MAHC-Community-Health-Bulletin-Final

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INSIDE this issue MESSAGE FROM THE CEO ........................2 Q&A WITH THE NEW BOARD CHAIR ...........2 MEET THE BOARD OF DIRECTORS .............3 STUDY RESEARCHES ENHANCED RECOVERY AFTER SURGERY .....................4 MORE OB INCREASES SAFETY AND SATISFACTION, LOWERS RISK ..................5 CLEANING WHAT YOU CAN'T SEE ..............6 INNOVATION IN THE LAB WITH C. DIFFICILE TESTING ...............................7 2016 BOARD AWARD WINNERS ................7 PATIENT & FAMILY ADVISORS WANTED ......8 FOCUS ON QUALITY IMPROVEMENT ..........8 PATIENT VALUES ARE IMPORTANT .............9 YOUR ROLE AS A PARTNER IN CARE ..........9 EMERGENCY CARE AT MAHC ..................10 SUPPORTING MENTAL HEALTH ...............11 SERVICES AT MAHC SITES ......................11 INTRODUCING DR. TYLER JOHNSTON ......11 STANDARDIZING SURGICAL SUPPLIES ....12 A PICTURE IS WORTH 1,000 WORDS .......12 IMPROVING CHEMOTHERAPY SAFETY .....13 MEDICAL ASSISTANCE IN DYING .............14 COMMENT CARDS HELP US IMPROVE .... 15 LONG SERVICE AWARD RECIPIENTS ....... 15 GETTING GREENER EVERY YEAR ..............16 STATEMENT OF OPERATIONS .................. 17 FROM OUR FOUNDATIONS .....................18 FROM OUR AUXILIARIES ....................18-19 YOUR CARE BY THE NUMBERS ................20 Your Opinion Matters – take our short survey Help us better understand how we are doing in communicating with you. Please visit www.mahc.ca to complete an easy online survey. The link to the Your Opinion Matters survey is located on our home page under Latest News. If you would prefer a hard copy, please contact Allyson Snelling at 705-789-2311 ext. 2544. Message from the CEO Board Chair Evelyn Brown (left) and CEO Natalie Bubela Q&A with the new Board Chair Q: How will you approach the Board Chair role at MAHC? A: My approach is to be as inclusive as possible, consulting not only all Board members and senior staff with whom we work most closely, but also with all MAHC staff, physicians, our foundations and auxiliaries and, of course, our communities. I hope that by engaging all of our partners, we will be able to place our collective focus on ensuring safe quality of care for patients and families by reaching decisions that are evidence-based and rooted in best practice. With the provincial and local focus to put patients and their families at the centre of the health care system, we all need to work together to achieve the very best in these changing and challenging times. Q: What do you see as the Board’s priorities? A: Our fi rst priority is dealing with our defi cit fi nancial situation. The Board is very proud that MAHC has maintained a balanced budget position for fi ve consecutive years since the 2010-11 fi scal year. By fi nding effi ciencies in the past, including single siting some services, we were able to keep the organization in the black. But the new Health Funding At Muskoka Algonquin Healthcare we are driven by our mission to proudly serve our communities, delivering best patient outcomes with high standards and compassion. Through our Strategic Plan, our focus is on fi ve key strategic areas: Quality Care & Safety, Partnerships & Collaboration, Education & Innovation, People, and Sustainable Future. This annual community newsletter showcases some of the achievements we have made on these strategic directions, as well as important initiatives underway over the course of the past year. We are proud to play an active role in the local health care system with two acute care sites. A strong health care system involves many partners working together to deliver the very best in patient care and MAHC is an essential component. We work collaboratively with our partners to ensure System Reform formula does not address the challenges of hospitals like ours that are multisite with low volumes. Without an increase in our base funding, it is a very diffi cult task to balance current and future budgets. To that end, we have made appeals to the Ministry of Health and Long-Term Care and are fortunate that both local physicians and politicians are also making every effort to draw the Ministry’s attention to the situation. Last year the Board approved the 2015-2018 Strategic Plan, which builds on the successes of our previous Strategic Plan and continues to move some of our most important strategic projects forward. It is our roadmap for the next few years to guide our work with a steadfast focus on putting the patient and their families fi rst. The Board is also focused on continuing to recruit new physicians to our communities, while supporting the efforts of the Northern Ontario School of Medicine. Our participation in MAHST is another important priority for the Board, as well as regional program integration to augment services in Muskoka by working with our partner hospitals across North Simcoe Muskoka and the Local Health Integration Network. 2 2016 COMMUNITY HEALTH BULLETIN
Pepe our communities have access to safe, high-quality, sustainable care. At the same time, major changes are happening in the way that health care is delivered locally, regionally and provincially. The fundamental objective is to put patients fi rst through more effective integration of services. Now more than ever, change is inevitable. But there is one thing that never changes here in Muskoka, and that is the need for your continued support. Whether you’re a cottager, a visitor or a year-round resident, we’re here to ensure you get the very best care. Unfortunately, the provincial government does not provide money for new equipment and technology. Our hospitals rely heavily on our communities and the incredible support of both of our foundations to replace aging equipment and infrastructure, and to keep pace with technology. Millions of dollars are required annually, and our Foundations and Auxiliaries need this support now more than ever so we can continue to put patients fi rst. At MAHC, we have a lot to proud and it’s thanks to the hard work and dedication of each staff member, physician and volunteer working together as a team to provide outstanding care that is patient and family centered. Natalie Bubela Chief Executive Officer MEET THE MAHC BOARD OF DIRECTORS Elected Members Evelyn Brown, Chair Phil Matthews, Vice Chair Brenda Gefucia, Treasurer Christine Featherstone, Chair – Governance Committee Ross Maund, Chair – Audit Committee Cameron Renwick, Chair – Strategic Planning Frank Arnone, Director Beth Goodhew, Director Rhonda Lawson, Director Moreen Miller, Director Michael Walters, Director Dave Wilkin, Director Ex-Officio Members Natalie Bubela, Chief Executive Officer Dr. Jan Goossens, Chief of Medical Staff Dr. Paulette Burns, President – Medical Staff Dr. David McLinden, Vice President – Medical Staff Karen Fleming, Chief Quality & Nursing Executive Q: What is happening with the Board’s decision for one hospital in the future? A: The one-hospital plan was submitted to the Ministry of Health and Long-Term Care in the fall of 2015 and we are addressing the Ministry’s questions as they continue to review the proposal. We are awaiting the Ministry’s direction to proceed to the next stage of planning and the Board is committed to refi ning the plan as things change provincially, regionally and even locally. In the next stage of planning, MAHC is committed to continuing to explore and to evaluate the option of a new build versus renovation of our existing sites. MAHC will also thoroughly examine the option of a onesite model or the continued operation on two sites. We recognize that change is diffi cult when planning long term. We must keep in mind that health care delivery and technology are changing at an even more rapid rate and being fl exible is all part of refi ning the plan through the Ministry’s fi ve-stage process. Q: How do you respond to those who fear their hospital is closing? A: On behalf of the Board, I want to assure our communities that there are no plans to close either site while planning for the future model of delivering acute care services in 2030 and beyond. We are committed to working collaboratively with the Ministry, our health care partners in the community and our municipal leaders to refi ne the plan that ensures safe, high-quality care that is sustainable. The planning process alone for redeveloping hospitals can take as long as 10 to 15 years, so as our buildings continue to age it’s important that this work continues to move forward. In the meantime, as our operating costs increase every year and our funding and revenues do not match these increased costs, the Board will face challenging decisions and potential changes on how services are provided in this cash-strapped environment. Q: What do you think will be MAHC’s involvement with MAHST? A: Muskoka and Area Health System Transformation (MAHST) is a very exciting project and MAHC is equally excited to be an active, meaningful participant from the acute care side. The Board is very supportive of health care integration and is keen to contribute to transforming the local system into one that is more sustainable. All of us at MAHC have always been dedicated to safe, quality care, and MAHST’s vision of bringing that commitment to a community-wide focus is defi nitely in line with our responsibilities as an acute-care facility. It aligns perfectly with our vision of outstanding care that is patient and family centered and putting patients fi rst. We want to be part of shaping the future of health care in Muskoka and believe the end result could be a model for other Ontario communities like ours. MAHST is a unique opportunity to bring so many stakeholders together who are committed to this community for one important purpose: to ensure the best health care for residents, seasonal residents and all visitors alike. Q: How do you see the work of MAHST influencing the Board’s one-hospital decision? A: I believe MAHST will help inform MAHC’s future planning by building upon the great work of the Board of Directors. My sense is that MAHST will have a signifi cant infl uence on the future of acute care because MAHST’s goal is to have health care services and agencies all working more closely together in the community by 2022, even perhaps with one governance board. In the interim, as health services in the community, like health hubs, grow and evolve while the Province of Ontario restructures primary care and home care, the role of the acute care hospital and the services it can and will provide will continually be redefi ned. 2016 COMMUNITY HEALTH BULLETIN 3
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