Annual Report 2015-16

Together leading the way for a healthier tomorrow. Strength in Transformation Together leading the way for a healthier tomorrow. Strength in Transformation

Indigenous people believe the butterfly is a messenger of the moment bestowing clear thoughts for transforming into a new way of being with prophecies of possible futures. The first four years of our organizational journey is a story of Transformation to becoming better. As we now look to the future, we know that getting better is contingent on our ability to learn and to spark the capacity for creating new and innovative approaches throughout the health care continuum. Much like a butterfly, the strenuous process of metamorphosis can help us seize the opportunity to test our potential leading to improvements that benefit all of us.

While butterflies are indicators of healthy ecosystems, the sign of a positive organizational culture is the transformative alignment with the core values we strive to uphold:

Integrity defines us. It is the cornerstone to Southern Health-Santé Sud’s culture: We adhere to a moral, ethical and professional code of conduct that can be trusted and relied upon. Compassion is inherent in Southern Health-Santé Sud. On a daily basis, we challenge ourselves to ensure that the decisions we are making are person- centred. We have empathy for those we provide service to and for those we work with. At Southern Health-Santé Sud, excellence empowers us all to be visionaries. We all take responsibility and leadership in the pursuit of the highest levels of quality, competence and effectiveness. In Southern Health-Santé Sud, respect for others and dignity of the individual is at the heart of everything we do. We are meeting people where they are at in this moment and in respecting that where they are is related to a lot of other things.

Vision Together leading the way for a healthier tomorrow.

Mission To support people and communities in achieving optimal health by providing innovative, sustainable and quality health services. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 3

What’s inside

About Us...... 4

Board of Directors...... 6

Governance...... 8

Southern Health-Santé Sud Board ENDs & Strategic Directions...... 14

Programs & Services...... 16

Organizational Structure...... 17

Our Stories...... 18

French Language Services...... 56

Transformation on the Ground...... 60

Challenges & Success Factors...... 63

Auditor’s Report...... 66

Numbers at a Glance...... 69

Together leading the way for a healthier tomorrow. Little

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PARK Carnegie 221 409Rivercrest River 250 Forrest Station Harte CN Gordon Lydiatt Nurses Station Hargrave 564 Firdale Rosser 101 Pine Ridge CP 26 Birds Hill Cloverleaf Whitemouth BRANDON468 5 Bagot CP 1 St. Eustache Shelley 1 I R 58 Austin MacGregor Dakota Tipi 213 Hazelridge War Eagle Kola 259 463 334 Oakbank 302 305 I R 1 Dam 241 Lake Pipestone Virden257 1 Douglas Hughes Newton Oakville Darwin PARK Sioux Valley Kemnay 459 Sidney Edwin Southport 406 Culver Personal Care Home Chater457 Station 351 St. Francois Xavier CN Glass Anola Vivian Indigo Decimal Ophir 254 Elie 15 CN Hoctor Butler Routledge Leon Carberry CP Melbourne 34 Dugald Brereton Lake Alexander Villette Long Plain WINNIPEG 207 Elma Cross Maples Shilo Rossendale La SalleBEAUDRY Headingley Telford 110 Brandon 352 I R 6 12 Rennie Lake Oak Lake Dakota PROV. PARK 11 Roseland 10 Onah Junction Lavenham Juno Ebor 255 Griswold Pratt Plains I R 6A 206 254 SPRUCE WOODS Pleasant Point Springstein Moss Lake 301 Cromer Scarth 340 Woodnorth I R 6 240 Seine 506 Stony Algar Ralston Beresford 349 Assiniboine 248 424 Oak Bluff GWWD I R 59A 13 100 St. Norbert PROVINCIAL Fannystelle Starbuck 501 West Hawk Lake Oak 250 348 River I R 8 334 Medika507 Ewart Creek 21 Hayfield 332 Lorette Dufresne Spruce Siding Falcon L 301 Jackson L 543 River Oak Lake Souris 453 PARK CP Ile des Chenes 256 I R 59 Plum Rounthwaite Boyne Haywood CP High Reserve Lakes 2 La Salle 210 1 L Newstead Treesbank Elm Creek Sanford St. Adolphe Landmark 210 Richer Hadashville Falcon IR 39A Belleview Methven 247 207 Prawda Deleau Lake Reston Denbow Nesbitt 344 St. Claude 206 1 Sinclair CP 2 Schwitzer Carroll Wawanesa530 Rathwell Linklater 347 River Ste Anne 503 IR 34B2 Findlay Holland Stockton 3 334 Glenn Pipestone 254 Menteith Treherne Domain 311 Niverville 311 McMunn East Maple 346 242 244 305 Brunkild Creek 22 2 Cypress River 449 305 Blumenort Braintree I R 40 Elgin New Graham 83 Lake Landseer CP Giroux Grande- Ste. Agathe Bothwell River 505 503 541 Glenboro 332 330 305 Clairiere Hartney River CN Randolph La Broquerie Hilton 342 Notre Dame de Lourdes Graysville RIVER 52 Heaslip Bruxelles 245 Homewood I R 39 256 Elgin 245 205 59 Kleefeld Bone River Roseisle Sperling CN 246 Otterburne STEINBACH Tilston 345 Souris Argue Underhill CN 532 338 Carman IR 37A Bernice Lauder Fairfax L Rosenort 303 210 Broomhill Margaret Dunrea Cypress Swan Creek Creek Minto Belmont CN 205 St-Pierre-Jolys CP 23 St. Alphonse Lake Somerset Aubigny 444 Marchand Whitemouth Ninette Baldur I R 7 Altamont 75 Grunthal 458 336 200 CN Ck Regent Swan Lake 23 205 I R 34C 252 Napinka Dand 343 Pelican Mariapolis CN 422 RED Pembina St. Leon Roland Sarto 404 Melita 346 Lake Greenway Lowe Farm Dufrost I R 37C 254 Swan Miami 23 Whitewater 448 Lake 242 244 Ste. Elizabeth 216 3 440 3 Morris 246 403 Sandilands River 308 Medora 18 342 St. Malo Lake Boissevain 342 240 CP Pembina R CP 432 332 St. Jean 525 Elva 253 428 Zhoda 203 Woodridge Stony Ck Pierson Leighton 443 Ninga Glenora Baptiste Carlowrie 452 CP Neelin 217 La Riviere Manitou Arnaud 210 Deloraine Whitewater Killarney 253 Rosa Rat Whitemouth Moose 256 Rhodes 458 Rock 218 Ck Darlingford CP L Badger Lake Thornhill MORDEN Plum I R 2A Lake River Moose Lake Mountainside 342 Pilot Mound River 3 14 Coulee Rosenfeld Roseau River Gainsborough 10 442 CP 83 TURTLE MOUNTAIN Horndean Roseau 302 I R 36A Waskada 251 Cranmer Holmfield 306 Roseau River Cameron Coulter PROVINCIAL PARK Crystal City 528 WINKLER Green Ridge 12 203 Lyleton Goodlands 341 CP 423 St. Joseph I R 2 Dominion City Stuartburn 251 201 Reed Buffalo 21 450 Mather Clearwater R Wakopa 3 Letellier 209 Vita R Sharpe Lena Cartwright 201 Altona Sundown Vassar Bay Antler 201 201 L Riviere 432 34 421 Ridgeville Tolstoi Gardenton Menisino Piney South Ck Snowflake River 31 30 200 218 Junction Sprague I R 36 5 201 Mowbray 32 CN Middlebro Buffalo 243 Halbstadt 89 Point Windygates Blumenort South Gretna 243 Emerson 521 524 310

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 5

As shown in petroglyphs at Bannock In those very early years of settlement in southern Manitoba, hunting and Point, and in archaeological digs in trapping constituted the first “commercial industry” sustaining Indigenous Sandilands Forest Reserve, Native people, the Métis and voyageurs. Prior to 1870, the Métis and French settled presence in the province can be traced along the Red and Assiniboine Rivers, and, in the Portage la Prairie area, an over thousands of years. Ancient important trading post was established. This was followed by English colonists Mound-Builders also left their burial from Ontario and French-speaking settlers from Quebec. With Manitoba’s and ceremonial mounds throughout federation with Canada in 1870, and the completion of land surveys along the the area to mark their passage. Long river, other lands were made accessible for homesteading. In the mid 1870s, before the first explorers came to the blocks of land were set in reserve for group settlers. “The first Mennonites region, nomadic Indigenous tribes came to Manitoba in 1874 and settled in the “East Reserve” (Steinbach) located roamed the area. They enjoyed the north and east of the Rat River. A second reserve (Rhineland and Stanley) natural bounty of plentiful fishing and was established west of the Red River, along the border towards the Pembina hunting grounds. As European settlers Mountains, in 1876.1” arrived in the area, the Ojibway and Chippewa relied on the strength of Today, just over 194,000 people live in Southern Health-Santé Sud tracing their their cultural identity to adapt to new ancestries to one or more ethnic groups including Aboriginal, British, Dutch, conditions. Today, in Southern Health- French, German (including Mennonites, Hutterites and Kanadiers from Mexico Santé Sud we have seven First Nations and South America), Polish, Ukrainian and many others. As a thriving cultural communities: region and the most populated of the rural Regional Health Authorities, Southern Long Plain First Nation Health-Santé Sud ranks as one of the fastest-growing areas in the province. Dakota Plains Wahpeton Nation Over the past decade, it has grown by 20%, a growth rate double the provincial Swan Lake First Nation average; this means that more than 30,000 new people live in this region. Roseau River Anishinabe First Nation Two factors have played major roles in this impressive population growth: the Sandy Bay Ojibway First Nation region’s above average birth rate, and immigration movement from overseas and Dakota Tipi First Nation elsewhere in Canada. Buffalo Point First Nation There are 4 cities, 4 towns, 1 village, 7 municipalities2, 20 rural municipalities, 1 unorganized territory, 56 Hutterite colonies, Métis and Francophone communities, a growing large Mennonite population as well as many other cultures.

The Red River

1 Friesen, J. 1963-64. Expansion of Settlement in Manitoba, 1870-1900. MHS Transactions, Series 3, 1963-64 season 2 Amalgamated municipalities as of January 1, 2015

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 6 Strength in Transformation Board of Directors

Guy Lévesque Cheryl McKitrick, Bronwen Bugden Paul Cenerini Elin Czeranko Chair, Ste. Anne Vice-Chair (2015-16) Morden Notre Dame de Langruth Crystal City Lourdes

Keith Doerksen Roy Enns Guy Gagnon Susan Hart-Kulbaba Diane Heather Morden Steinbach Ste. Agathe Buffalo Point Lorette

Debbie Iverson Ted Klassen Line Leclerc Daren Van Den Bussche Leo Van Den Bussche Carman Altona La Broquerie Portage la Prairie St. Adolphe

Don Kuhl, Winkler (to March 2016)

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 7

Transformation in Motion SACRED MOMENTS Board Members agree that the sacred moment shared at the beginning of each of their meetings has had a transformative impact on their deliberations. Line Leclerc believes the sacred moment is so impactful because it’s very personal.

We put a lot of ourselves into preparing a sacred moment. It’s humbling, it’s emotional at times and it’s deeply felt. We take each sacred moment very seriously because we know what has gone into it and,

THAT’S WHY IT’S SO IMPORTANT TO OUR ORGANIZATION; IT’S EFFECTIVE IN KEEPING US GROUNDED IN OUR VALUES AND OUR REASON FOR BEING HERE.

For instance, while quoting Helen Keller at one such sacred moment, “The world is moved along, not only by the mighty shoves of its heroes, but also by the aggregate of the tiny pushes of each honest worker,” Leclerc shared her feeling about an initiative the Board oversaw in the past few years. She said: “A good example of ‘tiny pushes’ is our wound care initiative to reduce the suffering caused by pressure ulcers. This was never going to be a ‘notable achievement’ or a big breakthrough in any way. It was about preventing very painful outcomes for chronically ill, bed ridden patients. Success is almost impossible to chart. No one person can claim recognition. It depends on ‘an aggregate of tiny pushes of each honest worker’. These individuals, those who ‘do small things with great love’ are also the heroes in health care. They do it because it is the right thing to do, because it alleviates suffering, and their actions come from the heart. When we are at our most vulnerable, we recognize them and we know that we can count on them. I am very thankful for these people and for the leaders that inspire them.”

The sacred moment began with the Board but it has ‘gone viral’ throughout Southern Health-Santé Sud – providing a reflective moment of pause before meetings at every level in the organization.

Senior leaders began the practice of sharing a sacred moment with their managers, who in turn now select and share a sacred moment to commence a meeting with their staff and so it has snowballed. Why? “Because it’s useful,” says Mary Heard, Director of Health Services - Carman & Area.

THE SACRED MOMENT IS A BRIDGE – IT HELPS US STOP AND TRANSITION FROM WHERE WE WERE TO WHERE WE NEED TO GO.

Heard has introduced the sacred moment wherever she can to her managers and staff and also at meetings with community stakeholders. Heard says she tries to find something to share as a sacred moment that has meaning for the group she is working with. “The sacred moment ties everything together and even though you have providers from very different walks of life within the organization, it seems to be a time when they can all come together and reflect,” says CEO Kathy McPhail.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 8 Strength in Transformation

Governance Leading and Empowering Transformation

Once again, 2015-16 has been a year of many significant milestones, filled with many “firsts” that continue driving Southern Health-Santé Sud to becoming better. Inspired by the “tone at the top” and rooted in our core values of integrity, compassion, respect and excellence, there’s an empowering transformation underway in our organization as evidenced throughout this report. The Board of Directors has been a driving force behind an organization-wide culture, focused on people-centred care in everything we do.

Established and regulated under Appointed by the Minister of Health, provincial legislation, The Regional up to 15 directors with diverse Health Authorities Act, Southern backgrounds and skill sets from across Health-Santé Sud is responsible for the region are responsible for the the administration and delivery of mandate, resources and long-term, health services to meet the health sustainable performance of the needs of the region. Ensuring that the regional health authority. In 2015-16, organization complies with applicable Guy Lévesque retained his position legislation, regulations, provincial as Chair of the Board and Cheryl policies and Ministerial directives, McKitrick was elected Vice-Chair. As the Board of Directors serves as its well, the Board recently welcomed ultimate decision-making body. four new members appointed: Elin Czeranko, Keith Doerksen, Diane Heather and Ted Klassen.

Members of the public are eligible to apply for appointment to the Board of Directors. Information regarding qualifications, general responsibilities of Board Members, and nomination forms are available at the Southern Health-Santé Sud Regional Offices or on the Manitoba government website: http://www.gov.mb.ca/health/rha/ nomination.html

Convened on a monthly basis, regular Board meetings are held ten times annually to enable the Board to effectively discharge their functions and responsibilities. Special and/

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 9

or supplementary meetings may be In its oversight role, the Board focuses engagement is an important part of held as the need arises. To assist in its on its legal responsibilities as defined this process. To govern in this mode, oversight responsibilities, the Board in the bylaws, The Regional Health various means are used in Southern has formally constituted committees Authorities Act, and other legislation Health-Santé Sud including Board each with its respective terms of pertinent to health care. The Board workshops, site visits, community reference: regularly monitors compliance to its engagement activities; visits to other • *Executive Committee policies and strategies and oversees Boards; planned insightful discussions • *Audit Committee management accountability. A at Board meetings and attendance • Policy Review Committee ‘governance dashboard’ monitors at educational events and other • Community Engagement Planning key performance measures selected professional development activities. Committee to reflect strategic directions. The • *Quality and Patient Safety Board has also instituted an internal Provincial Board Committee (committee of the rating system for its own performance whole) on an annual basis, as well as a CEO workshop on patient • *Finance Committee appraisal. Additionally, one of the Board Members is assigned on a safety * Mandatory committees as per Bylaw monthly basis to assess the Board Every year, in October, all five Regional #1 against one of its governance process Health Authorities in Manitoba come Committee members are appointed policies. together in Winnipeg for a Provincial at the inaugural meeting in April board governance orientation and In its foresight role the Board looks education workshop. of each fiscal year. The Board Chair to the future, playing a key role in and CEO are ex-officio to all Board development of the Strategic Health This year, the workshop focused Committees. Unless expressly Plan, articulating Board ENDs and on critical incidents; what they are, authorized, committees do not take strategic directions, working with how and why they happen, and action or make decisions on behalf of staff to identify the most pressing and what can be done to help prevent the Board. A committee reports to the challenging issues. (see page 14-15) them. A critical incident is an event Board following each meeting. or circumstance which results in a In its insight role, the Board engages serious or unintended outcome. As well, the Board oversees Local in a creative, exploratory and Health Involvement Groups (LHIGs) reflective approach to its work. A patient attended the workshop under the guidance of the Community The Board takes time to look at to relate a personal experience of Engagement Planning Committee. In different perspectives, to scan the a critical incident that had actually addition to a Patient Experience LHIG environment, to delve in deeper happened. A facilitator at various and a geographical LHIG, a French- dialogue about the desired impact stages in the patient’s story led Board speaking LHIG is organized under the of the organization. Community Members in a discussion about what auspices of the Tables de Concertation du Centre and Sud-est (Santé en Français). (see pages 22-24) When we come to work or to a meeting, we don’t leave While using the principles of Policy our lives behind when we step through the door. Our Governance®, the Board also minds and hearts are brimming with our loved ones, our blends in its work other well-known responsibilities, our successes, our challenges ... As someone governance practices in providing “ for a comprehensive framework for shares a sacred moment, it allows us to STOP – to take a decision-making and accountability. deep breath, listen and reflect on that moment, re-frame The Board exercises its leadership in our minds, and focus on the task at hand, this to remind us three modes of governance: oversight of the reason we are here. (fiduciary); foresight (strategic) and insight (generative). The Board

Together leading the way for a healthier tomorrow. “ Southern Health-Santé Sud Annual Report 2015-16 10 Strength in Transformation

they would do if this happened in their Region. “The patient’s story was very touching,” says Board Chair, Guy Lévesque. “I know we can’t say that these things will never happen, but that’s why it is so important to listen to the patient voice, and find out what happened and why, so we can take steps to make sure it doesn’t happen again.” Sharing our experiences The Board receives regular reports from Senior Leadership about any critical incidents that occur in the Region. They also monitor the At the beginning of their November 2015 meeting, the Board welcomed progress of proactive measures Mr. Del Assiniboine and the Thunder Horse Singers, families and friends. to help mitigate risk and prevent Following a summary of some of the Indigenous traditions and ceremonies incidents from occurring. by Mr. Assiniboine, the Thunder Horse Singers sang two songs: a Flag Song and a Journey Song. All in attendance were moved by Mr. Assiniboine’s Our Region is fortunate to be ahead words and the young drummers/singers who showed great commitment of many others in hearing patients’ and courage through their willingness to perform and interact with those stories at the Board table, and in gathered for the presentation. “Every sacred moment that has been their work done around patient shared at our Board meetings has helped remind us that we’re here for the safety, which the Board was able patients, residents and clients and whatever decision we make, we do not to share with others attending the forget them,” says Guy Lévesque, Chair of the Governing Board of Southern workshop. We already have a number Health-Santé Sud. of initiatives – such as a Patient Experience Local Health Involvement Group and Patient Experience Surveys - that are helping to inform the Board Because it never hurts to practice, the Board also participated in an ethics and our staff about how we can work workshop last fall. Board Members split into small groups, and each one had to to ensure patient safety for everyone deal with a theoretical ethical dilemma. Using the ethical framework, members in the Region. of the group, each playing a different role in the situation, had to apply ethical It’s not always easy principles to come up with an ethical solution. “It really opened our eyes to how difficult it is to make sure that, when we to make the right make a decision, we aren’t showing preference, while someone else is suffering decision because of it,” says Board Chair, Guy Lévesque. “It was a valuable exercise.” Not all decisions are easy. But making The pros and cons of any decision are always carefully considered, says CEO decisions based on sound ethical Kathy McPhail, and applying an ethical lens has become inherent in everyday principles is the most important thing. work. “The Board and the Regional Leadership Team have been intentional about The Region has developed an Ethical creating an ethical culture within our organization,” she says. “The Board set the Decision-Making Framework to help in tone by developing a mission, vision and core values that are the underpinnings that process. for creating the culture and ethical principles that we live by.”

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 11

A message from the Chair of the Board of Directors and the Chief Executive Officer

2015-2016

Together leading the way for a healthier tomorrow. Strength in Transformation

Fiscal year 2015-16 was yet another compels us to become adept in transformational year for Southern thinking beyond the present. While Health-Santé Sud. We continued a we continue to embrace and benefit remarkable momentum in our quest from these changes at Southern to become better at what we do each Health-Santé Sud, we also know that and every day. getting better is really about being flexible, listening and learning, as well It is certainly not news that the as remaining intently focused on what delivery of health care is undergoing matters. It means transforming or an unprecedented transformation. re-imagining the goal of “health” with The speed and complexity of change “care”. in the health care environment It all starts with our vision which calls for us as an organization to believe in a future where everyone has the potential to live the healthiest lives they can. But, there are still a lot of challenges and hurdles between where we are now and where we want to be. The humble journey of becoming better starts with a strategy that transcends the short- term. Accordingly, in the spirit of collaboration and partnership, we have worked in tandem with the community, staff and patients to describe what needs to change to make this happen.

Guy Lévesque, Chair Kathy McPhail, CEO

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 12 Strength in Transformation

Transformative partnerships Southern Health-Santé Sud is also deeply committed to its partnerships with the Indigenous community. In It has been said that engagement is an open conversation December 2015, the Truth and Reconciliation Commission of possibilities. At Southern Health-Santé Sud, we recognize of Canada (TRC) released its report, which included 94 that meaningful conversations with stakeholders are Calls to Action, some relating to the health of First Nations, integral to the process of ‘getting better’, not only to Métis and Inuit peoples. Southern Health-Santé Sud is sharpen our awareness of community perspectives, but also providing the leadership when it comes to putting many for fresh innovative approaches. It is an invitation for our of these Calls of Action into practice. A significant step communities to provide a public view about current issues forward in that goal was the signing in March 2016, of a and to share with us what is working well and where we historic Health Partnership Agreement between the Region have room for improvement. and First Nations partners, who agree to work together across jurisdictional lines to improve First Nations’ health. In addition to the many other community engagement Service and medical integration meetings held with First activities and after some initial planning with interested Nation communities are bringing together each partner’s residents, Local Health Involvement Groups (LHIGs) became resources, finding ways to address inequities and gaps in active. One geographical LHIG and a French-speaking LHIG services and programs, streamlining service delivery in First now regularly meet in the region. Focused on discussing Nation communities, and most importantly, creating trust, health equity this past year, the LHIGs gleaned from the respect and healthy relationships with Indigenous peoples. findings of the 2014 Community Health Assessment that, although Southern Health-Santé Sud has among the As demonstrated in this annual report, the Region’s healthiest population in the province, significant health collaborative, Indigenous Health and Indigenous disparities exist. Far too many in our region suffer poor Employment initiatives are standard-setting and award- health because of poor living and social conditions. Is winning programs which many other Regional Health this a challenge for us? Yes, but it was acknowledged that Authorities across Canada are looking to duplicate. Among advancing health equity is work that belongs to the whole many examples, they include best practices recognized community. We need to have more conversations to by Accreditation Canada such as the Cultural Resources make any transformative Toolkit which provides change for the people and It all starts with our vision which calls for a number of items used communities who face the in traditional healing greatest health issues. us as an organization to believe in a future practices, the award where everyone has the potential to live winning and highly Hearing the voice of our successful Aboriginal patients and families is the healthiest lives they can. “ Internship Programs for fundamental to all we do. The Board high school students Having the opportunity to as well as adults. Also, see and hear the health care the two-year Aboriginal Licensed Practical Nurses training experience through their unique perspective is a beautiful program was offered“ in the Region in partnership with transformative gift. It is this connection that gives us the Assiniboine Community College, and our First Nation and utmost learning, healing and transformation. The Patient Métis communities, with an initial intake of 30 people. Experience LHIG, set up in 2014, has been very active. In addition to unveiling a new Patient Experience Charter, the group participated in planning Southern Health-Santé Sud’s Transforming the future 3rd Annual Public Meeting which featured their members It is said we can’t wait for the future to come to us. We in a moving panel discussion about the patient experience. must do more than meet current demand - we must This annual report tells of some of the wonderful work anticipate future needs. Informed by your voice and undertaken this past year. We remain exceptionally grateful the voice of patients and staff, Southern Health-Santé for their generosity in representing the patient voice and Sud’s 2016-2021 Strategic Health Plan has been a key in sharing their stories with the goal of making it better for undertaking. As demonstrated in this report, It charts others.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 13

a course for transformation and As transformation unfolds, our talented staff continues to excel and deliver advances very specific goals or results. Fundamentally this report is about the passion and commitment of our strategic directions. Anchored by our 5,600 employees, physicians and volunteers whose efforts and resourcefulness core values of integrity, compassion, profoundly impact our performance at so many levels. A culture of teamwork respect and excellence, we are poised and person centredness is flourishing within the organization’s diverse workforce. to work differently as we implement Their outstanding work and exemplary service are making us better every single our strategies and focus on always day. becoming better. Transformation never ends. Utilizing LEAN six sigma techniques, we are also transforming our processes to streamline how we work. The very foundation of LEAN is respect for people: the As you will read in the next pages, we people doing the work need to be able to make the changes needed to improve are already well into transforming the service to the clients they serve. In the past year, efforts were made to build way we work with exciting innovative capacity at all levels of staff to further develop an organizational culture that ways to improve a person’s journey encourages and sustains the principles of LEAN and other quality improvement through the health care system. activities. Programs such as My Health Teams, In Sixty Cancer Initiative/Regional The 2015 Accreditation Canada survey report also affirmed staff commitment Colonoscopy Project, Mobile Clinic, to quality, safety and continuous improvement. “Patients, clients and residents Family Doctor Finder, QuickCare who met with the surveyors expressed a high level of satisfaction with their care Clinic, Cancer Hubs, Language Access and great appreciation for the care and compassion provided by region staff and provide person-inspired health care physicians.” using new and different approaches to delivery of services. Transformative leadership The Board of Directors brings enormous energy, wisdom and diversity of Sustainable experiences in our efforts to getting better every day. Their unwavering dedication and robust engagement in creating a people-centred organization transformation resonates throughout the region. Their foundational governance work over As we have previously reported, the past few years has been essential to the transformation process in our we continue to experience growing organization and a lasting legacy for Southern Health-Santé Sud. demands for services and we anticipate that we will be called We believe that together in partnership with Manitoba Health, Seniors & Active upon to do more within our existing Living, affiliate organizations and community-owned not for profits as well as our resources. Southern Health-Santé Sud community partners, we can harness our combined talent and knowledge and remains committed to responsible seize the opportunity to find common solutions. We can only take health care stewardship and, once again, the further by weaving our efforts together with a compelling shared vision. year ended in a positive fiscal balance As we look to 2016-17, with the right strategy and team in place, and driven by position. This consistent performance a powerful commitment to exemplary care, we are confident of getting better for over the years not only reflects a the future. rigorous budget planning process and disciplined approach to financial planning and management, but also manifests how people across this organization work together. The values that our employees espouse in their everyday efforts underpin Board Chair Chief Executive Officer the progress in our organization in a multitude of ways.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 14 Strength in Transformation

Strategic Health Plan 2016-2021 Key to delivering our Transformation

Guiding our organization over the next five years - to serve as a roadmap that clearly outlines our focus, Strategic Health Plan 2016-21 is based on our vision, mission, core values and in alignment with provincial priorities.

Southern Health-Santé Sud Board ENDs & Strategic Directions Manitoba Health, Seniors & Active Living (MHSAL) Optimize community engagement Strengthen and focus our commitment partnership opportunities through on health equity and health promotion. purposeful alignment with our vision. Aligns with the MHSAL Priority #6 - STRATEGYAligns with the COMPASS MHSAL Priority #6 - Improve Improve health status and reducing health health status and reducing health disparities disparities amongst Manitobans amongst Manitobans

R D B O A E N D Healthy people althy environm he ent Pursue sustainability through and Transform and improve the Community a diligent focus on continuous engagement/ patient experience. partnerships program review and evaluation. Health equity/ Aligns with the MHSAL Priority d n health Transform and n io a S t promotion improve the Aligns with the MHSAL Priority #3 a B #2 - Health system innovation e a q l z gic Direc f i te ti u e ra o O b t n patient a , n S s experience - Health system sustainability D a l p t a i Sustainability A t e g n N y r o

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Design programs and services for better VISION accessTogether and optimalleading theservice way delivery.for a healthier tomorrow. Aligns with the MHSAL Priority#4 - Improved service delivery MISSION To support people and communities in achieving optimal health by providing innovative, sustainable and quality health services.

VALUES Integrity • Compassion • Excellence • Respect Together leading the way for a healthier tomorrow.

2 Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 15

Staff and Patients Transform Strategic Planning

Southern Health-Santé Sud’s new Strategic Health Plan differs from previous plans because staff and patients have been more engaged in its development and implementation than ever before. This engagement will be critical to achieving the seven strategic directions laid out in the five-year plan. Jane Curtis Staff was involved in many different ways, including surveys and a video explaining the strategic health plan and the role that everyone has in achieving our strategic directions. Leaders have been challenged throughout our organization to make individual commitments about what they will do to achieve the strategic I believe that engaged patients directions laid out in the plan. are transforming the way we think The Patient Experience Local Health Involvement Group gave input about and deliver health care. into and validated the plan, and we know we will be going back Through this engagement, we can to them often because they are strong partners who can help us “ really achieve transformation, identify and find solutions to the challenges that will arise over the because we have set our road map next five years. with the strategic health plan to The strategic health plan, which covers the years from 2016 to 2021, guide us, and now we begin the has seven strategic directions which guide us in achieving our Board journey together,” says Jane Curtis, ENDs of Healthy People and Healthy Environment; Safe, People- VP - Planning, Innovation, Quality, centred, Quality Health Care; Accessible Health Care Services and Sustainable, Responsive and Accountable Health Organization. Patient Safety and Risk. These directions are very closely aligned with the provincial priorities and objectives.

We have identified key performance measures that will help us monitor our progress and ensure we’re going in the right direction or “ make changes to achieve our goals. Our programs and services teams in all areas are aligning their actions and strategies with the strategic health plan which is essential to achieve our strategic directions and ensure quality, equitable health care for everyone in the Region.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 16 Strength in Transformation Programs & Services

In collaboration with the community and partners, Southern Health-Santé Sud endeavours to provide access to appropriate services in the appropriate setting as demonstrated by the many programs and services delivered in the region. We strive to deliver a seamless continuum of care that supports our clients at every stage of their lives.

▪▪ CancerCare/Cancer Navigation Services ▪▪ Rehabilitation ▪▪ Elderly Persons Housing ▪▪ Audiology ▪▪ Occupational Therapy ▪▪ Emergency Medical Services (Ambulance) ▪▪ Physiotherapy ▪▪ Home Care ▪▪ Speech Language Therapy ▪▪ Adult Day Programs ▪▪ Services to Seniors/Congregate Meal Program ▪▪ Meals on Wheels ▪▪ Personal Care at Home ▪▪ Supports for Seniors in Group Living ▪▪ Respite Care OtherOther Services Services ▪▪ Treatment Clinics ▪▪ Aboriginal Program ▪▪ Medical Clinics ▪▪ Corporate Communications/Media Relations ▪▪ Medical Officer of Health ▪▪ Disaster Management ▪▪ Mental Health ▪▪ Adult Counselling Services ▪▪ Finance ▪▪ Adult Inpatient Psychiatric Treatment ▪▪ French Language Services (Eden Mental Health Centre) ▪▪ Child & Adolescent Services ▪▪ Human Resources ▪▪ Crisis Services ▪▪ Information and Communication Technology (ICT) ▪▪ Intensive Case Management Services ▪▪ Mental Health Promotion, Housing and Supports ▪▪ Quality of Care & Patient Safety ▪▪ Psychiatry Services ▪▪ Spiritual Health Care ▪▪ Seniors Consultation Team ▪▪ Shared Care ▪▪ Support Services ▪▪ Midwifery ▪▪ Telehealth ▪▪ Nutrition Services Facility-basedFacility-Based Services Services ▪▪ Palliative Care ▪▪ Acute Care ▪▪ CancerCare/Cancer Navigation Services ▪▪ Pharmacy ▪▪ Emergency Care ▪▪ Primary Health Care ▪▪ Extended Treatment/Rehabilitation ▪▪ Chronic Disease Education ▪▪ Hemodialysis ▪▪ Family Doctor Finder ▪▪ Medical Care ▪▪ Medical Clinics ▪▪ Obstetrical Care ▪▪ Mobile Clinic ▪▪ Outpatient Services ▪▪ My Health Teams ▪▪ Respiratory Services ▪▪ Nurse Practitioners ▪▪ Special Care Unit ▪▪ Primary Health Care Centres ▪▪ Surgery/Surgical Care ▪▪ QuickCare Clinic ▪▪ Affiliate Health Corporations ▪▪ Teen Clinic ▪▪ Community Owned Not for Profit ▪▪ Public Health-Healthy Living ▪▪ Families First ▪▪ Lab & Imaging Services ▪▪ Healthy Baby ▪▪ Cardiac stress testing ▪▪ Healthy Living Services ▪▪ Computed Tomography (CT Scans) ▪▪ Get Better Together ▪▪ Electrocardiogram (ECG) ▪▪ Healthy Communities Conference ▪▪ Laboratory ▪▪ Healthy Living Grants ▪▪ Magnetic resonance imaging (MRI) ▪▪ Local Health Promotion ▪▪ Mammography ▪▪ TeleCARE Manitoba ▪▪ Ultrasound ▪▪ Public Health Nursing Services ▪▪ X-ray ▪▪ Communicable Disease Prevention & Control ▪▪ Personal Care Homes ▪▪ Immunizations/Child Health Clinic ▪▪ Postpartum & Breastfeeding Support ▪▪ Transitional Care ▪▪ Prenatal Education ▪▪ Reproductive Health ▪▪ School Health ▪▪ Travel Health ▪▪ URIS- Unified Referral Intake System

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 17

Organizational Structure

Board of Directors

Executive Director - Communications & French Language Services Medical Officer of Health Claudette Lahaie Chief Executive Dr. Shelley Buchan

Executive Assistant Officer Medical Officer of Health Kathy McPhail Jane Saunders Vacant

VP - Planning, Innovation, VP - Human Resources Quality, Safety & Risk René Ouellette Jane Curtis

VP - Corporate Services VP - Medical Services

Martin Montanti Dr. Denis Fortier

VP - Clinical Standards & VP - Finance & Capital Chief Nursing Officer* Ken Klassen Vacant

Area Executive Directors

Marie Lacey (East) Cheryl Harrison (Mid) Marianne Woods (North) Paulette Goossen (West & CNO*) March 2016

For the fiscal year 2015-16, Southern Health-Santé Sud’s Senior Leadership Team remained basically the same as the previous year.

*VP-Clinical Standards & Chief Nursing Officer position became vacant. Responsibilities have been re-assigned to other Senior Leaders.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 18 Strength in Transformation

Healthy People “ and Healthy Environment “

STRATEGIC DIRECTIONS: Optimize community engagement partnership opportunities through purposeful alignment with our vision. Strengthen and focus our commitment on health equity and health promotion.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 19

A Snapshot of the Health Status of people in Southern Health-Santé Sud

Southern Health-Santé Sud’s population is growing both in number (births and immigration) and in diversity. At the same time, the population is aging with an increasing number of seniors expected over the next five years. The overall health of residents is among the best in Manitoba, but the data has also identified some vulnerable populations with very poor health status. 2007 2011 Southern Health- Life Expectancy 83.0 Santé Sud 83.7 The average amount of years people are Manitoba expected to live. 81.5 82.2 YEARS OLD YEARS OLD 2007 2011 Southern Health- Life expectancy in Southern Health-Santé Santé Sud Sud is the highest in the province and has 83.0 83.7 increased significantly over time. 81.5 Manitoba 82.2 YEARS OLD YEARS OLD

Self-perceived Health Other 11% Fair/Poor 13% Digestive Diseases 3.7% 30% Good Respiratory Diseases 4.6% Leading Cause of 40% Very Good Endocrine & Premature Death 40% Cancer Metabolic 5.7% Disorders among residents 19% Excellent under age 75 2007-2011 Injury & 12.3% Premature Mortality Rate Poisoning (PMR) 20.7%

Death before the age of 75 per 1,000 Circulatory Diseases residents, per year. 2002-2006 2007-2011 Source: MCHP, RHA Atlas 2013

Manitoba Manitoba 3.38 3.12 Southern Health- PMR in Southern Health-Santé Sud decreased significantly over Santé Sud Southern Health- Santé Sud time and was statistically lower than the provincial average. 2.84 2.53

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 20 Strength in Transformation

Historic Health Partnership Agreement Signed

On March 30, 2016, Southern Health- improve First Nations’ health; achieve Santé Sud, First Nation partners, equitable health status and ensure and the First Nation and Inuit Health First Nations access to health services Branch signed a historic Health on-and off-reserve. It is essentially Partnership Agreement at Long Plain a rejuvenation of a relationship and First Nation Urban Reserve. taking it on a new journey, building upon the strong and meaningful The signing of this agreement is on relationships that currently exist. the heels of the Aboriginal Partnership Agreement signed in 2010. The intent “The signing of this partnership of the 2010 agreement was to forge agreement will lead to better new ties with Indigenous communities coordinated services that will improve and other sectors, committed in health outcomes for First Nations,” partnership to work together to says Litonya Scott, Director of Health, support, prepare and develop the Dakota Ojibway Health Services. “As Indigenous workforce and to increase we move forward together, our First the representation of Indigenous Nation communities, tribal councils, peoples in all health care occupations. and Southern Health-Santé Sud will The rippling effects of the 2010 engage confidently with each other to agreement have been many … address the identified gaps in health care services, and work collaboratively The March 2016 Health Partnership to blur the jurisdictional lines, and Agreement has a further focus to improve access.”

Signatories of the Health Partnership Agreement: (lt.-rt.) Litonya Scott, Dakota Ojibway Health Services; Paula Cameron, Swan Lake First Nation; Chief Francine Meeches, Swan Lake First Nation; Joanne Roulette, Sandy Bay Ojibway First Nation; Chief Lance Roulette, Sandy Bay Ojibway First Nation; Carol Beaulieu, Long Plain First Nation; Chief Dennis Meeches, Long Plain First Nation; Dennis Pashe, Dakota Tipi First Nation; Chief David Pashe, Dakota Tipi First Nation; Kathy McPhail, Chief Executive Officer; Guy Lévesque, Board Chair; Donovan Fontaine, First Nations & Inuit Health Branch. Missing from the picture are Chief Alfred Hayden and Guy Gosselin, Roseau River Anishinabe First Nation.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 21

Blurring the Lines

Blurring the Lines Steering Committee: (lt.-rt.) Dennis Pashe Health Director, Dakota Tipi First Nation; Litonya Scott Director of Health, Dakota Ojibway Health Services ; Keely Ten Fingers, Blurring the Lines Coordinator; Carol Beaulieu Health Director, Long Plain First Nation; Joanne Roulette Health Director, Sandy Bay Ojibway First Nation; Paula Cameron Health Director, Swan Lake First Nation; Marianne Woods, Executive Director North; Caroline Bercier, Tribal Nursing Officer, Dakota Ojibway Health Services; Doretta Harris, Regional Director - Aboriginal Health; Kathy McPhail, Chief Executive Officer; Donovan Fontaine, Manager Engagement, First Nations & Inuit Health Branch. Missing from the picture is Roseau River Anishinabe First Nation, Executive Director of Health.

The Health Partnership Agreement formalizes work already becoming increasingly engaged and are participating in begun through the Blurring the Lines project, a four-year collaborative effort, with Southern Health-Santé Sud, in partnership between the signatories. “We all recognize that areas of decision-making, planning, and problem-solving First Nation health is not the individual responsibility of any health issues together.” one organization; we’re doing this together,” says Doretta Harris, Regional Director - Aboriginal Health for Southern Priorities for further action include developing Health-Santé Sud. processes that will ensure the sustainability of the health partnership and address the health status of Harris says a lot of the work to date has been about building First Nations in Southern Health-Santé Sud. Follow-up relationships and trust with First Nation communities and action will also strengthen communications and build getting to know and understand each other better. “With cultural competency among health care providers by this knowledge, we can now move forward together, and increasing their understanding of First Nations culture use both our resources more efficiently so that we can and traditional healing practices; this will translate to offer a broader range of options to integrate services, build culturally safe care for our diverse population. more capacity, and fill any gaps in the health needs of First Nations people,” says Harris. “We are working towards improved health outcomes, improved services, more access, and greater health It’s a very exciting time, adds Harris. “All partners are equity for First Nation communities,” says Harris. “This motivated by this transformation which is showing health partnership agreement is already having a positive results,” she says. “Aboriginal peoples are widespread, positive impact in our region and beyond.”

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Local Health Involvement Groups Lend their Voice on Health Equity

Regional Local Health Involvement Groups (LHIG) – made One of the most important messages that came out of the up of community members and representatives from meetings says Iverson, is the need to work together with Southern Health-Santé Sud’s Board of Directors – held three communities to make the best use of all resources that are meetings from October to December 2015 (two English and available, and take a multi-pronged approach to try and one French consultation) to introduce the topic of health ensure health equity. “It’s important to make partnerships equity and to examine data from the latest Community happen based on community needs,” she says. “It’s hearing Health Assessment (CHA). their stories that provides meaning to the health data, and makes us better decision-makers.” Health equity was the first topic brought to the newly- formed LHIGs because it’s a tremendously important area of focus for the Governing Board and Senior Leadership Building a better plan to ensure Team of Southern Health-Santé Sud. “Another reason we health equity chose to discuss health equity with our LHIGs was because they are a very diverse group, which helps us to build our The recommendations from the LHIG meetings were perspective from the feedback and insight of community presented to Southern Health-Santé Sud’s Board of members,” says Debbie Iverson, Board representative on Directors, which prepared a response to the group. Some the LHIG. “As we move forward, their input will help guide key thoughts include the need to build upon current us in our planning. The value of the information they give initiatives that strengthen health equity, make sure that the us is huge.” patient voice continues to be heard, keep inequalities in the health status of Indigenous communities in mind when making decisions, and build relationships with community Health equity is about relationships leaders. Community LHIG member, Yolanda Yobb says the meetings opened her eyes to the many factors that play into health “We certainly heard from the LHIGs that it’s important as equity. “Health equity is about economic development, we’re planning and delivering our services that we really and First Nations issues, culture, immigration and so many meet the needs of the community,” says Iverson. “We will other things,” she says. “We can build a new hospital but be looking at incorporating what they’ve told us into our that doesn’t mean it will make you healthy, or that people planning because health equity is a main theme in our can get to it, or that it has the resources that you need. current strategic health plan.” You have to understand the humanness of it rather than just putting in infrastructure. To me, health equity is about relationships and understanding what the population actually needs.” It’s important to make partnerships

The Board representatives at the LHIGs presented health happen based on community needs. equity through fictional, role playing stories This was very It’s hearing their stories that provides meaningful, says Iverson. “Those simulated stories put a “meaning to the health data and makes us human face and emotion to the topic,” she says. “It created better decision-makers. a safe place for everybody to engage and connect and to The Board share some of their own experiences with each other.” “

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 23

Health Equity Highlights from the Geographical LHIGs Themes & thoughts • The data clearly shows health status inequities in Aboriginal communities. Keep these communities in Three main themes emerged when the LHIGs were asked mind when making decisions. how the health authority should respond to ensure equity • Communities aren’t always interested or willing to for people. participate in health initiatives. Building relationships • Listen to individuals. Professionals often think they by identifying community leaders will make a larger know what people want or need. Involve individuals impact. and families when making decisions about their care to • Develop a multi-pronged engagement strategy to reach find out what they truly need to be healthier. all residents. No one effort will do the job. • Focus on partnerships. Many communities already have resources in place. Connect with those resources to identify community leaders who can help provide Meeting feedback information about the area. “I was impressed with how knowledgeable the group was • Make use of volunteers. Many people in the about the health care system. They asked good questions community would like to help if they knew how to about my presentation and I felt like they really understood participate. the concept about health equity.”

Regional data was presented about Premature Mortality “I was really pleased by two things: firstly, the level of Rates, SEFI (socio-economic factor index), and Diabetes engagement was very impressive and honestly more than Rates in map format. I hoped for. The members seemed genuinely interested in discussing health equity in the context of our health Following the presentation, attendees identified key services and communities. It was also obvious that thoughts to present to the Board of Directors. A few of the significant relationship-building with members of this new recommendations were: group has already begun and, in doing so, all members felt • Look at what you are currently doing to strengthen comfortable to participate in the discussion.” health equity and build upon those initiatives. • Make sure to use the Community Health Assessment “It was encouraging to realize how much community for data, but don’t forget about the patient voice. members support the notion of health equity. “

Board Feedback Report to the Geographical LHIGs

Health equity - what we heard from We need to make sure to refer to it often when making decisions. the community • Just because we make great resources available, some people still don’t access them (either by choice or • We have little control over equality because people are because of other barriers). born with varying degrees of health (based on genetics, • Engaging with people may be difficult because we may environment, culture, etc.) but we do have control over not “speak” their language, culture or experience we equity and making decisions that will promote health can’t forget the value of the patient experience. for all. • We cannot do things alone - look for partners already • We don’t always have to create new initiatives - very in the community. often, we just need to enhance and expand some of • We need to recognize community actions that are the great work that’s already being done. already taking place and see if we can support those • The Community Health Assessment is a great tool - it initiatives. Individual communities generally know what gives evidence for inequities and helps provide focus. their needs are and have volunteers who are invested in the outcomes.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 24 Strength in Transformation

Recent equity initiatives adults 18–30 years old can participate in a program designed to teach life skills and pre-employment • MOBILE CLINIC Our “clinic on wheels” goes to training. Participants are then provided with a communities around the region that don’t have easy selection of work placements. Further education and access to primary care. Appointments can be made to employment options are then explored. see a nurse practitioner. Adjustments are constantly being made to the schedule based on community demand. New board commitment • ABORIGINAL INTERNSHIP PROGRAM (YOUTH) In LHIG members told us that innovation sometimes means partnership with our communities and schools, expanding on successful projects. We know about many Aboriginal youth in grade 10–12 are introduced to good things happening in the region regarding health 20 health careers in our facilities for school credit by equity, but we also know there are more initiatives taking completing 55 hours of volunteer work. Successful place that we don’t know about. In order to strengthen students are given an opportunity for six weeks of paid these projects and work at achieving our Strategic work experience to further develop their skills and Directions around health equity, we will work with staff confidence in becoming a health care worker. to collect a health equity initiative listing. This will give us • ABORIGINAL INTERNSHIP PROGRAM (ADULT) In a sense of where there might be gaps and what we can partnership with our First Nation communities, young further support.

Patient Experience LHIG Highlights & accomplishments Looking ahead • Contributed to the Strategic Health Plan by identifying Upcoming Projects patient and family members’ expectations and • Contribute to the provincial Declaration of Patient commitments to each strategic direction. Values • Created and participated in the panel presentation for • Provide input to the new public website to make it the 2015 Annual Public Meeting which focused on the more client-centred Patient Experience. Script-writing and reviews required • Select Quality Service Award recipients a huge commitment from all members. • Recruit additional members • Multiple media contributions (i.e. Annual Public • Create an inventory of national patient engagement Meeting work, committee work, etc). strategies/efforts • Members participated in the Accreditation Canada • Spread the content and message of the Patient consultation regarding Community Partnerships. Experience Charter throughout the organization • Members participated in the regional LEAN (quality improvement) project sharing day. From the Patient Experience Charter: • Finalized the Patient Experience Charter. We will provide opportunities for patients to become • Shared the Patient Experience Charter with the public integrated in the workings of the organization. during roundtable discussions at the Annual Pubilc We will move patient safety issues forward to ensure that Meeting. each patient receives quality health care. • Contributed to the Manitoba Patient Safety Framework. • Members participated in the distribution of the Quality Service Awards in the region celebrating a few staff who were recognized for their commitment to quality. • Members shared their own personal experiences and stories (Board meetings, Provincial Governance event). • Engaged in information-sharing regarding the Regional Critical Incident Process

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 25

Share and Learn Bus Tour Helps Communities Plan Public Health-Healthy Living staff in the region organized a Food Security Programs bus tour and workshops which brought community groups and organizations together to share ideas about the things As food costs rise, more communities are struggling to that they, and others, are doing to improve food security. provide short-term relief – through food banks and other Photo credit, Steven Sukkau - Goldenwest Radio programs - for individuals and families striving to meet their basic needs. Public Health-Healthy Living staff in the region invited people involved or interested in food security in their respective communities on a bus tour (Urban Share and Learn Bus Tour). This brought community groups and organizations together to share ideas about the things that they, and others, are doing to improve food security. Food security workshops held in Winkler, Richer, Carman, Roseau River and MacGregor provided a follow up to the bus tour.

Morden has brought the Donate Love Food Bank and Many Hands Resource Centre into one location and are now planning programs jointly. Winkler soon hopes to move its food bank to a more accessible location at the Central Station Community Centre, which offers many skill-building programs such as cooking lessons and community meal programs, as well as a location for Public Health-Healthy Living programs such as Healthy Baby. Healthy living working with community groups Healthy Living Facilitators continue to work with with the local school, is hoping to run a pilot BAG (Better communities and to help them access funding through Access to Groceries) program, which will increase access to Healthy Living Together and Healthy Together Now grants fresh nutritious fruits and vegetables through a bulk buying offered by Southern Health-Santé Sud – this to support concept which will help increase food security for families various food security initiatives across the region. in the Richer school catchment area.

Some of the grant funds are supporting skill building, The community of Roseau River and area have an active for example, programs with school groups and young planning group. They are excited to be exploring ideas moms about how to use leftovers better, or how to shop about how to help people in the area have access to good healthfully with rising food costs. food and celebrate the production and sharing of food. The Carman Food Security group is growing and so there’s lots The bus tour and workshops have provided some of interest in developing a community garden for 2017. momentum for many different communities in the region to begin planning, or expanding their own food security initiatives. Richer already has a community garden and Ste. Anne has a food bank located at the RM of Ste. Anne on Main Street. The community of Richer, in association

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Working with Schools to Help Students Quit Smoking

Southern Health-Santé Sud is students to sign up for the challenge partnering with school divisions in the and says the one-on-one contact region to deliver programs designed was really important. “You could to help high school students quit potentially save lives by encouraging smoking. One of them is the Manitoba people to stay away from tobacco, and Smoke-free Environment Lung Association’s In-the-Nic-O-Time it’s a great way to meet people who Policy Provides Practical Challenge, which Portage Collegiate have the same values as yourself.” Tools for Health Care Institute (PCI) has offered for the Providers past two years. In-the-Nic-O-Time Southern Health-Santé Sud recently Challenge educates students in Grades completed a project with the Southern Health-Santé Sud’s 9 to12 about the dangers of tobacco Steinbach Regional Secondary School new Smoke-free Environment and encourages quitting, cutting back and the Hanover School Division. The Policy is based on current or not starting smoking. project focus was to support youth leadership in commercial tobacco use research and best practices Samantha Brinton, one of the 34 prevention through SWAT teams and from all over Canada. “The youth ambassadors at PCI involved to facilitate tobacco prevention in use of commercial tobacco in the In-The-Nic-O-Time Challenge middle year schools. It also focused on has changed over the years as part of her activities with SWAT school-based tobacco use cessation so, to stay relevant, we need (Students Working Against Tobacco) for high school students which to constantly look at our spent her lunch times encouraging included support for a Cessation Smoke-free Environment Counsellor in the High Schools. Policy and keep it current,” says Healthy Living Facilitator, Irene Ascough. The intent was that the policy should do more than just tell people where they could or could not smoke. “We also wanted to provide staff with tools to engage in conversation with their clients and to empower them to look at their tobacco use, helping them understand that there is support available to them.” In-the-Nic-O-Time Challenge, was hosted by the Portage Collegiate Institute in 2015. (rt.-lt.) Shauna Cochrane-Thomson, Teacher, Portage Collegiate Institute; Peter Saunders, Portage Collegiate Institute; Maureen Owens, Healthy Living Facilitator, Public Health-Healthy Living; Dana Pruden; Manitoba Lung Association and George Koch, Manitoba Lung Association.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 27

2016 Healthy Communities Conference Explores Social Equity

Attendees participated in an interactive poverty simulation – a role playing activity where some people assumed the role of family members living in poverty. Representatives from several communities attended the 2016 Healthy Communities Conference held April 14th in Austin, where they explored the theme of how to build social equity in communities.

Attendees participated in an interactive poverty simulation hosted by Brandon United Way – an exercise that helped to understand about the many factors that prevent people from having equitable access to education, food, health care, housing, employment and other resources we often take for granted.

The poverty simulation – a role playing activity where some people assumed the role of family members living in poverty, and others the role of service providers to these people - was very powerful, says Healthy Living Facilitator, Dianna Meseyton-Neufeld. “Taking on these roles gives you a very different perspective and it can be very uncomfortable,” she says. “The simulation made everyone realize the choices some people have to make to survive.”

After a walkabout of the community during lunchtime, the community groups participated in round table discussions to identify the social equity assets and gaps that exist in communities. Communities then used this information to Sharing ideas develop an action plan that they could take with them to “Many of the communities realized they shared the same continue working on. issues,” says Meseyton-Neufeld. “Two that came up a lot were transportation and lack of affordable housing. It was really valuable to hear the ideas about what strategies and resources each could use to address these issues and help It was really valuable to hear the ideas about build social equity communities.” what strategies and resources each could use The Healthy Communities Committee of the RM of North to address these issues and help build social Norfolk and MacGregor organized the conference in equity communities. partnership with Southern Health-Santé Sud. “Working “ with the committee is always an inspiration and a validating Dianna Meseyton-Neufeld experience that demonstrates how communities can, and do make huge differences to improve the health, overall prosperity and social equity of their residents,” says “ Meseyton-Neufeld.

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Partnership: It Takes a Community Southern Health-Santé Sud’s vision is “Together leading the It takes a community to care for the people who live in it; to care for the elderly, the vulnerable, the sick and the healthy. In communities across the region, there way for a healthier tomorrow”. is no shortage of community stakeholders willing to participate in that process. The Board of Directors believes What follows are some examples of how communities across Southern Health- that partnerships are the key Santé Sud are working collaboratively with the Region, and local facilities to help to making this happen. As it is address the health priorities of their residents. said, “It takes a village...” and our combined efforts as partners can Carman’s active community stakeholder group provides a venue to share add depth and breadth to any information about current and future community health needs and the plan effort undertaken to improve the how to meet them. As an example, the stakeholders group was instrumental in health of our communities. In its mobilizing the community to welcome Philippine nurses to the community a few years ago. The Stakeholder group is also a great conduit to get information out to 2016-2021 Strategic Health Plan, the community about the many health care services that are already available. the Board was clear and emphatic in having a strategic direction Eden Health Care Services based in Winkler works in partnership with community focused on partnerships: stakeholders across the entire Region to provide acute psychiatric care, “Optimize community community mental health programs, and supportive employment and housing engagement partnership programs. The Eden organization works in close collaboration with Southern opportunities through purposeful Health-Santé Sud’s mental health program. alignment with our vision”. Vita District Health Centre is trying to increase the positive awareness and Guided by a common interconnectivity of Vita and District Health Centre within Southern Health-Santé Sud, and the community at large, by starting up a Community Stakeholders understanding in supporting Committee and developing a community health services education pamphlet. the goal of nurturing healthy A community partnership approach will build capacity by providing a forum for communities, partnerships discussion and feedback on health matters affecting the broader community. can strengthen the capacity to advance shared initiatives The East Borderland Community Housing Inc. continues to work in partnership to a successful outcome. We and collaboration with the RM of Piney and Southern Health-Santé Sud to find an believe that healthy partnerships innovative model of seniors care/housing for the area. are characterized by trusting The community of Niverville worked long and hard to raise funds to built its relationships as well as a very own, community owned, not-for-profit, personal care home. Heritage Life wholesome appreciation of Personal Care Home opened its doors in 2013 and also houses a special care unit each other’s similarities and for residents with behavioural issues that require specialized care, which will differences. To this end, to enable all of us who wish to create opportunities together, the Board Cheryl McKitrick, Vice-Chair of the Board of Directors says, “ In of Directors has developed a a Sacred Partnership, you feel the connection with everyone partnership framework to begin and everything. You move past any attempts of judgement that a dialogue and to learn about “may come through. Whatever your passions are, bringing them the benefits of taking the road forward in such deep ways to create and give to the world, you together for a common purpose. notice signs around you and you follow, taking action as you are guided and inspired. What we do together, will help everyone who enters our health system for one reason or another.” Together leading the way for a healthier tomorrow.“ Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 29

serve the whole Region. Through their annual Gala, which provides their community partners an opportunity to participate through fundraising efforts, the community was able to raise over $850,000 over three years to purchase all of the furniture and equipment for the 80-resident PCH. A community member also donated funds for a specialized wound care system with camera and software that can monitor and track treatments, and remotely connect staff with a wound specialist at another location.

The community is once again embarking on a fundraising campaign to complete the interior finishing for the new medical clinic currently under construction. The new clinic will offer enhanced services, and accessibility to those services, and is a partnership between the Niverville Heritage Centre, Southern Health-Santé Sud, the Town of Niverville and Niverville Medical Clinic. Steven Neufeld, Executive Director of Heritage Life Personal care Home says working collaboratively with the Region was crucial to help make the innovative facility a reality.

Portage District General Hospital (PDGH) has two newly renovated palliative care rooms thanks to the generous support of Sunset Palliative Care, a community group which provides volunteers and donates funds to supplement palliative care needs at the hospital. PDGH also has strong community partnerships through its Foundation and a local stakeholder group, which includes representatives from the RM of Portage, City of Portage la Prairie, RCMP, school division and First Nation communities.

Foundations are Partners in Sustainability

Health auxiliaries and health All of the Foundations in Carman are willing to partner to bring ‘nice to have’ foundations often step up to purchase items to the community’s facilities. The Boyne Valley Hostel Corporation (BVHC) things for health care facilities that and Carman Area Foundation helped with funding to develop a small park are “nice to have” as opposed to the adjacent to the Boyne Lodge personal care home where residents can enjoy critical, “must-haves” that Southern being outdoors. BVHC also purchased a Blixer, which purees fresh food for Health-Santé Sud already provides. residents who have special dietary needs, allowing them to eat a greater range of foods. The Health Auxiliary has provided new televisions, blinds for patients’ An example is the portable ultrasound rooms, and a treatment bed for physiotherapy to make it age-friendly for seniors machine that the Portage District to receive outpatient treatment at the Carman Hospital. General Hospital (PDGH) Foundation recently purchased for the facility’s The Boundary Trails Health Centre (BTHC) Foundation and Winkler and Morden emergency department. The Health Auxiliaries are important supporters of the facility, and provide volunteers Foundation also helps to fund as well as funding for additional equipment and some positions such as a educational and outreach activities palliative care nurse and a spiritual care position. that are promoting cancer awareness and informing people about the range The Centre médico-social De Salaberry District Health Centre works closely of health care services available in the with its Foundation, which is extremely supportive of the facility and has community. helped to purchase five examination tables for its clinic, as well as a bariatric bed and treatment chairs. These are just a few examples of the many items the Foundation has purchased for the Centre.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 30 Strength in Transformation

“Accessible Health Services “

STRATEGIC DIRECTION: Design programs and services for better access and optimal service delivery.

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Being Culturally-Appropriate

Delivering culturally-appropriate health care is an ongoing priority for Southern Health- Santé Sud, which is making efforts to help health care providers better understand and reflect the many different cultures within the Region. As an example, print material, such as posters or pamphlets, all portray people from different cultural groups creating a sense of belonging and inclusion for people of other cultures.

Aboriginal Health Services About the Cultural provide Culturally-Appropriate Care Resources Toolkit Southern Health-Santé Sud is The Cultural Resources Toolkit will The Southern Health-Santé Sud committed to reducing health now be incorporated into a Leading Cultural Resource Toolkit includes disparities that exist amongst Practices database, accessible via cultural items for Aboriginal Indigenous peoples and optimizing the Accreditation Canada website peoples to heal and is inclusive their health status by providing to foster Cultural Competence of all diverse populations and any culturally-appropriate services which and Cultural Safety through inter- items that other cultures would improve health quality, accessibility organizational learning and harvesting like to include. The toolkit creates and accountability. Embracing the of new ideas. It is the first of its kind opportunities and a mechanism for cultural diversity across the region it in Manitoba and other Regional diverse populations to be included serves, Southern Health-Santé Sud’s Health Authorities in Manitoba; in collaboration and design of Aboriginal Program is adapting the Health Executives in other provinces health care services which improve health care system to better meet the are inquiring about how they may needs of First Nation, Métis and Inuit incorporate this toolkit in their health outcomes and mold our people. organization. health care system into a more culturally-safe and responsive A Cultural Resources Toolkit The Cultural Resources Toolkit model. The toolkit builds the developed by Southern Health-Santé is responsive to the Truth & cultural capacity of organizations Sud was accepted by Accreditation Reconciliation Report Call to Action: and creates opportunities to get Canada as a leading practice in Recommendation # 22: We call upon to know one another, understand April 2016. This toolkit supports the those who can affect change within one another, have a choice and provision of culturally-appropriate the Canadian health care system to more control in one’s health – services such as smudges and recognize the value of Aboriginal sharing circles, offered to patients, healing practices and use them in this while preserving the dignity, residents, their families, and health the treatment of Aboriginal patients values, individual identity, beliefs, care providers in hospital settings and in collaboration with Aboriginal practices, and traditions of a personal care homes. It includes items healers and Elders where requested by diverse population. The toolkit such as a smudge bowl, traditional Aboriginal patients. is transferable to all diverse medicines, a talking stick donated populations, is inclusive of all by First Nation communities in our cultural groups and audiences, and region, and sashes donated by the has been applied in education and Manitoba Métis Federation, all of social service organizations across which are important to Indigenous all sectors, as it pertains to Cultural healing. Information about the Competence and Cultural Safety. significance and meaning of the resources and how to utilize them are also included.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 32 Strength in Transformation

Reaching Out to Newcomers

Southern Health-Santé Sud works with Communicable Diseases, as well as Immunizations to the Services Covered by many immigration and settlement Manitoba Health and how to access them. groups in different communities across the whole Region to raise Speaking multiple languages awareness and improve access to health care programs for newcomers Some staff members at many of the region’s care sites and programs can speak from different countries. multiple languages including French, High and Low German, and Russian. Trilingual public health nurses offer services in High and Low German for families Working with our partners is very attending Public Health-Healthy Living programs at the hospital like the Child important. For example, public health Health Clinic, Reproductive Health Services, Immunizations, and Prenatal and nurses in Altona, Morden and Winkler Post-partum Care. Nurses also attend events and offer classes in the community, work with Regional Connections, working together with existing multi-language community service groups to Winkler’s Central Station, and promote health, and enhance the health care experience and access to services Mennonite Central Committee Family such as the Families First and the Healthy Baby program for people unfamiliar Services – this to help promote health with, and often overwhelmed by the Canadian Health Care System. services in the region to newcomers. This includes co-hosting presentations A regional policy on Interpreter Services – Language Access also serves to covering a wide variety of topics from support service provision where language is a barrier. How to survive a Manitoba Winter, Postpartum Depression, Menopause, ‘I’ve been there’ Thirty-two years ago, Gertrud Kropp immigrated to Canada from Germany, so she Newcomers to the Southern Health-Santé understands some of the challenges that newcomers have. For the past 11 years, Sud region can contact the following she has been helping other immigrant families navigate the health care system immigration and settlement services as an outreach worker with Public Health-Healthy Living in Steinbach. “It’s one for advice on schools, learning English, thing to know day-to-day things like going to the grocery store, but health care is community and provincial services, job more complicated,” says Kropp who often visits with German-speaking families in seeking and skills training, integration services, how to obtain a Manitoba Health their homes. “I answer any questions they have and help ensure they can make Card and how to connect to health care informed decisions about things like immunizations and other health needs.” resources within the region. Kropp says newcomers often ask how to find a doctor or specialist, and she refers Eastman Immigrant Services new families to the Family Doctor Finder service, also making them aware of other Steinbach - D4 284 Reimer Ave T 204-346-6609 health resources in the community such as the Child Health Clinic with public Email [email protected] health nurses as well as the QuickCare Clinic in Steinbach. In addition to working Website www.eastmanimmigrantservices.com closely with Public Health-Healthy Living, she often connects with new families Regional Connections through word-of-mouth from other families she has helped. Winkler - 2 295 Perry St T 204-325-4059 or 204-325-4158 Morden - 34 Stephen St Collaborating with the three settlement services in the region (see sidebar) is T 204-822-4387 also important, says Kropp, because they can help health care providers better Altona - 67 2nd St T 204 324 6858 understand how cultural differences can affect newcomers’ approach to health Website www.regionalconnections.ca care. “It’s nice to be in direct connection with immigration services and to listen Portage Learning & Literacy Centre – to their ideas and some of the concerns that they have,” says Kropp. “When the Newcomers Welcome Centre families come in for care, it’s important to have a listening ear, and to be aware of Portage la Prairie - 110 Saskatchewan Ave W T 204-857-6304 the cultural background opens lines of communication between us. I know from Email [email protected] my own experience of being an immigrant that they need to know they’re not Website www.pllc.ca/programs/newcomers- welcome-centre going through this by themselves, but other people have been there as well.”

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 33

A New Interpreter Services - Language Innovative Family Doctor Finder Access Policy Lives up to it’s Name The Interpreter Services - Language Access Policy was implemented to Family Doctor Finder has helped ensure that Southern Health-Santé connect almost 2,000 people in 3,000 Sud: # of people Southern Health-Santé Sud with a registered with a) Provides direction and guidance family doctor or nurse practitioner Family Doctor Finder to staff in appropriate use of since the program’s inception. interpreter services; Registrations doubled in the last half of 2015 as word spreads about the b) meets legal requirements for program. To date, more than 3,000 The Family Doctor Finder began as a informed consent and privacy/ people have registered with Family pilot program in mid-2013 as part of a confidentiality; Doctor Finder within our health broader health care strategy, and has region. helped more than 48,000 Manitobans c) supports client safety and quality find a family physician or nurse Surveyed registrants connected with of care; and practitioner – a 95% success rate. For a primary health care provider gave more than a year, the program has d) enhances the client experience. extremely positive feedback. Other maintained an 80 to 86% connection people are waiting for a provider rate to a primary care provider within The focus of the policy is to address in their area to start accepting new 30 days of registration. The majority the four Canadian constituencies that patients. They said they appreciate of registrants connect with a provider face barriers to health: Aboriginal the service and knowing that within five days. people (First Nations, Métis, Inuit); someone will contact them when a deaf persons; minority speakers of provider is available. official languages; and newcomers Helping to improve (immigrants and refugees). The policy services too provides direction to access interpreter How Primary Care Connectors work services for Aboriginal Services (via FAMILY DOCTOR closely with clinics to stay current Southern Health-Santé Sud Aboriginal to on which providers and clinics are Health Services) for American Sign FINDER Connecting you to accepting patients. Some clinics are Language (ASL) - hearing impairments your health care Access using the program as an entry point and/or combination visual and hearing Anyone living to their services and are finding it impairments (via Contact E-Quality in Manitoba helpful in managing waiting lists. Communication Centre of Excellence who needs a family Others appreciate having an outside (ECCOE); and for all Other Languages - doctor or nurse practitioner can community contact for people who 30+ in-person languages & 200+ over- register with Family Doctor Finder are looking for a provider. the-phone languages (via Winnipeg online at: manitoba.ca/health/ The program also provides a Regional Health Authority Language familydoctorfinder or by phoning 204-786-7111 (in Winnipeg), mechanism to monitor the demand Access). Appropriate staff education toll-free 1-866-690-8260 Monday and capacity for primary care services will follow to support roll out. At the to Friday between 8:30 a.m. and in the Region. Over time, this will same time, Southern Health-Santé Sud 4:30 p.m.; TTY/TDD call 204-774- allow the Region to tailor programs is represented on a provincial working 8618 or Manitoba Relay Services and services to meet the needs of group to develop a province-wide toll-free 1-800-855-0511. different locations. model.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 34 Strength in Transformation

Mon équipe santé ... Enhancing Access to French Language Health Services in the Region

Outside of Winnipeg, Southern Health-Santé Sud has the Annie Bédard, Executive Director of Santé en francais highest concentration of rural, French-speaking people shares that Mon équipe santé is a very innovative model in Manitoba. The geography and distribution of French- that has been created at the regional level vs. just for one speaking communities in our Region lends itself well to the specific site. She adds that it reflects Santé en français’ concept of the francophone My Health Team, known as provincial vision of care without borders, an integrated Mon équipe santé. network of ongoing, quality primary health care and social services in French. My Health Team, or in this case Mon équipe santé, is a primary care network which puts the person at the centre of an integrated community of health care providers, A regional approach where team members all work together to provide the Mon équipe santé has two local operational teams or hubs, service a person needs, whether it’s treatment, advice both enabling service to the wider community. The hub in about how to prevent or manage an illness, or information the western edge, based in Notre Dame de Lourdes and about how to stay healthy. St. Claude, is known as Mon équipe santé - Équipe locale de La Montagne. The eastern hub is based at the Centre As this model is developing, other provinces are keeping an Médical Seine in Ste. Anne and is known as Mon équipe eye on the Region’s innovative,Mon équipe santé, which santé - Équipe locale de La Seine. Additional health care enhances access to health care services for the Region’s providers will join both hubs: a social worker and nurse francophone and bilingual population. practitioner at La Montagne, and a social worker, two LPNs “Mon équipe santé – like all the other My Health Teams and a dietitian in La Seine. Although the teams are based in the region – integrates services and improves access. at the two hubs, they are working together to better serve Dr. Denis Fortier, VP - Medical Services, says it increases the entire French-speaking population of Southern Health- collaboration between private physician clinics and the Santé Sud. Region, who are working together for a common goal of As with all My Health Teams, Mon équipe santé was offering the best health care that we can to our people, developed based on the needs of the communities and in this case, to our francophone population. and clients it serves. The Mon équipe santé Steering Committee is comprised of representatives from Centre Mon équipe santé Steering Committee Members. (Back Row Médical Seine, Clinique Notre-Dame Clinic, Centre de bien- lt.-rt.) Pierre Beaudoin, Dr. Paul de Moissac, Yvette Gaultier, être St. Claude & Haywood Wellness Centre, Southern Robin Reid, Dr. Emilie Coudière, Dr. Denis Fortier, Dr. Gisèle Health-Santé Sud, and the Francophone community of Viens, Dr. Chantal Fréchette, Annie Bédard; missing from the Region, with support from Manitoba Health, Seniors photo are: Karen Ilchyna, Claudette Lahaie, Mona Spencer, and Active Living and Santé en français. As part of their Jo-Anne Marion, Sylvia Buchholz and Janie Peterson-Watt. foundational work, the committee did a thorough analysis of gaps in services which they needed to fill in different areas. Actively offering services in French “Mon équipe santé normalizes the fact that French language services are readily available,” says Steering Committee community representative, Pierre Beaudoin. “Services are being actively offered in French and people will have the option to access whatever service they are looking for in the language of their choice.”

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 35

Portage/Gladstone My Health Team Gets Underway

After two years of planning, the the same patient record and closer to patients and decreases their Portage/Gladstone My Health Team communicating with other team travel time. Dr. Mike Ominchinski is operational with new positions, members to help improve outcomes of Portage Clinic adds this should including a prenatal nurse, chronic for patients. result in increased compliance to disease nurse, physiotherapist and medications and rehabilitation, shared care adolescent/child mental Linking communities improved health and decreased need health worker. Adding additional for hospitalization over time. health care providers who work The My Health Team provides access with physicians, will defer some of to a broader range of services, not Other My Health Teams in operation the work physicians normally do, just at the Portage Clinic, but through are in Winkler/Morden and Steinbach, and allow physicians to take on new other community partners, such as and they are working well. A big patients who have no family doctor. Long Plain First Nation, where the feature of My Health Teams is the hope is to deliver prenatal care in the integration of electronic medical My Health Teams connect teams of future. records that allow team members to health care providers (either in the access the same patient’s medical same facilities or through online, A dietitian works at the Gladstone record, connect with each other to electronic medical records) to improve Clinic as part of the team, and the provide expertise in different areas, access to patient-focused, primary plan is to provide more services for and provide the best care possible for care and build capacity in the region. the community and area, such as the patient. maternity services, and a chronic The vision is to integrate all of the disease nurse to follow-up with The Morden/Winkler My Health Team team providers into an electronic cardiac patients. My Health Team is well under way, and hiring the last records system, so they’re accessing improves access by bringing services of its new providers. Others have been in place for several months and Interprofessional Team Demonstration Initiative the support that they are providing to the physicians and medical clinics in Enhances Services in Communities both communities is receiving positive The Interprofessional Team Demonstration Initiative (ITDI) aligns with the feedback. goals of the My Health Teams in the Region. Like My Health Teams, the ITDI Each My Health Team continues to aims to improve access for patients and integrate and enhance services by evolve and assess the ongoing needs providing additional care providers to support fee-for-service clinics. ITDI of its population. The Steinbach currently has the equivalent of 11 full-time positions, which are mostly My Health Team, a trailblazer in nurse practitioners or physician assistants, as well as specialty providers the province, was the first to be like community health nurses and skin and wound care coordinators. These established and is the furthest providers are located in various communities across the Region. They along in its development. It lead can also partner with other community programs to increase services in the path for others to learn from. It communities. As an example, skin and wound care coordinators can link the has now submitted a two-year plan community home care program to the wound clinics in Portage la Prairie to Manitoba Health, Seniors and and Steinbach. Active Living focusing on complex care needs and access in the area The ITDI is a collaborative practice model that enhances and integrates the and what additional resources are strong working relationship between the Region and our fee-for-service required to meet these needs. So the clinic partners to increase services in their communities. transformative work of the My Health Teams continues.

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which can be anything from assisting Physician Assistants and Clinical Assistants in surgery to seeing outpatients in a Have Flexible Skills clinic. “As they gain experience and learn from the physician they are working with every day, physician Physician assistants and clinical the surgeon every day, it has freed assistants’ skills and competency grow assistants are alternative health care up a number of family physicians to in many areas,” says Jim Neufeld, providers who are helping to improve spend more productive time in their Administrator at the C.W. Wiebe access for patients in Southern clinics, shares Chief of Staff, Dr. Ockie Medical Centre in Winkler. Health-Santé Sud in clinics, operating Persson. rooms, medical wards and emergency Since Physician Assistant Jaymie Allen rooms. After completing a Bachelor’s degree joined the clinic three years ago, the in science, physician assistants practice has been able to provide “These health care providers are go through a two-year, university service to more patients, says Neufeld. extending what a physician or surgeon training program which provides “Routine things such as chronic can do,” says Dr. Denis Fortier, VP - them with a range of core skills, disease management, lab work and Medical Services. “They help improve opening the door to just about ongoing monitoring are within the efficiency and allow the right person any health care setting under the scope of what the physician assistant to do the job they need to do.” supervision of a physician. The can do. She essentially relieves the supervising physician in each case bulk of work that physicians would The clinical assistant at Boundary determines what the physician normally do,” he says. “It’s created Trails Health Centre (BTHC) is a assistant will do based on the needs more capacity for us to be able to foreign-trained physician who of the practice, and helps hone his provide more patients in our area with currently assists the surgeon in or her skills in that area of practice, access to a primary care provider on a the operating room. “By having a timely basis.” dedicated person who is assisting

A Constant Presence Eden Jerao-Shedden (left) a Physician Assistant pictured with Dr. Bernard Thess describes Dr. Rhythm Gumber, (right) Lead Physician Assistant Heidi Robinson Hospitalist in a hospital setting as his ‘extended arm’. She assists at the Bethesda Regional Health the surgeons in the operating room at Portage District General Hospital, Centre in Steinbach. provides post-operative care and helps out in the emergency room if Dr. Rhythm Gumber, Lead Hospitalist Eden Jerao-Shedden says what she required. “In the past, we had to have at Bethesda Regional Health Centre. likes most about being a physician a family physician or medical student “It helps us on so many fronts. Eden assistant in a hospital setting is available to do surgeries, so having a Jerao-Shedden looks after 40% of the being able to spend lots of time with physician assistant always available patients so I can spend more time patients. “It’s very rewarding to build for general surgery procedures makes with those requiring more complex trust and bond with my patients,” everything more efficient,” says Thess. care,” he says. She attends to patients says Jerao-Shedden, who works at “She is at the hospital when I‘m not, at the hospital when Dr. Gumber Bethesda Regional Health Centre in so if there are any complications for has to accompany a patient on a Steinbach. patients after surgery, she is there to transfer, and they both do rounds deal with them. It has made my life With increasing patient volumes, simultaneously on both floors at the easier, and improved the workflow having a physician assistant has meant hospital, reducing the time it takes to and access for many of my patients.” better patient care and access, says see all the patients.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 37

Brothers Excited about Mobile Clinic Tynan Nutbean’s mother remembers Mobile Clinic the first time the mobile clinic drove past their home near Oakville on Transforming Health Care Delivery its way to St. Ambroise about 15 minutes away. “Tynan came running The Mobile Clinic hit the road in Having recently added St. Ambroise into the house, shouting, ‘I saw the Southern Health-Santé Sud and is to its weekly schedule in December, Mobile Clinic – it drove by!’ He was making a difference in the delivery of 2015, the Region’s Mobile Clinic so excited I thought he was going to health care to community members now serves all five of the rural turn inside out,” she says. across the region - and the ones in the communities first identified to receive driver’s seat making a difference are its services, the four others being “I see it go by when I’m waiting for teams of nurses. Langruth, Plumas, Woodridge and the school bus and I think it’s really Dominion City. The mobile units are an initiative cool that it’s going to a community rolled out by the province to bring Community residents can visit to help people,” says 12-year-old primary health care to those living the Mobile Clinic for any of their Tynan. “For people in the country, it in some of Manitoba’s smaller immediate primary care needs means they can have a one-minute underserviced communities located a without giving up their family walk to get a vaccination or blood distance away from access to medical physician. They can book an pressure check instead of a two- services. appointment with the Mobile Clinic hour drive.” ahead of time by calling a toll-free “We function like a primary health number. Although a few appointments Tynan’s older brother says he thinks care clinic, so that’s how we like to are usually available for the same day, the mobile clinic is a fantastic idea. relate it to patients when they ask clients are encouraged to call early. “It’s not like an ambulance where it - it’s like going to see your family just whisks you away to a hospital, physician only we’re ‘on wheels’.” said The ‘bus’ – which is in each it brings the hospital right there to Cindy Fehr, Nurse Practitioner for the community for about seven hours your community,” says Leif, who is Dominion City/Woodridge Clinic team. depending on travel time - has been “We have some patients who are much busier over the past year as 14. “And you don’t have to spend ’rostered’ or assigned to the Mobile word spreads about the services hours waiting either because there Clinic and others who may stay with it provides. The clinic has a nurse aren’t any line ups at the Mobile their primary health care provider but practitioner, who can be seen for all Clinic.” choose to use us as a walk-in clinic on primary care needs from prescriptions an as needed basis. So basically we’re to diagnostics and referrals. A It seems the Mobile Clinic is creating open to all who need to receive care.” community health nurse can see a lot of excitement wherever it goes. patients for issues such as follow- In Southern Health-Santé Sud, there up or minor health issues, chronic are two teams that share the bus on disease management, vaccinations different days of the week. Each team and health education. The clinic has consists of a nurse practitioner (NP), a most of the equipment a regular clinic registered nurse (RN), and a driver on has, and plans are to add more in the board. future to increase the procedures that the providers can do on board.

Southern Health-Santé Sud is currently looking at whether it can extend the Mobile Clinic service to other communities in the Region in the future.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 38 Strength in Transformation

Safe People- “ centred Quality Health Care “

STRATEGIC DIRECTIONS: Transform and improve the patient experience. Achieve excellence in patient safety.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 39

Patients Leading the Way in Patient Safety Initiatives

Patient safety is about keeping people safe, Hearing the patient voice loud comfortable and confident when they are in our and clear facilities, or accessing health care services in their We also completed our first patient experience survey in community. In doing so, participation of patients 2015, providing invaluable feedback about what patients and their families is crucial. Patient safety is about admitted to our acute care facilities thought about our everyone working as a team to relentlessly examine services and the care they received. how safety is created, and communicate where risks exist, to design a system that decreases foreseeable A number of quality improvement projects designed risks, says Kristine Hannah, Regional Director - to contribute to patient safety took place over the past year. Patients are involved in the process to prioritize Quality, Patient Safety & Risk. projects, which gives us their perspective about what’s Patient safety is a culture that permeates our most important to them. An example is a LEAN project to Region at every level, supported strongly by the improve the efficiency of the panelling process for people Board of Directors and the Senior Leadership Team. awaiting placement in a personal care home, with included input from clients and their families. Essentially, it is important to every member of the team involved in the care of a patient, client The Accreditation Canada team also interviewed patients or resident. The Board has established a strategic in facilities and home care clients about the services we direction which is to achieve excellence in patient provide to them as part of the certification process for our safety, focus on quality and derive inspiration from Region. our patients and families. We have a number of initiatives underway that are helping to achieve this Working with other regions to end, including the Patient Experience Local Health Involvement Group (LHIG), comprised of health care enhance patient safety providers and patient representatives. We are asking We continue to work with other Regions to learn from each these patients to lead the way by sharing their other and see how we can enhance and standardize patient experiences with us to help us understand what safety across the Province, in line with the Manitoba Patient needs to change. Safety Framework. The Framework is a provincial, five-year plan that includes a vision for a safe, high-quality health- care system.

We can’t possibly hear every patient voice, but through these ongoing initiatives, as well as through the stakeholder Patient safety is a culture that permeates groups and the regional LHIG that we have in place, we are our Region at every level, supported strongly taking large strides in ensuring mechanisms are in place to hear as many voices as we can. by the Board of Directors and the Senior “ Leadership Team. “ The Board

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 40 Strength in Transformation

Southern Health-Santé Sud Patient Experience Local Health Involvement Group Charter

THE PATIENT EXPERIENCE LOCAL HEALTH INVOLVEMENT GROUP IS A PARTNERSHIP BETWEEN SOUTHERN HEALTH-SANTÉ SUD AND ITS PATIENTS. “PATIENTS” IS TAKEN TO MEAN ALL SERVICE USERS INCLUDING INPATIENTS, OUTPATIENTS, USERS OF COMMUNITY SERVICES, RELATIVES AND CAREGIVERS.

PURPOSE: • We will share, listen to, understand, learn from and respond to patient experiences in a timely and appropriate fashion. • We will create system and culture change within all levels of the organization to better support the patient experience. • We will help create a more balanced relationship between patients and care providers. • We will expand on positive experiences and create an atmosphere to move forward from negative experiences (both for the patient and the care provider). • We will provide opportunities for patients to become integrated in the workings of the organization. • We will move patient safety issues forward to ensure that each patient receives quality health care. • We will create clear and simple processes, tools and resources for patients to communicate their experiences (both positive and negative). • We will increase public/staff/board awareness of patient safety and patient experience issues.

GUIDING PRINCIPLES: • Staff need to listen to, engage and communicate with patients to provide the best care possible. • Health care needs to be a more balanced relationship including the family. • Humility in health care is essential. • Patients need and deserve hope and respect. • Our goal is to achieve sincere person-centred and dignity care. • We recognize the wide variety of sensitivities and personal preferences that exist because of peoples’ experiences and will work to educate ourselves and others as to what they might be.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 41

Annual Public Meeting Panel Focuses on Patients

“I could not deny the opportunity to have a voice in bettering our health care When asked what motivated each system while I was crying out for change.” These words were shared by Marie of the members to participate in Ferguson, member of the Patient Experience Group and one of the panel this group and on this panel, Donna presenters at the Southern Health-Santé Sud Annual Public Meeting held in Penner responded that, from her October. own experience, she feels that the patient voice has just not been heard Almost a year ago, a Patient Experience Group was formed comprising of or not even asked for. “Decisions were community members, senior staff and Board representation – this with a made FOR me when I really needed mandate to better support the patient experience and achieve quality health it to be BY me or WITH me. I’ve been care. Patient Experience Group members have shared personal tragedies, difficult asking for change for a long time and stories and encouraging reports from their own private experiences. These stories although the pace of change is often are what inspired the idea of having a patient experience panel at the Annual very slow, we are heading in the right Public Meeting. direction and I’m grateful to be a part “It’s not enough to keep that work to ourselves,” says CEO, Kathy McPhail. “We of it.” are working to create a culture of patient-centredness and are putting great Moving forward, a common hope emphasis on the patient experience to all corners of the organization. In order to from all members is to participate in be true to our values and to our mission, we HAVE to work together better (staff transforming the patient experience and patients/clients/families).” for everyone and to continue A community member of Portage la Prairie and a member of the Patient advocating for patient safety. Experience Group, Robert Rintoul moderated the panel represented by the Southern Health-Santé Sud Board Vice-Chair Cheryl McKitrick, CEO Kathy McPhail and a few other members of the Patient Experience Group: Marie Ferguson, Donna Penner and Ivan Lambert.

Southern Health-Santé Sud’s third Annual Public Meeting theme “Every Day. Every Moment” resonated throughout the evening on October 7th, illustrating the commitment from every level of the organization to person- centredness. The meeting featured a moving panel discussion made up of a few members of the Patient Experience Group. Pictured are, back row, (lt.-rt.): Robert Rintoul, Donna Penner, Marie Ferguson, Cheryl McKitrick and Kathy McPhail.

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Evaluating the Patient Experience in Hospitals Evaluating the patient experience is a key aspect of What we learned ... delivering quality care to residents of Southern Health- Santé Sud. Surveys to evaluate the patient experience are a Overall, more than 95% of respondents said they would requirement set by Accreditation Canada, but they are also recommend the hospital where they stayed to family and valuable in helping us work towards achieving our strategic friends. As well, over 90% of patients felt that doctors and direction on “transforming and improving the patient nurses treated them with courtesy and respect, listened experience”. carefully to them, and explained things in a way they could understand. These initial findings are very encouraging and Since September 2014, the Canadian Patient Experience a direct result of all the caring and hard working staff across Survey – Inpatient Care (CPES-IC) has been mailed home the region. to random patients upon discharge from an acute care facility within the region3. The survey includes 58 questions Communication during the hospital admission process and takes 20 minutes to complete. It looks at many areas was also viewed quite favourably by patients in terms related to a patient’s hospital experience – interaction with of timeliness, coordination, the amount of information nurses and doctors, arrival and discharge process, hospital received and how the admission would proceed. environment, medications, and pain control. The mail-out Approximately 62% of patients reported that they arrived at is provincially coordinated by Manitoba Health, Seniors and the hospital through the emergency department. Active Living. Over 90% reported that their pain was well controlled and Link to Canadian Institute for Health Information (CIHI) that staff did everything they could to help them manage (developers of survey): https://www.cihi.ca/en/health- with pain. About 3/4 of patients said they received a new system-performance/quality-of-care-and-outcomes/ medication during their hospital stay. The majority of these patient-experience patients felt there was good communication regarding what the medication was needed for, however a lower Link to Southern Health-Santé Sud website online survey: percentage of patients felt that possible side-effects were http://www.southernhealth.ca/service.php?id=123 explained in a way they could understand.

For patients who were discharged to a home environment, over 80% indicated that they had a better understanding Excellent response rate - and were given enough information - about their health The first year results look very promising - including almost condition than before coming to the hospital. As well, over 2,000 surveys and an impressive response rate between 90% of patients reported having a clear understanding 41-50% each month. of all their prescribed medications, including those they were taking before their hospital stay. Slightly lower The majority of surveys came from three regional centres – responses were noted in terms of patients receiving written Boundary Trails Health Centre (Winkler/Morden), Bethesda information about symptoms/health conditions to look out Regional Health Centre (Steinbach), and Portage District for after discharge (60%), and whether staff ensured they General Hospital. This is not surprising since these facilities had the help needed once they returned home (76%). are responsible for the majority of discharges within the region. The majority of respondents (60.3%) were age 60 years and older. The other major patient group that Forming a baseline ... responded to the survey were women giving birth, with This first patient experience survey provides a baseline to 30% of all hospital-based respondents. measure future changes and improvements to health care programs and services. It is really just the beginning of the process to continue to improve the patient experience.

3 Exclusion criteria: Patients receiving care primarily for psychiatric condition, alcohol/drug use dependence, or alternative level of care. Patients discharged from rehabilitation unit or day surgery. Patients discharged to nursing home or long term care facility. Patients residing in prisons. Patients due to sensitive or compassionate grounds (i.e. palliative). Patients surveyed in last 12 months.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 43

Would you recommend this hospital to a 1,327 family or friend? Definitely Yes 68.9% 508 I was treated very well. They 26.4% let me know in time that this Probably Yes was my heart. They cared for 32 “me just like a family should 1.7% care for each other, serving me Definitely No was more than I could wish for. 59 The Docs showed me all the 3.1% loving care and did what they Probably No could.

How often patients felt that % of patients who responded“ positively Doctors doctors and nurses…. 96% treated them Nurses with courtesy and 97% respect Doctors 94% Nurses listened carefully 95% to them Doctors 93% explained things Nurses to them in 94% understandable way Hospital arrival ... % of patients who responded positively

When you were in the emergency department, did you get enough 79% information about your condition and treatment?

Were you given enough information about what was going to happen during 76% ER patients (62% your admission to the hospital? of all patients) After you knew that you needed to be admitted to a hospital bed, did you 85% have to wait too long before getting there?

Was your transfer from the emergency department into a hospital bed 90% organized?

Before coming to the hospital, did you have enough information about what 80% Planned was going to happen during the admission process? admissions (38% of all patients) Was your admission into the hospital organized? 91%

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 44 Strength in Transformation

Hospital discharge ... % of patients who responded positively

They had a better understanding of their health condition than before coming to hospital. 84%

They had a clear understanding about all their prescribed medications, including those they 91% were taking before hospital stay. They received written information about what symptoms or health problems to look out after they left hospital. 60%

Hospital staff gave them enough information about what to do about condition or treatment 82% when they left hospital. Hospital staff talked with them about whether they had the help 76% needed when they left hospital

Pain Control Our Governing Board is strongly 74% focused on the patient voice, because Patients that said Yes needed medication when they sit at the Board table they for pain are representing all the residents of the 92% said “ Always/ region. Usually Pain was well controlled Kathy McPhail, CEO 95% said Hospital staff did Always/ everything they Usually “ could to help control pain Medication

61% said Yes Patients needed new medication 89% said I was treated very well. I love Always/ Usually Patient was the staff - they were kind. told what new medication was for They only thing I don’t like 70% said Always/ was waiting 7 hours in the Possible side effects Usually “ were explained in waiting room at the hospital a way that patient emergency room. understood

After giving birth, the nurses and doctors were “ awesome with the amount of support and care. I am glad that they are there for me and my baby! Thank “you so much!

Together leading the way for a healthier tomorrow. “ Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 45

Strength in Transformation: Ivan Lambert is a community A Patient Perspective member of the Patient Experience The Patient Experience Local Health Involvement Group is Local Health comprised of Southern Health-Santé Sud staff and regional Involvement Group residents who have all had their own experience with a (LHIG) critical incident, either as a patient or via a family member.

Ivan Lambert – a community member of the Patient Experience Group - says it’s not always easy to be a part of. “All of us have experienced a different critical incident and have been affected in different ways,” says Lambert. “I don’t think it’s easy for any of the people who are in this group to share their experience.” “It’s really important that the Region has decided to But the reason they do it is because they truly want their involve patients the way they have, and there’s a lot of experiences to be a catalyst for transforming the health care good things that come from involving patients in this, but system, and making it safe for everybody. “We hope for a at the same time you feel like this is just the tip of the system that’s safe. That’s why we’re there,” says Lambert, iceberg,” he says. “There needs to be more discussion who admits he sometimes gets frustrated because he’s about patient safety. There’s a long way to go, but I am anxious for more things to get done, more quickly. glad we have started on the journey.”

Wordle™ helps staff express what patient-centred care means to them Monica Gullett, Clinical Instructor for Southern Health-Santé Sud, came up with a creative way to help her staff at the Portage District General Hospital think about what patient-centred care meant to them. She wrote the words ‘patient-centred care’ on a large poster board and asked staff to write their own words on it to describe what the phrase meant to them personally. Then she took the words and created a Wordle™ from them that she laminated and posted on the extended treatment unit where she was the Client Services Manager at the time. What’s a Wordle™? It’s an online tool for generating “word clouds” from text that you feed in. The tool jumbles the words up to create a graphic, and the most common words in the text appear more prominent than words used less frequently. Gullett says the exercise created a lot of discussion and activity, which was the intention. “It was a great conversation starter and discussion point for staff,” she says. Values She has since done other Wordle™ exercises for different topics including team, Team Staff Respect respect and customer service. “The customer service one also generated a lot ValuesMovement of interest because as health care providers we don’t always see ourselves as Respect providing customer service, although we definitely are,” says Noreen Shirtliff, Staff Director of Health Services - Portage District General Hospital. “The Wordle™ is a Safety Safety Movement Patients fun, interactive way for staff to think about and discuss important topics.” Patients Team

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 46 Strength in Transformation

Judy’s Story A Patient Journey

Pictured is Richard Krahn with some members of the Community Cancer Care Program at Boundary Trails Health Centre: (lt.- rt.) Candice Martens, Maureen Hutchinson, Allison Sloan, Sheri Martens, and Lindsey McLaren. Richard shares that the staff go above and beyond to show compassionate care by making meaningful connections with the people they encounter every day.

Compassionate health care is more than about treating patients. It’s about giving meaning to the depth of emotions and experiences that connect us to the health of our well- being. Richard Krahn and his wife Judy experienced this profoundly during a very vulnerable time when in care at the Boundary Trails Health Centre (BTHC) in Morden/Winkler.

Judy had been diagnosed with breast cancer a few weeks after the BTHC opened in May 2001. The staff was still getting used to the new building we didn’t have to travel to Winnipeg celebrated healing and restoration for day. I’m so grateful to the staff at the for chemotherapy,” says Richard. “It 13 more years. Community Cancer Care Program in could be done right here at the BTHC.” BTHC for their dedication and care.” In 2013, Judy’s health tests showed The staff did everything they could that the cancer had returned in full When the nurses from the Community to help the couple live as normally force. She underwent six rounds of Cancer Care Program at BTHC sent as possible. “They trained me to chemotherapy before her health Richard a card one year after Judy’s administer Jude’s medication at began to deteriorate further. The only passing, he was very touched. “That home and I gave my sweetheart her option left for Judy was more chemo. was very special,” says Richard, injection every day for the prescribed “I told Jude, this is up to you, and she who fondly recalls the dedicated time.” said, ‘No, it’s in God’s hands now.’ “ care of ‘the staff upstairs at chemo’. “They go above and beyond to show Judy made it through her treatments Richard faithfully cared for Judy at compassionate care by making and passed the five-year benchmark home until she neared the end of meaningful connections with the for cancer survival. “Once you’ve her life journey. “We went back to people they encounter every day. been through this, your life is never the hospital where I realized this was They show us they understand normal again. Everything is somehow going to be the end. Jude passed away how we feel when we face health different - every little episode, like a two days later on September 4, 2014. difficulties in our lives, or in the lives cough or headache, could mean the The Lord freed her from her pain and of those we love.” cancer is back.” restored her health in Heaven.”

The difficulties Richard and Judy faced “It isn’t easy for those of us left together strengthened their resolve behind. We work through it day by to put their trust in the Lord. They

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 47

“Safety is a culture at Southern Patient Safety More than Just Words ... Health-Santé Sud. What that means is that everybody - no Promoting a Culture of Safety matter what their position is - is always looking out for the best Stephanie Neufeld is the Clinical A team effort Resource Nurse on the 40-bed, interests of our patients,” says medical and palliative care unit at “The goal is to provide the best care Angie Cusson, Director of Health Boundary Trails Health Centre. Her job that we can and if I can help empower Services – Boundary Trails Health is to make sure the busy ward runs staff to reach their full potential and Centre. “Whether someone is smoothly and efficiently. succeed at that, then everybody coming in through the emergency wins,” says Neufeld. “It’s a team effort department, has a family member “We have a responsibility to and I give all staff lots of credit for in crisis, are saying goodbye to provide safe, ethical, competent, what they do.” a loved one, or even waiting for compassionate care, and when the someone to come out of the public trusts us with their loved In long term care, the safety of ones - that’s not a responsibility residents is a team effort, says operating room, there’s never I take lightly,” says Neufeld, Charleen Barkman, Staff Educator for a moment where our staff isn’t whose colleagues recognized her long term care with Southern Health- checking in and making sure that commitment to keeping them Santé Sud. “We are all involved in they are okay.” informed during Patient Safety resident care, some of us directly, and Week last year. “I am liaising with some of us indirectly, but we all have the physicians, the patients, families our eyes and ears open to create that and all the staff, so I have to be culture of safety.” Messages that able to look at this from everyone’s Helping equip staff with the perspective, and work with everybody knowledge and skills they need resonate so that the patient gets the best, to do their job to the best of their “Charleen always takes the time safest care that they can.” ability is what Barkman does every to get feedback and knows what challenges the units face in providing Stephanie Neufeld (below) was day through monthly in-services at different personal care homes in the safe, efficient care to our residents recognized by her colleagues region. Barkman covers many topics and patients,” says Janet Chobotar, during Patient Safety Week for including falls prevention, infection Director of Health Services - Vita & her commitment to keeping control as well as dementia and how Area. “She has built a great rapport physicians, patients, families and to deal with responsive behaviours. with the staff. She understands her staff informed. audience and their needs and delivers messages that resonate.”

Barkman says it’s rewarding to see staff huddled together after a session to discuss how they can implement what they’ve learned. “I love what I do and making a difference in dementia care, and promoting a culture of safety and working together as a team,” says Barkman, Charleen Barkman (above) was whose peers recognized her for her recognized by her peers for her educational efforts during Canadian teamwork and for her educational efforts Patient Safety Week in 2015. during Canadian Patient Safety Week 2015.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 48 Strength in Transformation

Managing Risk Involves Everybody Manitoba Patient

Unexpected things sometimes occur. Southern Health-Santé Sud acknowledges Safety Framework that critical incidents do happen in hospitals and we’re trying to do something The Manitoba Patient Safety about it. Framework, released by the “We’re looking within ourselves to where we need to make improvements, Province in October 2015, sets monitoring to see if we are improving, and talking about risks and critical out five key areas of focus to incidences openly,” says Jane Curtis, VP - Planning, Innovation, Quality, Patient enhance patient safety across Safety & Risk. It’s a process that is being informed and led by the voice of patients the province: and families who have experienced a critical incident, this through the Patient Experience Local Health Involvement Group, comprised of patients from the 1. A client-centred focus Region and health care leaders. including enhancing patient and family-centred care Creating a culture of safety 2. Enhancing transparency The need for patients, clients, residents and their families to be involved in and accountability, helping us manage risk is a big focus for the Governing Board, the Senior developing trust and open Leadership Team of Southern Health-Santé Sud. This focus involves the full communication between participation of staff at all levels of the organization. We are trying to create a health care providers, culture where no one should feel uncomfortable, but be free to identify a risk patients and the public, and or mistake, and ask questions about something that doesn’t seem right. “As an public reporting of cases, example, a patient should feel free to ask questions if they think they are being performance and trends given the wrong medication,” says Curtis. “They can be a partner with us in helping to make a safer system.” When adverse outcomes happen, we ask the 3. Improving governance and patients and families involved to give us feedback on how can we make it a safer leadership, such as ensuring system from their perspective. a visible commitment to We are striving to create a positive culture where staff also feel confident that patient safety at the highest they can speak up without reprisal if they see issues, or identify areas where they levels and throughout the feel we could become safer in what we’re doing says Kristine Hannah, Regional system Director - Quality, Patient Safety & Risk. 4. Continuously improving clinical services, with Supporting our efforts through a different lens targeted strategies to Accreditation Canada completed its review of the organization this year, providing improve patient safety and an objective critique that helps us identify areas where we can improve the the way care is delivered to safety of our system and processes. “We are constantly in pursuit of continuous reduce the risk of patients improvements that we can make to manage risks to strengthen patient safety,” being harmed says Curtis. 5. Developing organizational The Province recently released its Manitoba Patient Safety Framework, a five-year cultures that support strategy to enhance patient safety across the province which sets out five key continuous learning and areas of focus (see sidebar). improving, rather than blaming.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 49

Region Leading the Way in Reducing Wait Times for Colonoscopy Patients

Southern Health-Santé Sud’s new Central Referral System and electronic scheduling for colonoscopies has successfully reduced wait times for the procedure. Average wait times from October 2014 to October 2015 decreased from from 151 days to 57 days. 151 days to 57 days Average Wait Times The Region’s target is to perform a colonoscopy within 14 days from suspicion of cancer for urgent patients and within 28 days for semi-urgent patients. Urgent Oct. 2015 referrals are now meeting the target date of 14 days and 90% of semi-urgent referral wait times meet the target of 28 days. Our goal is to complete elective (non-urgent) colonoscopies within four months. Finding the first available appointment Other RHA’s following Patients categorized as urgent or semi-urgent by their family physician have a suit tentative colonoscopy appointment booked at the time of their referral to speed Based on our Region’s experience, up the process if the procedure is required once the patient sees the surgeon. Winnipeg Health Authority is now To ensure urgent and non-urgent patients who have a strong suspicion of implementing a Central Referral cancer have priority, the Central Referral System tracks wait times at all the System for colonoscopies, and all Region’s facilities offering colonoscopies, and offers the patient the first other Regional Health Authorities in available appointment at any facility. A patient can opt to wait for a surgeon Manitoba will soon follow suit. Our of their choice, and a facility will re-schedule less urgent surgeries if needed to own Region’s piloting of this system accommodate these patients as soon as possible. means other regions will have a standardized, consistent process for Electronic scheduling tracks the patient so the physician knows where the patient patient identification, and referral is in the process, and can be confident the patient will receive a colonoscopy and patients can expect the same promptly. The system is getting positive feedback from patients, who say they like preparation for the colonoscopy the fact that they already have a colonoscopy appointment booked before they procedure at all facilities in the see the surgeon, and they feel engaged in their care during this stressful period province. instead of worrying about what is happening. The next phase of the colonoscopy 4,758 colonoscopies were performed in our Region over the past year. project will look at ways to improve Colonoscopy is a vital step in the diagnosis of colon and rectal cancer, and the wait time from colonoscopy to ensures that patients with the highest risk can receive surgery quickly and first treatment to meet the IN SIXTY improve their chances of a better outcome. The colonoscopy project is consistent target for cancer patients. with the provincial IN SIXTY initiative, which aims to reduce the time from suspicion of cancer to first treatment to 60 days or less.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 50 Strength in Transformation

Sustainable, Accountable “and Responsive Health Organization “

STRATEGIC DIRECTIONS: Pursue sustainability through a diligent focus on continuous program review and evaluation. Attract and retain a skilled and engaged workforce.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 51

Did you know? Sustainability and Dollars and Sense of Southern Health- 29% Santé Sud staff are 30 years and younger Creating a budget for a large and presented to the Board of Directors diverse region such as Southern for approval. After approval, the Health-Santé Sud involves hundreds financial analysts meet with regional of Southern Health- of people and is a continual process. managers throughout the organization 5.5% Santé Sud staff Throughout the year, finance and to explain the budget, and the process as at self-declared Mar. 31, 2016 clinical staff meet to identify, report starts all over again with regular Aboriginal status and adjust to changing volumes and variance meetings and reporting with pressures in the region. “Our budget finance and clinical staff. In 2019 of Southern Health- is not created in an office by a couple Santé Sud staff can of accountants who just roll what we Ensuring 46% had last year,” says Chief Financial retire Officer, Ryan Green. “This budget is accountability about real life, what’s happening on The painstaking budget process is the ground, and a lot of people have designed to find dollars, prevent input into it.” leakage and direct scarce dollars to From 2009-2016 where they are needed most, says Aboriginal Health High School Balancing the Green. Every item in the budget Internship Program (AHHSIP) books takes a lot of is scrutinized and once dollars are who attended the allocated, there is follow-up to ensure 80% AHHSIP are still dedication accountability. “We don’t just make in school or have a budget, put it away, operate and of 127 students graduated from The actual budget process begins in at the end of the year, count it up November when the finance team and see how it went. It’s a constant Grade 12 (S4). projects available funding, develops process,” says Green. Many other students are now budget assumptions, and builds a furthering their education into number of budget templates. The The budget process achieves post-secondary to study health care templates are broken into smaller results. The Region has balanced careers such as Bachelor of Nursing, budgets which are assigned to its $350,000,000 plus operating Licensed Practical Nurse and Health financial analysts to work on with budget every year since it came Care Aide. senior leaders and clinical staff. For into existence. “We do a lot of the next few months, savings and comparisons in our budget process pressure areas are identified, dollars both on the staffing and non-staffing are re-directed, and new requests side to be as efficient as possible and are prioritized; then the individual provide the best client care possible,” From budgets are reassembled into one says Ken Klassen, VP - Finance and 2011 to 2016 large, regional budget. The finance Capital. “If one site is delivering a 341 attendees and senior leadership teams meet service more efficiently, we can look (community members, to review all requests for funding to see if that would work in a different Board and Staff) and the Senior Leadership Team site as well. We are creating an deliberates on how best to allocate environment where we can potentially 16 ‘Walk A Mile in My Moccasins’ resources. Finally, the budget is learn from each other.” workshops were held in Southern Health-Santé Sud since 2011.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 52 Strength in Transformation

Truth and Reconciliation Calls to Action Providing Leadership

The Truth and Reconciliation Commission of Canada (TRC) report has helped to identify how some of the health concerns and issues that we’re seeing today were formed as a result of the residential school system. One of the recommendations of the Truth and Reconciliation Commission is “We call upon all levels of government to: Increase the number of Aboriginal professionals working in the health care field … Ensure the retention of Aboriginal health care providers in Aboriginal communities.” (TRC 23 Call to Action i and ii)

Southern Health-Santé Sud is shadow health care professionals, and learn about the many job opportunities a recognized leader in creating in health care. To address the challenges of current and future vacancies and partnerships which provide utilizing our Indigenous population as a valued ‘untapped’ resource, Southern Indigenous people with different Health‐Santé Sud has established an Aboriginal Health High School Internship opportunities for training and Program (AHHSIP). Both an investment in future human resource needs and education within our rural areas. Our a way to promote healthier communities, it helps young Indigenous people Region is also partnering with six First explore careers in health care. The program has been highly successful. More Nation communities, and Assiniboine than 80% of the 127 students who have attended the AHHSIP are still in school Community College to deliver an or have graduated from grade 12 (S4). Many other students are now furthering Aboriginal Licensed Practical Nursing their education into post secondary to study health care careers. This year, a new (LPN) program rurally. The first 28 milestone was reached in the AHHSIP by hiring over 100 students in summer students commenced their studies employment. in spring 2016 at Southport. There is incredible interest in this two-year program; over 200 students applied, and more than 100 passed the entrance test, enough to fill three classes.

An Aboriginal Human Resource Program was established more than a decade ago. Signed in 2010, the Aboriginal Workforce Partnership has developed several successful recruitment and training initiatives that have helped increase Indigenous representation in the workforce.

The successful and highly popular, Aboriginal Health High School Internship Program (AHHSIP) provides students from First Nations and Kelly Foley, technologist with Kayla Tanner and Jocelyn Myran Métis communities the chance to job

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 53

Walk a Mile in My Moccasins In addressing the Truth and Reconciliation Calls to Action, Aboriginal Cultural Awareness Workshops are provided to all staff to help understand and realize the impact of Indian policies, practices, and residential school on today’s workplace and society which will build better relationships between Indigenous and non‐Indigenous people.

“Walk a Mile in My Moccasins“ workshops facilitated by Louise Chippeway (Métis) and Dan Highway (Barren Lands First Nation) in Southern Health- Santé Sud responds to some of the Calls to Action found in the Truth and Reconciliation report as well as addressing the recommendations in the Brian Sinclair Inquest. The objectives of the workshop are to help understand the significance of the Medicine Wheel, Aboriginal values and traditions and to understand and realize the impact of Indian policies, practices, and At the 2015 graduation ceremony, a residential school on today’s workplace and society. In 2015 a new milestone group of 27 graduates were honoured was reached by having over 300 staff and community members participate. on this day with special awards being presented for “Soaring Eagle”, “Enthusiastic Wolf” and “Courageous Bear”.

The AHHSIP was presented with the Institute of Public Administration of Canada (IPAC) gold award for outstanding leadership in public policy and management in three categories: Federal/ Provincial/Territorial category, Municipal category and Health & Education category.

A new Aboriginal Adult Internship Program Many community members and staff participate and learn about Ojibway was launched in 2015, modeled after the culture at the “Walk a Mile in my Moccasins” workshops, facilitated by Dan AHHSIP. The program gives Indigenous Highway and Louise Chippeway. people aged 18 to 30 a chance to explore health care career options and learn life skills, as well as receive pre-employment training, such as food handling and CPR workshops, facilitated by Indigenous role models. Both programs also enhance communication skills and build confidence Truth and Reconciliation Commission of Canada Report: and self-esteem. “We are trying to help our young people to develop leadership Collective efforts from all peoples are necessary to revitalize skills and find their passion for health the relationship between Aboriginal peoples and Canadian care,” says Holly Leost, Regional Director - society – reconciliation is the goal. It is a goal that will take the Recruitment and Aboriginal Employment. commitment of multiple generations but when it is achieved, “Trust, respect and partnerships with our First Nation and Métis communities will when we have reconciliation - it will make for a better, stronger create the path to reconciliation for a Canada. better Canada for all of our relations.”

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 54 Strength in Transformation

Region Supports Leadership Growth

Southern Health-Santé Sud is Janet DeSousa, Manager of Support committed to encourage and support Services at Centre médico-social De Developing CARING staff in continuous education and Salaberry District Health Centre and Leaders training opportunities. Vita & District Health Centre says she’s getting a more rounded experience Twenty-two staff from the Region of health care. “Networking with the LEADS in a Caring Environment is a are currently enrolled in the Health other managers taking this course leadership framework supported and Services Leadership and Management is valuable because we’re all from endorsed by Manitoba Health, Seniors online course delivered by the Red different aspects of health care. It & Active Living and all the Regional River College. The course provides gives me a different perspective on Health Authorities in the province. an opportunity for people already some of the programs and facilities working in health care to enhance across the Region,” she says. “I also Designed to build leadership skills their leadership and management analyze things more and think a little and capacity, a key foundation for skills. A big benefit of the course is differently about how I am going to the LEADS Framework is CARING that staff can apply the knowledge approach and motivate my staff as we – for patients, for staff, and for the they gain right away at their work work together and deal with changes health of citizens. There are five place. which are constantly happening in leadership domains that make up the framework: Leading Self, Engaging It’s a big time commitment for staff, health care.” Others, Achieving Results, Developing who attend the online discussions and Both say the course is providing new Coalitions and Transforming Systems. complete assignments on their own challenges and experiences that time, recognizing that the Region is will benefit not only themselves but Trish Braun, Community Engagement supporting them by assuming half the the people they work with. These Facilitator and Deb Weir, Practicum/ cost of the course. managers are taking what they learn Mentorship Coordinator - Staff Development joined 18 people from But the time is well spent, says and sharing it with their own staff, health authorities across Manitoba, Darcelle Foster, Client Services so the expertise and knowledge including CancerCare Manitoba, and Manager at Centre de santé St. Claude is spreading throughout the Diagnostic Services Manitoba to train Health Centre. “The course is giving organization. as the first LEADS facilitators in the me more insight into the importance By our organization investing in our province. of empowering your team to be the staff and supporting them to get best that they can be,” she says. “I’ve additional education, training and As part of the certification process, always been client-focused but never experience, we are confident it’s going small groups develop one-day looked at the patient as the customer, to translate back into the patient workshops based on one of the so it’s not just about meeting their experience and the clients that we five domains. The LEADS facilitators clinical needs but their psychosocial provide service to. present these workshops during needs and their emotional needs as follow-up training after which each well, because they are who we serve. Region integrates the framework to By having that focus, I’m hoping help support and grow leadership that the customer feels they are capabilities, and develop material to important.” assist with staff development.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 55

Getting Creative in Recruitment

Southern Health-Santé Sud’s human resources department is finding creative ways to engage the public and recruit new staff. Gone are the days when we could recruit people just through a job ad. Today there is so much competition for employees and, as large numbers of staff approach retirement, there will continue to be many vacancies in areas such as nursing, home care, health care aides, physiotherapists, occupational therapists and speech language therapists. Career day for Home Family physician residents retreat

Care staff Southern Health-Santé Sud hosted a two-day Family Physician Residents Retreat In January 2016, Human Resources held in September 2015 in Morden and Winkler. It provided the communities worked with our home care staff to with a chance to connect with medical students enrolled in the two-year Family host a career day in Winkler – an Physician Residency Program. Local physicians and clinic managers also attended event attended by 66 people. In the to answer any questions they might have about what it’s like to practice in a rural morning, staff gave presentations setting. about what a home care attendant does. In the afternoon, anyone Medical residents have the option to do elective rotations in a variety of sites interested in applying for a home across the province during their residency program. Part of the event includes care position was interviewed on a job fair to provide information about rural, northern and urban practice the spot. Thirty-eight people were opportunities as well as potential educational opportunities in rural setting. interviewed and two-thirds were “The retreat is an opportunity for all the Manitoba family medicine residents to offered a job. “Being able to do the come together and network, to team build and to interact with one another,” interviews the same day expedited says Wayne Heide, Administrative Director of the Office of Northern and Rural the recruitment process from weeks Health which sponsors the annual event. The retreat rotates annually around to one day,” says René Ouellette, VP each of the four, rural Regional Health Authorities. - Human Resources. The career day was so successful that the Region The Family Physician Residents Retreat raises the profile of rural and northern is planning to hold more of them in Manitoba and is one of many initiatives throughout the training cycle for medical other communities to recruit home students and residents. “We take a big picture approach to recruitment and do care workers, and other types of everything we can to make them aware of the opportunities that are open to health care providers such as health them,” says Heide, Administrative Director of the Office of Northern and Rural care aides. Health. Training more nurses locally A new program to license internationally-trained nurses is also underway in Being able to do the partnership with Manitoba Health, Seniors & Active Living and Red River College. Eight students completed a bridging program and practicum placements in our interview the same day Region this spring and, once they have written their Canadian licensing exam, expedited the recruitment they will come to work in our Region. “ process from weeks to one day. “ René Ouellette Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 56 Strength in Transformation

Bonjour Hello French Language Services Southern Health-Santé Sud continues to keep on pace with significant initiatives and accomplishments in French Language Services (FLS). The 2013-16 FLS Strategic Plan serves as a solid roadmap presenting an integrated approach in providing access to bilingual health services. While the focus on the past few years has been to develop/roll out regional FLS policies as well as guides, procedures and tools providing support to programs, services and sites, the following are highlights of 2015-16 achievements and initiatives as they relate to the FLS Strategic Plan: Engaged communities at the centre of an integrated attended by Southern Health- community of health providers, Santé Sud Public Health-Healthy and partners where team members all work Living Regional Managers, Public • The Tables de concertation together to provide the service Health Nurses, Families First régionales du Centre and Sud-Est a person needs, whether it’s Home Visitors and Healthy Baby officially represent the region’s treatment, advice about how to Coordinators working in the French-speaking communities. prevent or manager an illness, or communities served and together Southern Health-Santé Sud information about how to stay with the seven CPEF sites located participated in all meetings of the healthy – this with a focus on in the Region. Tables in 2015-16 including: the Region’s francophone and bilingual population. • The region publishes a bilingual o A first meeting of theGroupe public newsletter twice/year and, de participation local en • Dès le début: The Fédération des as well, bilingual radio spots air matière de santé (French- parents du Manitoba sponsored a monthly on various radio stations speaking Local Health Coalition francophone de la petite across the region. Involvement Group) was held enfance du Manitoba project with very good participation whose goal is to improve the Active offer in action and discussion on ethics. active offer of French-language • In 2015-16, the FLS Unit services designed to contribute • Under the leadership of provincial coordinated 211 translation to healthy early childhood partner Santé en français requests (nearly 130,000 words) development in Manitoba’s (Manitoba), Southern Health- for Southern Health-Santé Sud Francophone community. Santé Sud participated actively on sites, programs and services. working groups and committees The project aims to develop, with a focus on: implement and evaluate a • “Active Offer ... à la mode” is an o Linguistic Values/Variables: strategy to ensure that Southern upbeat interactive workshop how to best measure client Health-Santé Sud identify developed to help participants to experience relative to FLS; Francophones during pregnancy better understand the concept of o Development of a provincial and at birth and actively offer Active Offer. Sessions were held Human Resources policy to them available French-language with a total of 123 employees ensure consistency in staffing programs and services, namely participating in 2015-16. designated bilingual positions those offered through the • In addition to providing an FLS or positions Centres de la petite enfance et component to the Regional o Orientation video/materials de la famille (CPEF). Findings of the initiative were presented in Orientation for all staff whereat • Always in progress, Mon fall 2015, followed by facilitated useful information regarding équipe santé is a primary care workshops held in region in Active Offer is shared, more network which puts the person early 2016. The workshops were

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 57

focused and in-depth orientation Committee meets regularly to consisting of pre-visit preparations, opportunities are provided to provide advice and guidance on completion of self-assessments incoming staff that have key matters pertaining to policies, (governance, leadership, service) responsibilities and require programs and practices involving followed by the visit itself with advanced understanding the use of French Language components of documentation review, regarding FLS. As well with Santé Services. The 2015-16 focus was leadership and governance group en français, an orientation video an extensive review of policies/ discussions and a tracer including is under development. procedures as well as the HR interviews with staff, physicians as Recruitment and Selection well as clients and/or families. In Strong FLS policy procedures – this to ensure addition to ‘testing the assessment consistent wording and approach tools’, Accreditation Canada was and administrative relevant to recruitment/hiring seeking to better understand the framework practices. region’s ability to ensure access to high-quality bilingual health care • Further to the extensive services across the continuum of care. designated exercise carried out Accreditation – in 2014, the focus in 2015-16 was Linguistic Standards It is noted that while pilot testing does not lead to an accreditation decision, an initiative to incorporate data In addition to being accredited in participating organizations receive on the region’s 600+ designated 2015, Southern Health-Santé Sud was a summary of their results based on bilingual positions into a selected and recently participated in the findings of the on-site survey. centralized QHR (payroll) system. a national pilot project with a focus The summary can be used as a guide The QHR database allows us to to assess the organization’s ability to monitor designated bilingual learning opportunities as part of the provide health services to linguistic positions and activity/status of cycle of ongoing quality improvement. minorities. The emphasis of the designated bilingual positions Accreditation Visit which took place Surveyor comments were very filled by bilingual incumbents. at the Hôpital Ste-Anne Hospital on validating, sharing that “FLS services The system also generates various March 23, 2016 was an evaluation in your region is A+ and awesome. I reports including profiles by framework around French Language would rate most of the standards met program/service and an overall Services. and extremely high. We would rate picture of designated bilingual your status as ‘exemplary’ ”. positions. The database has many The approach was similar to what is fields which provide support done during an Accreditation Visit, in managing recruitment and selection of designated bilingual Participants at positions, including status of the Accreditation French language training, etc. Visit on March 23, This designation/data entry 2016 were: (back) exercise has been a year-long Angèle Bernardin, project – a first in the province FLS Coordinator; and deemed best practice to Darlene Anderson, support hiring/monitoring efforts Regional Quality for designated bilingual positions. & Accreditation Coordinator; • Effective December 8, 2015, we Jo-Anne Marion, have signed the CUPE Letter of Director of Health Understanding regarding (LOU) Services - Ste-Anne re. French Language Services. & Area; Lorraine Grenier, Regional Director - Communications & FLS; Gilles • Comprised of staff from various Vinneau representingSociété en français; (front) Guy Lévesque, Board Chair; programs/services/sites across Alssa Bryan, Accreditation Product Development Specialist; and Isabelle Jarrin, the region, the Southern Accreditation Surveyor. Missing from photo: Claudette Lahaie, Executive Health-Santé Sud FLS Advisory Director - Communications & FLS.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 58 Strength in Transformation

Success in FLS • Again this year, Santé en français (Manitoba) presented “Héros en santé” promoting various professions in health care to high school students within recruitment and the region. Santé en français visited a total of five schools from the Division retention scolaire franco-manitobaine located within our area. • 2015-16 French Language • Southern Health-Santé Sud attended 37 career fairs (in-province) promoting Services Learning Opportunities: job opportunities within Southern Health-Santé Sud. Santé en français has o 52 employees took French financed the participation of Southern Health-Santé Sud for seven out- language services training of-province career fairs with a focus on bilingual recruitment of Nursing, (Français en milieu de santé) Allied Health and Medical staff where there is a high concentration of o An online course for levels French-speaking population. From these efforts, the region was successful Intermediate 3 & 4 has been in recruiting two individuals from Eastern Canada and have established developed and is now in the numerous contacts with future graduates. testing stages. Staff in an • Southern Health-Santé Sud attended the Université de St-Boniface advanced French language capacity will be able to Convocation ceremonies in June 2016 for all nursing grads in order to continue their learning maintain a close relationship with the students and to promote Southern through on online course they Health-Santé Sud as the employer of choice. will be able to access from home. Designated bilingual positions (as at May 2016) o Information on various • 609 designated bilingual positions activities and events taking place in the French community • 339 designated bilingual positions filled by bilingual incumbents is ongoingly sent to students • 237 designated bilingual positions not filled by bilingual incumbents registered in French language training courses. • 33 designated bilingual positions - vacant • Southern Health-Santé Sud partnered with various Challenges stakeholders such as: Santé en While our ultimate goal is to fill all designated bilingual positions with bilingual français, Université Saint-Boniface incumbents, the most significant challenges in regards to FLS continue to be: and the Consortium national de formation en santé-Volet • bilingual staffing shortages: evidence supports that the number of Université de Saint-Boniface, designated bilingual positions far exceeds our region’s capacity relative to Office of Rural & Northern Health bilingual high schools graduates; bilingual staff may not necessarily choose to in planning the Regional Bus fill a designated bilingual position th Tour for the 4 year nursing • geographic distances among the French-speaking population students from the Université de Saint-Boniface. This recruitment • recruitment to highly-specialized designated bilingual positions initiative took place in Fall 2015 • access to data on French-speaking populations, acknowledging that there and focused rural designated has been progress on these efforts in the past few years bilingual job opportunities within Southern Health-Santé • awareness/understanding of Active Offer by the public and the staff (ongoing Sud. The Fondation Santé Notre- turnover) Dame, Fondation du district de santé St. Claude Health District • assessing/evaluating client experience regarding FLS. Foundation, Fondation Hôpital As we acknowledge the major challenges in terms of the critical lack of bilingual St-Pierre-Jolys and, Fonds Hôpital human resources, the vision that emerges is one of collaborative efforts with the Ste-Anne Fund Inc. have also community. provided financial contributions towards this initiative. Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 59

TLC ‘en français’ for Beau

Not being able to communicate in “The staff heard me explaining to your own language is a challenge at Beau in French that ‘these ladies are the best of times but, when you are going to help you’ and, right away, in the middle of a crisis, it can be one of them said ‘I speak French too’. devastating. Michelle Hartin knows She immediately started explaining to this firsthand. him what she was doing and how she Michelle’s 22-month-old son, Beau was going to help him,” says Michelle. was critically ill when she and her “It was so nice of them to just start sister Nicole rushed him to the speaking to him in French. It was very Emergency Department at the reassuring.” Children’s Hospital in Winnipeg. Southern Health-Santé Sud is Beau, whose first and only language one of four designated bilingual is French, needed a battery of Regional Health Authorities in tests and was almost inconsolable Manitoba. Acknowledging that there when he was taken into the X-ray are designated areas with higher room without his mother, who was French-speaking population which pregnant at the time and couldn’t offer designated bilingual services, accompany him. Beau was having interpretation efforts are extended difficulty understanding not only his across the region in instances when Beau Hartin’s mom Michelle health status but it was clear that language is deemed a barrier. was grateful to have access to a he was having difficulty expressing himself and being understood. This Beau’s Aunt Nicole says the fact French-speaking staff member, who made him panic even more as his that the technicians could speak explained to Beau how she was going Aunt struggled to translate and French deescalated the situation, to help him in the language that he comfort him amidst the chaos as she making Beau’s health experience understood. processed her own emotions. more comfortable and trusting. As for Beau’s Mom Michelle, she The team managed to calm Beau remains grateful that staff went out when two more technicians arrived of their way, assisting her little fellow to draw blood and start his IV. As in French helped make a stressful Beau began to cry and struggle once situation a little easier. more, his mom Michelle tried to calm, prepare and comfort him.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 60 Strength in Transformation

Transformation on the ground ...

Planning Underway for the Bethesda Primary Care Centre in Steinbach Planning is currently underway and the tender has been awarded to construct a new primary care centre in Steinbach.

Steinbach Family Medical, Bethesda Foundation, and Bethesda Wellness Inc. worked collaboratively with Southern Health-Santé Sud and Manitoba Health, Seniors & Active Living in helping to move this project forward.

In addition to creating a centre of excellence, housing health care providers under one roof, this initiative will enhance primary care services to the community and will also support recruitment/retention initiatives, attracting various health care providers to Steinbach including physicians and other disciplines.

It will provide better space for the Family Medicine Teaching program at Steinbach Family Medical, which is the main source for physician recruitment. It is projected that the clinic space could accommodate 28-30 physicians, support staff, and other health providers.

This collaborative venture will result in a primary care facility that will house a number of health care services under one roof, including the Steinbach My Health Team, QuickCare Clinic, mental health services, physician services and more.

The Bethesda Primary Care Centre will be built on property north of Stonebridge Crossing near the Eastman Education Centre on Loewen Blvd. It will be 29,4772 feet in size and will cost approximately $12 million, including the street and infrastructure costs. The tender has been awarded to Three Way Builders in Steinbach and the construction completion is slated for late summer of 2017.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 61

New Tabor Home in Morden The construction for the new $38 million 100-unit replacement home in Morden began in May, 2015. Many of the internal walls have been framed and work continues with plumbing, electrical, roofing, drywall and contributions from many other trades. It is located on the east side of Morden, adjacent to PTH 3, and will replace the existing facility that was built in 1968 and expanded in 1984. The building will be over 77,0002 feet, more than twice the size of the current facility and will feature larger single-resident bedrooms with private washrooms and a variety of spaces for dining, recreation and large colours have been chosen, furniture and equipment lists gatherings. The hallways are designed to promote are being finalized and landscaping efforts will continue this walking, encourage social interaction and provide direct spring. access to protected outside spaces. Offering greater flexibility than the older Tabor Home with units adaptable The project completion date is slated for August, 2016. to various levels of care based on changing community Once construction is complete, the focus in a few months needs, the facility will also include a unit to provide care to follow will be to prepare the building for the new for seniors with complex needs, such as severe dementia occupants. Tabor Home’s new address will be 450 Loren or behavioural management issues. Finishing and paint Drive in Morden.

New Health Centre in Notre Dame de Lourdes The construction for the $20.8 million Health Centre in Notre Dame de Lourdes began in April, 2015 and the building is taking shape as work continues concurrently on the exterior and the interior of the building. Various trades are busy working to meet the target completion date of the fall 2016. Plans are also underway to anticipate transitioning support services from the Foyer to the new centre.

The new 10-bed health centre is located adjacent to the Centre de santé - Foyer Notre Dame, and the Centre Albert-Galliot Wellness and Primary Care Centre, forming a health and wellness campus with integrated hospital and community -health services in a one-stop shop.

It will ensure families in the area have access to bilingual Notre Dame. The health centre also partners with Hôpital emergency and urgent care services, in-patient care Ste-Anne Hospital and Hôpital St-Boniface Hospital to diagnostic services (imaging and laboratory) and out- provide bilingual education for medical students from the patient services. In addition, the new health centre’s University of Manitoba, University of Sherbrooke and the kitchen will serve the adjacent personal care home. The University of Ottawa. new health centre will enhance recruitment and retention efforts for health providers considering a career choice in

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 62 Strength in Transformation

Rock Lake Health District alternative care unit A ribbon cutting ceremony with almost 90 participants was held on August 10, 2015 at the newly constructed Alternative Care Unit. This project completes the addition of common living space for use by 12 existing personal care home resident beds at the Prairie View Lodge in Pilot Mound. The addition was designed to provide a quiet, low stimulus, homelike environment for residents with dementia. The new care unit also consists of a lounge, kitchen and dining (lt.-rt.): Alison Fijala, Resident Care Coordinator - Rock Lake Personal Care area, nursing conference area, a Home; Ginger Collins, CEO - Rock Lake Health District & Prairie View Lodge; whirlpool, shower bath area and Pat Cesmystruk, Alternative Care Unit Committee & Prairie View Lodge Board a fully-fenced outdoor courtyard. Member; Bernadette Preun, Assistant Deputy Minister - Manitoba Health, The $800,000 community project Seniors & Active Living; Kathy McPhail, CEO - Southern Health-Santé Sud; Lorna was made possible with support Goertzen, Health Care Aide - Prairie View Lodge & Committee Member; Tara from local foundations, multiple Holland, Recreation Coordinator & Committee Member - Prairie View Lodge; individual and corporate donations, Elizabeth Brenner, Board Chair - Prairie View Lodge; Brad Cudmore, Project as well as several grants. Both the Manager; Delma Eastley, Vice-Chair - Rock Lake Health District Board. (Photo Prairie View Lodge and the Rock Lake credit: Katie McInnes) Health District Board Members and staff are humbled by the support from the community and treasured foundations.

We truly know that providing the appropriate care, in the appropriate environment, will increase the quality of life for all who live in or work at our facilities. Bethesda Regional Health Centre The construction phase for the universally accessible main entrance project at the Bethesda Regional Health Centre began in late March, 2016. As shared at an Open House held in September, 2015 to view the proposed plans, it builds on the recent modifications made to the existing ramp to further improve access to the health centre. When completed, direct ground level access to the site at both the emergency department and the main entrances of the Bethesda Regional Health Centre will be in place. This will provide ease of patient and visitor movement into and throughout the building. This new design will improve patient, staff and visitor flow and will allow for easier access to the health centre.

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 63

Challenges and Success Factors

While the future shows great promise for our region it will also make great demands. With today’s global connectivity and fast-changing world, we see new and complex emerging issues continually arising in health care. Yet during this transformative time many of the more familiar challenges remain. Those recurring challenges include:

Changing Aging individuals will increasingly a result, all Southern Health–Santé demand opportunities, services, Sud programs and services are demographics supports and environments to experiencing significant and steady With a 20% increase in population accommodate their health needs. As volume increases. Although we have in the last decade, Southern Health- population continues to grow, this one of the healthiest populations Santé Sud is the fastest-growing means the crude rate of people living in the province, disparities exist in health region in Manitoba and is with chronic diseases is also expected different geographical areas and expected to continue having the to increase. Even though prevalence across different population groups. highest growth rate in the province. rates have not changed over time, Indigenous residents have a higher In 2024, it is anticipated that the the diseases have impacted more rate of chronic disease such as size of the population will have people as population aging gathers diabetes, and a large majority live in again increased by 20% to 230,000. momentum. the least healthy districts. Addressing the health and health needs of this Population growth in the region has Southern Health-Santé Sud will affected wait times across many population group is of particular continue to evaluate the impact on importance. Diversity and health community programs and services systems and the delivery of care such as mental health, rehabilitation equity will become a core competency striving to meet the growing demands for Southern Health-Santé Sud. services, surgeries, awaiting including personal care home bed placement for personal care home. equivalents. Although it is noted that the region is Sustainability growing across all age groups, more people will have longer lifespans. The Diversity and disparity We expect continued cost pressures. While Southern Health-Santé Sud population is aging with the baby While 12% of the population identifies has ongoingly demonstrated strong boomer generation (born between themselves as being of Indigenous fiscal performance and continued 1946-1964), and the region’s senior descent, recent immigrants represent accountability in its financial population has already increased by almost 13% of our population. Our management practices, it is of over 40% in the past decade. Although region has 56% of German-speaking paramount importance that we find seniors are living longer healthier population for Manitoba (Census new ways to excel. We are an efficient lives, the majority have at least one 2011). 70% of rural French-speaking and effective organization having chronic disease. With more programs Manitobans live in the region, and experienced balanced budgets for and housing options available, seniors over 40 different languages are the past decade however emerging are able to stay in their homes and spoken. Immigration enriches the new costs rapidly arise from medical, communities longer however the ethnic and cultural diversity of the technological and pharmaceutical pressure on long term care services is region, but also brings complex advances. Sustainability is a key focus. intensifying. and often unpredictable needs. As

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 64 Strength in Transformation

With limited scope for short-term Critical success factors primary health services around client reductions, we must take care in needs. maintaining our core infrastructure so Transforming the patient fundamental programs remain viable experience Southern Health-Santé Sud and available. Yet we must also make continues its commitment to strategic investments to fulfill our Improving the patient experience explore and discuss health issues responsibilities in the community. remains the priority of Southern and engage the community with a Health-Santé Sud. We are developing variety of stakeholder engagement other ways - such as Patient opportunities and to focus on quality Workforce limitations Experience Local Health Involvement of service. A rapidly aging workforce, a greater Groups and patient surveys - to reach need for both highly-specialized out to patients and families to explore Transformational leadership and primary care skills in the health and understand their experience in health care. We are committed to Based on the concept of responsibility industry and increasing regulatory and accountability at all levels in demands on professional practices working in partnership with them to inform our decision-making practices the organization, Southern Health- foretells continued significant Santé Sud continues to advance recruitment and retention challenges concerning matters that impact on their experience. focused efforts in transcending for the future. Severe shortages in all the principles of a positive culture disciplines have created persistent and It will be of great consequence to focused on people-centredness and to ongoing human resource challenges create clear and simple processes accordingly promote the expectation across the Region. As demonstrated in for patients to communicate their of high performance and quality the annual report, Southern Health- experience, and increase awareness throughout the organization. Santé Sud is making recruitment and about patient safety issues. retention a priority with innovative At every leadership level in Southern award-winning programs as well as Transformative engagement Health-Santé Sud, building a positive building a culture and environment and partnerships organizational culture focused on where people can excel and want to people-centredness is on the forefront stay. While we steer through these of team discussions. We are making challenges, we also see many intentional efforts to promote Expectations opportunities. As we work to build “culture conversations” throughout a more balanced, sustainable the organization. Staff has also been Better informed than ever before, health system, we partner with our actively engaged at every opportunity people are becoming more involved in stakeholders to ensure they have an to define and co-create culture in their health care and having changing opportunity to identify their health various ways. expectations. Navigating the health needs and are involved in determining care system can be a complex and how we will work together to meet While the Patient Experience difficult process resulting in delays realistic expectations. Their input Group gave input into and validated receiving care. and collaboration is important for Southern Health-Santé Sud’s Strategic supporting the changes needed in our Health Plan, staff also participated in system and we recognize the need designing the plan. They were then for strong, ongoing dialogue with involved in many different ways to stakeholders. understand the role that everyone has in achieving our strategic directions. An important concern among Leaders throughout the organization residents is access to a family doctor are challenged to make individual or other primary health provider. commitments about what they will do There is strong support among to achieve the strategic directions laid all stakeholder groups for moving out in the plan. forward on new and innovative models that integrate the range of

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 65

Letter of Transmittal

September, 2016

Honourable Kelvin Goertzen Minister of Health, Seniors and Active Living

Dear Minister:

On behalf of the Board of Directors of the Southern Health-Santé Sud, we respectfully submit our 2015-2016 Annual Report.

The document was prepared under the Board of Directors’ direction and in accordance with the Regional Health Authority Act and directions provided by the Minister of Health, Seniors and Active Living. In compliance with appropriate legislative authority and government requirements, all material, economic and fiscal implications known as of September 30, 2016 have been considered in preparing this Annual Report. The Board of Directors has approved this report.

Sincerely,

Guy Lévesque Board Chair Southern Health-Santé Sud

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 66 Strength in Transformation

Auditor’s Report

Deloitte LLP 360 Main Street Suite 2300 Winnipeg MB R3C 3Z3 Canada

Tel: (204) 944-3637 Fax: (204) 947-9390 www.deloitte.ca

Report of the Independent Auditor on the Condensed Financial Statements

To the Board of Directors of Southern Health-Santé Sud

The accompanying condensed financial statements, which comprise the non-consolidated statement of financial position as at March 31, 2016 and the non-consolidated statement of operations for the year then ended, are derived from the audited non-consolidated financial statements of Southern Health-Santé Sud for the year ended March 31, 2016. We expressed an unmodified audit opinion on those financial statements in our report dated June 29, 2016. Those financial statements, and the condensed financial statements, do not reflect the effects of events that occurred subsequent to the date of our report on those financial statements.

The condensed financial statements do not contain all the statements and disclosures required by Canadian public sector accounting standards. Reading the condensed financial statements, therefore, is not a substitute for reading the audited non-consolidated financial statements of Southern Health-Santé Sud.

Management’s Responsibility for the Condensed Financial Statements Management is responsible for the preparation of a summary of the audited financial statements in accordance with Note 1.

Auditor’s Responsibility Our responsibility is to express an opinion on the condensed financial statements based on our procedures, which were conducted in accordance with Canadian Audit Standard 810, Engagements to Report on Summary Financial Statements.

Opinion In our opinion, the condensed financial statements derived from the audited non-consolidated financial statements of Southern Health-Santé Sud for the year ended March 31, 2016 are a fair summary of the financial statements, in accordance with Note 1.

Chartered Accountants

June 29, 2016 Winnipeg, Manitoba

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 67 Audited Condensed Financial Statements Non-Consolidated Statement of Financial Position

March 31, 2016 March 31, 2015

ASSETS CURRENT Cash and short term investments $ 33,423,438 $ 32,342,029 Accounts receivable, net 8,646,141 3,976,103 Accounts receivable - Manitoba Health, Senior & Active Living (MHSAL) 11,780,120 13,606,759 Accounts receivable - Foundations 391,975 558,787 Inventories 1,340,364 1,399,173 Prepaid expenses 830,881 2,622,373 Due from MHSAL - vacation entitlements 8,839,967 8,839,967 $ 65,252,886 $ 63,345,191 NON-CURRENT Capital Assets 177,465,500 153,694,108 $ 254,181,538 $ 228,502,451 LIABILITIES, DEFERRED CONTRIBUTIONS AND NET ASSETS CURRENT Accounts payable and accrued liabilities 21,291,120 19,844,855 Accounts payable - Diagnostic Services Manitoba (DSM) 85,378 473,979 Accounts payable - contract sites 487,849 64,393 Accrued vacation benefit entitlements 18,124,238 16,960,045 Current portion of long term debt 221,795 213,785 $ 40,210,380 $ 37,557,057 NON-CURRENT Accrued retirement benefit entitlements 19,350,000 18,656,000 Due to contract sites - retirement entitlements 2,972,998 2,901,000 Due to DSM - benefit entitlements 1,447,231 1,385,910 Accrued sick leave benefit entitlements 6,863,303 6,539,353 Long term debt 614,650 845,075 $ 31,248,182 $ 30,327,338 DEFERRED CONTRIBUTIONS Expenses of future periods 9,942,311 11,732,185 Capital assets 169,042,727 145,447,208 $ 178,985,038 $ 157,179,393

NET ASSETS Invested in capital assets 7,586,328 7,188,040 Internally restricted 1,647,270 1,633,301 Unrestricted (5,495,660) (5,382,678) 3,737,938 3,438,663 $ 254,181,538 $ 228,502,451

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 68 Strength in Transformation Audited Condensed Financial Statements Non-Consolidated Statement of Operations

March 31, 2016 March 31, 2015

REVENUE Manitoba Health, Seniors & Active Living (MHSAL) $ 338,612,670 $ 324,726,789 Other Province of Manitoba 1,348,234 1,370,198 Government of Canada 625,446 600,242 Non-global patient and resident income 13,152,370 12,910,918 Other income 10,763,819 8,968,913 Amortization of deferred contributions - expenses of future periods 5,659,378 4,164,269 Amortization of deferred contributions - capital assets 7,680,582 7,308,480 Interest and donations 826,551 947,399 Ancillary operations 2,474,741 2,351,429 $ 381,143,791 $ 363,348,636 EXPENSES Acute care services 113,589,450 109,195,279 Long term care services 50,544,658 48,807,969 Medical remuneration 29,385,245 27,319,377 Community-based therapy services 6,083,701 5,738,055 Community-based mental health services 8,796,435 9,073,145 Community-based home care services 42,615,013 38,417,641 Community-based health services 18,181,605 17,256,972 Emergency medical services 15,745,945 14,552,965 Diagnostic services 18,019,991 17,329,985 Regional Health Authority undistributed 22,048,638 21,320,455 Contract sites 42,865,980 41,589,491 Interest on long term debt 306,814 424,022 Pre-retirement leave 2,087,894 2,857,375 Sick leave 323,950 (249,067) Amortization of capital assets 7,969,823 7,570,073 Major repairs 79,362 95,713 Ancillary operations 2,150,799 2,036,271 380,795,307 363,335,721

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENSES $ 348,484 $ 12,915

Note 1 Management is responsible for the preparation of the financial statements. The statements presented include only the non-consolidated statement of operations and the non-consolidated statement of financial position. They do not include the non-consolidated statement of changes in net assets, the non-consolidated statement of cash flows, and the notes to the non-consolidated financial statements.

In compliance with The Public Sector Compensation Disclosure Act of Manitoba, interested parties may obtain copies of the Southern Health-Santé Sud public sector compensation disclosure (which has been prepared for the purpose and certified by its auditor to be prepared in accordance with the respective Act) and contains the amount of compensation it pays or provides in the corresponding calendar year for each of its officers and employees whose compensation is $50,000 or more.

A complete set of financial statements and the auditor’s report are available by contacting: Chief Executive Officer, Southern Health-Santé Sud, 180 Centennaire Dr, Southport MB R0H 1N1or Toll free: 1-800-742-6509 or online through our website at: http://www.southernhealth.ca/publications.php?cat=1

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 69

Numbers at a Glance 2015-16 2014-15 2015-16 2014-15

Outpatient Visits 122,262 118,681 Acute Care Beds 490 490

Inpatient & Day Long Term Care Beds Surgeries 10,525 10,537 1,189 1,189 EMS Primary Cataract Surgeries 246 207 Transport 10,770 10,246 EMS Inter-Facility Hip Replacements 182 237 Transfer 7,040 6,558 Knee Replacements 216 208 Meal Days 676,173 628,522

Newborn Admissions 1,862 1,820 Kilograms of Laundry 2,694,738 2,446,920

Inpatient Discharges 10,056 10,870

Workforce Demographics Southern Health-Santé Sud

June, 2016 There are approximately 1,228 employees employed by Affiliate Health Corporations Employees 1,228 and a Community Owned (employed by Affiliate Health Not for Profit site in Southern 42.4% Corporations/Community Facility Owned Not for Profit) Health-Santé Sud region. 26.1% Affiliate Health Corporations: Nursing • Eden Mental Health Centre • Menno Home for the Aged Home Care/ 18.2% • Prairie View Lodge Community • Rest Haven Nursing Home Services • Rock Lake Health District Hospital 12.7% Professional • Rock Lake Health District Personal Care Home Technical • Salem Home Inc. 0.5% • Tabor Home Inc. Other (Non Union/ • Villa Youville Inc. Management/Salaried Physicians) Community Owned Not for Profit: • Heritage Life Personal Care Home

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 70 Strength in Transformation

Administrative Cost Reporting We take pride in managing what is entrusted to us and make great effort to apply available resources in the most effective and efficient manner possible.

The administrative cost percentage indicator (administrative costs as a percentage of total operating costs) adheres to Canadian Institute for Health Information (CIHI) definitions. Administrative costs and percentages for Southern Health-Santé Sud (including hospitals, non-proprietary personal care homes and community health agencies).

The CIHI defines a standard set of guidelines for the classification and coding of financial and statistical information for use by all Canadian health service organizations. Southern Health-Santé Sud adheres to these coding guidelines.

% of Total Operating Expense At the request of the Manitoba Type of Administrative Cost Health, Seniors and Active Living, the 2015-16 2014-15 presentation of administrative costs Patient Care-related 0.2% 0.3% has been modified to include new Human Resources & categorizations in order to increase 1.1% 1.0% transparency in financial reporting. Recruitment These categories and their inclusions Corporate Operations 3.5% 3.6% are as follows: Total Administrative Cost 4.8% 4.9%

The administrative Patient care-related functions: Corporate Operations: general infection control, patient relations, administration (executive offices, costs as a percentage quality assurance, accreditation, board of directors, medical directors, cancer standards and guidelines and administrator of acute, long of total operating bed utilization management. term and community care, public costs adhere to CIHI relations, planning and development, Recruitment and Human Resources- community health assessment, definitions: related functions: recruitment and risk management, internal audit), retention,labour relations, personnel finance (general accounting, accounts records, employee benefits, payroll, receivable, accounts payable and health and assistance programs and budget control) and communications occupational health and safety. (telecommunications, visitor information and mail service).

Together leading the way for a healthier tomorrow. Southern Health-Santé Sud Annual Report 2015-16 Strength in Transformation 71

Public Interest Disclosure Reporting

SOUTHERN HEALTH-SANTÉ SUD Whistleblower Protection Whistleblower Reporting Public Interest Disclosure - Bill 34 - The Public Interest Disclosure 180 Centennaire Dr │ Southport MB R0H 1N1 - Bill 34 (Whistleblower Protection Act) gives employees and T 1-204-428-2720 others a clear process for disclosing concerns about significant and serious wrongdoing in the Manitoba public service, and provides protection from reprisal. The act (Bill 34) is not intended to deal Reporting Period with routine operational or human resource matters. Employees April 2015-March 2016 who have concerns about such matters should follow existing Disclosures received (Subsection 18(2a) procedures to deal with these issues. The law applies to employees 0 and officers at all levels of provincial departments, Offices of the Investigations commenced (Subsection 0 Legislative Assembly and government bodies including Regional 18(2b) Health Authorities. Finding of wrongdoing/recommendations/ As per subsection 18 of the Act, and in terms of reporting corrective actions taken (Subsection 0 procedures, the following is the Whistleblower Protection Report. 19(2b)

Southern Health-Santé Sud continues to meet its responsibility SOUTHERN HEALTH-SANTÉ SUD to provide information to members of the public. This includes Regional Officer - Privacy & Access maintaining an open and transparent flow of information between Box 470, 94 Principale St │ La Broquerie MB R0A 0W0 the Region and the public while considering all aspects of privacy T 1-204-424-2320 and confidentiality of patients, clients and residents. Accountability Provisions Freedom of Information & Protection of Privacy Act Recent amendments to The Regional Health Authorities (FIPPA) Act include provisions related to improved accountability and transparency and to improved fiscal responsibility and community involvement. Amendments include: As per Sections 22 and 51: REQUESTS 2015 2014 2013 2012 Employment contracts have been established for the CEO Total requests received 78 92 50 51 and all Senior Leaders of the organization. These contracts # of requests granted full or contain all terms and conditions of employment as set out 73 90 47 48 partial access by the Minister. As per Section 23 (2c): % of requests granted 94% 98% 94% 94% Southern Health-Santé Sud’s Strategic Health Plan 2016-21 was completed in June 2015 and is posted on the website. As per Sections 23.1 and 54: As part of ongoing monitoring requirements from TYPE OF REQUEST 2015 2014 2013 2012 Accreditation Canada, Southern Health-Santé Sud will Media 3 3 3 3 be submitting a status update on high priority items requiring follow-up by the end of August-2016 to maintain Political Parties 70 84 43 44 an accredited status. Other 5 5 4 4 As per Sections 51.4 and 51.5: Source: Regional Officer - Privacy & Access The Board of Directors of Southern Health-Santé Sud has a policy regarding the Chief Executive Officer job profile. There were no senior officers that were hired within one year of termination of employment.

Together leading the way for a healthier tomorrow. Contact Us

Regional Office – La Broquerie Box 470, 94 Principale St | La Broquerie MB R0A 0W0 T 204-424-5880 | F 204-424-5888

Regional Office – Morden 3 30 Stephen St | Morden MB R6M 2G3 T 204-822-2650 | F 204-822-2649

Regional Office – Notre Dame Box 190, 40 Rogers St | Notre Dame de Lourdes MB R0G 1M0 T 204-248-7250 | F 204-248-7255

Regional Office – Southport 180 Centennaire Dr | Southport MB R0H 1N1 T 204-428-2720 | F 204-428-2779

Careers – Human Resources Box 470, 94 Principale St | La Broquerie MB R0A 0W0 T 204-424-6045/204-428-2735

Careers – Physician Recruitment Box 190, 40 Rogers St | Notre Dame de Lourdes MB R0G 1M0 T 204-248-2759 [email protected]

Media Enquiries Box 470, 94 Principale St | La Broquerie MB R0A 0W0 T 204-424-2329 [email protected]

For more information on our health services, visit: southernhealth.ca

or email: [email protected]

or Toll Free: 1-800-742-6509 Together leading the way for a healthier tomorrow.