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Results<br />
that<br />
Matter!<br />
RESULTS THAT MATTER<br />
ANNUAL REPORT<br />
TO THE COMMUNITY 2011-12<br />
1
A Message From the CEO and<br />
Board Chair<br />
Strategic planning is our road map <strong>to</strong> the future<br />
We are pleased <strong>to</strong> present <strong>Diagnostic</strong> <strong>Services</strong> of Mani<strong>to</strong>ba’s (DSM) Annual Report <strong>to</strong> the Community<br />
2011-2012. This Report provides a brief overview of our annual achievements and presents our financial<br />
statements. 2011-2012 was an exciting year for our organization. With new leadership at the helm, the<br />
organization realized that in order <strong>to</strong> provide sustainable public labora<strong>to</strong>ry and diagnostic imaging services<br />
<strong>to</strong> Mani<strong>to</strong>bans, changes would have <strong>to</strong> occur <strong>to</strong> address stakeholder needs in healthcare delivery. One of<br />
our greatest accomplishments this year was navigating through this period of change and charting a new<br />
visionary focus for DSM.<br />
An organization like DSM needs <strong>to</strong> know where it is going and how it is going <strong>to</strong> get there. Under the<br />
direction of our new Board of Direc<strong>to</strong>rs, senior management team and support of Mani<strong>to</strong>ba Health, we<br />
have charted out a strategic planning process <strong>to</strong> navigate our way. Like a GPS, a strategic plan is a road<br />
map <strong>to</strong> our future. It gives direction and plots our path <strong>to</strong>wards a common goal, complete with<br />
measurable route markers <strong>to</strong> ensure we stay true <strong>to</strong> our course.<br />
After evaluating our performance and how we fared on delivering the values and benefits promised <strong>to</strong><br />
our stakeholders, we asked ourselves: Where do we want <strong>to</strong> be as an organization in the next three years?<br />
What are our priorities and expectations along the way? How do we go from here <strong>to</strong> there? For the past<br />
year, the DSM Board of Direc<strong>to</strong>rs and Senior Management worked diligently on creating a strategic plan<br />
that will see DSM through the next three years (2012-2015).<br />
Ultimately, our goal is <strong>to</strong> provide the best patient-centred care possible and <strong>to</strong> be accountable <strong>to</strong> you. We<br />
know that results matter. They matter <strong>to</strong> you and your family; they matter <strong>to</strong> physicians and care<br />
providers; and they matter <strong>to</strong> our regional and provincial organizations.<br />
To meet our goal, we must keep evolving, which means being flexible when faced with challenges and<br />
being open <strong>to</strong> new opportunities. This is a big commitment, one that requires the collaboration and<br />
engagement of everyone we work with, from staff <strong>to</strong> patients, <strong>to</strong> our external partners, government and<br />
educational institutions. We look forward <strong>to</strong> continuing <strong>to</strong> serve your labora<strong>to</strong>ry and diagnostic imaging<br />
needs at one of our more than 70 sites located across Mani<strong>to</strong>ba.<br />
Chief Executive <strong>Of</strong>ficer<br />
Board Chair<br />
3
Unveiling Our New Vision,<br />
Mission and Values<br />
Our Vision, Mission and Values statements identify what we stand for and set a clear direction that<br />
encourages a shared sense of purpose with understanding and heart.<br />
As an organization, we want <strong>to</strong> provide the best possible cus<strong>to</strong>mer service and earn a reputation as<br />
Mani<strong>to</strong>ba’s leader in medical labora<strong>to</strong>ry and medical imaging services amongst all our clinical partners and<br />
the public we serve.<br />
With so many stakeholders <strong>to</strong> reassure and hold us accountable, it’s essential that DSM adopt a philosophy<br />
of COLLABORATION with all our partners, patients, clients, and communities; physicians, health care<br />
practitioners and providers; licensing and regulating agencies; educational institutions; Mani<strong>to</strong>ba Health;<br />
the Regional Health Authorities; CancerCare Mani<strong>to</strong>ba; and our Board of Direc<strong>to</strong>rs.<br />
OUR VISION<br />
TO CREATE A PATIENT-FIRST ENVIRONMENT THAT PROVIDES QUALITY LABORATORY AND<br />
DIAGNOSTIC IMAGING SERVICES SUPPORTING THE HEALTH CARE NEEDS OF ALL MANITOBANS<br />
OUR MISSION<br />
WE WILL ASSUME A PROVINCIAL LEADERSHIP ROLE IN MEDICAL LABORATORY AND MEDICAL<br />
IMAGING SERVICES FOR THE PROVINCE OF MANITOBA<br />
OUR VALUES<br />
WE ARE COMMITTED TO PATIENT-CENTRED CARE AND THE PROVISION OF INNOVATIVE AND<br />
COLLABORATIVE DIAGNOSTIC SERVICES WITH INTEGRITY AND ACCOUNTABILITY<br />
What do you think? We welcome your comments: Info@dsmani<strong>to</strong>ba.ca<br />
4
Strategic Themes and Principles<br />
The following Strategic Themes and Principles will<br />
guide our operational priorities and activities over<br />
the course of the next three years.<br />
Strategic Themes<br />
1) Total Quality Management System<br />
Ensuring that patient care and safety remain our<br />
<strong>to</strong>p priority.<br />
2) Provincial Leadership<br />
Assuming a collaborative and coordinated<br />
provincial leadership role for medical labora<strong>to</strong>ry<br />
and diagnostic imaging services for Mani<strong>to</strong>ba.<br />
3) Information Management<br />
Discerning the most effective, timely and secure<br />
ways <strong>to</strong> communicate information both internally<br />
<strong>to</strong> staff and externally <strong>to</strong> patients, physicians and<br />
other stakeholders.<br />
4) Provincial Optimization & Innovation<br />
By thinking outside the box, DSM will look for new<br />
and improved ways <strong>to</strong> deliver diagnostic services in<br />
Mani<strong>to</strong>ba.<br />
Strategic Principles<br />
1) QUALITY is the foundation of our strategic<br />
principles – quality of people, quality of service,<br />
quality of systems and quality of care.<br />
2) EDUCATION & RESEARCH are vital <strong>to</strong> a quality<br />
foundation.<br />
3) SUSTAINABILITY - In order <strong>to</strong> support a<br />
sustainable health care system, the pillars of DSM’s<br />
diagnostic system must be strong and balanced,<br />
efficient, effective and accessible.<br />
Pillars:<br />
• EFFICIENT (in both productivity and cost)<br />
• EFFECTIVE (providing the right services)<br />
• ACCESSIBLE (available where most appropriate)<br />
5
Our Annual Highlights<br />
Corporate:<br />
• Jim Slater appointed new CEO effective<br />
Oc<strong>to</strong>ber 2011.<br />
• New 2012-2015 Strategic Plan developed.<br />
Finance Department:<br />
• Strengthened our financial reporting process<br />
and implemented new policies and procedures<br />
<strong>to</strong> include quarterly reporting requirements <strong>to</strong><br />
moni<strong>to</strong>r actual and forecast costs.<br />
Operations Department:<br />
• DSM realized savings of over $2.2 million by<br />
changing how we approach materials<br />
management.<br />
• State-of-the-art CT Scanners in The Pas and<br />
Selkirk – not only allow for improved imaging,<br />
but will also provide the most advanced dose<br />
reduction techniques in the country.<br />
• Provincial Hema<strong>to</strong>logy and Rural Chemistry<br />
equipment replacement.<br />
Committed <strong>to</strong> Working with You<br />
DSM introduced a new Client <strong>Services</strong> unit<br />
responsible for supporting clients and health<br />
care providers. The unit will investigate<br />
complaints, follow-up on requests and<br />
engage patients and other key stakeholders<br />
<strong>to</strong> improve the services provided by DSM.<br />
For a more comprehensive review of DSM’s<br />
Annual Achievements, please review the<br />
Annual Report <strong>to</strong> the Minister of Health<br />
2011-2012 located on our website at:<br />
dsmani<strong>to</strong>ba.ca<br />
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dsmani<strong>to</strong>ba.ca<br />
PATHOLOGISTS:<br />
“Leaving New Zealand and<br />
moving 10000+ miles away<br />
was a career and life dream<br />
come true.<br />
My work is now focused on the things<br />
I am passionate about. I am proud <strong>to</strong><br />
be part of highly trained and multidisciplinary<br />
team of Pathologists, who<br />
are recognized for developing innovative<br />
programs & delivering the results that<br />
matter – every day.”<br />
Dr. Charles Musuka MBChB, FRCPC, FRCPath<br />
Hema<strong>to</strong>pathologist, Assistant Professor,<br />
Medical Direc<strong>to</strong>r of Transfusion Medicine<br />
PATHOLOGISTS:<br />
“As a Pathologist, you<br />
can work anywhere,<br />
but few places offer better<br />
opportunities <strong>to</strong> new grads than<br />
DSM in Mani<strong>to</strong>ba. I was drawn<br />
<strong>to</strong> this career because of the<br />
impact of research on clinical<br />
medicine and the intimate<br />
relationship between disease<br />
and prevention. Right from the<br />
start, I played a pivotal role<br />
in the health of my community.<br />
I was immersed in interesting<br />
and varied cases, and working<br />
with medically and culturally<br />
diverse teams of clinicians, <strong>to</strong><br />
diagnose and recommend<br />
treatment outcomes for a wide<br />
range of patients from babies<br />
<strong>to</strong> adults.”<br />
Dr. Belinda Lategan MBChB, FRCPC<br />
Administration Department:<br />
• Recruited 10 medical staff for a net gain of five<br />
and filled long standing and chronic shortages.<br />
• Increased staff training opportunities <strong>to</strong><br />
enhance skill development and competencies.<br />
• Developed new internal/external<br />
communications approaches <strong>to</strong> better<br />
communicate with and strengthen relationships<br />
with staff, physicians and key external<br />
partners.<br />
Quality Department:<br />
• Remained very active in its ongoing quality<br />
assurance activities at Saint Boniface General<br />
Hospital and Health Sciences Centre sites <strong>to</strong><br />
maintain CAP Accreditation earned in February<br />
2011.<br />
• Continued <strong>to</strong> aggressively pursue Mani<strong>to</strong>ba<br />
Quality Assurance Program Accreditation for<br />
labora<strong>to</strong>ry and diagnostic imaging at all other<br />
sites.<br />
dsmani<strong>to</strong>ba.ca<br />
7
Meet Our Board of Direc<strong>to</strong>rs<br />
DSM operates under the direction of a Board of<br />
Direc<strong>to</strong>rs, which in turn is accountable <strong>to</strong> the<br />
Minister of Health. The Board plans and makes<br />
decisions based on established strategic plans, and<br />
<strong>to</strong>gether with our Chief Executive <strong>Of</strong>ficer, reviews<br />
the measurable benchmarks in place <strong>to</strong> moni<strong>to</strong>r<br />
our organization’s performance.<br />
Among the Board’s responsibilities is overseeing<br />
the realization of our health plan, the proper<br />
allocation of funds and our compliance with<br />
provincial legislation. To assist in achieving these<br />
goals, the Board created the following<br />
committees:<br />
• Quality and Patient Safety<br />
• Finance and Audit<br />
• Governance<br />
• Executive<br />
On April 7, 2011, the Board of DSM underwent a<br />
major change in its governance structure; board<br />
membership was reduced from 19 <strong>to</strong> 11 members<br />
<strong>to</strong> maximize the skills and expertise from key<br />
clinical, scientific, operational and personnel areas<br />
<strong>to</strong> provide strong and strategic leadership as DSM<br />
moves in<strong>to</strong> a new phase of operations.<br />
Mr. Mil<strong>to</strong>n Sussman (Chair), Deputy Minister<br />
of Health<br />
Dr. Hussam Azzam, Chief of Staff and<br />
Vice-President Medical, Burntwood RHA<br />
Ms. Pat Cockburn, Vice-President Programs<br />
& Standards, Assiniboine RHA<br />
Ms. Jean Cox, Assistant Deputy Minister of<br />
Regional Programs and <strong>Services</strong><br />
Dr. Dhali Dhaliwal, President & Chief<br />
Executive <strong>Of</strong>ficer, CancerCare Mani<strong>to</strong>ba<br />
Mr. Paul Kochan, Vice-President and Chief<br />
Financial <strong>Of</strong>ficer, Winnipeg Regional Health<br />
Authority (WRHA)<br />
Mr. Lee Manning, Executive Direc<strong>to</strong>r,<br />
Mani<strong>to</strong>ba Association of Health Care<br />
Professionals<br />
Mr. Martin Montanti, Vice-President of<br />
Corporate <strong>Services</strong>, Central RHA<br />
Ms. Shelley Neel, Staff Representative,<br />
Mani<strong>to</strong>ba Government Employees Union<br />
Dr. Paul Van Caeseele, Direc<strong>to</strong>r, Cadham<br />
Provincial Labora<strong>to</strong>ry<br />
Dr. Brock Wright, Senior Vice-President<br />
Clinical and Chief Medical <strong>Of</strong>ficer, WRHA<br />
8
Major Activities and Decisions of the Board of Direc<strong>to</strong>rs:<br />
• Selection of new CEO.<br />
• Affirm DSM’s provincial leadership role in diagnostic services in Mani<strong>to</strong>ba.<br />
• Articulate and reinforce a new organizational philosophy of collaboration with all stakeholders<br />
including the RHAs and other diagnostic service providers across Mani<strong>to</strong>ba.<br />
• Refresh and revitalize the organization’s Mission, Vision, and Values reflecting its provincial leadership<br />
role.<br />
• Initiate a strategic planning process based on the above.<br />
• Recommend a global funding model for DSM <strong>to</strong> replace the existing billing model with the RHAs.<br />
9
About DSM<br />
DSM is proud <strong>to</strong> be the leading provider of public<br />
labora<strong>to</strong>ry and diagnostic imaging services across<br />
Mani<strong>to</strong>ba. Vital tests are conducted everyday and<br />
DSM provides “results that matter” - results that<br />
play a very important role in diagnosing patient<br />
concerns, so physicians can determine the best<br />
course of treatment for their patients.<br />
DSM’s corporate office is located in Winnipeg.<br />
Corporate staff are responsible for the day-<strong>to</strong>-day<br />
operations of the entire organization. Along with<br />
the Corporate <strong>Of</strong>fice, more than 70 labora<strong>to</strong>ry and<br />
diagnostic imaging sites are located across our<br />
province. These sites work hand in hand with<br />
Regional Health Authorities and other key partner<br />
organizations <strong>to</strong> deliver frontline health care <strong>to</strong><br />
patients.<br />
For a complete list of DSM sites, please visit our<br />
website at: dsmani<strong>to</strong>ba.ca/patients/sites.html<br />
Discipline Teams:<br />
<strong>Diagnostic</strong> Discipline Teams provide expertise in all<br />
of DSM’s testing disciplines, guiding service delivery<br />
based on best practice, research and emerging trends<br />
and technology. As well as driving quality,<br />
standardization and continuous improvements<br />
initiatives, the Discipline Teams are a provincial<br />
resource for all DSM sites across Mani<strong>to</strong>ba, ensuring<br />
standard of excellence. They are:<br />
• Biochemistry & Genetics<br />
• Clinical Microbiology<br />
• <strong>Diagnostic</strong> Imaging<br />
• Hema<strong>to</strong>logy<br />
• Immunology<br />
• Transfusion Medicine<br />
• Pathology<br />
Congratulations<br />
Each year, DSM hosts a competition and<br />
awards operating grants <strong>to</strong> physicians who<br />
are committed <strong>to</strong> innovation and research<br />
excellence. This year’s awards go <strong>to</strong>:<br />
Dr. Philippe Lagacé-Wiens - Detection of<br />
vero<strong>to</strong>xin producing Escherichia coli from<br />
s<strong>to</strong>ol specimens by polymerase chain<br />
reaction.<br />
Dr. Davinder Jassal - CHIRP (Cardiac<br />
hemodynamic imaging and remodeling in<br />
pregnancy)<br />
Dr. Sadeesh Srinathan - NT-ProBNP as a<br />
predic<strong>to</strong>r of atrial fibrillation in patients<br />
undergoing thoracic surgery<br />
Dr. Shadreck Mzengeza - Development of<br />
CB2 recep<strong>to</strong>r imaging biomarkers as<br />
predic<strong>to</strong>rs of risk and progressive disease in<br />
Multiple Sclerosis.<br />
RHA Liaisons:<br />
DSM works closely with its Regional Health<br />
Authority partners through designated liaisons,<br />
and participates in various provincial groups.<br />
“Collaboration and engagement are essential for<br />
DSM <strong>to</strong> fulfill its provincial role in diagnostic<br />
services.” - Jim Slater, CEO<br />
10
Committed <strong>to</strong> Transparency<br />
REPORT OF THE INDEPENDENT AUDITORS’ ON THE SUMMARIZED FINANCIAL<br />
STATEMENTS<br />
To the Member of<br />
<strong>Diagnostic</strong> <strong>Services</strong> of Mani<strong>to</strong>ba Inc.<br />
The accompanying summarized financial statements, which comprise the statement of operations for the<br />
year ended March 31, 2012 and the statement of financial position as at March 31, 2012, are derived from<br />
the audited financial statements of the <strong>Diagnostic</strong> <strong>Services</strong> of Mani<strong>to</strong>ba Inc. [“DSM”]. We expressed an<br />
unmodified audit opinion on those financial statements in our report dated June 14, 2012.<br />
The summarized financial statements do not contain all the disclosures required by Canadian generally<br />
accepted accounting principles. Reading the summarized financial statements, therefore, is not a<br />
substitute for reading the audited financial statements of DSM.<br />
Management’s responsibility for the summarized financial statements<br />
Management is responsible for the preparation of the summarized financial statements.<br />
Audi<strong>to</strong>rs’ responsibility<br />
Our responsibility is <strong>to</strong> express an opinion on the summarized financial statements based on our<br />
procedures, which were conducted in accordance with Canadian Auditing Standards 810, “Engagements <strong>to</strong><br />
Report on Summary Financial Statements”.<br />
Opinion<br />
In our opinion, the summarized financial statements derived from the audited financial statements of the<br />
<strong>Diagnostic</strong> <strong>Services</strong> of Mani<strong>to</strong>ba Inc. as at and for the year ended March 31, 2012 are a fair summary of<br />
those financial statements.<br />
Winnipeg, Canada,<br />
June 14, 2012.<br />
Chartered Accountants<br />
11
STATEMENT OF OPERATIONS<br />
[Expressed in thousands of dollars]<br />
Year ended March 31<br />
2012 2011<br />
$ $<br />
REVENUE<br />
Mani<strong>to</strong>ba Health operating income 24,969 21,624<br />
Recoveries from Regional Health Authorities 108,658 103,994<br />
Revenue from non-resident out-patient services 142 93<br />
Other recoveries 122 94<br />
Recognition of deferred contributions<br />
Capital - amortization 8,073 6,880<br />
Expenses 217 261<br />
Westman Lab deficit recoverable from Mani<strong>to</strong>ba Health 515 1,204<br />
142,696 134,150<br />
EXPENSES<br />
Direct operating<br />
Salaries and benefits 117,719 112,463<br />
Equipment 5,289 4,734<br />
Rent and utilities 4,773 4,686<br />
Lab and diagnostic supplies 4,060 3,425<br />
Printer, paper and office supplies 779 711<br />
Travel 491 530<br />
Staff training and development 246 302<br />
Recruitment 247 289<br />
External consulting 172 150<br />
Insurance 138 136<br />
Telephone 123 134<br />
Interest 159 129<br />
Legal and audit 181 112<br />
Grants 47 59<br />
Meetings 28 20<br />
Miscellaneous 62 18<br />
Communications 7 —<br />
134,521 127,898<br />
Amortization of capital assets 8,140 7,075<br />
142,661 134,973<br />
Excess of revenue over expenses<br />
(expenses over revenue) for the year 35 (823)<br />
12
STATEMENT OF FINANCIAL POSITION<br />
[Expressed in thousands of dollars]<br />
As at March 31<br />
2012 2011<br />
$ $<br />
ASSETS<br />
Current<br />
Cash and cash equivalents 4,109 1,028<br />
Accounts receivable 15,105 17,280<br />
Prepaid expenses 533 1,157<br />
Vacation pay recoverable from<br />
Mani<strong>to</strong>ba Health 619 619<br />
Regional Health Authorities of Mani<strong>to</strong>ba 903 637<br />
Total current assets 21,269 20,721<br />
Capital assets, net 49,149 79,241<br />
Pre-retirement benefits recoverable 12,238 11,953<br />
82,656 111,915<br />
LIABILITIES AND NET ASSETS<br />
Current<br />
Bank indebtedness — 2,905<br />
Accounts payable and accrued liabilities 10,429 8,548<br />
Current portion of obligations under capital lease 405 451<br />
Accrued vacation pay 7,935 7,324<br />
Total current liabilities 18,769 19,228<br />
Accrued pre-retirement benefits 12,897 12,674<br />
Obligations under capital lease 647 961<br />
Deferred contributions 50,103 78,847<br />
Total liabilities 82,416 111,710<br />
Commitments<br />
Net assets 240 205<br />
82,656 111,915<br />
Signed on behalf of the Board:<br />
Mil<strong>to</strong>n Sussman, Board Chair<br />
Paul Kochan, Treasurer<br />
13
Delivering the results that matter<br />
<strong>to</strong> patients every day.<br />
Corporate <strong>Of</strong>fice<br />
1502 - 155 Carl<strong>to</strong>n St.<br />
Winnipeg, MB R3C 3H8<br />
Phone: (204) 926-8005<br />
Toll-Free: (866) 320-8796<br />
Email: contact@dsmani<strong>to</strong>ba.ca<br />
Website: dsmani<strong>to</strong>ba.ca<br />
14