Redevelopment FAQ

Campbellford Memorial Hospital (CMH) is a 34-bed health care facility located in Trent Hills. It serves approximately 40,000 Northumberland, Peterborough and Hastings County residents as well as a large seasonal population of cottagers and tourists enjoying the beautiful Kawartha Lakes Region and the Trent River System.

As the only hospital located between Belleville and Peterborough, Ontario, CMH provides a comprehensive array of acute care services including a Special Care Unit, Endoscopy Surgical Suite, Diagnostic Imaging Department, Laboratory, numerous Out-Patient Clinics, 24/7 Emergency Department and numerous community programs including Mental Health, Geriatric Assessment and Intervention Network Clinic (GAIN), and Supportive Housing.

Portions of CMH are over 70 years old and have had minimal upgrades since it was first built in a time when things like private rooms were not considered necessary.

CMH is currently facing more than $60 million in facility repairs and replacements that will be required over the next 25 years (and this amount is expected to increase). The pandemic has also underscored significant infection prevention and control gaps (e.g. no negative pressures areas, limited private rooms, and insufficient air filtration) that have stymied the flow of admissions during outbreaks because of the inability to cohort patients. Finally, the hospital faces ongoing capacity pressures in the Emergency Department and the Inpatient Medical Wing, which will continue to worsen due to population growth and changing demographics. A new and expanded facility will mitigate these pressures.

A new hospital as part of a Campus of Care will also significantly help strengthen the community’s physician recruitment efforts by providing a modern facility that has the adequate capacity, and optimal environment for high-quality patient care.

Through a generous donation from Jim Curle and his family, the future site of Campbellford Memorial Hospital as part of a Campus of Care will be located on 48 acres of land on County Road 30 immediately west of Campbellford. Once complete, the Campus of Care will include:

• New Hospital
• New Long Term Care Home
• Community Mental Health Clinic
• Geriatric Assessment and Intervention Network (GAIN Program)
• Supportive Senior Housing (Future Plans)

We have successfully submitted all requirements to complete Stage 1.1 of the capital planning process. Once we receive Stage 1.1 approval, we will advance to the next phase: the detailed planning of the new hospital.

What happens during the next phase?

The detailed planning phase involves refining the specifics of the new facility, such as the number of beds, the size of the Emergency Department, and the range of services that will be provided. This phase will also include a planning grant to support this critical work.

What is the estimated timeline for the new hospital?

The entire process is estimated to take 7–10 years from the start of detailed planning to the completion of construction:

• Comprehensive Planning and Design (3–5 years): This phase includes in-depth planning, design, and obtaining necessary land use and regulatory approvals.
• Construction (3–5 years): Following the completion of the planning phase, the new hospital will move into construction.

We are committed to keeping the community informed as we progress through each phase of this exciting redevelopment project.

As part of our redevelopment efforts, confirming the future site of the new hospital demonstrates to the government, our stakeholders and partners, that we have a clear and well-thought-out plan for the new hospital. Securing the site was a crucial step in positioning the project for success and aligning with government expectations for redevelopment approvals.

In addition, identifying the site has allowed us to advance elements of the planning process, such as the land use studies we've already done, ensuring that we are ready to move forward efficiently once approvals are in place.

The land is being donated to Campbellford Memorial Hospital (CMH). It will own the land and look to lease portions of the property to other health care providers as the campus evolves.

We have completed Stage 1.1 of the capital planning process. The next step is approval to move into Stage 1.2 which will also include a critically important planning grant to undertake additional planning. This approval will come from the Minister of Health.

Renovating the current Hospital was carefully evaluated, and the decision to pursue a new facility was not made lightly. As far back as 2014, CMH began exploring all options, including renovation. While renovations were considered possible, expansion of the existing site to accommodate increased patient numbers, is not. A re-evaluation in 2021, supported by an experienced healthcare architect, reaffirmed that major renovations to expand on our existing site are not feasible. Our current 2.13-acre site is landlocked, making it impossible to expand or accommodate the additional space required without significant demolition and rebuilding.

Adding additional floors to the hospital is also not feasible. Although the Emergency Department addition was initially designed with this possibility in mind, the final construction did not include the necessary structural capacity to support vertical expansion. Meanwhile, the original part of the hospital, built in 1953, was only built to accommodate the second-floor addition completed in 1971, making further vertical expansion to any part of the hospital impossible. Furthermore, even if expansion were technically achievable, it would require phased construction, causing substantial operational disruptions, and would necessitate the temporary relocation of services to alternative facilities, which would also need to be built, further compounding costs. When evaluated holistically, the expenses and challenges associated with renovating and expanding the current site far outweigh the benefits, making it less economically viable compared to constructing a new facility. After thorough analysis, the architects concluded that building a new, energy-efficient hospital on a new site would not only be faster and more cost-effective but also better equipped to meet the community’s long-term healthcare needs.

The hospital followed a comprehensive process to evaluate potential sites for redevelopment. Using insights from other hospitals and provincial planning guidelines, a set of detailed criteria was developed to ensure the selected site would meet the hospital's long-term needs.

A total of five sites were evaluated against these criteria, including ease of access, infrastructure proximity, land suitability, and cost. Of these, two sites stood out as having the greatest potential. Ultimately, the property on County Road 30 was chosen because it best met the hospital’s criteria.

Key factors in the selection included:

• Ease of access: The site is located along a major roadway, making it convenient for ambulances, other emergency vehicles, patients, staff, and deliveries.
• Lot size: The property exceeds 40 acres, enabling the vision for a full Campus of Care.
• Proximity to infrastructure: Utilities such as water, sewer, gas, hydro, phone, and fibre-optic cable are nearby, minimizing costs and ensuring sufficient capacity for hospital operations.
• Land suitability: The property is relatively flat and free of significant environmental or archaeological constraints, making it ideal for development.
• Project control: The site allows for efficient planning, site design, and timely development.
• Satisfying Long-Term Care needs: The site’s location and size support the design and timely construction of a Long-Term Care Home.
• Cost to acquire land: The property presented a cost-effective option compared to alternatives.
• Minimizing planning challenges: While most sites required zoning and planning adjustments, this property had fewer hurdles compared to others.
• Co-location potential: The site supports relocating the current helipad if we decide to relocate it.
• No site-specific land claims: While most of Trent Hills is in the Williams Treaty area, this property was clear, to the best of our knowledge, of any site-specific land claims.
• Aesthetic appeal: The site offers a tranquil setting with potential for outdoor recreation and amenities for patients, residents, and staff.

By selecting the property on County Road 30, the hospital ensured that the site would support its long-term vision, meet operational needs, and align with community expectations.

At this time, we have not developed plans for the current building once it is vacated. The process to determine the future of the existing property will occur in the years ahead, once timelines for the opening of the new hospital are confirmed.

This process will follow the Ontario government’s established protocols for public assets, which typically involves a comprehensive review to assess potential future uses or disposition and the costs associated with either option. Factors considered include community needs, potential public or private sector interest, and compliance with provincial policies. Stakeholder consultation and evaluations will be key components to ensure that decisions align with local priorities and the broader public benefit.

Examples from other communities highlight the range of possibilities for vacated public health facilities. In North Bay, the Psychiatric Hospital was torn down after its closure and the land repurposed. Peterborough's St. Joseph's Hospital was converted into housing. While in Gravenhurst, the Muskoka Regional Centre still sits vacant and abandoned 30 years later, though a number of options have been proposed throughout the years.

It’s a situation we look forward to addressing, with the goal of finding a solution that benefits both the community and the region.

The hospital conducted a comprehensive analysis of available land parcels within and near Campbellford. Unfortunately, there were no parcels of sufficient size to accommodate the requirements of a future hospital and its associated Campus of Care. Key considerations, such as proximity to municipal services and appropriate site elevation to mitigate potential flooding risks, further narrowed the options.

The selected site is the result of a generous donation from Jim Curle and the Curle family, who have contributed a portion of their agricultural land to secure the future of healthcare in our region. The hospital is deeply grateful for their support in making this critical step possible.

We are committed to ensuring the site complements its natural surroundings and reflects the character of the community. The design will incorporate ample green space, landscaped buffers, walking paths, and park-like features. These elements will create a tranquil and accessible environment for patients, long-term care residents, staff, and the broader community to enjoy. Our aim is to balance functionality with aesthetics, fostering a welcoming and restorative space.

Traffic management is a key consideration in the development of the site. The hospital will collaborate closely with the Municipality of Trent Hills and the County of Northumberland to conduct traffic impact studies and determine necessary adjustments. This may include new or enhanced access points, signage, road improvements, and on-site circulation planning to ensure safe and efficient access for vehicles, pedestrians, and emergency services. Public safety and accessibility will remain a top priority throughout the planning process.

A change in land use designation is required to allow for the construction of the new hospital and Campus of Care. The hospital is actively considering the appropriate timing and steps to initiate this process. This will involve working with municipal and county officials, preparing detailed applications, and engaging in public consultations to ensure compliance with all regulatory and planning requirements.

The hospital recognizes the importance of community involvement in this transformative project. Certain regulatory and planning processes, such as zoning amendments or land-use changes, include formal opportunities for public input. Beyond these statutory consultations, the hospital is committed to maintaining regular communication with the community through public updates, meetings, and other engagement opportunities. As the project progresses, we will identify specific points for feedback to ensure that the community’s voice is heard and integrated into the planning process.

A Campus of Care brings together a wide range of health and community services in one convenient location, making it easier for individuals to access the care they need. It functions as a centralized hub, offering hospital care, long-term care, mental health services, primary care, and more—all in one place.

This model has proven effective in supporting aging populations and ensuring the sustainability of health care systems.

What are the priorities for the Campus of Care?

In addition to building the new hospital, our initial priorities for the Campus of Care include:

• Establishing a new Long-Term Care home.
• Relocating our Community Mental Health and GAIN (Geriatric Assessment and Intervention Network) programs to the site.

These efforts reflect our commitment to creating a comprehensive, accessible, and integrated health care environment for our community.

Yes. We have a Letter of Understanding with Omni Quality Living to redevelop and expand the existing Burnbrae Gardens Long-Term Care Home on the Campus of Care site. Omni Quality Living has already received approval from the Ministry of Long Term Care to expand Burnbrae Gardens from 43 beds to 128.

We have also begun exploratory conversations with local housing providers about developing housing projects on the Campus of Care site.

We are also exploring additional opportunities to enhance the Campus of Care and create a dynamic environment that supports both health and community well-being. These possibilities include:

• Housing Options:
  Partnerships to develop seniors' housing, supportive housing, and staff housing on the Campus. These options would allow seniors to live independently while staying close to health services and provide temporary accommodations for physicians or placement students during their time in Campbellford.

• Community Health Services:
  Potential additions such as a primary care hub, wellness programs, communal farming initiatives, or even a dementia village to support specialized needs.

• Social and Support Spaces:
  A vision for community-focused areas, including spaces for support groups, social activities, or amenities like a café and pharmacy, fostering a sense of connection and accessibility.

While these ideas are still in the early stages, our goal is to create a flexible and adaptable Campus that can evolve to meet the changing needs of our community over time.

Relocating a hospital heliport in Ontario involves numerous considerations to meet safety, operational, and regulatory requirements.

First, the location must comply with Transport Canada regulations, which govern aspects like proximity to the hospital, approach paths, and airspace management. The new heliport site would need to be strategically positioned to allow efficient access for Ornge air ambulances, avoiding obstructions such as buildings, trees, or transmission lines. Noise impact on the surrounding community, like the new subdivision being built in that area, or Westben, will also need to be evaluated with every effort made to minimize disruptions.

Second, the site must ensure patient safety and seamless logistics. If the heliport were to be located on site, it must connect easily to critical hospital services like the emergency department, with an efficient transfer pathway, ideally sheltered from weather, and designed for smooth patient access.

Additional considerations include ensuring that the site design accommodates future upgrades or expansions to air services and that the costs of construction, lighting, and ongoing maintenance are factored into the redevelopment plan.

A final determination on the future location of the heliport will not be made until we are further along in the planning process.

There are a variety of factors that can influence overall costs such as inflation, supply chain issues, and costs of materials and labour, which make it difficult to pinpoint an exact amount. However, based on other hospital builds throughout Ontario, we estimate it will cost between $300 and $400 million to build the new hospital. Once approved, approximately 70% of the new hospital cost will be funded by the Government of Ontario with the remaining 30% coming from the local community and fundraising efforts led by our Foundation. Further details will be announced when we are ready to launch our capital fundraising campaign.

Even under ideal circumstances, it will take 7–10 years to complete a new hospital. In the meantime, it is essential to maintain and improve the current site to ensure we can continue providing the highest quality and safest care possible.

Investments in facility and equipment upgrades are necessary to sustain the day-to-day operations of the hospital, address aging infrastructure, and meet the needs of patients and staff. These upgrades also help us adapt to evolving healthcare standards, improve energy efficiency, and ensure critical systems remain reliable.

By prioritizing these investments, we can continue to deliver the best possible care to our community while planning for the future.

Once we receive our capital-planning grant, a critical part of the planning process will involve determining the range of programs and services to be offered at the new hospital. This process will include comprehensive consultations with stakeholders, including patients, staff, local and regional healthcare providers, and community members, as well discussions with local municipal governments and Indigenous communities. These consultations will help to better identify the region's most pressing healthcare needs. Factors such as demographic trends, emerging medical advancements, and the hospital’s strategic priorities will also play a significant role in shaping the final decisions. The goal will be to ensure the new hospital delivers high-quality, accessible care tailored to the unique needs of our community, while also aligning with broader provincial healthcare objectives.

More information on how you can help is available at www.newcmhnow.ca

You can learn more and find information on the latest updates anytime by visiting www.cmh.ca/redevelopment