We are pleased to welcome Patricia Santiago, MES, PMP, as HH Angus’ new National Lead, Operational Readiness and Associate Director.

Patricia will lead the continued growth of our Operational Readiness practice across Canada, bringing more than 25 years of experience helping organizations prepare for the operational changes that come with major capital investments.

Her appointment enhances HH Angus’ ability to support clients across the capital project lifecycle, from early planning and design through transition, activation and stabilization. By aligning people, processes, technology and the built environment, our teams help organizations adopt new ways of working and realize the intended value of their investments from day one. Patricia brings extensive experience in operational readiness, transition planning, organizational change management and project leadership. She has advised healthcare organizations, municipalities, post-secondary institutions and corporate clients on complex facility openings and redevelopment programs.

Most recently, Patricia served as Director, Operational and Move Readiness at Colliers Project Leaders. Her experience includes operational readiness leadership for major projects and programs involving BC Cancer, Burnaby Hospital, St. Boniface Hospital, North York General Hospital, Cambridge Memorial Hospital and The Moncton Hospital. Her project experience also extends across municipal, long-term care, government, post-secondary and commercial sectors. In her national role, Patricia will work alongside HH Angus’ engineering and advisory teams to grow and integrated operational readiness service, connecting operational strategy and organizational change with facility, technology and infrastructure planning.

Megan Angus underscored the importance of this new role to the growth of our service offering:

"Patricia brings the experience and leadership needed to help clients bridge the critical gap between completing a facility and operating it successfully. Her appointment strengthens our ability to help HH Angus’ clients move confidently from construction completion to fully operational facilities, while expanding this important advisory service to our clients across Canada. We are delighted to welcome her to HH Angus."

Megan Angus, Senior VP, Strategy & Digital Services | VP, Angus Connect

Patricia holds a Master of Environmental Studies from York University and is a Project Management Professional (PMP), a PROSCI Certified Change Practitioner, and a Lean Six Sigma Yellow Belt. Her collaborative approach, combined with her experience navigating complex operational changes, will help clients prepare their organizations and teams for successful transitions into new and redeveloped environments.

Click here to learn more about Patricia and how to get in touch with her.

 
 
 

Patricia Santiago, MES, PMP
National Lead, Operational Readiness Associate Director

 
 

The data center industry is moving fast — and the conversations shaping what comes next are more important than ever.

Craig Sievenpiper, Vice President, Science + Technology, will be representing HH Angus at DCAC 2026, August 24–26 at ACL Live in Austin, Texas.

The Data Center Anti-Conference is a major annual networking and strategy conference for the digital infrastructure, AI, and data center community, and attracts leaders from across the data center ecosystem to exchange expertise, explore the challenges and opportunities facing digital infrastructure, and connect with the people helping move the industry forward.

If you’ll be in Austin, connect with Craig to share perspectives on what’s next for data centers.

Find out more about the conference here.

Learn more about our work in the mission critical sector here.

 
 

Canadian hospitals are being asked to deliver more care with finite operating, capital, energy, and staffing resources. 

The following article has been published in Canadian Healthcare Facilities magazine (pp 14/15), in the REMI network and in CHES eNews.

 
 

Building More Care, Not Just More Buildings

Canadian hospitals are being asked to deliver more care with finite operating, capital, energy, and staffing resources. For Operations, Clinical, and Facilities leaders, a new facility is not only a capital project. It is a long-term operating commitment.

Decisions made during planning, design, procurement, construction, commissioning, and transition directly affect operating cost. Escalation, labour availability, procurement risk, phasing, and construction-market pressures are real. But a quieter cost driver is uncertainty around staffing models, workflows, maintainability, logistics, energy performance, digital systems, and resilience.

Every dollar spent compensating for uncertainty is a dollar that cannot be invested in patient care, staff support, or capacity. The question is not “How do we deliver the building?” It is “How do we make sure the investment produces the performance the hospital needs?”

 
 

Start with Operational Intent

The answer starts before design. Hospitals need a clear operating intent that is documented, tested, and managed throughout the project with the same discipline as the budget and schedule.

A useful operating intent defines what the facility must do, not just what it must contain. This shared framework helps clinical, operations, facilities, IT, security, logistics, finance, and capital-planning teams evaluate trade-offs consistently. It also helps prevent value engineering from becoming performance erosion.

 

An effective operating intent includes:

  • Care model
  • Staffing assumptions
  • Patient and material flows
  • Resilience and maintainability
  • Energy performance
  • Digital enablement
  • Performance objectives
 
 
 

Design the Whole Operating Platform

A hospital is a coordinated operating platform. Mechanical, electrical, vertical transportation, communications, security, IMIT, digital, logistics, and building automation systems shape care delivery and operations.

Modelling (e.g. energy, CFD, digital twin) tests options before they become embedded costs. Mechanical and electrical decisions influence reliability, comfort, infection control, resilience, and maintainability. Vertical transportation affects patient movement, staff response, emergency flows, and service efficiency. IMIT and digital systems support communication, wayfinding, patient flow, and decision-making.

This is where operational readiness becomes the strategic connector. It is the discipline that connects the hospital’s vision to decisions being made during the capital project. It asks: how will choices affect staffing, downtime, energy use, response times, maintenance access, user training, activation, and the first year of operations?

 
 

Treat Logistics and Technology as Operational Infrastructure

Hospitals are logistics-intensive environments where people, supplies, equipment, waste, food, specimens, and information flow continuously. Yet decisions about elevators, pneumatic tubes, automated guided vehicles, storage, loading docks, adjacencies, and service corridors are often made in isolation. Greater value comes from treating them as an integrated operational network.

The same principle applies to digital infrastructure. It begins with operational questions: What decisions need to be made? Who needs the information? What action follows when a metric falls outside tolerance? Building automation analytics optimize energy performance, while real-time locating systems improve equipment utilization, staff safety, and patient flow. Without accountability, data becomes noise.

On a large acute care hospital redevelopment project, logistics systems were evaluated as a coordinated operational network rather than as individual infrastructure components. Integrating conveyance systems, storage strategies, vertical transportation, and departmental adjacencies helped align material movement with planned clinical workflows to support operational readiness.

Commission the Hospital, Not Just the Systems

Substantial completion does not mean a hospital is ready to operate. Generators, air-handling units, elevators, and nurse call systems can all perform as intended while the operating model remains untested.

Day One readiness depends on more than completed building systems. Infrastructure, technology, workflows, logistics, maintenance, life-safety processes, wayfinding, training, and activation planning must work together. Hospitals should validate the operating model through integrated systems testing and scenario-based commissioning that simulates utility failures, logistics disruptions, staffing constraints, and clinical surges.

The objective is to uncover operational gaps while they can still be addressed.

Prior to opening one of Canada's first fully integrated smart hospitals, commissioning, simulation and activation exercises brought together infrastructure, clinical technologies, workflows, and staff to validate the intended operating model. This helped identify operational gaps before occupancy, supporting a smoother Day One transition.

 
 

Close the Loop After Occupancy

The first year of operation is the first real performance test. Establishing a post-occupancy optimization plan before move-in, with regular performance reviews, helps hospitals measure performance against operational intent and make adjustments as needed. Performance should be assessed across several areas, including facility performance (energy use, equipment downtime), operational efficiency (work-order trends, elevator wait times, bottlenecks), and user experience (response times, staff feedback).

Lessons learned should be captured to inform future projects. A disciplined feedback loop turns one capital project into organizational intelligence for the next.

 
 
 

Five Questions Hospital Leaders Should Ask Before Scope Is Fixed

  1. What operational outcomes must this project deliver?
  2. Which decisions will most affect staffing, patient flow, resilience, maintainability, energy performance, and operating cost?
  3. Where are we spending capital to compensate for uncertainty?
  4. How will the operating model be tested before occupancy?
  5. How will performance be measured and optimized after opening?
 
 
 

Conclusion

Success must be measured by more than occupancy, budget, and schedule. The better measure is whether the facility delivers the capacity, resilience, efficiency, maintainability, staff support, and patient experience it was intended to provide.

This is where HH Angus’ depth in healthcare matters. Operational readiness is stronger when informed by teams that understand mechanical and electrical systems, IMIT, vertical transportation, commissioning, energy modeling, logistics, sustainability, and clinical operations. By connecting services around a shared operating intent, hospitals make capital decisions that support their vision, reduce avoidable operating costs, and help facilities perform as intended.

 
 
 

Have Questions? Contact:

Kelly Henderson, BASc., MBA, Principal
Digital Strategy Lead, Associate Director, Angus Connect
T 416 841 8414

 
 
 

Wildfire Concerns

Wildfire smoke poses a clear health concern. Given the air quality issues Canada has been experiencing due to wildfires in recent years, Building Owners and Facilities Teams must consider implementing a smoke readiness plan and take actions to help mitigate smoke entrainment in buildings.

In wildfire conditions, for care facilities, that means having to maintain safe indoor air for patients, staff, visitors, and other members of the public. Hospitals must function as a cleaner-air space by minimizing smoke-infiltration via two-stage filtration systems, portable air cleaners with HEPA or carbon media, sensor technologies, and a smoke readiness plan.

This white paper provides a high-level summary of known practices in building design and management to minimize impacts of wildfire smoke on human health and hospital operations.

Wildfire Monitoring Tools

The first step in preparing for wildfire events is knowing what tools to reference to detect wildfire smoke severity, magnitude and duration. The following monitoring tools should be referenced by the building operations team. Building Smoke Readiness Plan The following checklist supports wildfire smoke readiness. It should be completed to identify gaps and guide next steps for the hospital.

 
 
 
 

Building Smoke Readiness Plan

The following checklist supports wildfire smoke readiness. It should be
completed to identify gaps and guide next steps for the hospital.

Table 2 Smoke Readiness Plan Checklist

 
 
 
 
 
 

Example photos of improper filter installation.

 
 
 
 
 

Conclusion

It is important for building owners and facilities teams, especially serving systems for care facilities, to make a plan to mitigate the impact of wildfire smoke on their buildings. Minimizing smoke-infiltration via two-stage filtration systems, portable air cleaners with HEPA or carbon media, sensor technologies for air quality monitoring and a smoke readiness plan are key tools in wildfire smoke management.

HH Angus can provide hospital-specific mitigation strategies and implementation studies to mitigate wildfire smoke intrusion and protect indoor air quality in your building. Please reach out to the white paper contributors for more information.

 
 
 

Further Reading

This document draws information from the following reference material:

• ASHRAE – ASHRAE Standard 44: Protecting Building Occupants from Smoke
During Wildfire and Prescribed Burn Events (November 2024)

• CDC – Evidence on the Use of Indoor Air Filtration as an Intervention for
Wildfire Smoke Pollutant Exposure (July 2020)

• MOH – Wildfire Smoke and Air Quality Reference Document (2024)

 
 

Appendix A

Filtration recommendations are classified by space type and the at-risk populations occupying the spaces. Yellow and Orange filters shall be put in place during a wildfire event or when one is imminent.

Classification of at-risk populations (PRISM):

P - Pregnant Women
R - Respiratory/ Cardiovascular
I - Infants/ Children
S - Seniors
M – Medically Complex / Immunocompromised

 
 
 
 

Notes

1. PAC (Portable Air Cleaners) should be used where there might be surge populations.
2. Carbon filters should be used to specifically remove odours from rooms.

 
 
 
 
 
 

Marianne Lee, P.Eng., ing., LEED® AP
Director, Health

 
 

Heath Chrystall, M.Eng., P.Eng.
Senior Manager, Health

 
 

Kari Rosteck, P.Eng., CCP
Senior Engineer, Health

 
 

Artificial intelligence has quickly become one of the defining conversations in healthcare. 

From clinical documentation and diagnostic support to predictive analytics and virtual care, AI is already beginning to change how care is delivered. But an equally important question is whether our healthcare environments are ready to support what comes next.

This article is drawn from our presentation at the recent 2026 European Healthcare Design (EHD) Conference in London, UK, where we examined how AI will transform not only healthcare delivery, but also the planning, design and operation of healthcare facilities.

AI is taking off. Hospitals are still building the runway.

While the conversation around AI often centres on software, it should also centre on infrastructure. The next generation of hospitals will not simply contain AI—they will need to be designed to support it.

Healthcare has made significant progress in digitization. Many Canadian hospitals now have electronic medical records, connected medical devices and systems that continuously generate data.

Yet AI readiness is not about having vast amounts of data. It is about whether that data can support real decisions and improved workflows that support patient care.

Today, hospitals face three fundamental challenges.

First, although data is captured throughout the organization, systems still struggle to reliably share and reconcile information across departments, vendors and care settings.

Second, even when information does flow from system to system, it often fails to place the data within the clinical context to make a meaningful impact to  the right person, in the right place, at the right moment..

Finally, many organizations continue to treat digital systems as separate technologies rather than part of the clinical care delivery model  itself.

For clinicians, improving AI readiness has the potential to reduce cognitive burden, support safer decision-making and improve clinical outcomes.

For healthcare organizations, the impact of AI allows us to plan for Hospitals that are better able to absorb surges in demand, respond to crises and evolve as technology continues to advance. The opportunity is significant—but hospitals are still building the runway.

Understanding where AI is heading

Not every AI application places the same demands on healthcare infrastructure.

Today, language-based AI is the most mature. It excels at working with text, documents, coding and summarization, and many of these applications can operate effectively using cloud computing.

The next wave is multimodal AI, which combines text with images, audio, video, and data from sensors. These systems require more processing power, tighter integration across devices and increasingly responsive infrastructure.

Beyond that lies embodied AI—systems capable of perceiving and acting within the physical environment. These applications demand the highest levels of reliability, the lowest latency and carefully designed fail-safe systems.

As AI moves from language to rich sensory information and, ultimately, to action in the physical world, the infrastructure supporting it becomes increasingly important.

Where hospitals will feel AI first

The impact of AI will not be uniform across healthcare. Different clinical environments will adopt different capabilities based on their operational needs, clinical priorities and infrastructure requirements.

Emergency departments
Emergency departments are likely to experience some of the earliest operational benefits.

Rather than relying solely on standardized triage protocols, future AI systems may compare presenting symptoms against large clinical datasets to support triage, forecast waiting room pressures, anticipate bed demand and improve patient flow.

Preparing for that future begins with the triage area itself. Sensor-rich assessment spaces, stronger integration with emergency medical services and well-defined data governance strategies will all become increasingly important.

The takeaway is straightforward: AI readiness in emergency departments starts with the triage environment and the data pipelines surrounding it.

Surgery
Operating rooms are already among the most digitally advanced spaces in hospitals.

Today's robotic-assisted surgery enables highly precise, minimally invasive procedures. Looking ahead, AI has the potential to assist surgeons through real-time image analysis, anatomical recognition and decision support, helping improve accuracy while keeping clinicians firmly in control.

Unlike traditional robotic systems, AI-assisted surgery is designed to augment clinical decision-making rather than replace it.

Because these applications are highly sensitive to latency and reliability, they also have some of the most demanding infrastructure requirements. Low-latency networking, local processing and dependable data become essential design considerations.

Mental health
Behavioural health presents a different opportunity.

AI tools may help identify patterns associated with agitation, self-harm risk, or attempts to leave a care area unsafely (elopement) earlier than traditional monitoring methods. Combined with adaptive lighting and audio systems, these tools may support earlier intervention and more effective de-escalation.

However, we believe the greatest value will come from supporting staff—not from autonomous decision-making.

Planning considerations therefore extend beyond technology to include privacy, governance, appropriate use of cameras and microphones, and workflows that ensure information reaches caregivers when it is needed most.

Pediatrics
Many emerging pediatric applications focus on improving the patient experience.

Conversational companions, interactive projection systems and adaptive rehabilitation games may help reduce pain and anxiety, personalize education, and encourage participation in therapy by responding to a child's age, abilities and clinical needs.

These applications also introduce new planning considerations. Patient rooms may require additional digital endpoints—including tablets, speakers, projectors, cameras and microphones—to support increasingly interactive care environments.

Virtual care
AI is also extending care beyond hospital walls.

Predictive scheduling, automated triage, ambient documentation and continuous remote monitoring have the potential to reduce friction before appointments while identifying patient risks earlier between visits.

The technology itself is only part of the challenge.

Successful virtual care depends on reliable device onboarding, identity management, broadband connectivity, and seamless integration with electronic health records and clinical workflows. Sensors may be located in patients' homes, but care coordination and escalation pathways remain firmly connected to the hospital.

AI resides everywhere

One of the common misconceptions about AI is that it resides exclusively in the cloud.

In practice, where AI operates depends on the application.

Training large AI models requires enormous computing resources and will continue to occur in large data centres. Once trained, however, AI models can operate in many different environments.

Where AI "lands" is a choice driven by latency, uptime, data privacy and the criticality of care.

Some applications are well suited to cloud environments; for example, gaming consoles in pediatric treatment. Others require computing close to the point of care to deliver the speed and reliability clinical workflows demand. Still others will operate entirely within the walls of the hospital to maintain local control over performance and data―in our minds, surgery is far too critical to sit anywhere other than the hospital, in order to better control the latency and reliability of data.

Rather than relying on a single AI platform, hospitals will increasingly operate multiple AI systems working together across cloud, local and hybrid environments.

Planning hospitals for an AI-enabled future

As AI capabilities mature, the planning implications extend well beyond software.

Organizations considering on-premises AI will need to think differently about power, cooling and physical space.

Greater computing capacity increases electrical demand and backup power requirements. Heat generated by dense computing environments becomes a facility design issue rather than simply an IT issue, making technologies such as direct-to-chip liquid cooling increasingly important. Higher-density equipment may also influence structural planning and floor loading.

In other words, there is no one-size-fits-all approach to healthcare data centre design.

The right solution depends on the clinical applications being supported and the operational requirements they create.

Four principles for planning intelligent care environments

While no one can predict exactly how AI will evolve, these four planning principles can help healthcare organizations prepare for what comes next.

  • Design care spaces to generate data. AI depends on timely, reliable information. The physical environment should support high-quality data capture from the outset.
  • Treat digital systems as essential infrastructure. Reliable networks, sensors, computing capacity and data governance are becoming as fundamental to hospital performance as traditional building systems.
  • Protect capacity for change. AI capabilities will continue to evolve. Planning flexibility into today's facilities creates opportunities to adopt tomorrow's technologies without major disruption.
  • Plan for distributed intelligence. AI will not exist in a single location. Healthcare organizations should expect intelligence to operate across cloud, local and hybrid environments depending on clinical needs.

Ultimately, AI-ready infrastructure means more than installing new technology. It means creating hospitals with the digital resilience to deliver safe, effective care with AI, without AI, and during the transition between the two.

That is the opportunity before us—and one of the defining challenges for healthcare planning in the years ahead.

 Authors:

 
 

Megan Angus, RN, MBA, Lean, EDAC, Principal
Senior Vice President, Strategy and Digital Services | Vice President, Angus Connect

 
 

Daniel Tannous, P.Eng., ing.,
Senior Manager, Angus Connect