MAHC-Community-Health-Bulletin-Final

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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