MAHC-Community-Health-Bulletin-Final

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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. 16 2016 COMMUNITY HEALTH BULLETIN
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. 2016 COMMUNITY HEALTH BULLETIN 17
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