MAHC-Community-Health-Bulletin-Final

2016 

COMMUNITY HEALTH BULLETIN 

ACCOUNTABILITY │ RESPECT │ OPTIMISM │ LEADERSHIP │ ENGAGEMENT

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

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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

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Study researches Enhanced 

Recovery After Surgery 

A 

research study into reducing complications 

after colon surgery and 

maximizing early recovery is gaining 

momentum and starting to show some 

promising results locally. 

For the past year, general surgeon Dr. 

Hector Roldan has been leading a study 

into Enhanced Recovery After Surgery 

(ERAS), a concept that captured his interest 

at an educational conference in Montreal. 

“ERAS was initially developed in Europe 

over a decade ago,” explains Dr. Roldan. 

“The numbers they were reporting in their 

results were really great and I wanted to 

learn more about it.” 

ERAS re-examines traditional practices 

throughout the patient’s journey through 

the surgical process – before, during and 

after the operation. It uses alternative care 

pathways that enhance recovery to help 

minimize the hospital stay, while maintaining 

patient safety and satisfaction. 

“Everything we do is about patients and 

there are always things that can be better,” 

says Dr. Roldan. “Innovation is about moving 

away from the norm and challenging the 

status quo.” 

Dr. Roldan prepared a proposal, secured 

academic funding from the Northern 

Ontario Academic Medical Association and 

recruited a small research team including 

anesthesiologist Dr. Andrew Brown, 

Registered Nurse First Assistant Jane Radey 

and research coordinator Snehal Wartharkar. 

The success of the study also relies on 

team support and the group has engaged 

the surgical nursing team with education 

about the program. 

The goal, says Dr. Roldan, is to establish 

an ERAS protocol locally for patients undergoing 

colorectal surgery based on previously 

standardized evidence-based enhanced 

recovery programs. 

The study delves into issues like surgical 

complications that cause patients to return 

to hospital, prolonged or delayed rehabilitation 

after surgery because of pain and/or 

complications, and operating techniques 

during surgery that better support normal 

bowel function after surgery. 

“The average length of stay in hospital 

after colorectal surgery is four or fi ve days, 

Dr. Hector Roldan and Registered Nurse First Assistant 

Jane Radey with the esophageal Doppler monitor. 

although with complications it could be 

as long as 10 days,” explains Dr. Roldan. 

“Using ERAS, we’re studying the ability to 

decrease the hospital stay to three days, 

which we have already achieved in two 

cases. This means the patient can go home 

sooner and recover at home, which is best 

for the patient.” 

An investment was made in an esophageal 

Doppler monitor, which is a probe that 

gets information from the heart during 

surgery. The Doppler helps to standardize 

intravenous fl uid levels in the Operating 

Room and measures how the heart 

responds to the surgical procedure, which 

guides the clinicians in the appropriate 

amount of fl uid and drugs needed to administer 

during surgery. 

Good fl uid management helps to avoid issues 

with postoperative ileus, which affects 

many patients undergoing bowel resection 

surgery and can cause signifi cant discomfort 

and prolong the hospital stay, or cause 

hospital readmission. 

As well, using the ERAS care pathways 

a patient can expect to experience an 

enhanced recovery after their bowel 

surgery. These pathways include removing 

the catheter on the fi rst day after surgery, 

chewing gum to increase bowel motility, 

getting patients to ambulate sooner and 

having patients more involved in their care 

through preoperative education. Throughout 

the two-year research study, the team 

is collecting data on metrics including 

length of stay, readmission rates, shortand 

long-term complications, mortality and 

quality of life. 


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Registered Nurse Anne Handley (above) kicks off the fi nal More OB module with a display for patients and 

visitors at the Bracebridge site. Dr. Tina Kappos (at right) provides education to her obstetrical peers during 

a skills day in the More OB program. 

More OB increases safety and satisfaction, lowers risk 

The obstetrical care teams at MAHC have completed a threeyear 

journey through the More OB (Managing Obstetrical Risk 

Effi ciently) program aimed at providing a safer care environment 

for our patients and families and protecting patient safety. 

While patient safety has always been a top priority in obstetrics, 

the More OB program is designed to standardize professional skills 

and training for all health care professionals who provide care in 

the birthing units. 

It has involved a multidisciplinary team of nurses, physicians 

and midwives who support labour and delivery at both sites working 

together to develop a team that has shared knowledge, skills 

and behaviour that contribute to safe, effective care. 

The fi rst module of More OB was launched in 2013 with an emphasis 

on learning together as a multidisciplinary team. The focus 

of Module 2 in 2014 was working together, with additional focus 

on communication skills and emergency drills. The fi nal year of 

learning was concentrated on culture change, refl ective learning 

and system improvements that foster a safe environment. 

During the past and fi nal year of the program, the teams were 

introduced to no harm and harm event reviews to fi nd their root 

causes. Learning is not about assigning blame, but rather to 

understand why certain decisions were made and how organizational 

systems affected the event and outcome. This is how the 

providers learn from the event, share fi ndings and make improvements 

to prevent a similar event from happening. 

“The More OB program is focused on improving outcomes and 

mitigating and decreasing risks for moms and babies, so there is 

a lot of time spent practising how we manage potential emergencies,” 

says Dr. Sheena Branigan, Chair of MAHC’s Obstetrics Committee 

and More OB participant. “The more we practise our skills 

collaboratively, the better providers we can be.” 

Participants from both sites worked very hard throughout the 

three-year program and earned recognition awards along the way 

for their learning achievements. 

“MAHC is fortunate to have two great teams who have consistently 

demonstrated commitment to the obstetrics units at our 

sites, to the More OB program and to improving patient safety,” says 

Natalie Bubela, Chief Executive Offi cer. 

Muskoka Algonquin Healthcare More OB Core Teams earned recognition awards for participation in the More OB program. 


Environmental Services 

Aides Krystle Coikan, Mike 

Kors and Maria Ramos are 

just a few members of the 

Certified Environmental 

Team at MAHC. 

Cleaning what you can’t see 

Meeting best practices to keep you safe 

A 

clean environment is something to 

be expected from a hospital and is 

more than just “housekeeping.” 

While an overall clean appearance is 

important, at the hospital we must also 

clean what we can’t see. 

The role that our Environmental Services 

Department plays in preventing 

“Hospital clean is the measure 

of cleanliness based on visual 

appearance plus cleaning and 

disinfection of high-touch surfaces 

and non-critical medical equipment 

with a hospital-grade disinfectant 

regularly and between patient use.” 

the spread of bacteria and other microorganisms 

is critical to keeping patients 

safe from the potential transmission of 

microscopic bacteria and microorganisms 

that cause infection. Microorganisms can 

live on environmental surfaces, some of 

them for several months at a time, just 

waiting to be picked up and transmitted 

to someone else. 

Through education called Clean Learning, 

each and every one of our Environmental 

Services staff is getting certifi ed 

in best practices to reach the designation 

of Certifi ed Environmental Team. 

This involves 12 learning modules that 

reference Provincial Infectious Disease 

Advisory Council best practices where at 

least 75% must be achieved in each segment 

evaluation. 

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“Hospital clean is the measure of cleanliness 

based on visual appearance plus 

cleaning and disinfection of high-touch 

surfaces and non-critical medical equipment 

with a hospital-grade disinfectant 

regularly and between patient use,” explains 

Debbie Stone, Manager of Support 

Services. “Certifi cation in Environmental 

Services maintains team professionalism, 

improves staff morale by acknowledging 

the importance of their role in infection 

prevention and control, safety, image of 

the facility and in protecting the investment 

of the organization.” 

Beyond staff training, an effective 

cleaning program also relies on proper 

tools and equipment, safe working conditions 

and practices, regular audits of 

cleaning practices, and prompt follow-up. 


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Innovation in the lab with C. difficile testing 

Laboratory Technologists like Suzanne Neges are now able to detect C. diff in inpatients sooner than they 

could ever before. 

In the fi ght against superbugs, Muskoka 

Algonquin Healthcare has a new screening 

weapon in the Laboratory. 

Through a new piece of equipment that 

enables real-time infection control testing, 

our laboratory staff is able to detect 

Clostridium diffi cile infections (C. diff) in 

inpatients sooner than they ever could 

before. 

C. diff occurs when antibiotics kill your 

good bowel bacteria and allow the C. diff 

to grow. When C. diff grows, it produces 

toxins that can damage the bowel and may 

cause diarrhea. C. diff is the most common 

cause of infectious diarrhea in hospitals or 

long-term care homes, and in severe cases 

can cause death. 

By investing in GeneXpert for C. diffi - 

cile, the lab is seeing results within three 

hours of the test, guaranteeing far better 

turnaround time than sending samples 

up and down the highway to public health 

laboratories. 

“Having results sooner means we can 

act faster to review isolation of patients, 

reduce risk of infection and transmission 

to others and mitigate the potential risk of 

outbreak,” says Bryon Palmer, Manager of 

Laboratory Services. “Ultimately, innovative 

technologies like molecular diagnostics 

ensure timely, accurate reporting that 

improves safety and patient outcomes. 

We’re pleased to have this new technology 

in our microbiology lab.” 

The specialized, real-time testing has 

benefi ts to the organization beyond patient 

care, including improving bed/patient 

management in the hospitals, as well as 

reducing costs associated with contact 

precautions and cleaning. It also gives 

MAHC the ability to add new testing in the 

future for other serious hospital-acquired 

infections that are resistant to some antibiotics, 

such as MRSA (Methicillin-resistant 

Staphylococcus aureus) and VRE (Vancomycin-resistant 

Enterococci). 

2016 Board award winners 

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The Board Award of Excellence recipients recognized at the 2016 Annual General Meeting are (from left) 

Manager of Information Technology Dan Moloney, Environmental Services Aide Carolann Woods, CEO 

Natalie Bubela, RN Laura Derbyshire and RN Alanna Major. 


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WANTED! 

Patient and family advisors to partner with MAHC 

The patient and family perspective has 

never been more important or infl u- 

ential in health care than it is today. 

The patient voice is also nothing new for 

Muskoka Algonquin Healthcare. 

Over the past few years, patients and/or 

their family members have been recruited 

to assist with various initiatives – from 

designing renovations in clinical care 

areas to planning for smoke-free grounds, 

to bringing the patient/family perspective 

to the work of MAHC’s Patient- and Family- 

Centered Care Steering Committee. 

This fall, we will be building on the philosophy 

of centering care around patients 

and their families through the formation of 

a Patient and Family Advisory Committee. 

“It is only when we see health care 

through the eyes of patients and their 

families that we can truly improve their 

experience,” says Karen Fleming, Chief 

Quality & Nursing Executive. “The input 

they can provide from their own perspective 

is so valuable to improving care and 

the overall patient experience.” 

A Patient and Family Advisory Committee 

is an opportunity for patients and family 

members to collaborate with us as partners 

in planning services and systems to 

shape and improve the patient experience. 

The committee is a venue for patients and 

families to provide input into policy and 

program development, while promoting 

partnerships and fostering cooperation. 

This fall, MAHC will be reaching out to 

the community to recruit fi ve advisors associated 

with each hospital site. 

“We are looking for people who have 

had a recent experience either as a patient 

or as a family member of a patient who 

received care at MAHC,” says Fleming. 

So what does it take to be an advisor? 

“Advisors should be able to share 

insights and information about their 

experiences in ways that others can learn 

from them,” says Fleming. “They can see 

beyond their own personal experiences 

and show concern for more than one issue 

or agenda. Being a good listener is key and 

interacting well with others is essential. 

The ability to respect the perspectives of 

others and speak candidly and comfortably 

in a group will be very important.” 

Recruitment of these individuals to represent 

the voice of MAHC’s patients and 

families is underway. Application forms are 

available on our website at www.mahc.ca. 

“We are looking for people who have had a 

recent experience either as a patient or as 

a family member of a patient who received 

care at MAHC.” 

Quality improvement goals are an annual focus 

Providing safe, high-quality care is an 

unrelenting focus at Muskoka Algonquin 

Healthcare. 

A Quality Improvement Plan (QIP) is our 

commitment to our community to drive 

quality of care by setting safety and quality 

targets that we are striving to meet and 

exceed. It also ensures that our patients 

receive the right care, in the right place, at 

the right time. 

Not only are staff and physicians actively 

engaged in identifying quality improvement 

initiatives, but we also engage interested 

members of our communities through 

focus group conversations to seek their 

feedback . 

This year’s QIP has been developed to 

strengthen MAHC’s focus on the fi ve key 

dimensions of quality: access, effectiveness, 

integrated, patient centered, and 

safety. The QIP has three components: 

a narrative, a work plan and a progress 

report, all of which are available on our 

website. 

The 2016-17 QIP identifi es six objectives 

for improving quality and safety by: 

• Reducing 30-day readmission rate 

• Reducing unnecessary time spent in 

acute care 

• Improving patient satisfaction and engagement 

• Improving safety through medication 

reconciliation upon admission 

• Improving access by reducing wait times 

in the Emergency Department 

• Improving organizational fi nancial health 

Each objective and associated improvement 

indicator is supported by several 

underlying initiatives to improve quality of 

care at MAHC. These initiatives range from 

unit-level engagement of staff and huddles 

to system-wide strategies such as Health 

Links and Home First that have been collaboratively 

developed, implemented and 

sustained with our community partners. 

Our culture at MAHC supports and 

encourages high-quality care in each and 

every interaction with a patient and their 

family. We believe that together we can 

build healthy communities in alignment 

with regional and provincial priorities. 

WHY A QIP? 

Through the Excellent Care for All Act, 

all public-sector hospitals are required 

to complete a QIP every year and submit 

it to Health Quality Ontario, a branch 

of the Ministry of Health and Long-Term 

Care. 

MONITORING A QIP? 

Our journey and progress is reviewed 

regularly by MAHC’s Quality Council as 

well as the Quality and Safety Committee 

of the Board of Directors. 

WHAT’S IN THE QIP? 

Learn more at www.mahc.ca/en/ 

stayingvisiting/Quality_Improvement_ 

Plan.asp. 


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YOUR ROLE… 

Partnering in care 

Be Part of Discharge Planning 

Preparing for discharge from hospital (on or 

before 11 a.m. daily) is an example of the 

role you can play as a partner in your care. 

Discharge is planned in advance of the discharge 

day with the patient and/or family to 

eliminate the feeling of being rushed. Generally 

these conversations begin on the day of 

admission so that all needs are addressed 

by the time you go home. 

Chief Quality & Nursing Executive Karen Fleming (right) thanks Debbie Provan, who has been a patient/ 

family advisor to MAHC’s Patient- and Family-Centered Care Steering Committee for the past year. 

Your values as a patient 

are important to us 

A 

hospital stay is almost never 

planned. But when it happens, we 

want you to know you’re in good 

hands at Muskoka Algonquin Healthcare. 

Your health care team is committed 

to putting patients and families fi rst by 

ensuring quality care in a respectful and 

compassionate environment. It is important 

to us that your experience at MAHC 

is centered around you. We don’t want to 

simply meet your expectations, we want 

to exceed them. 

Establishing expectations is the fi rst 

step in working toward meeting and 

exceeding them. This summer MAHC 

unveiled a new Patient Declaration of 

Values to refl ect what is most meaningful 

to patients and families and the expectations 

that they and our communities at 

large have of their health care experience. 

Values under Quality of Care, Respect, 

Privacy & Confi dentiality, Compassion 

and Partnership are defi ned in detail in 

our Patient Declaration of Values, as well 

as the responsibilities of patients and 

their family members. 

“Through consultative focus groups, 

I personally received valuable input 

from patients and their family members 

about the values they expect our staff to 

demonstrate, and similarly the values or 

behaviours that our staff and physicians 

should expect of our patients,” explains 

Natalie Bubela, Chief Executive Offi cer. 

“This feedback was essential to shaping 

our Patient Declaration of Values that 

is now widely displayed across our two 

sites. You can review the document on 

our website at www.mahc.ca/en/stayingvisiting/PatientValuesRightsAndResponsibilities.asp 

and I look forward to 

partnering with you as we all do our part 

to make your visit at MAHC the best it 

can possibly be.” 

Carry Your Medication History 

Your medication history is an up-to-date list 

of all medications you take, including overthe-counter 

medications, vitamins and minerals, 

and other supplements or natural health 

products. Don’t forget your eye drops, nose 

sprays, topical creams and patches, and inhalers. 

You can get a list of your prescription 

medications from your pharmacy. Knowing 

all the medicines you are taking and how you 

take them helps us to better treat your condition 

safely and effectively. It’s important to be 

accurate if you take the medication differently 

than prescribed for any reason, so the effect 

of the medications can be assessed. 

Define Your Goals of Care 

Having a goal of care allows you to plan 

your health care in advance. Your health 

care providers can then ensure you get the 

right level of care in the right place that 

meets your personal values and wishes. The 

goals of care are three categories that provide 

different amounts of care for a patient 

while in hospital: resuscitative care, medical 

care and comfort care. These designations 

cover things like “do not resuscitate” orders 

and/or the option to be admitted to the Intensive/Critical 

Care Unit, for example. It is 

documented in your health record and prominently 

displayed on your armband so all care 

providers at the bedside know your goal of 

care. 

Share Your Feedback 

Whether your experience is positive or negative, 

MAHC wants to hear your feedback. 

Sharing your concerns is a driver for positive 

change, and compliments are very meaningful 

to the staff involved. MAHC’s patient 

relations contact is Karen Fleming, Chief 

Quality & Nursing Executive, who can be 

reached by 705-645-4404 ext. 3103 or via 

email to patientombudsman@mahc.ca. 


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Emergency care at MAHC 

We all share a common desire 

when it comes to emergency care 

– assurance and peace of mind 

that it will be available to help us in our 

time of need. 

Muskoka Algonquin Healthcare operates 

full-service emergency departments in 

both Bracebridge and Huntsville with specially-trained 

staff and physicians standing 

by 24 hours a day, seven days a week. 

MAHC is proud of the quality of emergency 

care provided to our communities 

and of the exceptional staff that is there to 

help you. Doing our very best for each of 

the more than 40,000 annual visits relies 

on top-notch equipment along with competent 

and compassionate care providers. 

“We are your fi rst stop when an emergency 

happens,” says Dr. John Simpson, 

MAHC’s Emergency Department Medical 

Director. “Our clinicians have specialized 

training like advanced cardiac life support 

to ensure they can meet your urgent 

needs.” 

Emergency visits are prioritized on how 

fast a patient needs to see a physician. 

The staff is trained to assess and triage 

patients using the Canadian Triage Acuity 

Standards. This nationwide standard 

allows nurses and physicians to triage 

patients according to the type and severity 

of the signs and symptoms they arrive at 

the department with so patients with the 

most urgent needs are seen fi rst. 

“We know it can be frustrating when 

people have to wait,” says Dr. Simpson. 

“However we always try to treat patients 

as quickly as possible, while providing 

thorough care.” 

Depending on your visit, you may be 

treated and sent home, you could be 

monitored in the department while further 

diagnostics such as lab work or a CT Scan 

are arranged, or you could be admitted 

as an inpatient and have other physicians 

consult on your care. 

“Our clinicians will ask you about your 

medication history and the doses and directions,” 

says Dr. Simpson. “We also need 

to know about any recent changes to your 

medicines, if you have any drug allergies 

and how you reacted to the medication. 

Knowing all the medicines you are taking 

and how you take them helps us to better 

treat your condition safely and effectively.” 

If your injury requires the care of a 

specialist outside of our region, such as orthopedics 

for a hip fracture or heart catheterization 

for cardiac events, the team 

transfers you to another centre where you 

will get the care you need. 

“If we can’t fully treat your condition 

here, we will stabilize you and coordinate 

your transfer by ambulance – land or air,” 

Dr. John Simpson is MAHC’s Emergency Department 

Medical Director. 

says Dr. Simpson. “There are a lot of tools 

that are available to us to support linkages 

with other services and clinicians, such 

as Criticall, Life or Limb, telemedicine and 

teletrauma.” 

Having essential equipment in the emergency 

departments and digital diagnostic 

capabilities supported by an electronic 

health record adds to quality of service 

provided to you by our MAHC teams. 

“If we can’t fully treat your condition here, we will stabilize you and 

coordinate your transfer by ambulance – land or air.” 

Both of MAHC’s sites are equipped with 

helipads and Ornge is used to expedite 

patient transfers. 


Pepe 

Supporting mental health 

and becoming safer for all 

Many people are affected by mental 

health issues or mental illness 

either personally or through 

a friend or family member. 

Muskoka Algonquin Healthcare is committed 

to providing a safe environment 

in which to work and receive care and is 

working to effect change that reduces 

risk and improves safety. 

Although our hospital sites are not 

designated mental health facilities, our 

Emergency Departments see a number 

of people with mental health diagnoses. 

“People need a place to go when they 

need help, and we want to make sure 

that our facilities and our care processes 

Services at MAHC sites 

24-Hour Emergency Care 

Activation Therapy 

Cardio Respiratory 

Chemotherapy/Infusion Clinic 

Clinical Nutrition/Food Services 

Complex Continuing Care 

Diabetes Education Program 

Diagnostic Imaging: 

X-Ray, Bone Density, CT Scan, 

Breast Screening/Mammography, 

Nuclear Medicine, Ultrasound 

Dialysis 

Discharge Planning 

District Stroke Centre 

Ear Nose Throat Surgery 

Endoscopy 

Fracture Clinic 

General Surgery/Surgeon's Clinic 

are meeting their needs safely,” explains 

Esther Millar, Chief Executive, Clinical 

Services. 

A working group was formed and developed 

nearly 40 recommendations to enhance 

quality and access to care, with a 

focus on safety. Recommended improvements 

range from physical infrastructure 

changes to increased staff training, and 

additional care pathways and medical 

directives. 

The changes that are being considered 

in both the short- and long-term will support 

our patient-centered care philosophy 

and ensure a safe environment within 

the Emergency Departments. 

Registered Nurses and 

Nurse Practitioners 

are part of the circle of 

care in the Emergency 

Department. 

Gynecological Surgery 

Health Records 

Intensive/Critical Care 

Laboratory 

Obstetrics/Prenatal Care 

Occupational Therapy 

Ophthalmology 

Pacemaker Clinic 

Palliative Care 

Pediatric Clinic 

Pharmacy 

Physiotherapy 

Social Work 

Speech Language Therapy 

Spiritual Care 

Seniors Assessment & Support Outreach Team 

Telemedicine 

Urology 

Introducing 

Dr. Tyler Johnston 

Born and raised in Halifax, Dr. Tyler 

Johnston was recruited to MAHC in 

2015 as a full-time emergency physician. 

He is just one of fi ve new emergency 

doctors. 

“We are the fi rst point of contact for 

many patients and we’re there at any time 

of day or night to help those who present 

to the emergency department or those 

who develop problems while in hospital,” 

says Dr. Johnston. 

Dr. Johnston completed studies in both 

psychology and health policy at Queen’s 

University and attended medical school at 

McMaster University. He has a Masters in 

Public Health from Harvard University and 

pursued additional training in emergency 

medicine from Dalhousie University. He 

worked in a number of East Coast communities 

during his residency. 

According to Dr. Johnston, the close-knit 

medical community and the broader community’s 

support for the hospitals drew him 

to Muskoka. The local amenities, attractions 

and activities were also appealing. 

Dr. Johnston’s wife Dominique is a veterinarian 

and together they have acquired a 

collection of misfi ts from her work, including 

a double amputee cat and a dog who 

is scared of the water but likes to paddleboard. 

Dr. Johnston is part of a local men’s 

basketball league and has become hooked 

on kayaking since moving to the area. 


Susne 

Fuue 

Standardizing supplies supports better care 

Saving dollars in the Operating Rooms 

Dr. Jessica Reid and 

Tracy McKenzie (left) 

know the importance 

of standardizing 

surgical supplies. 

Single-use or disposable medical supplies ranging from sutures and staples to sterile 

drapes and bandages can cost thousands of dollars per surgical case. 

Across Muskoka Algonquin Healthcare’s two sites, there are efforts to standardize 

the supply and use of products, services and equipment within the surgical programs 

to not only improve the bottom line through operational effi ciency and effectiveness, but 

also to support better quality patient care and outcomes. 

A committee of clinical and medical staff, materials management, fi nance and representatives 

of the vendor community has been meeting regularly to evaluate more than 

25 different product standardization initiatives. 

After just one year, the committee has eliminated 29 duplicate items, implemented 13 

quality improvement or process improvement initiatives, and achieved an annual budget 

savings of just over $52,000. And that’s only the beginning. 

“We recognized there were differences across our two sites in what our perioperative 

nurses, surgeons and anesthetists were using,” says Angela Hollingshead, 

Emergency & Surgical Services Manager at the Huntsville site. 

“It’s all about ensuring our providers have the right products that are best suited 

for our patients’ needs,” adds Debbie Watson, Emergency & Surgical Services 

Manager at the Bracebridge site. 

The committee continues its work to evaluate hu ndreds of consumables 

and has developed evaluation tools to ensure that both existing products 

and new supplies are constantly reviewed. By working together, the committee 

is delivering demonstrable value for MAHC now and into the future. 

Qu Ce 

Se 

When a picture 

is worth 1,000 

words 

A 

stroke that causes speech impairment, 

language barriers, patients 

with hearing problems or dementia… 

Our staff has seen it all and has come 

up with a better way to engage inpatients 

regarding menu choices. 

A quality improvement initiative led by an 

interprofessional team including a dietitian, 

an occupational therapist, a speech language 

pathologist, an activation coordinator 

and members of the Food & Nutrition 

Services department has taken the concept 

of “show plates” to a whole new level. 

When our Dietary Aides make their daily 

rounds for electronic meal ordering at the 

patient bedside, they are equipped with 

Photographs of patient 

meals are being used 

on a day-to-day basis to 

support Dietary Aides 

in engaging inpatients 

regarding menu choices. 

laminated pictures of the various menu 

choices that our patients can order from. 

Sounds simple? That’s because it is, but 

the impact is signifi cant. 

“A picture really makes it easy to understand 

texture-modifi ed foods, like the 

difference between minced and pureed 

foods,” says Bev Leslie-Suddaby, a Registered 

Dietitian and Clinical Nutrition and 

Support Services Manager. “Patients love 

the menu pictures and there has been 

great feedback from staff, too. The project 

has also helped our cooks with consistent 

meal presentation.” 


Improving 

safety in 

handling 

chemotherapy 

drugs 

Qu Ce 

Se 

Before chemotherapy ever reaches a 

patient for treatment, a registered 

pharmacy technician is gowned, 

gloved and masked, preparing the medication 

in a specialized cabinet. 

This biological safety cabinet is designed 

to limit exposure to chemotherapy 

for technicians who also use specialized 

techniques to minimize risks when 

working with these products daily. It also 

pumps fi ltered sterile air into the space so 

the chemotherapy is prepared in a sterile 

environment, preventing contamination of 

the medication with bacteria or viruses. 

“Part of our ongoing commitment to 

high-quality care is ensuring we protect 

cancer patients from preventable infections 

by preparing these medications in 

a sterile cabinet within a clean room,” 

explains Danette Beechinor, Director of 

Pharmacy at Muskoka Algonquin Healthcare. 

“A purpose-built room is essential 

to equipping our staff with the best 

environment so they are safe at work too. 

It’s because of the highly toxic nature of 

chemotherapy drugs and the fact that 

cancer patients can be at risk of infection 

that safety standards in chemotherapy 

preparation are so strict.” 

These standards have evolved and become 

more stringent, requiring complex 

air ventilation and a specialty fume hood 

system separate from the main Pharmacy 

space and the main airfl ow for the 

hospital. 

With fi nancial support from the District 

of Muskoka’s Hospital Capital Fund and 

monies donated by community members 

to the Huntsville Hospital Foundation, 

nearly half a million dollars is being 

invested into a renovation project to 

meet the new standards. Work will get 

underway this fall to upgrade the fume 

hood and chemotherapy preparation 

Pharmacy Technicians prepare and mix 

chemotherapy in a biological safety cabinet. 

area to ensure sustainable provision of 

cancer care in the Muskoka region, while 

enhancing staff safety. 

The Chemotherapy Clinic is located at 

the Huntsville site with cancer supportive 

care available through the Infusion Clinic 

at the Bracebridge site. MAHC provides 

chemotherapy services as part of a 

satellite program through the Northeast 

Cancer Centre at Health Sciences North 

in Sudbury and the Simcoe Muskoka 

Regional Cancer Program at Royal Victoria 

Regional Health Centre in Barrie. 

Through this satellite program, approximately 

300 patients per year from across 

Muskoka and East Parry Sound are 

receiving cancer care closer to home. 

“Part of our ongoing commitment to highquality 

care is ensuring we protect cancer 

patients from preventable infections by 

preparing these medications in a sterile 

cabinet within a clean room.” 


Qu Ce 

Se 

Medical assistance in dying at MAHC 

A Change in 

Practice 

February 2015: 

The Supreme Court of Canada, in a 

case known as "the Carter Decision", 

ruled it is not a criminal offence for physicians 

to help someone end their life 

in certain circumstances. The ruling 

struck down the previous ban on assisted 

death, judging it to be a violation 

of the right to life, liberty and security of 

the person. The court gave the federal 

government a June 6, 2016 deadline to 

enact a new law. 

April 2016: 

The federal government introduced Bill 

C-14 (legislation supporting medicallyassisted 

dying) where a physician or 

nurse practitioner provides or administers 

medication that intentionally brings 

about a patient’s death, at the request 

of the patient. The legislation, “for 

adults who are suffering intolerably and 

for whom death is reasonably foreseeable”, 

requires the patient to be a consenting 

adult, at least 18 years old, with 

a serious and incurable disease, illness 

or disability, and be in “an advanced 

state of irreversible decline.” 

June 6, 2016: 

Medical assistance in dying became legal 

in Canada. 

June 17, 2016: 

Bill C-14 receives Royal Assent after 

passing through the House of Commons 

and the Senate. 

Medical assistance in dying is one 

of a number of choices that can 

be considered in end-of-life care 

at Muskoka Algonquin Healthcare. 

End-of-life care planning is very personal, 

and is designed to be respectful of your 

personal values and beliefs and to ensure 

that you and your family are treated with 

dignity. 

Since medical assistance in dying became 

legal in June 2016, a great deal of 

work has occurred at MAHC to ensure that 

our patients have access to all aspects 

of end-of-life care, including medical assistance 

in dying, and that our staff and 

physicians have a framework that guides 

them in this new practice. 

There are two ways in which this medical 

assistance in dying can ultimately occur: 

• A doctor will provide the patient with a 

prescription for a fatal dose of medication 

to end his/her own life; or 

• A doctor administers medications to the 

patient that ends the patient’s life. This 

is also known as voluntary euthanasia. 

Requests for medical assistance in 

dying must come from a capable and competent 

adult who meets all of the eligibility 

criteria, without pressure from others. 

Substitute Decision Makers, Powers of 

Attorney and/or family members cannot 

make this decision and advance directives 

cannot be used to request medical 

assistance in dying. 

To qualify for medical assistance in 

dying, you are required to meet all of the 

following criteria: 

• Eligible for health services funded by a 

government of Canada 

• At least 18 years of age 

• Capable of making decisions about 

your health care 

• Suffer from a serious and incurable 

illness, disease or disability 

• Are in an advanced state of irreversible 

decline that is causing enduring physical 

or psychological suffering that is 

intolerable 

• Natural death is reasonably foreseeable 

• Give informed consent in writing 

It is important to consider details like 

where you wish to die, the way in which 

you wish to die, who you would like present 

at your death, whether you wish to 

have your pet(s) present, whether you 

wish to have music playing or someone 

reading to you, and how you would like 

your loved ones supported following your 

death. 

At any point, if you change your mind 

you can withdraw your consent to proceed 

with medical assistance in dying. 

MAHC is committed to ensuring patients 

will receive high-quality palliative 

and supportive care throughout the process 

of requesting medical assistance in 

dying or any approach to end-of-life care. 

July 2016: 

MAHC formalizes a policy on medical 

assistance in dying. Find out more at 

www.mahc.ca/en/stayingvisiting/ 

medical-assistance-in-dying.asp. 

Dr. Jan Goossens is the 

Chief of Medical Staff 

at MAHC. 


Pepe 

Comment cards help us 

to improve 

Let us know what you think! 

Inviting feedback is the best way to evaluate something and improve 

upon it. 

Throughout Muskoka Algonquin Healthcare’s hospital sites we 

have “OFI” boxes where patients, families and visitors can share 

opportunities for improvement with us. We also receive feedback 

through our website on a regular basis. Oftentimes our Dietary Aides in 

Food & Nutrition Services receive verbal feedback at the bedside from 

patients about their meals, right down to what they liked and didn’t like. 

“We get lots of comments about food and we want to be able 

understand from the patient’s perspective what is good or what they feel 

needs improving,” explains Dietary Aide Dorothy Green. “Most of the time 

they are very complimentary.” 

So Dorothy came up with the idea to have a comment card for patients 

to use to communicate their feedback. The initiative even earned her a 

nomination from her hospital peers for a Board Award of Excellence. 

The comment cards have become part and parcel of patient meal 

service and also emphasize MAHC’s commitment to local food by 

featuring our staff with local food options from our kitchens. 

Your Comments ... 

“The meals here are great. My dad has been accommodated 

when needed and all of this has been done willingly and 

cheerfully. The pictures of the meals are very helpful for him 

too. Thank you for all the work you do. It is a very important 

part in a patient’s recovery.” 

“Compliments to the kitchen staff. I always hear from other 

people how bad hospital food is, but that certainly is not the 

case here at this hospital. You all need to be very proud of 

what you serve each day. Good home cooking, presentation 

and temperature are perfect. Thank you for your hard work 

and keep up the good work. Once again, thank you.” 

5 

Dr. Sandi Adamson 

Kaileigh Adie 

Vicky Barrett 

Terry-Lynn Brown 

Natalie Bubela 

Sarah Campese 

Audra Carroll 

Nicole Cobean 

Tammy Devoe 

Heidi Dorion 

Lena Dutton 

Bert Fazackerley 

Brittany Fess 

Amanda Fletcher 

Dr. Kim Forester 

Nicole Fyfe 

Dan Gaughan 

Dr. Jan Goossens 

Karli Haughton 

Ann Huke 

Amy MacEachern 

Kelly Mahon 

Laura McCarthy 

Brenda McKee 

Dr. Jessica Reid 

Navi Sachdeva 

Tim Smith 

Erin Speicher 

Robert Spencley 

Karen Stark 

Cherie Waldock 

Yvonne Waters 

Cindy Waters 

Laurene Wittich 

Fiona Woodhouse 

Madison Wright 

Lucia Yu 

10 

15 

20 

25 

Dr. Helen Dempster 

Lesley-Anne Earl 

Kathy Irving 

Esther Jennings 

Dr. Kersti Kents 

Dr. Melanie Mar 

Nancy Andrews 

Cynthia Childerhose 

Kim Clark 

Riitta Cronkright 

Deb Curtis 

Sandra Demaine-Wilson 

Lucien Desormeaux 

Alisa Drouillard 

Cathy Bildson-Cardoso 

Jana Carr 

Harold Featherston 

Lynn Feaver 

Marikay Files 

Pauline Gilbert 

Lorrie McManus 

Christine O’Hara 

Kim Schmitz 

Virginia Small 

Paula Snyder 

Debbie Stone 

Beverley Faulkner 

Shannon Fletcher 

Karen Grant 

Julie Hewitson 

Heidi Huggins 

Rachelle Iannantuono 

Brenda Liddle 

Tina MacMillan 

Dr. Graeme Gair 

Ron Godfrey 

Sue Kennedy 

Dr. Karen Martin 

Dr. David McGregor 

Marla McKenzie 

Mary Louise Teakle 

Lori Treadwell 

Kathy Trobacher 

Donna Wilson 

Susan Wilson 

Katie Zammit 

Chris Mathon 

Janean McMackin 

Gloria Nielsen 

Leslie Secord 

Ruth Shaw 

Paul Shisko 

Cindy Smith 

Julie Williams 

Bryn Milner 

Jeannette Nicoletti 

Dr. Brian Murat 

Bernadine Reaburn 

Dr. Greg Stewart 

Barbara Barry 

Peggy Campese 

Debbi Connick 

Susan Corson 

Adrienne Demerling 

Laura Derbyshire 

Dr. John Eastmure 

Dr. William Hemens 

Christine Loshaw 

Darlene Rosbottom 

Jerilou South 

Irene Burton 

Gloria Gravelle 

Kathy Lynn McDonald 

Dana Thompson 

Dr. Paul Bastedo 

Pam Kranjc 

Thank you for your years of commitment and dedicated service providing quality health care 

to our communities & delivering the best patient outcomes with high standards and compassion. 

30 

35 

40 


Susne 

Fuue 

We’re getting greener every year 

MAHC’s waste diversion journey continues 

In just four years, Muskoka Algonquin 

Healthcare has made exceptional 

strides to improve environmental performance 

through waste diversion. 

Up until 2012, waste generated by the 

hospitals was not incorporated into any 

formal waste diversion efforts. 

Becoming more socially responsible 

became an organizational priority with a 

top-down approach, starting with MAHC’s 

Strategic Plan and a strategic area 

dedicated to a sustainable future. With a 

goal to be a top-performing hospital that 

invests in its facilities, incorporates continuous 

effi ciencies, and makes environmentally 

responsible choices, it was time 

for change. 

A “Green Team” of environmentallyminded 

frontline staff was formed. Audits 

of the various waste collected from highvolume 

areas were undertaken. These 

initiatives culminated with a grassroots 

effort to replace regular waste receptacles 

with recycling sorting stations in nearly 

every department. 

“The recycling program alone reduced 

the amount of general waste going to 

landfi ll,” explains Deb Stone, Manager of 

Support Services at the Bracebridge site. 

“We saw the need for larger recycling 

containers and the ability 

to reduce the number of general 

waste pickups to biweekly.” 

Waste diversion targets were 

also set for chemical waste, and 

in the past four years, chemical 

waste in the Laboratories has 

been reduced by 30%, and all chemical 

waste in Diagnostic Imaging was eliminated. 

As well, Surgical Services and Pharmacy 

are also making headway toward 

becoming greener departments. 

Biomedical waste was also identifi ed 

as an area for improvement as MAHC’s 

volumes were practically double the 

provincial average. Through diligence and 

in-depth monitoring, biomedical waste has 

been reduced by 10 metric tonnes, with a 

goal to further reduce biomedical waste by 

10% in 2016. 

“In just four years, MAHC has diverted 

37 metric tonnes of waste from 

going to the landfi ll, which is 

equivalent to a 46% waste 

diversion rate,” says Stone. “It’s 

amazing that through focused 

initiatives a number of our 

departments are practically at 

zero waste.” 

Waste diversion initiatives have not 

only improved MAHC’s ecological footprint 

through better waste management, but 

have also meant operational cost savings 

every year. 

As well, in 2015 MAHC was recognized 

for environmental performance with a 

MAHC’s experience with 

improving waste diversion has 

caught the attention of peer 

hospitals. 

Deb Stone was invited to 

present MAHC’s recycling 

program and waste diversion 

strategies at an Ontario 

Hospital Association webcast in 

January 2016. Hospitals across 

the province tuned in to hear 

her examples of the programs 

implemented at MAHC, 

challenges encountered along 

the way and lessons learned. 

The two-hour webcast also 

featured Halton Healthcare and 

the Recycling Council of Ontario. 

Waste sorting goes beyond blue bin recycling and is carefully 

managed, demonstrates Deb Stone, Manager of Support 

Services, in the waste room at the Bracebridge site. 


Statement of Operations 

For the fiscal year April 1, 2015 to March 31, 2016 

Revenue 

79.3% 

10.8% 

3.7% 

6.2% 

Doug Rankin, Environmental Services Lead Hand, 

demonstrates the recycling sorting stations found 

throughout both hospital sites. 

Ministry of Health & Long-Term Care ...........................$59,160,465 

Patient Charges ............................................................... $8,061,818 

Other ................................................................................ $4,601,878 

Amortization of Deferred Equipment Contributions ..... $2,762,879 

TOTAL .............................................................................$74,587,040 

Silver Seal Award through the Ontario Hospital 

Association’s Green Hospital Scorecard, 

building on our previous Bronze Seal 

Awards in 2013 and 2014. 

But there are still challenges to sustaining 

targets and obstacles to achieving the 

targeted 50% waste diversion rate goal. 

Organic waste from the cook’s preparation 

area in the kitchen at the Huntsville site is 

being accepted by Huntsville Community 

Living, who in turn uses it as compost in 

their community garden in exchange for 

providing the hospital with harvested fresh 

produce. MAHC is looking for a partner in 

South Muskoka who is interested in accepting 

“clean” organic material from the 

Bracebridge site. 

Work also continues on diverting scrap 

metal and construction waste from renovation 

projects, as well as electronic waste. 

QUICK FACTS: 

• MAHC’s waste diversion goal is 50% 

• In 2015, 133.54 metric tonnes of 

general waste went to landfill, a 

reduction of 37% since 2012 

• A 30% operational cost savings has 

been realized since 2012 through 

MAHC’s various green initiatives 

Expenses 

49% 

2.8% 

4.4% 

14.6% 

4.5% 

8.8% 

16% 

Salaries & Wages ..........................................................$37,296,435 

Employee Benefits.........................................................$11,136,792 

Supplies & Other ...........................................................$12,138,663 

Medical Staff Remuneration ..........................................$6,696,606 

Drugs ................................................................................ $3,421,116 

Medical & Surgical Supplies ...........................................$3,361,230 

Amortization of Equipment ............................................. $2,106,598 

TOTAL .............................................................................$76,157,440 

Muskoka Algonquin Healthcare completed the 2015-16 fiscal year in a $2 million 

deficit position. Detailed audited financial statements are available at www.mahc. 

ca/en/about/Annual_Reports.asp. It was the first time in five years that MAHC 

has not been able to balance the annual budget. Hospitals are under enormous 

pressure to do more with less funding. MAHC continues to work diligently to try 

to operate within the Health System Funding Reform funding formula and to also 

improve our efficiency and financial performance. Despite this, we are forecasting 

a budget deficit of $3.4 million for 2016-17. 


From our Foundations... 

A few simple 

facts about 

local health 

care 

By Katherine Craine, Executive Director, 

Huntsville Hospital Foundation & 

Colin Miller, Executive Director, South 

Muskoka Hospital Foundation 

Local health care in the Muskoka 

region will impact hundreds of 

thousands of people over the next 

15 years. The centre of this professional 

and compassionate care will be Muskoka 

Algonquin Healthcare. By necessity, the 

form that care takes, two sites or one, has 

been the subject of great debate. We say 

“by necessity” because the Ministry of 

Health and Long-Term Care must plan very 

long term, almost a generation in advance 

of any changes actually taking place. At 

this time there are no clear answers – only 

a healthy and welcome dialogue. 

As the Executive Directors responsible 

for the two Foundations that support 

From the Huntsville District Memorial Hospital Auxiliary... 

Being a volunteer – think about it! 

by Sharon McNally, President 

Likely the most recognizable group of 

people in our hospital is volunteers. 

Many of you probably know the numerous 

places where volunteers work in 

the hospital because you’ve seen them. 

They’ve directed you to a clinic, or taken 

your blood to the lab, sold you a sandwich 

or just listened to your story. 

You’ve also seen volunteers in their 

green smocks or vests on tag day, yellow 

shirts at our golf tournaments, and 

possibly rain jackets at a garage sale. 

These events are how we raise money to 

purchase equipment needed in our hospital 

to serve you better. In September, 

because of your support, new Vital Sign 

Monitors will arrive at Huntsville Hospital. 

Thank you! 

The Auxiliary has members who joined 

us in the mid-’70s who are still active. 

Some have reminded me that “the shelf 

life is running out.” 

We always welcome new members. 

What characteristics does one need to 

be a hospital volunteer? I would say being 

a caring, friendly and conscientious person 

with some time and energy to bring 

with you. 

What kind of skills does one need? 

Whatever skills you want to share would 

likely be benefi cial at some point. Training, 

though, comes with the job. 

What kind of time would I be expected 

to give? Times vary with the task – more 

important, though, is your commitment to 

the time you’re willing to give. 

Want to join us? If you’re interested 

in becoming a volunteer, pick up 

a brochure in the Hospital Gift Shop 

or give us a call at 705-789-2311 

ext. 2297. 

2015-16 STATS: 

• Membership: 

125-130 volunteers 

• Hours Volunteered: 

20,493 hours 

The 2016 Golf Classic Committee is proud to donate $30,000 to the Auxiliary from the Aug. 15 event. 

UPCOMING EVENTS: 

October 31 – Reopening of the Huntsville 

Hospital Branches Gift Shop after renovations 

November 7-8 – Hospital Auxiliaries Association 

of Ontario Convention in Toronto 

December 2 – Cookie Delight: Homemade 

Christmas cookies or squares for sale at 

Huntsville Hospital 


Muskoka Algonquin Healthcare, the immediate 

future is much more important 

and obvious. 

Fact #1: Over the next 15 years, our 

two Foundations must each raise on 

average $3 million per year in our 

respective communities to sustain local 

health care from a technology and 

infrastructure perspective. The Ministry 

and your provincial taxes cover operating 

costs – together as a community, 

we’re responsible for almost everything 

else. 

Fact #2: Every investment we make in 

technology and renovations is an investment 

in the quality of local medicine. 

By that we mean having the right tools 

attracts the best health care providers 

to our region. If you have experienced 

this care personally, you know we are 

blessed in the quality of our doctors, 

nurses and our entire team. If you have 

yet to experience care here, you can be 

confi dent in its quality. 

Fact #3: Rural health care is under 

pressure everywhere as costs spiral 

and advances in medicine continue 

unabated. At fi rst glance, Muskoka is 

no different. But if you look closer, the 

difference is obvious. We are attracting 

a new population of permanent 

residents. Our population also swells 

enormously every summer, far beyond 

the capacity of standard rural hospitals. 

The team that is accountable for planning 

here is well aware of what makes 

Muskoka health care unique. 

Those three simple facts make the end 

of this story very clear indeed. We depend 

on you and we thank you – every individual, 

family, community organization, 

business and visitor here – for the generosity 

and spirit of your continuing support; 

for giving locally to support health care 

in Muskoka. It is our shared responsibility. 

And no matter how the dialogue goes 

over the next 15 years, that fact will not 

change. 

From the Auxiliary to South Muskoka Memorial Hospital... 

Volunteers are vital and hardworking 

By Cathy Smith, President 

That helpful person at the information 

is desk is a volunteer. That friendly 

face who sells you coffee and a 

sandwich at Muskoka Mocha or a scarf 

in the gift shop is a volunteer. Volunteers 

work in the prenatal, pediatric and fracture 

clinics and can be seen every day working 

in 15 different programs throughout the 

hospital. Even the gardens are planted and 

maintained by volunteers. Volunteers are 

vital to the hospital. 

When we look back on 2016, the Auxiliary 

has been very busy. 

In April, we hosted 150 delegates 

from the Central Region for their annual 

Hospital Auxiliaries Association of Ontario 

(HAAO) conference. 

Through our fundraising efforts, the 

Auxiliary has committed $40,000 to purchase 

equipment in the Emergency Room, 

Operating Room, Obstetrics, Rehabilitation 

and Telemedicine departments in 2016. As 

well, we made the third $50,000 instalment 

toward our $250,000 pledge in support of 

the new digital mammography machine. 

Events raise money for much-needed 

equipment. These events include our Regifting 

Sale, Tag Day, the hugely popular 

Christmas Home Tour, and new this past 

August: the Muskoka Road Show. 

At our annual general meeting in June, 

we recognized the fi rst recipients of our 

student and staff scholarships. Registered 

Practical Nurse Kelli Todd and BMLSS 

graduate Samantha Good each received 

$1,000 toward continuing education in 

health care. 

This fall, the Auxiliary will recognize very 

deserving volunteers by handing out 50 

awards pins and present the fi rst corporate 

award to a business that has supported 

our fundraising events. We also 

congratulate Mary Lou Chuter, Norm Iding 

and Diane McCaffery, who will each receive 

their Provincial Life Member award 

2015-16 STATS: 

• Membership: 

192 volunteers 

• Hours Volunteered: 

23,797 hours 

The Auxiliary to South Muskoka Memorial Hospital and participants in the Muskoka Road Show event 

accept a cheque for $5,000 in matching funds from Scotiabank for ticket sales. The event was a huge success 

thanks to the support of the exhibitors and those who attended. 

at the gala event hosted at the Royal York 

in November. 

The Auxiliary is eager to recruit 

new volunteers and is also looking 

for a helper to photograph Auxiliary 

functions. Please contact our 

Co-ordinator of Volunteers at 705- 

645-4404 ext. 3338. 

UPCOMING EVENTS: 

October 5 – Awards Celebration Tea 


YOUR CARE BY THE NUMBERS 

MAHC provides emergency health care services and inpatient care at 

two hospital sites in Huntsville and Bracebridge. Patient care is also 

supported through a number of outpatient programs at both hospital 

sites and at the Almaguin Highlands Health Centre in Burk’s Falls. 

These statistics represent the combined activity at both MAHC sites 

from April 1, 2015 to March 31, 2016 

HUNTSVILLE DISTRICT 

MEMORIAL HOSPITAL 

37 

Acute Care 

Beds 

SOUTH MUSKOKA 

MEMORIAL HOSPITAL 

43 

Acute Care 

Beds 

16 

Complex Continuing 

Care Beds 

4,828 

ADMITTED PATIENTS 

44,408 

EMERGENCY VISITS 

7,879 

SURGERIES 

271 

BIRTHS 

34,326 

X-RAYS 

16,894 

ULTRASOUNDS 

11,338 

CT SCANS 

5,897 

MAMMOGRAMS 

3,315 

CHEMOTHERAPY/ 

INFUSION CLINIC VISITS 

3,336 

DIALYSIS TREATMENTS 

1,713 

DIABETES VISITS 

(face-to-face visits) 

154 

STROKE-RELATED 

PATIENTS 

420,553 

LABORATORY TESTS 

120,011 

MEALS SERVED 

(includes Meals on Wheels clients) 

$74 MILLION 

OPERATING BUDGET 

$13 MILLION 

CAPITAL NEEDS 

658 

EMPLOYEES 

85 

ACTIVE PHYSICIANS 

325 

VOLUNTEERS 

HERE FOR YOU 

WHEN YOU 

NEED US 

WWW.MAHC.CA

MAHC-Community-Health-Bulletin-Final

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