headwaters health care centre annual report 2013-2014 us/annualreport2013.pdf · headwaters health...
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Headwaters Health Care Centre ANNUAL REPORT 2013-2014
EXCEPTIONAL EXPERIENCEEVERY TIME
Senior Management TeamLiz Ruegg President and Chief Executive Officer
Asim Masood, B.Sc., MBA, MD, CCFP, EM Chief of Staff
Donna ClarkVice President of Patient Services and Chief Nursing Executive
Bruce Irwin Vice President of Corporate Services
Jennifer Pearson Director of Human Resources and Organizational Development
Dave McCaigJoint Chief Financial Officer
Michele BealsJoint Executive Director of Finance
Jan McCutcheonDirector of Finance
Martha MurrayManager of Public Relations and Communications
Physician LeadersAsim Masood, B.Sc., MBA, MD, CCFP, EM Chief of Staff
Alex Riddell, MD Medical Staff President
Dan Mallin, MD, CCFP Medical Staff Vice President
Michael Stefanos, MD, FRCPC Medical Staff Secretary
Kenji Miyata, MD, CCFP Chief of Anaesthesia
Dan Mozeg, MD, FRCPC Chief of Diagnostic Imaging
Somaiah Ahmed, MD, CCFP, EM Chief of Emergency Medicine
Priya Akula, MD, CCFP Co-Chief of Family Practice
Jill Bailey, MD, CCFP Co-Chief of Family Practice
Jeff McKinnon, MD, FRCPC Chief of Medicine
Jude Umeh, MD, FRCSC Chief of Obstetrics and Gynecology
Raafat Salih, MD, FRCSC Chief of Surgery
Board of DirectorsRob HamiltonChair
Peter Harris Past Chair Allan MaddenVice Chair
Bill WaiteTreasurer
Liz RueggSecretary
Jim AijalaAuxiliary Representative
Simon Atkins
John Christie
Donna Clark
John Innes
Louise Kindree
Bonnie Ledson
Asim Masood, B.Sc., MBA, MD, CCFP, EM
Frans Richter
Bill Roy
Joan WaechterFoundation Representative
John Wilson
Headwaters Auxiliary Executive
Jim AijalaPresident
Michael Carter1st Vice President
Carolyne Beaton2nd Vice President and Volunteer Coordinator
Ron HayPast President
Joanne PalysRecording Secretary
Linda JamesonTreasurer
Christine HannPublic Relations Officer
Jane SmithVolunteer Coordinator
Foundation Board of Directors
Joan WaechterChair
John MeekVice Chair
Chris GittensTreasurer
Elaine CapesSecretary
Joan BurdetteExecutive Director
Liz RueggHHCC President and CEO
Danny Brackett
Catherine Campbell
Michael Carter
Ray Conroy
Stephen Doney
Rob Hamilton
Ronnie Inglis
Chris Little
Christopher Stewart
Who’s Who at Headwaters Health Care Centre
Headwaters Health Care Centre 100 Rolling Hills Drive, Orangeville, ON L9W 4X9519.941.2410 • www.headwatershealth.ca
Table of Contents
Exceptional experience every time: Friendship Gardens Tranquil and beautiful outdoor spaces
for patients, visitors and staff, our Friendship Gardens are maintained by a wonderful and skilled
group of dedicated volunteers. Turn to page 16 to learn about what is new in the Gardens this year.
Message from the Chair of the Board and the President and CEO ..............................................................................4
Message from the Chief of Staff and Vice President Patient Services and Chief Nursing Officer .................................6
The Year in Review ....................................................................................................................................................7
Headwaters Health Care Centre by the Numbers .......................................................................................................7
The Dr. David Scott Award ........................................................................................................................................9
Fire Starter Award of Excellence ................................................................................................................................9
Achievements ..........................................................................................................................................................10
Message from the Auxiliary President .....................................................................................................................12
Message from the Foundation Board Chair and Executive Director .........................................................................14
Friendship Gardens ................................................................................................................................................16
Extending our Gratitude: Years of Service ...............................................................................................................17
Financial Overview .................................................................................................................................................18
Dear Friends:
It is with a great sense of accomplishment that we present
the 2013-14 annual report.
With a steadfast commitment to our vision – Exceptional
Experience Every Time – this year, we have touched the
lives of more than 63,000 patients, as we focused on
improving access to health care and providing innovative
ways to bring care closer to home.
In Year 1 of our 2013-16 Strategic Plan, we clearly
defi ned our priorities and made great strides to provide
high-quality and compassionate care, in collaboration with
our partners, to optimize the health of our community.
The highlight of the year came on May 23, 2013, when
the Minister of Health and Long-Term Care announced
an exciting investment in our hospital – funding for our
Priority Ambulatory Care Program. This project will see a
more than 8,00 square foot expansion and renovation of
our ambulatory care and surgical services to help reduce
wait times, accommodate growth, and further integrate
local health systems within the Central West Local Health
Integration Network (LHIN).
Our past year was marked with accolades and
accomplishments. For the third year in a row, we were
ranked in the top three provincially for achieving low
Emergency Department (ED) wait times; we made
improvements in our diagnostic imaging (DI) turnaround
times; introduced a robust Health Equity Plan, and
celebrated more than 70 key achievements, among them, a
highly-respected Ontario Laboratory Accreditation (OLA)
award. This high-level of performance highlights to the
community that Headwaters Health Care Centre (HHCC)
is a leader that is committed to continuous improvement
and exemplary patient experience.
In an era of funding reform, partnerships are more
important than ever before. In 2013-14, we realized
tremendous gains in our work with health care partners,
leading Health Links within
our LHIN; joining forces in
the development of a joint
Information Technology
(IT) Strategic Plan; aligning
our Dialysis Satellite
Program with a regional
renal program to provide
care closer to home; serving
nearly 42 per cent more
patients year over year in our
combined medical outpatient
clinics; providing a record
1,000 oncology treatments,
and expanding telemedicine
services for patients, health
care professionals and the
community.
As a small community hospital in a fast-growing region,
HHCC is demonstrating its ability to lead a systemic approach
to health care for Dufferin-Caledon and to make changes
appropriate for a seamless, integrated and sustainable health
care system. At a time when we experienced challenges that
come with signifi cant growth and change, we have been
extremely effi cient as an organization and have maintained high
levels of patient satisfaction. These outcomes could not have
been achieved without an incredible team of staff, physicians
and volunteers who are commended for their commitment to
putting patients fi rst.
Message from the Chair of the Board and the President and CEO
Liz Ruegg, President and CEO
Rob Hamilton, Board Chair
>>
4
Exceptional experience every time: Darryl Kirkland had surgery and chemotherapy
to treat the cancer that was discovered during a visit to our Emergency Department.
Our Foundation team recorded his story for an installment of their Video Stories series.
To watch Darryl’s story, go the the Video Stories channel at youtube.com/user/hhcfoundation.
Our Board of Directors who,
as stewards of our vision, foster a
strong sense of accountability and
expect only the best. Courage and
resilience have held the hospital in
good stead over its 102 year history.
We will continue to work together
to build on this great legacy with
our talented team. As you read this
report, we hope you will be inspired
by the drive and determination of
our team to create an exceptional
experience every time.
From the front door, to patient
care areas, to the boardroom table,
thank you for the difference you are
making to health of our community,
today and into the future.
5
Liz Ruegg, President and CEO Rob Hamilton, Board Chair
Our Vision: Exceptional Experience
Every Time
Our Mission: To provide high-quality
and compassionate care, in collaboration with our partners, to optimize the health of our community.
Our Values: CARE CARE CARE
We are committed to caring in a sensitive, respectful and
supportive way for those we serve and those
we work with.
ASK SEEK EXPLORE We promote a culture of
learning and innovation to effectively meet the evolving
needs of our patients, staff and community.
BUILD BRIDGES We work collaboratively
within our organization and with our external partners
to ensure we provide the best possible standards of health care services.
Message from the Chief of Staff and Vice President of Patient Services and Chief Nursing Officer
6
We are wholly committed to providing emergency, acute
care and outpatient services for our region. In 2013-14,
HHCC saw a record 40,746 ED visits, 5,658 inpatient
admissions and 17,356 outpatient visits. HHCC is caring
for more patients in more ways than ever before.
We have made great strides in our mission to provide
high-quality and compassionate care, in collaboration with
our partners, to optimize the health of our community.
Fortunately for HHCC, we have been able to attract
highly qualified health care professionals to our team, and
continue to develop and expand upon medical and clinical
relationships for specialized services such as
cardiac care, dialysis, mental health, and oncology.
Last year we recruited new physicians to the HHCC
team. Our new orthopaedic surgeon and plastic surgeon
bring new specialty services closer to home. We added
a second paediatrician who also supports clinics in
Shelburne and Bolton to help patients in these centres.
We welcomed a new Chief of Radiology who, together
with DI staff, managed increased volumes, improved
patient flow and DI turnaround times. Telemedicine
visits grew by 22.5 per cent and we are pursuing new
avenues of care such as paediatric telepsychiatry.
We have worked closely with our family health teams
to ensure prompt follow-up with patients after discharge
and with Community Care Access Centre (CCAC)
partners for treatments, such as wound care, which can
be provided at home. As a leader in the provincial Health
Links initiative, we played a key role in the development
of care plans for chronically ill patients with complex
conditions to help them avoid unnecessary ED visits and
reduce hospital readmissions. Together with area long-term
care and other residential
facilities, we worked
collaboratively to remove
barriers to patient care.
True to our values of Ask,
Seek, Explore, we have
supported our health care
practitioners with robust
education and training with
an emphasis on quality
and safety, professional and
leadership development.
In a complex health
care system, we believe
it is our responsibility to
make it easy for patients,
who come to us often at
their most vulnerable,
to smoothly navigate
the system so they can access the best care possible
under our roof and beyond our walls.
We strive to provide excellent care and an exceptional
experience every time because these are vital to a patient’s
healing process. We are very proud of all we have
achieved and tremendously excited about the hospital’s
redevelopment project and the positive impact it will
have on the health and wellness of our community.
Dr. Asim Masood, Chief of Staff
Donna Clark, Vice President of Patient Services and Chief Nursing Officer
40,746 emergency visits 5,658 inpatient admissions17,356 outpatient visits4,373 day surgeries2,588 dialysis visits901 inpatient surgeries 743 babies delivered840,162 lab tests80,814 diagnostic imaging tests153 heart attacks treated1,018 chemotherapy treatments586 cataract surgeries
Outpatient Clinics and ServicesAmbulatory Care: Cardiac Monitoring,
Medical and Surgical Clinics, Telemedicine
Chronic Disease Management:
Cardiac Rehabilitation, Diabetes Education,
Arthritis, Dialysis, Oncology/Cancer Care
Emergency Services: 24/7 Emergency
Department, Sexual Assault/Domestic
Violence
Inpatient ProgramsChildren’s Health, Complex Continuing Care, Critical Care, Medicine, Palliative Care, Surgical Services, Women’s Health
Inpatient ServicesDiagnostic Imaging, Laboratory, Rehabilitation
Headwaters Health Care Centre by the Numbers
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The Year in Review
>>
In April 2013, HHCC launched its 2013-16 Strategic
Plan, along with its Year 1 Annual Business Priorities – both
roadmaps to help us achieve our vision of providing patients
with an exceptional experience every time. Our Strategic Plan
reflects the direction needed to provide the most accessible,
safe and high-quality health care to this community, and
can only be realized through organizational commitment
and by engaging patients, partners and the community.
We are delighted with the progress we have made executing
Year 1 of the Strategic Plan as we worked together to take
the organization to the next level, making HHCC a high
performance organization that we can all be proud of.
Below we have highlighted key strategic initiatives,
categorizing them under each of our five strategic directions:
Our Patients, Our People, Our Community and Care Partners,
Our Internal Systems and Processes and Our Accountability.
All that we do for patients and our community is
underscored by our Vision, Mission and Values –
the rudder of this organization – and measured
by scorecards, our Quality Improvement Plan and
evidenced through our more than 70 achievements.
Our PatientsQuality and Safety are top priorities at HHCC.
Over the past year, there has been tremendous effort
and improvement in numerous areas of quality
and safety, most notably in the areas of:
• Hand hygiene compliance. By introducing a number of
new strategies, hand hygiene compliance before patient
contact has improved by three per cent. Strategies
included increasing the number of hand hygiene auditors
in the organization from one to four, and adopting a
practice of conducting audits without announcing them
first. Hand hygiene compliance after patient contact
remains high.
• DI turnaround time. Using LEAN methodology,
we redesigned processes related to DI, which included
matching demand to capacity, strategies for improved
patient flow and heightened monitoring and
accountability for turnaround times. The result? A
nine per cent improvement in DI turnaround times.
• Medication reconciliation. There was a significant
amount of education provided to staff to enhance
knowledge and practice of medication reconciliation
at the time of admission. We also introduced
Pharmacy Technicians to our ED during peak
hours for Best Possible Medication History (BPMH)
collection with admitted patients. While changes to
improve the validity and reliability of medication
reconciliation information were introduced at the
same time, the overall quality of BPMH has improved
as well as our rate of completion of medication
reconciliation on admission.
Health Equity. Our newly created Health Equity Plan
demonstrates our commitment to patients, focusing
on helping us create an exceptional environment
where every patient can feel understood and respected.
The plan uses findings from the 2012 Health Equity
Scan to honestly acknowledge challenges our
patients may face at our hospital, and provide solid
recommendations about how we can overcome them.
Our plan covers a three-year period
and identifies four goals.
• To embed equity in our practice.
• To increase cultural competence among staff.
• To respond to health literacy concerns.
• To continue to improve access for seniors.
Our PeopleStaff and Physician Satisfaction. Overall, the results
showed that we are moving in the right direction. Staff
and physician satisfaction has increased. 73.1 per cent of
our staff is proud to work here, higher than the Ontario
Hospital Association of 68.8 per cent and higher than our
2010 score of 67.4 per cent. Training and development and
non-clinical and support service theme scores significantly
improved since our last survey. As well, areas where we can
focus our attention, including trust and senior management
communication with staff about goals, were identified and
incorporated into our 2014-15 annual business planning.
New Physicians on the Team. HHCC is fortunate to be
able to attract top talent to the community and in
2013-14 recruited an orthopaedic surgeon, a plastic
surgeon and a paediatrician. Bringing these services
closer to home means patients do not have to travel
great distances to access these specialized services.
Taking HHCC to the Next Level. Consistent with our
values of Ask, Seek, Explore, in 2013-14 we put an
evidence-based leadership development framework in
place to help take HHCC to the next level in the delivery
of our 2013-16 Strategic Plan and to create an exceptional
experience every time. HHCC Board members and the
leadership team have been among the first to take part in
education and training sessions, learning the tools and
techniques to help enhance workplace culture and achieve
organizational goals. Applying new techniques, such as
“rounding,” provides a framework for conversations in
the organization. When used consistently, it makes for
meaningful conversations, bringing important matters to the
surface, sharing of ideas and opportunities for recognition.
Our Community and Care PartnersConnecting Health Care Providers through Health Links.
Establishing Health Links within our community helps us
provide exceptional care to our patients who have complex
medical needs. Health Links will improve access to family
care, reduce avoidable ED visits and re-admission to
hospitals, reduce referral time to a specialist, and improve
our patients’ overall experience. In HHCC’s first year as
leader of the Dufferin Area Health Links, our team has
sourced a screening tool and identified and developed
care plans for 287 patients in our region who could
benefit most from this program. For the newly opened
Caledon Specialist Clinic, our Health Links team worked
with Caledon Community Services to develop the clinic
and engage area family physicians in clinic referrals.
HHCC also helped recruit specialists in orthopaedics,
surgery, obstetrics and paediatrics to support the clinic.
>>
8
The Dr. David Scott AwardHeadwaters Health Care Centre is
honoured to present the Dr. David Scott
Award. Named after a well-regarded
community member and long-service
physician to the hospital, the award
recognizes individuals who go above
and beyond to improve the overall
health and wellness of our community.
Enhanced Post Discharge Follow-up. A new Dufferin
Area Family Health Team (DAFHT) Patient Services
Coordinator position was introduced in June 2013. With
close ties to Health Links, the coordinator joins HHCC’s
daily bullet rounds to identify and meet with DAFHT
patients. The coordinator sets up patients’ primary care
appointments so they have quick follow-up with their
family doctor after discharge. The coordinator also works
closely with inpatient staff and CCAC case coordinators
to ensure that patients receive the most appropriate
care, in the most appropriate setting, after discharge.
Building a Collaborative Network of Partners.
Partnerships are vital to HHCC’s success in providing
seamless, integrated health care for our community. There
have been many exciting new developments on this front.
The Boards of HHCC, William Osler Health System
(Osler) and CCAC came together to form a Strategic
Partnerships Committee to identify and support strategic
partnership opportunities among the three health care
provider members. The Committee also serves as a
multi-organization corporate governance platform for
the exchange of ideas to improve access to health care
services, share Board development opportunities, promote
efficiency and align performance accountabilities.
Recently, the HHCC Dialysis Unit became a satellite
of the regional renal program of Osler. Dialysis
patients now receive care closer to home with
Osler (Brampton based) nephrologists who are on-
site in the HHCC dialysis unit twice a week.
With more than a dozen clinical partnerships in place
we continue to explore other partnership opportunities
as well. When we think about the future of electronic
health records, this work cannot be done in isolation
from our health system partners. We need to integrate
our efforts to share information in order to streamline
the health care system. To this end, HHCC and Osler
have embarked on a joint IT Strategic Plan.
>>
9
Ryan Brazeau Maura Estrada Anthony HakimKrista KindenMelanie Lethbridge
Dr. Marina MauroPatty Napran Charlie Richardson John Roberto
Dr. David Scott Award Recipient Gloria Campbell
The Fire Starter Award of Excellence
The Fire Starter Award recognizes staff,
physicians and volunteers for sparking
a flame that ignites a passion to deliver
an exceptional experience every time.
2013-14 Recipients
continued on page 12
9%IMPROVEMENT
IN DI TURNAROUND TIME
REDUCING HEALTH DISPARITIES WITH NEW HEALTH EQUITY PLAN
A three-year plan that outlines our organizational goals and commitments to our
patients in the area of equity was developed. The robust plan helps us acknowledge challenges our patients may
face and identify effective ways to overcome them.
MENTAL HEALTH CHAMPIONS
Headwaters identified three Mental Health Champions,
providing them with access to additional mental health training, thanks to a
generous $10,000 donation by RBC. The champions attended workshops, conducted research, and shared their
knowledge with their colleagues. They engaged other staff through a
knowledge audit, and developed various types training and learning opportunities
about the use of Pinel Restraints and our Code White Policy.
LEADING HEALTH LINKS IN DUFFERIN AREA
Working collaboratively with area family physicians and community care providers, last year we identified 287
patients who would most benefit from Health Links, and so far, we have nearly
completed the process of finalizing care plans for these patients.
By creating personalized care plans, and through better collaboration with
other health care providers, we are able to ensure patients
receive exceptional care.
41.86% year over year increase in our
combined medical clinics
22.52%increase in
telemedicine visits
29.29% year over year increase in the Oncology Clinic
23.39% year over year
increase in oncology treatments
AMBULATORY CARE PROJECT GETS GREEN LIGHT
In May 2013, the MOHLTC announced their commitment to a more than 8,000 square foot expansion to accommodate an
expanded Oncology and Chemotherapy Program, minor procedures, infusion
and telemedicine clinics and teaching. This investment will go a long way to
support to the huge increases in Outpatient Clinics and Services:
LAB ACCREDITATION RECOGNIZES HIGH
QUALITY STANDARDS
OLA accreditation demonstrates that HHCC
meets explicit quality management criteria. Approximately 85 per cent of decisions about patient diagnosis and treatment are based on laboratory test
results. Accurate test results are critical – see how the laboratory’s work positively
impacted the lives of Gail and Clark Campbell by visiting HHCC’s video series on YouTube at youtube.com/
user/hhcfoundation
Achievements 2013 - 2014
HIGH PATIENT SATISFACTION
RATINGS
HHCC receives patient feedback through a variety of means including
in-person, mail, e-mail and by telephone. The hospital continues to enjoy high patient satisfaction
ratings. In 2013-14, 98.4 per cent of the patients we spoke to through
our discharge phone calls told us they would recommend Headwaters to
friends and family.
10
New imaging modalities, higher volumes of procedures
and the recent addition of orthopaedic and plastic surgical
services has challenged DI turnaround times. Strategies were
implemented which resulted in a nine per cent improvement
in turnaround times in 2013-14.
RANKED IN
TOP THREEFOR LOW ED WAIT TIMES
For the third year in a row HHCC ranked
in the top three provincially for low
ED wait times.
HHCC is committed to making sure patients have access to high-quality care, close to home. We are now part of the
Central West LHIN Chronic Kidney Disease Program. This means patients who come to
HHCC for dialysis treatment now have access to kidney specialists closer to where they live. The HHCC satellite now comes under the
umbrella of the regional renal program at Osler. Having access to dialysis closer to home has
had a profound impact on patients like Tom Turvill. To see his story, visit
youtube.com/user/hhcfoundation.
REGIONAL DIALYSIS CENTRE
...and also: Chief of Radiology Recruited
Launched Cultural Competency Education
Signed new Translation & Interpretation Services Contract to Enhance Equity and Accessibility
Initiated Baby Friendly Certification
Second Paediatrician Hired
Orthopaedic Surgeon Joins the HHCC Team
Plastic Surgeon Joins the HHCC Team
Accessibility Plan Created
Implemented Medworxx Online Education
Registered Practical Nurse to Registered Nurse Bridging Program
Champions for Change
Engaged Staff and Physicians through Satisfaction Survey
Presented Nine Fire Starter Awards
Awarded 12 Caught You Caring Recipients
Recognized 113 Long Service Employees
Enhanced Staff Recognition through Weekly Huddles, Discharge Phone Calls and 30/90 Day Interviews
Launched New Grad Initiative
Four Staff Trained in Green Belt
Eight Town Hall Staff Meetings
Institute for Healthcare Improvement Scholarship
Eight Staff Enroll in Quality Improvement for Middle Managers
Emotional Intelligence Training Introduced
Personal Support Worker Scope of Practice Plan Developed
Five of Eight Pharmacy Technicians Regulated
Recipient of Headwaters Community in Action Award
Quarterly Engagement with Area Long-Term Care and Retirement Homes
Partnership with Dufferin Area Health Team Nurse
Increased Telehomecare Referrals Result in Decreased Readmission Rates
Cardiac Rehabilitation through Telemedicine
Explored Paediatric Psychiatry through Telemedicine
Two Telephone Town Halls
Community Advisory Council Contributions
Meditech Update Went Live
DI Respository Went Live
Disaster Recovery Solutions Identified
Single Sign-on Introduced
Wireless Integration of Glucose and Urinalysis Meters
Improved Health Record Reporting
Emergency Room/Diagnostic Imaging Discrepancy Reports Process Improved
Green Health Care Awards
Energy Management Plan
Risk Monitoring Process Established
Significant Value Stream Mapping
Streamlined Corporate Scorecards
Staffing and Scheduling Project to Request for Proposal
Non-Invasive Blood Pressure Monitors Installed
Budget Review Process Improvements
Improved Management of Overtime
Quality-based Funding Model
Case Costing
Announced Joint Chief Financial Officer
Leveraged Financial Expertise
Rigorous Long-Range Planning
Completed Strategic Plan Year 2 Planning
Initiated Leadership Development for Exceptional Experience Every Time
Significant Improvement in Medication Errors
“Back-up Doctor” Physician Coverage
Occupational Health Physician
Risk Admission Tool Piloted
Transition of Care for Fractured Hips Feedback
Member of Newly Formed Strategic Partnerships Committee
Initiated joint IT/IM Planning with Central West LHIN Partners
Balanced Budget
Dr. Scott Award Recipient Gloria Campbell
Developed 2014-15 Quality Improvement Plan
Redevelopment Plans Underway for Additional Operating Room and Expansion of Outpatient Specialist Clinics
New Steering Committee Formed to Improve Coordination and Performance of Regional Oncology Therapy Program
Fibromyalgia, Osteoarthritis, Pain, Cardiac Care, Stress and Patient Education Successfully Delivered through Telemedicine
16 Board Members, 607 Staff, 74 Active Physicians and 275 Volunteers Contribute to An Exceptional Experience Every Time
11
>>
It is hard to believe my term has come to an end so quickly. Time flies when you are having fun, and yes, it was fun being your President. I have all of you, our Auxiliary members, to thank for that.
As a group, you have volunteered a total of 34,853 hours over the last 12 months – a four per cent increase from the previous year. That is a huge number! When you think of it as the three hour shifts most of you do, that equals more than 11,600 shifts. We also had a full complement of members on our Executive Committee, which is something that most Auxiliaries are not able to do.Some of the highlights of the past 12 months include:• Making a donation of $150k to the Foundation for
the third year in a row. So far we have raised $450k toward the five-year pledge of $750k;
• Contributing more than $75k through our annual house tour; and
• Hosting two very successful community events – our annual Teddy Bear Clinic and Candy Cane Fair, which allowed members of the community to see how great our staff and volunteers are.
Many exciting things will happen during the next year, but I will save that for Mike Carter, the incoming president, to tell you about the Auxiliary’s plans.
I would like to thank each and every one of you for your support over the past two years. I would also like to thank the convenors for stepping up and looking after their areas. And to my Executive Committee, a special thank you. The assistance you provided made my job that much easier.
I know all of you will continue to support our new Executive next year. I would like to ask you to consider getting more involved in leadership roles to help make our Auxiliary even stronger.
Respectfully,
Message from the Auxiliary President
>>
Our Internal Processes and SystemsReal Transformation of HHCC is Underway With
Our Multi-million Dollar Ambulatory Care Project.
The hospital has not added any additional space since it
was built in 1997. However, we have seen a tremendous
increase in the number of patients who come through
our doors every year. Thanks to technological advances,
we are treating more patients in an outpatient setting
so only acute care patients have to stay in hospital.
In May 2013, the Ministry of Health and Long-Term
Care (MOHLTC) formally announced their investment in
HHCC’s future. This year has been focused on planning and
engaging staff, physicians, volunteers and the community
in the early design works of a more than 8,000 square
foot expansion and renovation of ambulatory care and
surgical services spaces. This redevelopment will support
oncology, orthopaedics, plastic surgery, dialysis, telemedicine
and effectively increase access to care and bring services
closer to home. With necessary approvals in place, we
anticipate putting a shovel in the ground in early 2015.
Low ED Wait Times. We have seen a one point six per cent
increase year over year in ED volumes and continue to be in
the top three in the province for low ED wait times. The ED
transformation of the previous year has contributed significantly
to this standing. Sustaining this level of service requires ongoing,
active engagement of the whole HHCC team. ED Physician
mentoring, staff orientation, patient flow efficiencies and an
urgent cardiac clinic represent some of the strategies we used
to keep low ED wait times.
Enhanced Care and Treatment Decisions. A portal is a key
enabler in ensuring continuity of care for patients who move
across health care providers. HHCC and three other health care
providers in the Mississauga, Halton and Central West LHIN
region have been providing the Remote Electronic Access to
Clinical Health (REACH) portal to its clinicians and worked
together to implement an upgrade to the portal. This portal gives
the partners secure and immediate access to patient information
such as hospital admissions, visits, allergies and lab results.
Clinicians can search for visit information and drill down for
details where further information is required.
12
This upgrade allows for greater user configurability, faster
response times and easier navigation. A new patient summary
is also available that provides access to multiple data screens
in one view. The REACH portal is an example of how our
hospitals are working together to provide the highest quality
patient care and a more seamless health care system.
New E-learning Management System.
At HHCC, we promote a culture of learning and innovation
to effectively meet the evolving needs of patients, staff and
community. In 2013, we introduced an online learning
management system, which provides staff timely and flexible
access to learning. This web-based system holds
21 online courses on a number of topics such as Hand
Hygiene and Emergency Preparedness.
Our AccountabilityEfficiency and Growth. HHCC is one of two hospital
organizations in the Central West LHIN and we regularly seek
opportunities to work with Osler to drive greater efficiencies
and improvements between our organizations and to build a
stronger, more integrated health care system. As we implement
our priorities within our Strategic Plan, and navigate provincial
funding models, we have worked closely with Osler to
manage our financial resources and balance our budget.
In an era of zero per cent funding increases for hospitals,
it has become increasingly challenging for a lean and
efficient organization like ours to meet our budget. HHCC
has to be creative in its approach to finding efficiencies. In
early 2014, we decided to make changes to our model of
care and changes to ensure our patients receive the right
care, in the right place. These changes were the result of
tough decisions, and demonstrated our resiliency and
strong desire to make improvements in the best interest
of our patients, community and future of the hospital.
HHCC balanced its budget for 2013-14. Going forward,
HHCC like all Ontario hospitals will continue to face
pressures associated with inflation, wages and the increasing
costs of resources, drugs and energy. We value our financial
partnership with Osler and in working together we will
continue to provide better value to the community.
Lowering Energy and Operating Costs. As part of our
commitment to Greening Health Care, we conducted an
energy audit to monitor our progress towards lowering
energy and operating costs. This audit provides information
for our Ambulatory Care Redevelopment Project and our
Energy Performance Report as mandated by the Green
Energy Act. We look forward to receiving the results of
the energy audit in the second quarter of 2014.
Exceptional experience every time: Ainsley and her family have benefited greatly from our Diabetes Unit. She and her family meet with the team every three months for consultation and advice, to monitor her diabetes, and make sure all is well. Watch Ainsley’s story at youtube.com/user/hhcfoundation.
13
Joan Waechter Foundation Board Chair
Joan Burdette, CFREExecutive Director
Over the last year, the $16 million Commitment to
Care Campaign for Headwaters Health Care Centre has
reached many milestones. Most significantly, on May 23,
Deb Matthews, Minister of Health and Long-Term Care
announced her Ministry’s support of Headwaters Health
Care Centre’s renovation and expansion plans.
Not since the doors opened at 100 Rolling Hills Drive
has Headwaters Health Care Centre planned such a
dramatic change to the hospital’s footprint.
Throughout 2013-2014, Headwaters Health Care
Foundation volunteers continued to share the
Headwaters’ story to raise funds and build community
awareness of the Commitment to Care Campaign, which
will help fund the new construction of a more than
8,000 square foot addition, and the redevelopment of
existing space at our hospital.
A large number of dedicated and generous donors have
fuelled our campaign efforts. Since the Campaign was
launched in April 2011, we have received 100 multi-year
campaign pledges…and counting. In December 2013
Dufferin County Council voted to make a $500,000
contribution to the Campaign. Thank you to everyone
for their support thus far.
Additionally, Headwaters Health Care Foundation has
been honoured to be the recipient of $2,324,679 in
bequests and legacy gifts this year and have been notified
of a number of additional major bequest intentions.
Thanks to a combination of strong leadership and a
generous community of supporters behind us, we are
pleased to announce that our community has come
together to raise over $13 million of the $16 million goal.
While we are extremely proud to share with you the
progress of the Commitment to Care Campaign, we
are equally proud of the achievements of our annual
fundraising campaigns.
On April 27, 2013, 450 people came together to raise
over $178,000 at Celebrate! the 16th Annual Gala and
Auction for Headwaters.
In honour of Headwaters’ centennial, we added the
100th Anniversary Golf Classic at Devil’s Pulpit to our
roster of events, which provided a wonderful engagement
opportunity for new and existing donors, and resulted in
raising more than $115,000.
Many creative and engaging community events such as
Curl for Cancer, the Jennifer Widbur Memorial Hockey
Tournament, Caledon Council Golf Tournament, Tim
Hortons Smile Cookies, Hockley Valley Resort Charity
Golf Tournament and the Rip Gauthier Amateur Hunter
Classic helped raise almost $245,000 for our hospital.
We are grateful for the partnership we have with our
many donors and volunteers. Your dedication and
financial contributions support our hospital’s vision
of providing an exceptional experience every time to
everyone who turns to Headwaters for care.
Thank you to everyone who has made a Commitment
to Care!
Message from the Foundation Board Chair and Executive Director
14
Exceptional experience every time: Tom Turvill Featured on our cover, Tom receives dialysis treatment in our Dialysis Unit. Our Foundation team recorded his story as an episode of their video series. One of the things that stuck with us from Tom’s story was when he said, “[the Dialysis staff] save my life, three times a week.” Watch Tom’s story at the Video Stories YouTube page - youtube.com/user/hhcfoundation.
We are committed to ensuring every single area of
our hospital facilitates an exceptional experience for our
patients. Our gardens are no exception – with fragrant
fl owers and bountiful bushes, they are a thoughtful
expression of the warmth we want our patients and visitors
to feel every time they come to HHCC.
During the past year, our gardens were buzzing with
activity. Here are some of the highlights:
• Friendship Gardens and HHCC invited members of the
community to donate and plant shrubs and saplings
at a cost of $10 each to our environmental landscape
project. Working in partnership with Credit Valley
Conservation, this saw more than 100 plants added to
our grounds.
• We received funding for 150 saplings and shrubs
through TD Bank’s Friends of the Environment fund.
Credit Valley Conservation and Friendship Gardens
teamed up with TD Environment to coordinate this
project. The saplings and shrubs were planted at the
junction of Highways 10 and 9 and along our storm
water management pond.
• More than 100 saplings and shrubs were planted to help
create a garden on the hillside near Highway 10.
• We planted approximately 30 Amur Maple shrubs along
the storm water management pond to beautify an area
that is prone to pollution.
• A beautiful row of Serviceberry shrubs and other perennials,
trees, and shrubs were planted along the Emergency
entrance parking lot. These plants attract beautiful birds and
butterfl ies. A dozen Cedar Waxwings (left, at start of article)
have already made our grounds their home.
• The underground water system was completely overhauled
in the main gardens, giving us the opportunity to add fresh
compost and mulch and plant thousands of bulbs.
We are committed to ensuring every single area of
our hospital facilitates an exceptional experience for our
Friendship Gardens: Nurturing Through our Environment
16
Our thanks to staff and physicians for their long and exemplary service to Headwaters Health Care Centre.
Five Years of Service
Ravinder Banait
Dr. Jill Bailey
Kevyn Bois
Staci Bojin
Tanya Boniakowski
Diana Bowen
Michelle Buchanan
Joan Burdette
Billy Carlisle
Rozell Churchill
Leeann Daponte
Judy Dearden
Sandy Doerfl er
Kristy Douglas
Sean Dugger
Krystal Evans
Jennifer Ewles
Sherry Farrow
Jessica Flear
James Gordon
Sydney Green
Dr. Enza Cucciardi
Colleen Hillier
Lisa Horvath
Pauline House
Nicole Jansseen
Dr. Atul Joshi
Joe Karol
Amanda Leliever
Helena Margiotta
Kate Martin
Harvey Matts
Dr. Marina Mauro
Dr. Kenji Miyata
Janet Orourke
Simeon Ouellette
Tara Pettit
Jacqueline Reid
Stephaine Schollen
Janette Shilson
Dr. Farhan Siddiqui
Dr. Rick Sood
Dr. Michael Stefanos
Sandra Tamburri
Dr. Grace Wang
Suzanne Watkins
Brenda Whatmough
Dr. Garry Willard 10 Years of Service
Maria Alksnis
Denise Beisel
Trixie Brown
Joy Bryant
Emilie Dellorusso
Cheryl Desroche
Henrietta Endeman
Monica Fischer
Kimberly Giffen
Joy Halbert
Donna Kenney
Tiffany Larsen
Stephanie McCannell
Rhonda McMann
Krystle Nuemann
Brenda Pott
Sarah Regimbal
Claudia Ryan
Dr. Isabella Szeto
Dr. Jude Umeh
Crystal Upson
Calin Vasile
Dr. Pratibha Vasudeva
Michelle White
15 Years of Service
Kelly Bland
Cara Burleigh
Karen Caufi eld
Sara Jayne Charnley
Dr. Sylvia Chong
Kate Collins
Donna Cowan
Lynda Hope
Linda Kett
Dr. Robert Milkovich
Bonnie Piper
20 Years of Service
Linda Bird
Dr. Peter Cino
Brenda Copeland
Joe Cruikchank
Dr. Ken Derksen
Sally Mason
Dr. Avi Matzov
25 Years of Service
Valerie Bannerchaney
Christine Cox
Debra Eccles
Bela Fulop
Judith Lomas
Theresa MacDonlad
Dr. Ron Murphy
Ann Pilatzke
Patricia Savoury
Debra Selig
Margaret Serre
Elizabeth Thomson
Dr. Brian Wilson
30 Years of Service
Dr. David Cormier
Carol Cozzolino
Anne Davies
Jean Ferris
Sharon Phillips
Tom Reid
Greg Rennick
35 Years of Service
Dr. Robert Baker
40 Years of Service
Diane Gray
50 Years of Service
Dr. David Scott
Extending our Gratitude
17
Financial OverviewThe operating results for the year ending March 31, 2014 were positive, resulting in a $0.1 million dollar surplus
before building amortization expenses. These results include one-time funding to address one-time operating pressures
and support increased volumes.
18
Revenues $61.8 Million
Amortization of Deferred Contributions - Equipment
Other Programs
Other Income
Patient Revenues
Ministry of Health and Long-Term Care
69%15%
8%5%
3%
Amortization of Equipment
Other Programs
Medical, Surgical and Drugs
Supplies and Other
Salaries, Wages and Benefits
58%
8%
8%
22%
4%
Total revenue increased year over year by $2.2 million or 3.7%. Contributing to this increase was additional revenue from
the Central West LHIN related to the Health System Funding Reform in the amount of $0.5 million in acknowledgement
of the efficient hospital operations. One-time funding of $1.2 million was received to offset an increase in related one-time
expenditures. Patient revenue also recognized an increase of $0.3M relating to an increase in volumes within the
Oncology program.
Cash Flow and DebtThe cash balance at March 31, 2014 of $5.5 million is representative of working capital and funding provided for
the approved redevelopment project. HHCC did not utilize the line of credit at any time throughout the year.
19
Amortization of Deferred Contributions - Equipment
Other Programs
Other Income
Patient Revenues
Ministry of Health and Long-Term Care
69%15%
8%5%
3%
Amortization of Equipment
Other Programs
Medical, Surgical and Drugs
Supplies and Other
Salaries, Wages and Benefits
58%
8%
8%
22%
4%
Expenses $61.7 MillionTotal expenses increased by $2.2 million or 3.7%. The majority of this increase was driven by increased staffing costs
of $1.1 million or 3.1%. This increase represents annual salary inflation costs and staffing to support program volumes.
Medical, surgical and other supplies combined for increased expenditures to support the increased volumes
in Oncology treatments and Emergency visits and one-time expenses directly tied to one-time revenue received.
Financial Statements OnlineTo view our audited financial statements, please visit our website at headwatershealth.ca.
Headwaters Health Care Centre is an acute and complex continuing care facility, offering inpatient and outpatient
services. The hospital primarily serves the communities of Dufferin County and the Town of Caledon. The area is largely
rural with four urban areas: Caledon, Grand Valley, Orangeville and Shelburne. The hospital was founded in 1912 and
moved to its current state-of-the art building in 1997.
www.headwatershealth.ca
100 Rolling Hills Drive, Orangeville, ON L9W 4X9 (519) 941-2410 • www.headwatershealth.ca