’t ignoring the tough reality; rather, we are leaning into a steady commitment to supporting one another. Our society is strong and we know that networking and education supports strength. As you navigate the many challenges ahead, we hope you rely on each other’s strengths and CHES connections and professional development opportunities.

I am thrilled to share that our membership has grown by more than 50 per cent compared to three years ago. I hope this means CHES is on the right track, providing value and fulfilling our mission and values. To keep this momentum going, the national board has passed the new year budget, ensuring a reliable financial structure that lets us reinvest in the education and programs you rely on.

Education remains a cornerstone of our vision. This year, our membership with the International Federation of Healthcare Engineering now includes 12 free webinars, three of which feature Canadian presenters. We will post these in the event calendar on the CHES website as we learn about them, and include them in our social media posts. These international sessions are in addition to our 2026 CHES webinar series lineup of eight sessions. The Canadian Healthcare Construction Course continues its success with workshops this spring in Manitoba and Ontario. And finally, CHES’s collaboration with CSA continues to provide essential training through four medical gas systems training and personnel certification sessions.

Spring is a busy time for our chapters. From the Maritimes through to Quebec, Ontario, Manitoba and British Columbia, chapter conferences are offering amazing lineups. These events are great opportunities to network with colleagues and learn from vendors on the trade show floor. A member of the CHES executive will attend the chapter conferences. We welcome conversations, so don’t hesitate to introduce yourself.

Looking ahead, the 2026 CHES National Conference is coming together in a way that truly raises the bar. We received more than 60 abstract submissions, so CHES has decided to offer three concurrent tracks to provide more choices than ever before to our delegates.

We want to keep CHES growing and members engaged. This spring, keep an eye out for a unified expression of interest for some of our subcommittees. If you have ever thought about getting involved, this is your chance to share the workload and help us shape the future of CHES. Kate Butler CHES National president

6 CANADIAN HEALTHCARE FACILITIES

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CHAPTER REPORTS

MANITOBA CHAPTER

ONTARIO CHAPTER

Planning continues for CHES Manitoba’s education day, to take place May 14, at the Victoria Inn in Winnipeg. The theme is Optimizing Healthcare Facilities. The schedule is finalized and registration is open. The prospectus for the event has been developed and shared with sponsors and vendors. Awards for excellence in project management and facilities management have been communicated to chapter membership.

The Winnipeg Construction Association will host the Canadian Healthcare Construction Course, May 12-13, with a second session planned for Nov. 17-18.

The term of the chapter executive has been extended to April 13, 2027, following an online ballot. The current executive will remain in place until that time.

The Ontario chapter executive continues to advance the chapter’s initiatives with our strategic planning, education opportunities, membership and partnership drive, and commitment to update our articles of incorporation, practices and bylaws.

Planning is in high gear for our provincial conference in London, May 24-26. A record number of booths have been sold, early registration numbers are high and there’s strong sponsorship commitment from our vendor community. Please reach out to Ron Durocher if you wish to sponsor this great CHES event.

The Ontario chapter continues to support students through three Rick Anderson bursaries of $1,500 each, to be awarded at the conference.

In addition to these, the chapter offers bursaries to six Ontario colleges at graduation. Please reach out to Sylvia Rodas for more information.

CHES Ontario will offer the Canadian Healthcare Construction Course June 17-18, at the Trane office in Markham. We are hoping to exceed the required number of participants. CHES Ontario is also looking at offering multiple webinar events for members throughout the year.

The Ontario chapter once again promoted CHES to the long-term care sector with a booth at the 2026 AdvantAge conference.Our partnership with Region 6 of the American Society for Healthcare Engineering is strong and we support attendance at each other’s conferences.

The chapter executive has remained steadfast and diligent in cleaning up our corporation records, and transitioning all requirements for the financial portfolio. Budget planning is complete. CHES Ontario is presently in a strong financial position and has secured the necessary insurance coverage for the chapter.

We continue to work with Queen’s University law school students to update the chapter’s bylaws. The new bylaw establishing the memberat-large position will be presented at our annual general meeting for approval, supporting the chapter’s succession planning for future committee positions. If interested in getting involved in the chapter but not ready for an executive role, please reach out to any team member to learn about opportunities.

Women in CHES is developing a terms of reference as a subcommittee of the membership committee. Women in CHES has seen great success with sponsorship of our events and a brunch planned as part of the conference. Planning is in the works for future events.

—Stephen R. Cumpsty, Manitoba chapter chair

NEWFOUNDLAND & LABRADOR CHAPTER Rubber is hitting the road in Newfoundland and Labrador, as we plan for the 2026 CHES National Conference. The theme of this year’s event is Futureproofing Healthcare for Demographic Shifts. Futureproofing healthcare for demographic shifts requires proactive planning, innovation, and a strong focus on equity and sustainability. As populations age, chronic diseases become more prevalent and migration patterns reshape community needs. Health systems must adapt by investing in preventive care, expanding community-based and home care services, and leveraging digital health technologies to improve access and efficiency. By aligning infrastructure, technology and human resources with evolving demographic realities, healthcare systems can remain resilient, responsive and financially sustainable in the decades ahead.

Much of the work within our chapter is focused on planning the conference. For those who have been involved in planning past conferences, you know there is much more to the process than meets the eye.

Therefore, we have decided to cancel our annual fall chapter conference for 2026, to focus our efforts on the national conference.

Chapter membership remains steady. We are actively promoting recruitment among vendors/suppliers, consultants and other healthcare dependents to improve membership enrolment.

Financially, the chapter is in a good position. We are looking at giving back to our membership in 2026, wherever possible, including using extra funds to support members from across the province in attending the national conference in St. John’s.

September in Newfoundland and Labrador typically offers beautiful weather and is the perfect setting for outdoor activities. Take one of the local boat tours, enjoy a hike on the Signal Hill trail, leisure through downtown St. John’s, explore a shoreline or relax on a bar patio along iconic George Street. For those with a companion, be sure to check the companion tours listed under the 2026 CHES National Conference section on the CHES homepage.

CHES Saskatchewan is busy planning our 2026 conference. It will take place Oct. 18-20, at DoubleTree by Hilton in Regina.

We are currently looking for conference speakers and sponsors.

The chapter continues to focus on growth and we are actively exploring new strategies to increase membership. We added three new board members after our 2025 conference: Jay Batty, Steven Perron and Jordan Hittel.

—Colin Marsh, Newfoundland & Labrador chapter chair

—Kendall Rathgeber, Saskatchewan chapter chair

8 CANADIAN HEALTHCARE FACILITIES

—Beth Hall, Ontario chapter chair

SASKATCHEWAN CHAPTER

CHAPTER REPORTS

QUEBEC CHAPTER

MARITIME CHAPTER

CHES Quebec is currently undergoing significant updates in both governance and programming. The chapter is looking to fill all executive positions, with priority given to candidates from the healthcare sector in order to strengthen frontline representation on the board and ensure governance remains aligned with Quebec’s real operational needs. The call for nominations closed March 13.

In preparation for the Quebec chapter conference, expected to take place May 6, we have issued a call for abstracts. The event will include four technical sessions focused on practical industry topics, along with a vendor showcase of more than 15 exhibitors presenting their services, products and innovations. The objective is to create a gathering that supports knowledge sharing, best practice transfer and stronger collaboration between healthcare facilities leaders, technical experts and industry partners.

To maximize reach and maintain ongoing engagement, I encourage members to stay connected through our social media platforms, where we will continue to share reminders, announcements, updates and future calls for participation.

Planning is underway for the Maritime chapter’s spring conference in Moncton, N.B., taking place May 3-5. The theme is Healthcare Facilities: Influencing Tomorrow.

Steve Foran will deliver the keynote address, titled Gratitude for Work: The Superpower to Thrive. Women in CHES will host an open session near the trade show entrance.

CHES Maritime’s 2025 fall education day was the most successful to date, with 97 members in attendance. It was held Nov. 25, at the Glengarry Best Western in Truro, N.S. This past February, the Maritime chapter offered the Canadian Healthcare Construction Course. More than 30 registrants attended the two-day program, Feb. 25-26.

The chapter has created an award to recognize outstanding achievement and performance in healthcare facilities management by a CHES Maritime regular member. Applications closed March 13.

We continue to seek greater membership and executive representation from Prince Edward Island.

The Maritime chapter offers several financial incentives to members, including two Per Paasche bursaries of $1,500 each, contributions toward Canadian Certified Healthcare Facility Manager exam fees, spring and fall education days, prize draws at conferences and education days, Young Professionals Grant support, and additional membership benefits.

—Mohamed Merheb, Quebec chapter chair

CHAPITRE DU QUEBEC La section Québec de la SCISS traverse une importante période de mise à jour, tant en gouvernance qu’en programmation. Elle cherche à pourvoir l’ensemble des postes de son comité de direction. Les candidatures issues du secteur de la santé ont la priorité: elles permettent de mieux représenter la réalité du terrain au sein du conseil et de garder la gouvernance arrimée aux besoins opérationnels concrets du Québec. L’appel de candidatures a pris fin le 13 mars.

Le congrès de la section Québec devrait avoir lieu le 6 mai. Nous avons lancé un appel de résumés en vue de cet événement. Le programme comprendra quatre séances techniques consacrées à des enjeux concrets du secteur, ainsi qu’un salon réunissant plus de 15 exposants venus présenter leurs services, leurs produits et leurs innovations. L’objectif: créer un rendez-vous propice au partage des connaissances, à la diffusion des pratiques exemplaires et au renforcement de la collaboration entre les dirigeantes et dirigeants d’établissements de santé, les spécialistes techniques et les partenaires de l’industrie.

Les membres gagneront à rester branchés sur nos réseaux sociaux pour optimiser la portée de nos communications et maintenir l’engagement tout au long de l’année. Nous continuerons d’y publier rappels, annonces, mises à jour et futurs appels à participation.

—Mohamed Merheb, chef du conseil d’administration du Québec

—Steve Smith, Maritime chapter chair

BRITISH COLUMBIA CHAPTER The B.C. chapter’s spring conference returns to Whistler, May 31-June 2. Delegate registration is open. The trade show is sold-out with more than 130 exhibitors, and the banquet is close to being sold-out. Entertainment will be provided by hit comedy variety show, Laugh Out Live. Order of B.C. recipient and veteran broadcaster Tamara Taggart is this year’s keynote speaker. Her address, Finding your Voice to Create Positive Change, is focused on empowering attendees.

Due to the timing of the World Cup, we may face increased competition for hotel rooms in Whistler, because of additional visitors. So, I encourage you to book your rooms early. We’ve secured extra rooms at Aava and Pan Pacific hotels at guaranteed rates.

The B.C. chapter will once again host the Canadian Healthcare Construction Course this fall, Dec. 2-3.

As required by the B.C. Societies Act, CHES B.C. has completed the process of incorporation.

It’s an election year for the B.C. chapter executive. A call for nominations was issued. I’m pleased to share that two members have put their names forward for election.

—Mitch Weimer, British Columbia chapter chair

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ANNOUNCEMENTS

WOMEN IN CHES MOVEMENT DRIVING INDUSTRY CHANGE

10 CANADIAN HEALTHCARE FACILITIES

Five of the seven founding members of Women in CHES: Melodie Young, Kate Butler, Beth Hall, Sarah Thorn and Chantelle Hepburn.

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WOMEN IN CHES is developing terms of reference as a subcommittee of the Canadian Healthcare Engineering Society membership committee. This effort aims to formalize the group’s supportive and advocacy role for women within CHES, guiding its efforts while contributing to overall membership growth and engagement.

“We need more women not only attending CHES events, but leading them. Not just participating in discussions, but shaping them,” says Sarah Thorn, a 16-year CHES member and among the founding women of the movement.

Others include now-CHES National president Kate Butler, Beth Hall, Jamie Cook, Chantalle Hepburn, Melodie Young and Helen Comeau.

The idea for Women in CHES took shape on the trade show floor of the 2022 CHES National Conference in Toronto, held alongside the CHES-hosted International Federation of Healthcare Engineering Congress — the first in-person event since prior to the pandemic. A discussion revealed that many women in CHES often feel intimidated to fully participate in the organization, leading to the understanding that a different approach was needed to better support and engage them.

“We have all walked into a room with accomplished professionals — mostly men in suits and ties — and felt small because we didn’t see ourselves reflected there. It quietly signalled that this space wasn’t built with us in mind,” says Thorn. “What we want is for everyone to feel welcome and included.”

To start, the original seven agreed that whenever any of them saw a woman sitting alone at an event, she would be invited to join. This provided opportunities to connect over common experiences, build relationships and share information about CHES, and led to growing interest in the group. From there, Women in CHES, while still an informal initiative, began pursuing more formal activities to raise its profile, reach more women involved in healthcare and CHES, specifically, and encourage them to support the organization by becoming members, getting involved in their local CHES chapter, and participating in speaking opportunities, conferences, webinars, elections and awards.

The group officially launched in June 2023, with a virtual meet-andgreet. Women in CHES made its first in-person appearance at the 2024 CHES National Conference in Halifax, with a dedicated lounge space, and a year later hosted its inaugural brunch at the 2025 CHES National Conference in Calgary. Offered as an alternative to the annual CHES golf game, the brunch attracted 60 attendees through word of mouth.

By all accounts, it was a resounding success and will be held again at this year’s national conference in St. John’s, Nfld.

“The brunch was more than just a meal — it was a moment. A moment to celebrate how far we’ve come but, more importantly, to talk about where we’re going,” says Thorn, echoing the remarks she delivered at the brunch.

Since then, Women in CHES has held webinars to introduce the movement to a wider audience and plans to host activities or dedicated spaces at every CHES chapter event this year.

As the movement has gained momentum, there has been increased emphasis on offering peer guidance and building leadership capability to improve female representation within CHES. All founding members — many considered trailblazers for the women who followed — have served or currently serve on CHES committees, either at the regional or national level.

“The work that happens in CHES — at the chapter level, on our committees and through our national leadership — directly influences the environments where patients heal and where innovation comes to life,” says Thorn, who served as chair of the British Columbia chapter from 2022-2024, becoming the first woman to hold the position that also secured a place on the national board. “Women deserve a seat at

ANNOUNCEMENTS

“WOMEN IN CHES ISN’T JUST ABOUT EQUITY, THOUGH THAT MATTERS DEEPLY. IT IS ABOUT IMPACT BECAUSE WHEN WOMEN RISE, THE ENTIRE PROFESSION RISES.”

every one of those tables, not just a table.”

Thorn explains that women’s voices are essential for designing healthcare spaces that reflect all users — patients, families, nurses, physicians, technicians and support staff. When women are involved in engineering and construction decision-making, facility design is more likely to consider

comfort, dignity, privacy and functionality from multiple perspectives rather than relying on traditional assumptions. Also, gender-diverse teams are proven to assess risk more thoroughly and their broader viewpoints lead to stronger outcomes.

Thorn adds that elevating women to leadership roles strengthens not just healthcare facilities, but the industry as a whole. Women are underrepresented in sectors like infrastructure, engineering and technical design. Greater female participation sends a powerful message to the next generation that careers in these mainly male-dominated professions are attainable and offer opportunities for upward mobility, helping to expand the talent pool, support retention and strengthen the workforce overall.

“Women in CHES isn’t just about equity, though that matters deeply.

It is about impact because when women rise, the entire profession rises,” says Thorn. “By getting involved, women not only invest in their own growth but you signal to those beside and behind you that anything is possible.”

—Clare Tattersall

SPRING/PRINTEMPS 2026 11

ANNOUNCEMENTS

REFLECTIONS OF A LONG-SERVING CHES MEMBER GETTING INVOLVED IN an industry association provides the opportunity to build networks with people who share similar interests and to stay current with professional developments. These were among the reasons Michael McRitchie joined the Canadian Healthcare Engineering Society (CHES) in the late 1980s, during the earlier years of his career in healthcare.

This past September, Michael was presented with a plaque and pin at the 2025 CHES National Conference in Calgary, to commemorate 35 years with CHES. As one of the association’s longest serving members, Michael spoke with me about his extensive career in healthcare, his proudest achievements, what membership in the society has meant to him and why others should get more involved.

What is your current role?

I serve as director of plant operations and maintenance at Sunnybrook Health Sciences Centre in Toronto, where I have worked for 15 years.

I oversee plant operations, maintenance, minor renovations, infrastructure renewal, environmental sustainability and fire prevention across five facilities totalling 3.5 million square feet. Our portfolio supports 12,000 employees and physicians and approximately 1.3 million patient visits annually.

Can you share how you got started in healthcare?

What are the top priorities in your role?

I am fortunate to work alongside an exceptional team of managers and staff who understand that our shared purpose is to ensure an optimal environment of care for patients.

Our core responsibility is to ensure reliability and safety while continuously improving performance across all areas of accountability.

In the face of financial pressures, aging infrastructure, workforce challenges and evolving regulatory requirements, proactive risk identification and mitigation are essential.

Remaining current with codes, standards and emerging technologies is critical. Equally important is collaboration — engaging consultants, vendors, senior leadership, internal teams and CHES colleagues facing similar challenges. Healthcare facilities management demands vigilance, adaptability and strong professional networks.

At Sunnybrook, we are “inventing the future of healthcare,” and our facilities must continually evolve to enable and support that vision.

12 CANADIAN HEALTHCARE FACILITIES

Michael McRitchie is director of plant operations and maintenance at Sunnybrook Health Sciences Centre.

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My healthcare facilities career began in 1981, at Burnaby Hospital, following early experience in industrial power engineering at a large pulp mill.

Prior to Sunnybrook, I held leadership roles with Fraser Health, Interior Health and Island Health in British Columbia.

Over more than four decades, I have had the privilege of working with dedicated professionals across more than 50 healthcare facilities, all committed to delivering safe, reliable and healing care settings.

What are you most proud of?

Many of Sunnybrook’s buildings date back to the 1940s, making infrastructure renewal a significant and ongoing priority. Through targeted investments in critical electrical and mechanical system upgrades, we have made meaningful progress in reducing patient risk and strengthening system resiliency. While infrastructure funding gaps remain an industry-wide challenge, strategic prioritization allows us to achieve measurable improvements.

I am particularly proud of our eight-megawatt gas turbine generator cogeneration plant, completed in 2021. This project has significantly enhanced on-site power and steam generation capacity, improved resiliency during utility interruptions, increased operational efficiency and delivered long-term cost savings. It stands as a strong example of what thoughtful planning, technical expertise, disciplined execution and leadership alignment can accomplish.

Sunnybrook’s leadership in environmental sustainability is another source of pride as we continue working to reduce our environmental footprint and build a healthier, more resilient future.

When did you join CHES and what has been your involvement?

I joined the British Columbia chapter of CHES in 1989, and served for 10 years on the chapter executive, including a term as chair. I contributed to the development of the Canadian Certified Healthcare Facility Manager

ANNOUNCEMENTS

(CCHFM) certification program, which I strongly encourage healthcare facilities leaders to pursue to elevate professional standards and credibility within our field. I proudly obtained the CCHFM designation in 2015. I also hold the Certified Healthcare Facility Manager designation, or CHFM, from the American Society for Healthcare Engineering, which CCHFM is modelled after, and am a Certified Facility Manager, or CFM, a globally recognized certification issued by the International Facility Management Association.

How has CHES membership benefitted you?

Over 35 years, CHES has provided tremendous professional value. I have attended more than 50 conferences and consistently benefitted from both the educational programming and the opportunity to connect with peers from across Canada.

Many improvements implemented within the organizations I have served were influenced by knowledge and best practices shared through CHES. As Sunnybrook continues “inventing the future of healthcare,” those national connections remain an important source of insight, innovation and perspective.

What advice would you give other CHES members?

Get involved. Attend CHES conferences and other events, build relationships, volunteer and pursue CCHFM certification. The more you engage, the more you gain — and your healthcare organization benefits from the collective experience of the CHES community.

My CHES journey has been invaluable. I am grateful for the mentorship, collaboration and lasting friendships formed along the way, and for the opportunity to contribute to a profession that plays such a critical role in patient care.

I could write a book about the experiences of my career, from major weather events and infrastructure failures to the pandemic response. The work has been demanding, unpredictable and, ultimately, deeply rewarding. Throughout every challenge, the support of the CHES community and my internal colleagues has been a constant source of encouragement and strength.

I would be pleased to support new and existing CHES members any way I can.

—Jeff Weir, CHES membership committee chair

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SPRING/PRINTEMPS 2026 13

SPONSORED CONTENT

Meeting the NSF/ANSI 56 Benchmark in Clinical Cooling:

PROTECTING PATIENTS AND INVENTORY

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n a 24/7 healthcare environment, equipment failure is a risk to patient safety. While refrigeration and ice machines are often seen as “background” utilities, they play a bigger role than providing ice and water for drinking — they play an important role in infection control and medication efficacy.

For every patient in a clinical setting, it takes an average of 3 to 5lbs of ice to provide comfort and hydration. With an overall facility demand estimated at 10lbs of ice per bed for therapeutic and clinical needs, the refrigeration and ice-making machinery components in a hospital — typically needed on every floor — are critical to the effectiveness of patient care.

Medical refrigeration is specifically designed to maintain stable 2–8°C cabinet temperatures with tight uniformity, forced-air circulation, rapid temperature recovery, and integrated alarm monitoring. Standard consumer refrigeration products do not meet the criteria to support medical products such as vaccines and pharmaceuticals, which must be kept in a stable and controlled environment for greatest efficacy.

Decoding the NSF/ANSI 456 Mandate The NSF/ANSI 456 standard was developed in 2021 to ensure a mandated level of refrigeration for performance in vaccine storage. This includes ensuring consistency no matter how much or little is kept in the refrigerator, or how often the door is opened. It also means that doors must be self-closing, and there must be audible and visual alarms for temperatures outside acceptable parameters.

The standards set by BSF/ANSI 456 and CDC-compliancy are the benchmark of medical cooling equipment. Hoshizaki healthcare refrigerators and freezers are both NSF/ANSI 456 and CDC-compliant and are engineered to remain cool even when under pressure.

Using integrated digital monitoring and alarm features to alert staff of deviations in temperature, the Hoshizaki range of medicalgrade refrigeration features audio and visual alarms, providing a safety net to prevent loss of important and expensive inventory.

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Ice in Patient Care In clinical applications, ice is essential for therapeutic cooling, specimen transport, and keeping patients hydrated. Capable of producing between 100lbs and over 600lbs of ice per day, Hoshizaki ice machines easily meet the demand of ice per patient and can mass-produce soft “nugget” ice, a type preferred in hospitals as patients find it easier to chew and cools faster for therapeutic use. Of note, Hoshizaki ice machines produce hard, dense ice which melts slowly, helping support consistent hydration for patients, especially when fluid intake is being monitored.

Combating the Invisible Threat Cross-contamination threats via physical touch and airborne bacteria are common in medical settings. Touchless ice and water dispensers — such as the Hoshizaki OptiServe™ series with infrared sensor activation — eliminate touchpoints, reducing the risk of cross contamination. Hoshizaki’s touchless dispensers, self-draining storage, and NSF-certified sanitation features promote hygienic ice productionBy utilizing the stone bedding beneath artificial turf installations to purify and redirect water for non-potable

building uses, condominiums can transition their landscapes into a sustainable asset that supports the building’s overall efficiency.

Since healthcare facilities never close, the refrigeration and cooling equipment procurements must be resilient. Hoshizaki refrigeration and cooling machines are built to manage aroundthe-clock operation and are strongly reputed for their durability. For instance: instead of nickel-plated copper, Hoshizaki ice machines use a stainless-steel evaporator plate since it is more resistant to corrosion and harsh cleaning chemicals, thus reducing material breakdown. As well, a closed water circuit design reduces scale buildup, limiting exposed spray components and supporting more predictable cleaning and maintenance schedules.

For peace of mind, Hoshizaki Healthcare Series refrigeration products can be connected to backup power systems, ensuring continuous operation even during power interruptions.

Modern healthcare requires more than just “cooling”; it requires a strategic approach to refrigeration management and ice production. Advances in ice-making technologies such as rapid production, energy-efficient systems, touchless dispensing and automated cleaning, allow healthcare facilities to ensure continuous ice availability, improving workflow efficiency and guaranteeing that ice is always there, chilling.

Hoshizaki ENERGY STAR®-certified products reduce energy consumption, lower utility costs, and minimize environmental impact, supporting sustainable operations. They are also backed by a “7-7-7” warranty covering seven years of labour, parts, and compressor protection.

In-efficient refrigeration products compromise the integrity of life-saving medications and biologics. Contact your local Carrier Enterprise Refrigeration Specialist to learn more, or for a free quotation.

Find your Refrigeration Specialist by region: Ontario: Jamie.Sutherland@carrierenterprise.com Quebec: David.Cooke@carrierenterprise.com Maritimes: Craig.Perrin@carrierenterprise.com BC, Alberta, Saskatchewan & Manitoba: Stuart.Richardson@carrierenterprise.com

To view the full range of products available, visit Carrier Enterprise at www.cehvac.ca

HARNESSING AI FOR RESILIENCY L’IA au service de la durabilité et de la fiabilité des soins By/Par Christy Fetsch

H

ealthcare facilities face extraordinary and evolving challenges, from extreme weather events and cybersecurity threats to aging infrastructure and energy grid instability. The COVID-19 pandemic underscored just how vital it is for health systems to be resilient: capable of adapting, withstanding and recovering from adversity to ensure continuous life-saving care.

NEW DEFINITION OF RESILIENCY

Resiliency in healthcare now goes far beyond backup generators or contingency plans. It calls for a comprehensive and dynamic response, built on six key qualities: adaptability, strength, redundancy, self-sufficiency, proactivity and consistency.

Adaptability is the ability to rapidly adjust to disruptions or new conditions, such as reconfiguring spaces during an infectious disease outbreak or shifting operations during severe weather.

Strength is exemplified by robustness in both physical infrastructure and operational processes, enabling continued function under stress.

Redundancy requires multiple backups for all critical systems, eliminating single points of failure in lifeline services.

Self-sufficiency is the ability to operate independently during extended emergencies, ensuring patient and staff safety regardless of outside conditions.

Proactivity is consistently anticipating risks, from cybersecurity to equipment age, and taking preventive measures before threats cause interruption.

16 CANADIAN HEALTHCARE FACILITIES

L

es établissements de santé affrontent des défis majeurs et croissants, notamment les événements climatiques extrêmes, les cybermenaces, la vétusté des infrastructures et l'instabilité des réseaux énergétiques. Nous avons compris à travers la pandémie de COVID-19 que nous devons impérativement renforcer la résilience de nos systèmes de santé afin qu’ils puissent s’adapter à cette instabilité, résister aux difficultés opérationnelles et les surmonter pour garantir la continuité des soins vitaux.

UNE NOUVELLE DÉFINITION DE LA RÉSILIENCE

La résilience sanitaire dépasse désormais la simple dotation en groupes électrogènes ou la mise en œuvre de plans d'urgence. Elle exige une réponse globale et dynamique, articulée autour de six piliers principaux: l'adaptabilité, la solidité, la redondance systémique, l'autonomie, la proactivité et la constance.

L’adaptabilité permet de réagir rapidement aux perturbations et de s’ajuster aux nouvelles conditions en réorganisant les espaces lors d’une épidémie ou en redéfinissant les opérations en cas d’intempéries.

La solidité renvoie à la robustesse des infrastructures physiques et à la fiabilité des processus opérationnels qui permettent de maintenir l’activité en situation critique.

La redondance systémique impose la multiplication des dispositifs de secours pour l’ensemble des réseaux névralgiques, afin d’éviter toute défaillance au sein des services vitaux.

L’autonomie désigne la capacité de fonctionner de manière indépen-

INNOVATION & TECHNOLOGY

Consistency is delivering reliable performance over time, regardless of external variables.

These foundational qualities are supported by integrating advanced technologies, data-driven decision-making and smart building solutions.

ROLE OF AI AND SMART BUILDING SOLUTIONS

Today’s buildings are evolving from static spaces to dynamic platforms for achieving strategic healthcare goals. At the heart of this evolution is artificial intelligence (AI), transforming how facilities are monitored, managed and made more resilient.

AI enhances risk analysis, such as failure mode and effects analysis, by continuously analyzing system performance and helping to predict failures before they occur.

Integrated HVAC and energy control systems use AI to optimize energy use, identify inefficiencies and execute predictive maintenance, boosting uptime and reliability.

AI-enabled monitoring safeguards against intrusion and builds isolated, secure automation networks, essential as increased interconnectivity raises the risk of cyberattacks.

Legacy and modern technologies can be seamlessly bridged for whole building optimization, asset planning and robust contingency strategies.

Connected platforms enable coordinated response across HVAC, energy, communications and physical security systems.

Thermal energy storage and generation systems, equipped with automated controls and intelligent technology, maintain environmental stability during grid outages.

SUSTAINABILITY MEETS RELIABILITY

Healthcare buildings are major energy consumers, directly influencing operational costs and environmental impact. AI and smart controls spearhead initiatives in sustainability, efficiency and continuous improvement.

AI and smart automation help select, monitor and optimize equipment for longevity, improved resource use and reduced carbon emissions.

Intelligent analytics pinpoint and remedy inefficiency, with many facilities cutting energy use significantly after upgrades.

Monitoring and remote diagnostics keep facilities ahead of equipment age, utility cost escalation and compliance challenges.

dante pendant des situations d’urgence prolongées et de garantir la sécurité des patients et du personnel, quelles que soient les conditions extérieures.

La proactivité consiste à anticiper systématiquement les risques de cybersécurité ou de vétusté des équipements, en prenant des mesures préventives pour neutraliser toute menace d'interruption du service.

La constance désigne la capacité d’un système à maintenir un niveau de performance stable dans la durée, en dépit des pressions extérieures.

Ces qualités fondamentales se cristallisent autour de l'intégration de nouvelles technologies, du pilotage par les données et du déploiement de bâtiments intelligents.

RÔLE DE L’IA ET DES BÂTIMENTS INTELLIGENTS

Loin d'être de simples locaux statiques, les infrastructures de santé deviennent aujourd'hui des plateformes dynamiques au service des objectifs sanitaires. À ce titre, l’intelligence artificielle (IA) se trouve au cœur de cette transformation et redéfinit la surveillance, la gestion et la résilience des installations.

L’IA améliore l’analyse des risques, notamment les modes de défaillance et leurs effets à partir des performances des systèmes et permet d’anticiper les pannes.

Des systèmes intégrés de CVC (chauffage, ventilation, climatisation) et de gestion de l’énergie utilisent l’IA pour optimiser la consommation, repérer les inefficacités et mettre en œuvre une maintenance prédictive.

Cette approche renforce la disponibilité et la fiabilité des services.

Les dispositifs de surveillance par l’IA renforcent la protection et permettent de construire des réseaux d’automatisation isolés et sécurisés, un enjeu crucial à l’heure où l’interconnexion croissante expose au risque de cyberattaques.

Les anciennes technologies et les systèmes modernes peuvent s’associer harmonieusement pour optimiser les infrastructures, améliorer la gestion des actifs et renforcer les stratégies de continuité. Les plateformes connectées garantissent une synergie opérationnelle entre les systèmes CVC, la gestion énergétique, les réseaux de communication et les dispositifs de sécurité physique.

Les systèmes de stockage et de production d’énergie thermique sont pilotés par automatisation et par technologie intelligente, et assurent la stabilité environnementale des infrastructures lors des coupures de réseau.

A STRATEGIC ROADMAP

To strengthen healthcare resiliency, facilities should follow a series of steps.

To begin, map all critical systems, conducting thorough evaluations under industry standards and assessing risks with advanced data analytics.

Next, use AI-driven analysis to prioritize vulnerabilities and deploy strategies, such as regular maintenance, installation of redundant systems and comprehensive emergency plans.

Then, because resiliency is an ongoing process, integrate continuous monitoring and iterative improvement via intelligent building controls and predictive analytics.

Don’t forget to build collaboration. Early engagement with information technology, facilities and clinical teams ensures strong oversight for both physical and cybersecurity challenges.

DURABILITÉ ET FIABILITÉ

Grands consommateurs d’énergie, les infrastructures de santé conditionnent directement les coûts d’exploitation et l’empreinte environnementale. L’IA et le pilotage intelligent consolident les stratégies de durabilité, d'efficacité opérationnelle et d'amélioration continue.

Par ailleurs, l’IA et l’automatisation intelligente permettent d’orienter la sélection, le suivi et l’optimisation des équipements pour accroître leur cycle de vie, rationaliser l’usage des ressources et réduire l’empreinte carbone.

L’analytique intelligente cible et résout les inefficacités opérationnelles et permet à de nombreux établissements de réduire significativement leur consommation énergétique après la modernisation de leurs systèmes.

La surveillance et le diagnostic à distance permettent d’anticiper l’obsolescence des équipements, la volatilité des coûts énergétiques et de relever les défis de conformité réglementaire.

SPRING/PRINTEMPS 2026 17

INNOVATION & TECHNOLOGY

UNE FEUILLE DE ROUTE STRATÉGIQUE

An AI-driven system can help improve total energy efficiency.

t

Finally, plan for ongoing hardware and software updates, operator training and robust contingency support.

THE CASE FOR TAKING ACTION

Every dollar invested in smart building solutions can return $3 in operational savings within five years. Beyond cost savings, resilient and sustainable healthcare environments enhance public image and stakeholder trust; help support compliance with emerging regulations and avoid penalties; and support long-term organizational success by adapting to tomorrow’s technology and business needs.

As technological innovation accelerates, proactive adoption of AI, smart controls and integrated building solutions isn’t just a competitive advantage — it’s a strategic imperative. Health systems that embrace resiliency and sustainability today are better equipped to serve their communities, improve patient experience and thrive in a dynamic future.

Christy Fetsch is the healthcare vertical market strategy leader at Trane, where she spearheads the development and execution of go-to-market strategies for the healthcare sector across Trane’s controls, services and commercial equipment.

18 CANADIAN HEALTHCARE FACILITIES

Voici les principales étapes à suivre pour renforcer la résilience sanitaire des établissements de santé.

En premier lieu, nous devons cartographier tous les principaux systèmes, mener des évaluations rigoureuses conformes aux standards industriels et modéliser les risques à travers les outils avancés d’analyse de données.

Ensuite, nous devons nous servir des analyses pilotées par l’IA pour hiérarchiser les vulnérabilités et déployer des stratégies adaptées, comme des programmes de maintenance régulière, l’installation de systèmes redondants et l’élaboration de plans d’urgence complets.

Par ailleurs, nous devons considérer la résilience comme un processus dynamique qui exige une surveillance continue et une amélioration progressive à travers un pilotage intelligent et une analytique prédictive.

Nous devons impérativement instaurer un climat de collaboration afin de garantir une gouvernance coordonnée face aux enjeux de cybersécurité et de sûreté physique en impliquant immédiatement des équipes informatiques, techniques et cliniques.

Enfin, nous devons actualiser régulièrement le matériel et les logiciels, former les opérateurs et mettre en place des mesures d’urgence efficaces.

POURQUOI AGIR MAINTENANT

Chaque dollar investi dans des solutions de bâtiments intelligents peut générer trois dollars d’économies opérationnelles en cinq ans. Au-delà des économies, nous renforçons l’image publique et la confiance des parties prenantes à travers des infrastructures de santé durables et résilientes. Nous soutenons la conformité aux nouvelles réglementations pour éviter les sanctions et assurons le succès organisationnel à long terme en nous adaptant aux technologies émergentes et aux besoins stratégiques de demain.

L'innovation technologique accélérée impose l'adoption proactive de l’IA, le pilotage intelligent et les solutions de bâtiments intelligents comme un impératif stratégique. Les systèmes de santé qui intègrent aujourd’hui la résilience et la durabilité servent mieux leurs communautés, améliorent l’expérience patient et garantissent leurs performances dans un environnement en pleine mutation.

Christy Fetsch est responsable de la stratégie du marché de la santé chez Trane, où elle pilote l’élaboration et la mise en œuvre des stratégies commerciales pour les systèmes de contrôle, les services et les équipements.

CALL FOR YOUNG PROFESSIONALS GRANT NOMINATIONS & SPONSORSHIP SUBMISSIONS DEADLINE: April 30, 2026 CALL FOR SPONSORS • Who can sponsor? Organizations or companies.

• Apply online: www.ches.org/ches-young-professional-grant-sponsorship-application-form • Cost: $2,500+tax CALL FOR CANDIDATES Eligibility criteria: • Work full-time within a healthcare organization or a company supplying technical services to healthcare facilities or organizations.

• Be or will become an architect, engineer (ie. mechanical, electrical, power, civil, etc.), technician or work in a similar technical discipline.

• Have worked in the healthcare field for less than five (5) years, or have been a professional architect, engineer, technician or worked in similar technical discipline for not more than ten (10) years.

Application requirements: • Complete the YPG Candidate Application Form on the CHES website: www.ches.org/young-professional-grantypg-application-form • Submission must include a letter of endorsement of the nominee from the local CHES chapter.

What’s in it for the recipient?

• Level up your knowledge and plenty of networking. Complimentary registration for the CHES National Conference and reimbursement for travel costs (local transport, flights, accommodations and meals) for the successful candidate(s), up to a maximum of $2,500, with amounts above this value being the responsibility of the successful candidate(s). Reimbursement shall be in accordance with CHES policy B5.1.

• Recognition! The successful candidate(s) will agree to participate in the making of a short video interview at the CHES National Conference to share their experience while attending. An announcement will be made at the CHES National Conference recognizing the YPG recipient.

• Complimentary CHES membership for the successful candidate for one (1) year following the conference.

Full details about the YPG can be found on the CHES website at www.ches.org under the National page.

If you have any questions, e-mail us at info@ches.org.

INNOVATION & TECHNOLOGY

TECH TRANSFORMATION

Exploring the role, impact of technology in healthcare: key questions answered

T

echnology is revolutionizing various aspects of healthcare, from managing a building’s physical environment to improving operational efficiency to enhancing care team communications. Here, four industry experts — Sacha Debleds, general manager of building automation, at Honeywell Canada; Peter Lukacko, vice-president of smart infrastructure buildings, at Siemens Canada; Karl Vancl, regional director of enterprise, at Genetec Canada; and Claudia Velandia, director of healthcare, at Convergint Canada — share the greatest challenges facing healthcare organizations, the technologies being used to address them, and the emerging trends that will have the greatest impact on the sector in the years ahead.

20 CANADIAN HEALTHCARE FACILITIES

What types of challenges are healthcare organizations typically trying to solve with technology?

Debleds: Healthcare organizations are focused

on four core challenges that technology helps address: safety and security, operational efficiency, energy management, and patient and staff experience.

Safety and security remain paramount, with providers seeking to protect patients, staff and critical assets across both physical and digital environments. This includes securing high-risk areas, managing visitor access, ensuring uninterrupted life safety systems, strengthening infection control in sensitive clinical spaces, and protecting building operating technologies from cyber threats to avoid disruptions to patient care.

Operational efficiency is another key priority, as facilities teams work to improve building reliability while managing labour constraints.

Healthcare providers aim to replace manual, error-prone processes with automated compliance and documentation, shift from reactive to predictive asset maintenance, and use artificial intelligence (AI) enabled tools to optimize workforce utilization and maintenance effectiveness.

Energy management is increasingly critical due to the energy intensive nature of healthcare facilities. Organizations must ensure continuous, resilient power for critical care areas while advancing decarbonization goals, meeting environmental, social and governance requirements, gaining real-time emis-

INNOVATION & TECHNOLOGY

Velandia: Across Canada, we are currently

seeing three core challenges healthcare organizations are trying to address with technology: safety, asset visibility and management, and information overload.

There is a clear rise in staff duress requirements, reflecting growing concerns around staff safety and the need for more responsive ways to support teams in real-time. Simultaneously, from a clinical perspective, staff spend significant time locating equipment, people or information when it should be readily accessible, highlighting ongoing challenges with asset visibility.

Healthcare facilities have invested in nurse call, security, real-time location systems (RTLS) and clinical systems, but when these do not communicate effectively, it creates information overload, inefficiencies and duplicate workflows for frontline teams. As a result, organizations are increasingly looking to better connect and automate these systems through technology.

What are some emerging technology trends in healthcare?

Debleds: Healthcare organizations are increas-

ingly adopting new technologies to address labour shortages, improve resilience and advance sustainability. A central focus is the shift toward autonomous operations and improved staff well-being, as healthcare providers face growing operational complexity with fewer available resources.

One emerging trend is the development of the ‘self-testing’ facility, where manual, labour intensive inspections are replaced by automated system validation. Advanced life safety technologies allow functional testing of critical devices without entering patient rooms, reducing labour demands while supporting infection control in sensitive clinical environments.

Another significant trend is the convergence of clinical systems with building operational technology. Rather than operating in isolation, building systems are increasingly integrated with clinical workflows using healthcare data standards. This enables automated actions, such as triggering terminal cleaning after patient discharge and optimizing HVAC use in unoccupied spaces, improving efficiency and reducing energy consumption without impacting patient care.

Finally, decarbonization is accelerating across healthcare facilities. As highly energy intensive buildings, hospitals are moving toward real-time energy and carbon visibility, enabling

TOP TO BOTTOM: Sacha Debleds, Honeywell; Peter Lukacko, Siemens; Karl Vancl, Genetec; and Claudia Velandia, Convergint. t

sions visibility, and optimizing energy use across complex campuses without compromising patient comfort.

Finally, patient and staff experience is a growing focus, recognizing the impact of the built environment on clinical outcomes and workforce retention. Providers seek to create healing environments, reduce fatigue and distractions for clinicians, and empower patients with greater control over their surroundings to improve satisfaction and care delivery.

Lukacko: Healthcare organizations are facing a range of challenges driven by reduced operating budgets, aging infrastructure, staff shortages, an aging population and increasing expectations for improved patient experiences despite these constraints. As a result, organizations are seeking technological solutions to support improvements in their facilities. Key priorities include increasing productivity of existing staff through technology; reducing operational costs by using data and technology to lower energy consumption as well as maintenance and facility management expenses; leveraging technology to enhance indoor air quality and the overall patient experience; ensuring safety and security remain at the highest standards; and delivering on sustainability targets, which is critical given that healthcare facilities are responsible for generating five per cent of global carbon dioxide emissions.

Vancl: Healthcare facilities are among the most operationally complex security environments we work in, and the challenges tend to fall into three areas.

The first is staff and patient safety. Physical assaults on healthcare workers are rising across Canada. However, security teams are being asked to do more with the same or fewer resources.

The second is managing access control across large, layered campuses. Hospitals need precise control over who can access pharmacies, operating suites, server rooms and administrative areas. Rules can shift by time of day, role and credential level, and managing that across multiple buildings with aging or siloed systems creates real operational friction and leaves audit gaps.

The third is regulatory and privacy compliance. Scrutiny around where data is stored, who can access it and how incidents are documented is increasing. Facilities are realizing their security platform is also a compliance and audit tool.

SPRING/PRINTEMPS 2026 21

INNOVATION & TECHNOLOGY

Autonomous mobile robots and automated guided vehicles are expected to increasingly handle repetitive, non-clinical hospital tasks, freeing staff to focus more on patient care. t

dynamic optimization of major systems to reduce emissions while maintaining the reliability required for critical clinical operations.

Lukacko: The industry is shifting from static, rules-based operations to data-driven outcomes. This shift is driving the emergence of smart hospitals, enabling organizations to do more with less.

A smart hospital is an organization where all relevant data is collected, analyzed and transformed into actionable insights for hospital stakeholders to improve both operational and clinical outcomes. It delivers a seamless, human-centric experience that improves patient outcomes, increases productivity and revenues, and enhances eco-efficiency. Smart infrastructure technology and expertise form the foundation of any smart hospital transformation.

The need for smart hospitals is increasingly clear. Advances in smart building technologies 22 CANADIAN HEALTHCARE FACILITIES

provide hospitals with new opportunities to increase efficiency and flexibility, manage costs, maximize productivity and improve patient experiences. This is achieved by modernizing operations and integrating data from information technology (IT), operational technology (OT) and medical systems. Even newer healthcare facilities can benefit from AI and machine learning technologies embedded within smart building solutions.

Vancl: AI-assisted analytics is moving from pilot project to day-to-day operation. Facilities are using it to flag unusual behaviour, track occupancy in sensitive areas, and help staff investigate incidents faster. We’re also seeing changes in how facilities handle entry screening. Newer AI-driven approaches are reducing bottlenecks in traditional checkpoints, so patients, visitors and staff can move through areas more easily. The goal is not to replace

human judgment but to make sure attention goes where it is actually needed.

Cloud adoption is another big one. More healthcare organizations are moving toward cloud or hybrid deployments, drawn by continuous updates, lower maintenance burden and faster rollout. For Canadian facilities, keeping data on Canadian soil while still getting the benefits of cloud-delivered tools is often what tips the decision.

The bigger shift, though, is the convergence of physical and cybersecurity. Security, IT and facilities teams that used to operate in separate lanes are now being asked to share infrastructure and coordinate their response. The organizations handling this best are the ones that chose open, connected platforms years ago.

Trying to unify closed systems after the fact is expensive and slow.

Velandia: Many technologies are not necessarily new; rather, what is emerging is how they are being more widely adopted and integrated to better support care delivery and operational efficiency.

We are seeing increased utilization of RTLS solutions across multiple concurrent use cases, including asset tracking and management, staff safety, patient flow and operational visibility. Wayfinding is also gaining traction, along with multilingual kiosks, helping patients and visitors navigate large and complex facilities more easily. Patient-facing technologies, such as integrated bedside systems, are improving communication, patient care, and overall engagement and education.

At the same time, systems are becoming more interconnected, enabling greater interoperability and automation, ensuring the right information is available where and when it is needed. This trend is driving the broader adoption of integration platforms and engines to connect traditionally separate systems, both clinical and facility-related, to better support operations and care delivery.

There is also growing interest in virtual nursing and virtual care, supporting both clinical workflows and patient access to care. Clinical cameras are another emerging area, enabling remote patient monitoring with edge-based analytics for video and audio, supporting more proactive care and two-way communication.

Wearables are also emerging in areas such as emergency departments, supporting triage and acuity assessment by enabling continuous monitoring of patient vitals while they wait.

INNOVATION & TECHNOLOGY

Which technologies will most transform and optimize healthcare facilities management, maintenance and/or operations in the near future?

Debleds: The future of healthcare facility manage-

ment is being shaped by the convergence of predictive AI and unified cybersecurity, as healthcare providers work to reduce operational risk, improve reliability and securely manage increasingly connected environments.

A major driver of this shift is AI-driven predictive maintenance, which enables facilities to move from reactive repairs to proactive asset management. By calculating the remaining useful life of critical systems, such as chillers and air handling units, healthcare organizations can prevent unexpected failures, minimize disruptions to patient care and reduce the risk of regulatory ‘immediate jeopardy’ findings caused by equipment outages.

At the same time, increased connectivity across operational technology is accelerating adoption of secure connect communication standards. Encrypted, certificate-based communications are becoming essential to protect building automation systems at a cybersecurity level comparable to clinical and financial IT networks.

Another important advancement is unified identity and security management, which integrates access control and video systems to provide verified audit trails across healthcare environments. This improves situational awareness, supports compliance and significantly reduces the time required to investigate security incidents.

Lukacko: Today, approximately 70 per cent of smart hospital transformations fail due to the complexity and scale of systems that provide information to hospital operators and administrators.

The technologies that will make the greatest impact are those built on open and interoperable approaches that support evolving customer needs.

The convergence of OT and IT, along with the integration of physical and digital hospital environments, will unlock significant value.

Key enabling technologies include Internet of Things devices that collect and capture large volumes of data and feed it into a centralized data layer with advanced software capabilities. When combined with embedded analytics, these technologies enable predictive outcomes, fault detection and diagnostics, and digital twins.

Predictive maintenance supported by fault detection and diagnostics, along with digital twins, will have a significant impact on healthcare facilities. Together, they allow hospital operations to be optimized in real-time, ultimately delivering

meaningful patient and user outcomes.

Vancl: There are three priorities that come up in almost every conversation with facilities teams.

First is consolidation. A lot of facilities have built out their security systems incrementally. Now they are dealing with the integration debt. Separate platforms mean slower incident response, more vendor calls and audit processes that are harder than they should be.

Bringing those systems together into one view makes a real operational difference.

Second is building compliance. Privacy law in Canada is tightening. Facilities need to know their security systems can produce access logs, audit trails and retention records that their legal and privacy teams will eventually ask for.

Trying to add that capability to a platform that was not designed for it tends to be costly and only partially successful.

Third is keeping future options open.

On-premise, cloud and hybrid all make sense depending on the facility, network and regional requirements. The decision that matters most is whether the platform can adapt as those requirements change. Getting locked into an infrastruc-

ture approach that cannot evolve is one of the more avoidable and expensive mistakes we see.

Velandia: Robotics, particularly autonomous mobile robots (AMRs) and automated guided vehicles (AGVs) for cleaning, delivering medical supplies and transporting food and water, will play a key role in streamlining non-clinical tasks. While AGVs are already implemented in some healthcare environments for fixed and repetitive processes, AMRs will drive the most significant impact in the near future due to their ability to operate in dynamic hospital settings and support more flexible workflows. These technologies will also support clinical operations by reducing manual tasks and enabling care teams to focus on patient care.

AI will also have a strong impact supporting clinical documentation, assisting with triage in emergency departments, enabling multilingual communication and predictive maintenance of equipment and infrastructure.

Looking further ahead, wearables and integrated technologies supporting home care will play a growing role in extending care beyond the hospital.

LONG-LASTING COMMERCIAL FLOORING AND WALL SOLUTIONS BUILT ON EXPERIENCE, QUALITY, AND TRUST. Industry: HEALTHCARE – SENIOR CARE EDUCATION – SPORT ERV PARENT CO. LTD. 791 Caldew Street, Delta BC Canada, V3M 5S3 604-525-4142 | info@ervparent.com

www.ervparent.com

SPRING/PRINTEMPS 2026 23

FACILITY MANAGEMENT & DESIGN

GETTING DOWN TO DETAILS

Applying infection control guidelines in healthcare interior design

By Alessandra Monti & Vicki Sucic Hruskovec

Images courtesy Chernoff Thompson Architects

I

nfection prevention and control (IPAC) measures are essential to ensuring patient health and safety and reducing healthcare-associated infections (HAIs). However, a sterile and institutional environment is not conducive to improved well-being and recovery. The role of architects and interior designers is to follow infection control guidelines rigorously while applying design principles and selecting materials, finishes and colours that create a welcoming and healing atmosphere.

SEAMLESS TRANSITIONS

According to CSA Z8000, Canadian Healthcare Facilities, all surfaces exposed to cleaning or other sources of moisture must be of seamless and inte24 CANADIAN HEALTHCARE FACILITIES

gral construction, moisture-impervious and compatible with industry standard disinfectants. Moreover, in high-cleanliness areas, such as operating rooms, laboratories and pharmacies, surfaces should be smooth, monolithic and durable enough to withstand frequent cleaning and disinfection.

From a design perspective, this means selecting floor and wall finishes that are non-absorbent, resistant to damage and easily cleanable.

Careful detailing of transitions between horizontal and vertical surfaces becomes a key focus of infection control design.

In clinical and support service areas, the floor-wall junction is generally resolved with an integral cove base — a detail where the floor material curves up the wall in one continuous

piece, creating a smooth, seamless transition with no sharp edges. This eliminates points where dirt and microbes can accumulate and creates a surface that is easier to clean and disinfect. Sheet vinyl flooring is generally the preferred material for its durability, cleanability and moisture resistance.

Another option for floor-wall transitions is epoxy, especially in areas exposed to direct water contact, such as showers. Epoxy forms a fully waterproof, nonabsorbent surface with a seamless, curved transition between the floor and cove base. It’s also used on walls to provide a seamless, hygienic, moisture-resistant surface that is easy to clean, and on floors for its resilience and nonslip properties.

FACILITY MANAGEMENT & DESIGN

In healthcare facility design, selecting different flooring colours and patterns can help create distinct environments. In some cases, wood patterns may be used throughout to evoke a home-like environment that conveys warmth and care. In others, solid patterns in various colours may be selected. When used in combination, different colours can function as directional cues. For example, curved lines on the floor can help identify waiting areas, while straight lines can lead into corridors.

Flooring design choices should consider the specific users of the space. For instance, highcolour contrast and highly patterned flooring materials could negatively impact persons with cognitive impairment, but may be helpful for persons with low-vision.

Walls also require protective measures to comply with infection control requirements. Like flooring, wall protection materials, such as PVC sheets, fibre reinforced laminates and reinforced plastics, are available in a wide range of patterns and colours, allowing designers to create welcoming spaces for patients.

In dry areas, the primary goal is to protect walls from damage and make cleaning easier, whereas in wet areas, controlling humidity is the main concern. For this reason, seamless solid surfaces and integral backsplashes are used at all countertops with sinks. Particular attention is given to protecting walls around hand hygiene sinks using fibre reinforced laminates or other protective materials to prevent contamination from backsplash.

DUST CONTROL

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Dust plays a significant role in the transmission of HAIs because it can carry microorganisms and serveasareservoirforcontamination.Containing dust is therefore crucial when working in existing facilities, especially if they remain operational during construction. To address this, infection control risk assessment plans are carefully coordinated between the contractor and interdisciplinary team, and project-specific measures are adopted during construction. Strategies to contain dust should also be in place when construction is complete and the healthcare facility is fully operational.

Ceiling assemblies require careful consideration because they provide access to mechanical and electrical equipment typically located in the ceiling plenum. During operation, vibrations from me-chanical ducts can stir up settled dust.

To prevent dust from passing through the assembly and potentially contaminating users of

TOP: Colour transition on floor to delineate waiting area. BOTTOM: Cove base in corridor and exam room.

the space, ceiling surfaces should be continuous with minimal gaps. When access panels or ceiling tiles are opened for maintenance, specific measures like the use of portable containment units should be adopted. An effective dust mitigation solution for suspended ceiling systems is the use of acoustic ceiling tiles made of wet-formed mineral fibre with a membrane-faced overlay, providing a washable and scrubbable surface. Acoustic tiles also help reduce the transmission and reflection of sound, supporting the privacy and well-being of patients, visitors and staff.

Dust can typically accumulate on high horizontal surfaces like tops of door frames, light fixtures, interior signage ledges, cabinets and medical equipment. Design solutions, such as millwork

cabinets with sloped tops, can help reduce the collection of dust and ensure all surfaces are accessible and easy to clean.

DURABILITY AND RELIABILITY

Finishes in healthcare settings are subject to continuous cleaning, frequent disinfection and heavy use beyond other types of public facilities. As such, selecting finishes should not only be based on their fire resistance rating, but also on the materials’ strength of chemical resistance, proven durability and ability to be easily maintained.

All interior architectural finishes — flooring, walls and ceilings — should be resistant to cleaning chemicals and be able to withstand daily operational demands. For example, flooring must be SPRING/PRINTEMPS 2026 25

FACILITY MANAGEMENT & DESIGN

TOP: Integral countertop and sloped cabinets in staff space. BOTTOM: Example of non-permeable and easily cleanable furniture.

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durable enough to handle the continuous movements of stretchers, wheelchairs and carts, and chair rails, corner guards and wall protection are needed to prevent wall damage. Minimizing premature wear not only ensures life cycle cost efficiency, but also maintains a safe, dignified environment for patients and staff.

This principle also applies to furniture, fixtures and equipment (FFE). Furniture and equipment should be non-permeable, non-shedding and easily cleanable. During FFE selection, manufacturer maintenance manuals should be reviewed to confirm cleaning and disinfection guidelines, including a list of products approved by the IPAC team for the specific project.

26 CANADIAN HEALTHCARE FACILITIES

HUMAN-CENTRED DESIGN

While infection control requirements guide the design, the comfort and well-being of end-users remain the primary drivers. Healthcare facilities must provide spaces that are both safe and functional. Patient, staff and supply flows need to be carefully planned, with public areas dedicated to patients and restricted zones reserved for staff.

Design features like good acoustics, access to natural light and the use of safe, durable materials contribute to a positive experience for all users.

However, during design, specific staff and patient needs and expectations must also be considered.

The selection of finishes and light fixtures should ensure that colour and glare do not inter-

fere with clinical assessments or procedures. For example, in exam rooms, neutral palettes are often preferred so that important visual cues are not masked. Similarly, in mental health settings, high contrast or visually complex geometric patterns, and very bright, saturated or dark colours — particularly red — should be avoided, as they may trigger overstimulation, anxiety, distress or depressive responses in patients. A balance must be struck so the space is neither overly clinical nor overly stimulating.

The reception area is a design feature that symbolizes the needs of both staff and patients, and is often the most recognizable element of a healthcare facility. Typically characterized by warm materials, such as wood-look plastic laminate, curved forms and calming colours, it addresses essential functional requirements while also serving as the primary point of orientation for visitors.

Features like universal height counters for brief interactions, laminated glazing for visibility and staff safety, transaction windows for paperwork and specimen exchange, and triage stations for initial assessments support operational requirements. At the same time, the reception area provides a welcoming, reassuring presence, acting as the main reference point for patients as they enter the facility.

Indigenous design elements are often used in reception areas to help members of the community feel a stronger connection to the facility. By preserving meaningful cultural expression, the design fosters a sense of belonging for both patients and staff.

By integrating infection control measures with intentional design principles and carefully selected finishes, healthcare spaces can be both functional and healing. Consistent adherence to these guidelines results in facilities that are fit-for-purpose, durable, and able to serve communities now and in the future Alessandra Monti is a project manager and intern architect at Chernoff Thompson Architects (CTA).

Vicki Sucic Hruskovec is one of the principals at the Vancouver-based firm. Established in 1981, CTA specializes in innovative, holistic design solutions for healthcare, biotech/science, advanced education, public/civic and workplace clients. Over the past decade, the firm has consistently worked on healthcare projects for British Columbia health authorities.

CTA also has affiliated firms under overlapping ownership: Chernoff Thompson Architects North in Prince George, B.C., and Jensen Chernoff Thompson Architects in Victoria.

CALL FOR AWARD NOMINATIONS Nomination Deadline: April 30, 2026 Nominations are now open for both the Wayne McLellan and Hans Burgers awards. This is your opportunity to recognize outstanding teams or individuals who have made significant

Wayne McLellan Award

contributions in the healthcare facility industry.

Why Nominate?

• Recognizing excellence inspires others and strengthens our community.

• Help us celebrate those who go above and beyond. Let's honour the best among us!

Hans Burgers Award

Recognizes demonstrated leadership excellence by CHES members in a Canadian healthcare facility. The award may be granted annually to a healthcare organization that is judged to have the highest met criteria established for the award.

Recognizes an outstanding contribution to healthcare engineering by a CHES member. The award may be granted annually to a CHES member who is judged to have the highest met criteria established for the award.

How to Nominate: Submit your nomination by completing the online form at www.ches.org/award/wayne-mclellan-award-ofexcellence-in-healthcare-facilities-management/

How to Nominate: Submit your nomination by completing the online form at www.ches.org/award/hans-burgers-award-foroutstanding-contribution-to-healthcare-engineering

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FACILITY MANAGEMENT & DESIGN

KEEPING A HEALTHCARE CAMPUS MOVING Road rehabilitation lessons from Sunnybrook Health Sciences Centre

By Saleh Daei

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elivering road rehabilitation within a large, active healthcare campus requires balancing infrastructure renewal with the need to maintain uninterrupted clinical operations. Unlike typical road projects, where detours can be absorbed by surrounding transportation networks, hospital environments operate as tightly coupled systems in which reliable access directly affects patient safety, emergency response and staff efficiency.

In fall 2024, Sunnybrook Health Sciences Centre began a phased rehabilitation of its roadways. The Toronto hospital supports more than 12,000 staff and more than one million patient visits each year. The site sees thousands of vehicle movements each day from staff, patients, visitors, ambulances, service providers, delivery

28 CANADIAN HEALTHCARE FACILITIES

drivers and transit users.

The road rehabilitation initiative was driven by the need to renew aging pavement, address longterm maintenance concerns and improve reliability for critical routes. However, the defining objective was clear: complete the work without causing delays to care delivery or compromising emergency readiness.

CAMPUS COMPLEXITY

Healthcare campuses present unique operational challenges due to their continuous nature and diverse user groups. Patients and visitors often arrive under stress, staff operate on tightly scheduled workflows, and emergency responders require predictable and unobstructed access at all times.

Despite the scale of activity, primary access to Sunnybrook’s campus is largely dependent on a single arterial corridor with two main entry points at the north and south ends. This limited gateway configuration creates sensitivity to disruption — even minor changes can quickly propagate congestion across the site if not carefully managed.

The internal road network must accommodate ambulances, fire trucks, transit buses, servicevehiclesandpedestrianflowssimultaneously.

Fire routes must remain compliant at all times, and circulation patterns must support both routine operations and emergency surges.

Recognizing this complexity early helped frame the project as one requiring resilience planning rather than simple traffic control.

FACILITY MANAGEMENT & DESIGN

PLANNING APPROACH

From a leadership standpoint, one of the most important early decisions was to treat the project as a campus-wide operational initiative rather than a facilities-only undertaking. A planning structure was established that brought together clinical representatives, operational leaders, safety specialists and external partners to ensure risks were identified and addressed collaboratively.

Workshops and coordination meetings were used to map critical paths, identify operational ‘no-fail’ conditions and test proposed phasing against real-world scenarios, such as peak traffic, ambulance surges or inclement weather.

This process reinforced a shared understanding that maintaining continuity of care would guide all decisions.

Daily coordination huddles during active construction phases allowed rapid issue resolution and supported a proactive approach to emerging conditions.

Engaging a qualified and experienced transportation engineering consultant from the outset was critical to the project’s success. Engtec Consulting supported the team through a comprehensive assessment of existing road conditions, including evaluation of soil and subgrade integrity, and development of design solutions tailored to the unique demands of an active healthcare campus. During construction, Engtec’s involvement included coordination support, quality assurance oversight and

materials testing to help ensure the work was delivered efficiently and in alignment with operational constraints. Post-construction inspections were conducted to identify and address any deficiencies, reinforcing both immediate operational reliability and long-term infrastructure performance.

FUNDING CYCLE CONSTRAINTS

A challenge exists with the current funding cycle, particularly with health infrastructure renewal fund allocations. Funds are typically appropriated mid-year but must be spent by March 31 the following year. This creates a compressed construction window because much of winter and early spring is unsuitable for roadway work. As a result, the timelines are significantly constrained, making it difficult to fully utilize allocated funds efficiently, and requiring careful planning and prioritization to ensure both quality and operational continuity.

periods was carefully limited, with most disruptive activities scheduled outside of rush hours (6-10 a.m., 2-6 p.m.) to minimize congestion and ensure safe circulation. After-hour work was also limited to control costs while maintaining progress, requiring careful sequencing and planning to maximize productivity within available windows.

Temporary signage and wayfinding were strategically deployed to guide vehicles through changing patterns. Where necessary, traffic control personnel supported safe movement through constrained areas. Particular attention was given to pedestrian safety, with temporary pathways clearly delineated to reduce conflict between foot traffic and vehicles.

Operational monitoring played a key role.

Observations during peak periods, including staff shift changes and visiting hours, informed adjustments to traffic controls. This adaptive approach helped prevent congestion and maintain reliable access.

TRAFFIC FLOW STRATEGY

Maintaining steady traffic flow was central to the project’s success. Construction was carefully phased to keep essential routes operational, with temporary configurations designed to provide intuitive navigation for drivers unfamiliar with the campus.

None of the main roads could be closed to ambulances or other emergency response vehicles, ensuring uninterrupted access for critical services. Construction work during peak traffic

SAFEGUARDING EMERGENCY RESPONSE

Protecting emergency access was a foundational requirement throughout the project. Ambulance routes to the emergency department were reviewed in detail, and construction sequencing maintained direct access at all times.

Coordination with internal emergency preparedness teams and fire safety personnel ensured fire routes remained compliant and unobstructed.

Temporary measures were reviewed against life

The road rehabilitation project renewed aging pavement, reduced long-term maintenance issues and improved the reliability of critical routes.

SPRING/PRINTEMPS 2026 29

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FACILITY MANAGEMENT & DESIGN

safety requirements, and clear protocols were established to halt or adjust work if emergency access could be compromised.

Regular communication with emergency stakeholders preserved situational awareness and reinforced readiness, recognizing that construction activities must not compromise response capability.

PUBLIC TRANSIT INTEGRATION

Public transit is an essential component of access for staff, patients and visitors. Three bus routes operate within the campus, requiring close coordination to maintain continuity during construction.

Temporary stop relocations and routing adjustments were implemented with attention to accessibility and clarity. Wayfinding and advance notifications helped transit users adapt smoothly, minimizing disruption and supporting workforce reliability.

COMMUNICATIONS COORDINATION

Communication was treated as a critical control measure given the wide range of stakeholders affected by the project. A structured

approach ensured both internal and external partners remained informed, aligned and prepared.

Priority engagement focused on life safety and emergency stakeholders, including emergency leadership, preparedness teams, security and external emergency services. Clinical programs, risk and safety teams, and operational groups, such as environmental services, supply chain and facilities operations, were actively coordinated.

Communication methods included advance notices, operational briefings, targeted updates and on-site signage. Security personnel and frontline staff supported wayfinding and reinforced messaging during key transitions.

SCHEDULE CHALLENGES

Construction activities were scheduled to minimize impact on clinical operations, with more disruptive work planned during off-peak periods wherever possible. Noise, vibration and dust controls were implemented to protect patient care environments.

Weather conditions presented additional challenges, particularly for paving operations dependent on temperature and precipitation.

Schedule flexibility allowed adjustments without compromising quality or operational safety.

DELIVERING QUALITY UNDER PRESSURE

While maintaining access was paramount, delivering durable infrastructure remained a key objective.

Proper base preparation, drainage improvements and adherence to specifications were emphasized to ensure long-term performance.

The project was completed in early summer 2025, without disruption to emergency access or reported patient safety incidents, while maintaining continuous campus operations.

Lessons from this road rehabilitation initiative underscores the importance of approaching infrastructure projects as operational undertakings rather than isolated construction efforts.

They also highlight the need to engage clinical and emergency stakeholders early and continuously, prioritize emergency access as a nonnegotiable requirement, adapt traffic management in real-time and plan proactively around funding cycle constraints.

Saleh Daei is manager of plant operations and maintenance at Sunnybrook Health Sciences Centre.

25_010725_Canadian_Healthcare_Facilities_WNTR_CN Mod: September 9, 2025 10:50 AM Print: 09/23/25 page 1 v2.5

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DESIGNING FOR OPTIMAL PATIENT CARE AND OUTCOMES

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