report to the community [ 2017-2018 ] with you, for you La version francophone du rapport annuel à la communauté est disponible au rapportannuel.hopitalmontfort.com.

© 2018, Hôpital Montfort – Direction des communications TABLE OF CONTENT

MESSAGE FROM THE LEADERSHIP TEAM 4

TESTIMONIALS 6

Rethink Emergency 6

Restore Calm 10

Train the Future 13

Connect Care 16

THE YEAR AT A GLANCE 19

Improving the clinical sectors 19

Promoting training and research 21

Seeking administrative efficiency 22

Promoting a healthy workplace 24

INSTITUT DU SAVOIR MONTFORT 26

FOUNDATION 27

VOLUNTEERS 28

GOVERNANCE 30

MEDICAL ORGANIZATION 30

SUMMARY OF FINANCIAL STATEMENTS 31 MESSAGE FROM THE LEADERSHIP TEAM

This edition of the Annual Report to the Community We are extremely proud of this recognition, especially is inspired by our vision, which is to “become your since the main objective of the accreditation process hospital of reference for outstanding services, is to ensure outstanding healthcare for our patients. designed with you and for you.” This year, we are celebrating the fifth anniversary In four stories, we will describe how the Montfort of our designation as an academic hospital. Since team puts Strategy 21 into practice each and every then, the Institut du Savoir Montfort has reached great day, be it in Emergency, the Mental Health Program, heights; a culture of knowledge is growing among Intensive Care or elsewhere in the hospital, including our members, and the hospital joined the ranks of in fulfilling our mandate as an academic teaching the top 40 major research hospitals in Canada. We hospital. We will also take a brief look at the Montfort put the final touches on an agreement that allows team’s innovations, improvements and successes physicians to devote more time to training the next over the past year. generation in medicine and to conduct research in French at Montfort. We are overjoyed by the strides Lastly, our invaluable partners will present their we have made, but we still want to push farther achievements: the Institut du Savoir Montfort, ahead, working alongside the government to achieve our knowledge institute, the Montfort Hospital our mandate. Foundation and the Association des bénévoles de l’Hôpital Montfort. There were many clinical improvements this year, such as setting up a new CT scanner with a A wonderful year for the Montfort team specialized cardiac module and the provision of telehealth services to Francophone communities 2017–18 has been an action-packed year, as you will across Ontario. We must also highlight the opening discover as you read these pages. of temporary beds in the Mental Health Program. Indeed, in December 2017, we were able to welcome Our teams pulled out all the stops in preparing us a dozen additional mental health patients at Montfort, for Accreditation Canada’s visit. The accreditation bringing a crucial respite in an area where waiting process involves continuous improvement, which lists are very long. Opening the new temporary beds, culminates in a peer evaluation by people working with only a few weeks’ notice, required incredible in Canada’s healthcare institutions. Four surveyors mobilization and extraordinary mutual support from Accreditation Canada conducted a survey among the hospital’s many sectors. of Montfort between April 15 and 20, 2018. They noted a compliance rate of 99.2% for the criteria We also retained our title as one of the best recommended by the organization and of 100% for employers in the National Capital Region. required organizational practices, which earned us The expansion of our recognition program, the our second “Accreditation with Exemplary Standing.” re‑launching of our Health and Wellness program and the introduction of our first Code of Conduct no doubt helped us maintain our place among this select group for the third year.

4 But life would be dull without challenges. Once again But before we leave you, we would like to thank the this year, like many other hospitals in Ontario, we members of the Montfort team: staff members, faced financial pressure. Every year it becomes more physicians, midwives and other healthcare complex to maintain a balanced budget, but we are professionals; interns, students and residents; pleased that we managed to do so—with compassion volunteers and patient partners; the 100 members and respect, and without having had to resort to of our association, including the members who sit tough measures. on various committees and the Board of Trustees. On behalf of our patients and their loved ones, we These are only a few of the many success stories want to thank each and every one of you for your from the past year. Read on to find out more about outstanding work and dedication, day in and day out. Montfort’s innovations.

Suzanne Clément Dr. Bernard Leduc

Chair of the Board of Trustees President and Chief Executive Officer of Hôpital Montfort of Hôpital Montfort

5 TESTIMONIALS

RETHINK EMERGENCY

I am writing in regards to a visit my wife and I had at your emergency ward. As everyone else that was there that day, we did not want to be there. We came in to the emergency because my wife was showing signs of what could have been a stroke – and she is only 46. The triage was quick and efficient. And from that point on, your staff worked in such a way that we felt as though we were the only ones at the hospital. Everyone demonstrated great professionalism – taking the time to explain what was happening and why, all the while being warm and compassionate to my wife and I.

6 While my wife was being prepped for a possible move, an ambulance delivered a 73‑year old in cardiac arrest to the next bed. It was amazing to see the Montfort staff at work. Your staff went from compassionate nurses and doctors to the most well‑oiled machine I have seen. No panic, no stress, just a high speed efficient ballet of life-savers. They spent the next 30 minutes reviving this apparently homeless senior, having to restart several times as he would go into cardiac arrest more than once after being revived. The dedication to their job was a reflection of great compassion – one that they are apparently able to lock up when they need to focus and save a life – and then turn back on when they came to check on my wife after reviving the other patient. Amazing. Satisfied that the scan did not show a problem, the neurologist discharged my wife and then followed up by arranging an MRI a few days later, taking charge to book the MRI instead of letting the responsibility fall on us in our personal panic. We can say without hesitation that we could not have been in better hands than at the Montfort. Please pass on our deepest gratitude to the team that worked the ER that Friday morning. Outstanding professionals each and everyone of them. ‑ Eric, Ottawa

It goes without saying that people who end up in Emergency would rather not be there.

With this in mind, over the last year the team at Every day, Emergency Manager Marie Parish and Montfort’s Emergency has put a lot of effort into Care Facilitator Jannick Langlais take the time to sit improving patient experience. The team’s actions with at least 10 Emergency patients or their loved were guided by best practices, but also by the ones. “People are surprised that we’re asking for suggestions of patient-partners and comments made their immediate feedback, but this is what allows during patient, employee and physician rounds. me to better manage complaints and often bring an immediate solution,” explains Marie.

7 By adjusting schedules to better manage peak In many cases, patients’ physical pain is accompanied periods; by extending to midnight the presence of by mental health problems. We must adjust our care a nurse practitioner in the green zone to look after and services to meet their needs. less urgent cases; by installing a new CT scanner in Emergency; and by refining all of the stages in the A lot of work has been done for patients who come process, the waiting time before initial assessment into Emergency with a mental health problem. Peer by a physician or nurse practitioner has been reduced support workers affiliated with the Mental Health an average of two hours in the last 18 months and Program come to Emergency to sit and talk with our patients have spent 30 minutes less time in patients. Opening new temporary beds in mental Emergency. health has also helped enormously in reducing Emergency overcrowding.

“That’s 30 minutes less in parking “The Emergency Department fees, 30 minutes less in childcare is not the best place for expenses, and, above all, 30 minutes a mental health patient.” less time worrying about the prognosis.” Annie Boisvert, Clinical Director of the Mental Health Program, Montfort Sophie Parisien, Clinical Director for the Emergency, Montfort Montfort’s Emergency is also working more closely with paramedics and other hospitals in the region. These improvements in efficiency translated into our For example, paramedics came to train nurses busiest year in the Emergency. and volunteers so that they could go help patients • Ranked 21th for performance in Ontario, a elsewhere on the hospital grounds, if patients are 32% increase compared to the previous year unable to get around on their own. And in January • 3 000 more patients than last year, 2018, Montfort was the first hospital to participate in representing a 5% increase a regional dashboard project with paramedics. • Patients satisfaction rates have increased by 6%

The number of patients who leave the Emergency “You can see your transfer time before being seen by a physician has decreased, in real time in all emergency which partly explains the increased number of rooms in the city.” visitors. Dr. Shaun Visser, Chief of the The team has also changed its process in order to Emergency Department, Montfort improve pain management as soon as the patient arrives. Nurses now have the authority needed to offer certain medications to people who need To reduce waiting time, access to a hospital bed is them. Once again, the comments of a patient essential if a patient needs to be hospitalized. in Emergency—himself a physician in another On this issue, Sophie praises the multidisciplinary hospital—inspired this improvement. team managing patient flow, which has put a lot of The profile of those who come to Montfort’s effort into standardizing the transfer and discharge Emergency has also changed. process throughout the hospital, including evenings and weekends. “There has been a real change in the • In the last year, the number of patients with culture to ensure that an empty bed doesn’t stay that opioid intoxication has increased by 70% way,” explains Sophie. • 30% of patients in Emergency have several chronic diseases (multimorbidity) With the signing of the Alternate Funding Plan, we • Some patients have to manage up to have been able look toward the future and develop 12 diseases new initiatives worthy of an academic teaching hospital. Consequently, each day one physician can now devote one shift to training new emergency 8 physicians and nurses; while research projects are also starting to bear fruit.

All of these person-centred improvements in Emergency have been implemented “with and for you.”

The work carried out by Sophie, Marie, Dr. Visser and the entire family at Emergency has enabled us to establish the foundations we need to “become a recognized Clinical Centre of Excellence in multimorbidity,” one of our major strategic orientations.

9 RESTORE CALM

As a nurse, I’ve often noticed the importance of sleep in my patients’ recovery. When I realized that it was a problem, that our patients were having difficulty getting rest due to the noise and disturbances, I knew that I wanted to find a solution. That’s why I got involved in this project. I soon realized that we had to be bold and do things differently. Funnily, we had to work with technology to be able to restore the basis of patient care: sleep. It’s not always easy to talk more quietly, to make less noise, in addition to all the equipment that is constantly going off, but the Intensive Care team was open to change and embarked on this adventure to improve the care we offer our patients.

10 Looking back, I’m certainly proud of the work we accomplished and I see the benefits for our patients, but I’m also aware that I personally gained from this project since it was a learning experience that allowed me to grow as a healthcare professional. ‑ Rico Audet, Clinical Informatics Specialist, Montfort

An essential element of recovery is rest.

But trying to sleep when a heart monitor is beeping, “It was a very noisy environment. while material is being delivered in front of your My neighbour’s machine was room, doors are constantly opening and closing, or constantly beeping… I couldn’t get there is a shift change… Not an easy feat! any rest.” This is precisely the problem identified by the Patient complaint Intensive Care team who worked to find solutions to reduce noise and allow our patients to get more rest. Rico Audet, a clinical informatics specialist, was Over the last few months, the team had received an on loan from his position to lead the project. increased number of complaints from patients about Consultations were held with members of the unit’s noise and interrupted sleep. staff and a patient partner. Rico made a surprising Noises of over 105 decibels were heard discovery.

• between 20 and 30 times per hour • with a peak of 70 times around 11 a.m. • and dozens of times in the middle of the Staff members were the leading night source of noise!

Too much noise and a lack of sleep hinder recovery, and can lead to complications and longer hospital The team realized that they had to address stays. work habits and culture. An improvement plan was developed. Rico and the team started by creating customized training and, to date, all nurses in Intensive Care, along with certain other professionals, have received it. The training is now a component in the orientation of any future nurses on the unit.

11 • 100% of Intensive Care nurses have For this improvement project, Rico received funding completed the training from the Advanced Clinical Practice Fellowship of the Registered Nurses’ Association of Ontario. This The team changed the default parameters on the program provides nurses, like Rico, the opportunity heart monitors to reduce needless alarms, which to have a focused self-directed learning experience to brought down a lot of the noise in the patients’ develop clinical, leadership or best practice guideline immediate environment. At Rico’s suggestion, a implementation knowledge and skills. SoundEar III decibel metre, a device that warns people when they are making too much noise, was installed. The device produces reports on trends, which makes it possible to determine when noise is “Without this learning opportunity, at its worst and to remedy the situation. the project probably would never have seen the day.” Rico Audet, Clinical Informatics “I think that this initiative will help Specialist, Montfort us give better patient-centred care. We’re already seeing a difference, even during the day.” Rico took advantage to develop his project within the framework of the Lean Green Belt training. This Isabel Smith, Registered Nurse in enabled him to use the tools from this methodology Intensive Care, Montfort to attain the objectives. Rico’s project also won him the 2018 Sirius Award for innovation during Montfort’s Gala du mérite. Officially in effect since December 18, 2017, these measures have been well received. “People seem to Rico’s project is part of Montfort’s Strategy 2021 be more aware of their actions and the sources of to achieve the attributes of an academic teaching noise.” hospital, while achieving the goal that “people benefit from activities supporting the development of a The project will be replicated in other sectors of the culture of knowledge.” hospital since the Montfort Hospital Foundation has purchased ten new decibel metres which will soon be installed in various units.

12 TRAIN THE FUTURE

My name is Jamie Ghossein. I’m only 21 years old, but I’ve already gained a lot of experience at Montfort: I was a student in the FOCUS co-op program, a volunteer, an assistant and a clerk… and now I’m studying medicine in the Francophone program at the University of Ottawa. It all started when I was in high school at Franco-Cité. I was a student in healthcare and medical technologies in the FOCUS program. In the FOCUS program, I had the opportunity to take part in a co-op placement for a few months with Lyne Gratton, a personal support worker in the patient care unit on 6C. That’s when I realized that healthcare was my vocation.

13 I liked my co-op placement so much that I asked if the volunteer services could make an exception and let me become a volunteer even though I was only 16 at the time. During my university studies in biomedical sciences, I worked part time as an assistant in nutrition. Then, while I was in my second year of university, I got a job as a floor clerk on 6C—the same team I had worked with during my co-op internship. After two years working as a volunteer, I was asked to train new volunteers in Emergency. Many students interested in healthcare, like me, do volunteer work so that they can gain experience and be exposed to the milieu as well as to patients and healthcare workers. The team spirit and the mutual support at Montfort are truly unique. It’s like a family here, and that’s what attracted me the most. Also, I went to school in French, but both my parents are Anglophone. Studying, working and volunteering at Montfort allowed me to continue to use my French and to keep the Franco-Ontarian in me alive. In each of my roles at the hospital, I realized just how important each player is in ensuring excellent patient care. I hope I’ll be able to do my internships at Montfort when the time comes. ‑ Jamie Ghossein, Ottawa

Thanks to the support of Montfort’s knowledge institute, the Institut du Savoir Montfort (ISM), Montfort welcomes close to 2 000 students each year, young people like Jamie, from high school, college, CEGEP and university

14 Since 2014, Montfort, the Conseil des écoles to pursue a career in healthcare, not to mention an catholiques du Centre-Est (CECCE) and the Consortium understanding of the importance of the active service national de formation en santé (CNFS) have been offer and the realization that it is possible to work in working together to offer a learning environment French in Ontario.” and a unique internship experience for high school students enrolled in healthcare and medical Rémi Dumais, Volunteer Services Manager, has technology in the FOCUS program. known Jamie since his early days at Montfort.

• The FOCUS program is offered to students “It’s reassuring to have Jamie training volunteers in in grades 11 and 12 at the CECCE Emergency because he knows how to make people • For a full semester, 10 to 12 students feel at ease and his training is rigorous. This is so complete certification and training in a important, especially for students who are new to the 220-hour co-op internship at Montfort. healthcare field, because this gives them a chance to improve their skills in dealing with patients. “This program allows students to decide if the Volunteer work is also a form of recruitment. Their healthcare field is for them,” explains Chantale experience here helps to reduce their stress during Rousseau, a teacher on special assignment for the their future internships and encourages them to FOCUS programs and a designated teacher to the come and work at Montfort one day.” FOCUS healthcare program for nine years. “The vast majority of students continue on in the field.”

The students are paired with healthcare professionals “Learning on the ground… That’s in a hospital department for their co-op internship. also part of training the next In the morning, the students accompany and support generation of French-speaking professionals on the ground; in the afternoon, they healthcare professionals.” receive training in the classroom at Montfort’s CNFS. Rémi Dumais, Volunteer Services Jamie did his FOCUS internship in medicine with Manager, Montfort Lyne Gratton, a personal support worker.

Lyne feels that it is important to accompany FOCUS students because it gives them experience, a good work ethic, a chance to work with older people and After being accepted into the Francophone program to see the kind of care and work that goes on at the in medicine at the University of Ottawa, Jamie soon hospital. applied for observerships in medicine.

Observerships for first- and second-year medical students are coordinated by the ISM. In some cases, “I hope I encourage them to continue this is where a student will choose to specialize in a on in healthcare by directing them particular field. towards the right career and These internships, usually 10 to 20 hours, allow opening doors for them.” students to accompany a physician and observe Lyne Gratton, Personal Support them in their practice. Jamie had a chance to do an Worker, Montfort observership in General Surgery, Emergency and Internal Medicine.

Initiatives like the FOCUS program, student volunteer work and observerships in medicine have FOCUS students have a chance to observe and to live allowed Montfort and the ISM “to become a Centre enriching experiences that help them understand and of Excellence in education in French, including apply their knowledge at every level. internship coordination”. This is part of Montfort’s Strategy 2021. “Parents say that their children became more responsible,” explains Chantale. “Many came away from their internships with letters of recommendation, an impressive CV and the desire

15 CONNECT CARE

Montfort’s anxiety program came at the perfect time. For several years now, workers at the Family Health Team in Hearst have been talking about setting up a group on anxiety, but resources and time were lacking. We already offer several groups but there are only two of us. Also, Hearst is a majority Francophone town, so having a chance to participate in a project like this was an opportunity I couldn’t pass up. It was wonderful to have a chance to see Sonia and Sylvie in action; they are amazing and they taught me so much. I’m coming away from this experience with as many tools as the participants! ‑ Michelle Case, Mental Health Worker, Hearst

16 I have a tendency to isolate myself. But having a chance to listen to others made me want to participate in activities with people who are experiencing similar problems. ‑ Participant in Montfort’s anxiety program, Hearst

Thanks to telehealth, people across Ontario can now access services in French at Montfort.

At the beginning of 2018, Montfort was approached For 12 weeks, a group of patients in Ottawa met by the Family Health Team in Hearst to find out if we at Montfort with workers Sonia Myre and Sylvie could offer services in French to their clientele. The Faulkner, along with two patients from Hearst, via the needs in this region are primarily in mental health. OTN Telemedicine Network, in the company of their health workers. After exploring a few options with the head of the department of psychiatry and the therapists at The Montfort team shared its modules with the Montfort, a pilot project was launched by the Anxiety workers from Hearst, who could watch theory in Management Group, a service provided by workers at action during these group sessions. “The program Montfort’s Outpatient Mental Health Clinic. content was extremely relevant and very well presented,” explains Michelle Case, a mental health The Anxiety Management Group has been offered at worker in Hearst. “The workers at Montfort explained Montfort for several years: the concepts with incredible ease. Geneviève • 3-hour sessions held weekly over 3 months (Pelletier) and I both agree that the anxiety program • attended by a dozen Francophone adults is excellent!” • offered by a social worker, a psychotherapist “The objective of the project is both clinical and and their interns educational,” explains Judith Boileau, Special This new initiative allowed our mental health team Projects Advisor – Telemedecine, at Montfort. to present practical and recognized interventions to Even though there are occasional technical glitches Francophones who would not normally have access in the program, which we are in the process of to them. resolving, such as installing better microphones, we This was also an opportunity for two mental health will continue to build on this first experience. workers, based in Hearst, to receive training in the field without having to travel.

17 “This is the first project of its kind “The room is equipped with everything I need and there are more to come!” to conduct certain examinations, like a throat examination for example, and I can see the results on Judith Boileau, Special Projects the screen.” Advisor – Telemedicine, Montfort Thanks to telemedicine,

Montfort also put patients from Kapuskasing in • a hematologist can meet 25 patients contact with a family physician in the Ottawa region. • in 11 sites across Ontario • in ½ day A few months ago, 6 000 patients at the • and avoid travelling 3 682 km. Sensenbrenner Hospital in Kapuskasing were “orphaned” when a physician took early retirement. “Telemedicine offers incredible potential for Montfort’s family physicians were asked to come to improving access to healthcare for patients across the rescue of these patients. Dr. Claude Laplante, a Ontario,” explains Dr. Guy Moreau, Chief of Staff at family physician at Montfort, answered the call. Montfort.

Montfort was very involved in this initiative to develop The work accomplished by Sonia and Sylvie, and institute a virtual medical clinic. Dr. Laplante and Judith not only contributes to our goal of “offering mental health care in a Francophone Using technology, every Thursday morning, therapeutic milieu”, but also helps us fulfill our Dr. Laplante talks to some of her 80 patients provincial mandate to “enable Francophone in Kapuskasing from the comfort of her office patients from everywhere in Ontario to benefit from in Plantagenet. Like a “traditional” medical telemedicine consultation services with physicians appointment, the people of Kapuskasing come to the and other health professionals”, while providing hospital and are greeted by a nurse, then they meet “Francophone professionals in Ontario with with Dr. Laplante via teleconference. professional support and training from Montfort”.

“The nurse serves as my hands on the other end.” Dr. Claude Laplante

18 THE YEAR AT A GLANCE

IMPROVING THE CLINICAL diseases or mental illness. These patients often go to Emergency to receive care and are repeatedly SECTORS admitted to hospital, while they could be receiving care in their community. Here are some of the innovations and success stories in clinical services in 2017–18. Since August 2017:

We unveiled our new Cardiac Computed Tomography • support to some 200 patients (CT) Scanner, obtained with support from the • referrals from 25 regional partners Foundation. The population in the region now has access to cutting-edge technology for cardiac Fall prevention is a daily challenge in hospitals diagnosis that is fast, reliable and causes no around the world. Several initiatives are underway discomfort. A second CT scanner, installed directly in at Montfort, notably a pilot project on 6C and 4C the Emergency Department, now makes it possible that identifies patients at risk of falling by adding a for Emergency patients to obtain faster diagnosis and shooting star on the scoreboard at the head of their reduce their time in Emergency. bed.

• The scanner takes 320 simultaneous images • 30% reduction in falls since January 2017 in 0.275 second Montfort’s Charter of Patient Rights and We opened new temporary beds in the mental Responsibilities was revised in light of our new health program, bringing crucial relief in a sector mission, vision and values. Patient partners with long waiting lists, particularly for patients who participated in developing the Charter right from the require care in French. Opening these new beds, with initial phase of the revision. Then, we posted the draft just a few weeks notice, required an extraordinary of the Charter of Patient Rights and Responsibilities level of mobilization and cooperation among several on Montfort’s Facebook page, inviting people to share hospital sectors. their comments. The message was seen some 3 000 times and the comments were unanimously positive. Since April 1, 2017, Montfort is the organization The new charter has been posted in public spaces responsible for Ottawa East Health Link. Health throughout the hospital. Links represent a new way of coordinating healthcare at the local level. They target patients who are The expression “alternate level of care” (ALC) refers receiving care from different providers, often in a to a patient who occupies a bed in a hospital while non-coordinated fashion. Generally, these patients awaiting a place in another establishment, such are elderly and suffering from several chronic as a long term care facility. This patient does not

19 require intensive resources or services provided in A team from the Trillium Network visited Montfort a hospital, but for various reasons, is not able to go in 2017. They came to recognize members of the home. Following discussions with the Champlain hospital for the work done to save lives through Local Health Integration Network, for one week organ donations. During the celebration, the hospital we were given priority access to long term beds, received a plaque, and recognition certificates were which allowed us to transfer many patients to an awarded to “Hidden Heroes” in organ donation at environment better adapted to their needs. Moreover, Montfort. People working in the Operating Room, in an interprofessional group meets twice a week Intensive Care and on 4A were honoured during the to review the options available to families, which brief ceremony. also allows families to be better and more quickly informed. • In 2017, Montfort achieved a 100% conversion rate for organ donations Call bell response time (for calling nurses) is directly linked to patient satisfaction levels. Indeed, anyone Lastly, long-term work continued on several projects who is hospitalized and not feeling well does not during the year. want to wait a long time after having asked for help. For example, with five other hospitals in the region, A nurse on 5C noted the high level of complaints Montfort is a member of the Champlain Association related to call bell wait times and, as part of her Lean of MEDITECH Partners, or CHAMP, with the goal of Green Belt training, put in place a series of initiatives significantly upgrading the MEDITECH software, to resolve the problem. which manages our patients’ electronic files. Sharing Average wait time after a patient call on 5C a common MEDITECH system, operating with a single database, helps to cut down on the cost of equipment • 10 minutes in 2017 and software, as well as the cost of training and • 4 minutes in 2018 technical support. Above all, by working together, we are able to pool our experiences and strengths, and Like the other hospitals in the province, benefit from technology to improve the experience of Montfort’s grounds became 100% smoke-free patients, clinicians and staff. on January 1, 2018. This process involved several awareness-raising initiatives among hospital staff, In addition, this year again we worked closely with as well as a regional campaign with other hospitals Accreditation Canada, a national organization that in the region to raise awareness among patients and supports the continuous improvement of healthcare their loved ones. organizations. It goes without saying that the teams throughout the hospital put a great deal of care into Montfort responded to a request from the Mental preparing for the accreditation survey, an assessment Health Commission of Canada to produce two video by peers working in health institutions in Canada, testimonials and a short feature on mental health. which took place in April 2018. Montfort is also The videos were produced under the supervision of proud to be a training site for Accreditation Canada Montfort’s Mental Health Program in order to ensure surveyors, particularly Francophone surveyors. the authenticity of the testimonials and the use of best practices. The videos will be integrated into the • Each year, 40 or so surveyors-in-training Commission’s Mental Health First Aid course, given come for a half-day simulated survey in French across Canada. • 3 members of the Montfort team are themselves accreditation surveyors In 2017, 45 staff members received training offered by the LHIN on Indigenous cultural needs and some 15 others are already registered for the next wave of training, in 2018.

20 Three of our practices were recognized as leading and persistent mental health problems, including practices by Accreditation Canada, meaning “these schizophrenia, bipolar disorder and psychosis. As practices are leading in a service delivery area in a part of a pilot project funded by the ISM, research by health care or service setting, or for a specific health ACTT has shown that people suffering from severe care challenge.” mental disorders improve when they integrate “made-to-measure” physical activities into their daily Our 3 leading practices: lives.

• The logic model for the Mental Health Under an agreement signed in June 2017, physicians Program working at Montfort can now devote more hours to • Patient-centred wellness check training future physicians and conducting research • A patient-partner redefines the flow of the in French. The Alternate Funding Plan is a contract surgical program between physicians, Montfort, the University of Ottawa and the Ontario Ministry of Health and Long Term Care to provide financial support for medical staff who wish to teach or conduct research. This PROMOTING TRAINING initiative will generate positive spinoffs not only for AND RESEARCH patients at Montfort, students and medical residents, but ultimately for our entire community. Here are some of the innovations and success stories related to our status as an academic teaching In June 2017, a team from Montfort went to Toronto hospital in 2017–18. to participate in a hackathon, an event during which teams looked for digital solutions to various This year, we highlighted the 25th anniversary of problems, in this case related to mental health. medical residencies at Montfort. In 1992, Montfort Their goal was to create a new prototype to solve signed an affiliation agreement with the University of a telehealth problem, more specifically to find a Ottawa to train family medicine residents in French. solution to digital stress for health professionals who The 25th anniversary of the program was celebrated have to manage the constant influx of information. in April 2018, during the reunion sponsored by the In one day, with the support of researchers affiliated Montfort Hospital Foundation. with the Canadian Institutes of Health Research, they came up with CogNeat, an application featuring • 200+ physicians have been trained to offer an artificial intelligence system, which will be exemplary care in French developed over the course of next year.

We celebrated the results of the Canadian Matching Another mobile app that our teams worked on Resident Service, the national system that matches seeks to reduce the overuse and overpopulation medical residents with positions in hospitals across of Emergency departments, and could be used the country. We were very pleased to learn that by patients or their families to detect common all positions offered at Montfort will be filled this acute medical symptoms. This application, called year. In addition to 13 positions in Family Medicine, Symptoms Pal, will eventually lead to better self- Montfort will receive residents in Internal Medicine, triage of patients from the comfort of their home Obstetrics-Gynaecology, General Surgery and and will help them find the right service in the right Psychiatry. location.

• 17 medical residents positions From September 2017 to April 2018, Montfort joined The Assertive Community Treatment Team (ACTT) other hospitals in the region participating in the has a dozen mental health specialists who work for FLUID clinical trial, a large-scale project to compare Montfort, from their base in the Vanier sector. They two saline solutions. The objective is to assess the provide support and guidance in the person’s living impact of saline solutions on patient readmission environment to Francophone adults with severe and mortality rates. Even a very small difference

21 between the two products could represent significant The issue of parking is a sensitive file for patients advantages for our patients. For six months, all and visitors as well as for Montfort staff who drive to patients at Montfort were part of a pilot project, with work. The parking team reviewed its entire process the exception of patients in ambulatory care units and and several improvements were made over the last newborns. year.

All of these initiatives and others have contributed • When parking is full, an agent directs to ensuring that Montfort continues to rank among patients to available parking spaces Canada’s top 40 research hospitals. In 2017, thanks elsewhere on the grounds. to the work of the ISM, the hospital ranked 37th in • An HPASS parking pass, launched at the Canada and 17th out of 20 in Ontario. Considering that end of 2016, offers an economical and our research institute was launched only five years practical option for patients and their loved ago, the fact that we are in fourth position in terms of ones, with options of 5-, 10- or 30-day increased research volume demonstrates the vitality passes, valid for one year. of research at Montfort. • The Whoosh system is now available in certain parking lots. These parking metres • $7.706 million in research in 2016 can be paid remotely by phone with a credit • A 15.1% increase compared to 2015 card. Visitors and patients who use this • 55 researchers system can add a few minutes to their • 3 research chairs + 2 in development parking time while comfortably seated in the waiting room. • For those who do not wish to pay with their cell phone, several lots now offer the “pay SEEKING ADMINISTRATIVE and display” system, already well known on EFFICIENCY the streets of Ottawa. • There are now new reserved spaces for Here are some of the innovations and success stories pregnant women in the visitor and employee in hospital management in 2017–18. parking.

The Orléans Health Hub made major advances Following the launch of Montfort’s new brand image, this year. In spring 2017, a survey was conducted we introduced new ID cards for all those who work, to ascertain the population’s expectations of the volunteer or study at Montfort. With the new ID card, Hub. Subsequently, a one-week workshop bringing it is easier for patients and visitors to know who they together staff, physicians, volunteers, patient are addressing and their role. partners and members of the community led to a greater understanding of patient flow, which greatly Recruiting qualified and bilingual staff is always a influenced the work of the architects in the schematic challenge for hospitals. Fortunately, the job offer design of the Hub. A town hall session was held in page at Montfort is usually the most visited on the November 2017 to provide an update on this highly hospital’s website. Many candidates are interested anticipated project and to answer questions. In in positions at Montfort. In order to improve the January 2018, Montfort and Infrastructure Ontario efficiency of the recruitment system, Human issued a request for qualifications. Resources introduced the Njoyn system, an applicant tracking system, in February 2018, for positions • 476 participants to the survey posted externally. Internal postings followed shortly • 120 attendees at the town hall session after. The talent acquisition process will be simplified • 5 companies prequalified to respond to the for both Human Resources and for employees and invitation to tender (Summer 2018) potential candidates, who can consult available positions 24/7, from any electronic platform.

22 Moreover, the Human Resources team at Montfort Energy use at Montfort is proactively participating in job fairs in various colleges and universities in Ontario and Québec in • 2013: 221 gigajoules (GJ) order to recruit new members to the Montfort team. • 2014: 202 GJ The ISM team, which has extensive experience with • 2015: 193,6 GJ students and interns, is also joining forces with • 2016: 187 GJ Human Resources. Outside the National Capital Over the last few years, our quarterly surveys have Region, several students are surprised to learn that shown that staff engagement has varied, without we are the only Francophone academic teaching any significant advances. Hospital management hospital in Ontario and want to find out more about decided to prioritize staff engagement in its strategic the beautiful region of Eastern Ontario and the objectives. Focus groups led by a Lean consultant Outaouais. brought together employees from all work shifts In July 2017, Mélanie Dubé was appointed and almost all departments in May 2017 to explore Vice‑President of Finance. This choice was made the causes of flagging engagement and, above following a national selection process, conducted by all, to identify solutions. The resulting initiatives an agency specialized in recruiting executive staff. included the drafting of a Code of Conduct, unveiled This was a wonderful example of Montfort’s desire in February 2018. Leading by example, the Code of to promote from within, since Ms. Dubé has worked Conduct was signed by the CEO, the participants in for Montfort for close to 20 years. Starting her career the discussion groups and the managers; a signing as a respiratory therapist, she quickly climbed blitz was then held to encourage staff to sign the the ladder as a clinical manager, then director of Code of Conduct. Finance, while simultaneously pursuing studies in • Four focus groups administration to become a certified management • 62 employees accountant. • One Code of Conduct

Major roof renovations at the hospital started in fall All of these initiatives and many others are posted 2017. With the early arrival of winter, the work had to in the “strategic control room,” set up in a public be suspended until spring 2018 and will be completed meeting room in the executive office. The strategic during the summer of 2018. control room is a Lean tool that allows for visual In March 2018, the method for throwing out, recycling management and discussion on actions to take to and shredding paper changed. The new recycling and advance important elements, such as strategy and shredding program will save money, increase file corporate projects, thereby promoting alignment, security and, ultimately, make it possible to redirect coherence and collaboration. And since the room maintenance staff toward activities in the clinical is used for several meetings during any given day, units. information is visible to all, a testament to the transparency of our organization. Other efforts have been made to “green” the hospital and reduce energy consumption. Measures have been taken for lighting and ventilation, for example with motion detectors in meeting rooms and some offices, as well as the installation of reusable sharps containers. These initiatives have had a significant impact and have allowed Montfort to climb in its ranking as a green hospital, done by the Canadian Coalition for Green Health Care, allowing the hospital to reach the silver level.

23 PROMOTING A HEALTHY Since December 2017, physicians and volunteers have been invited to recognition activities for their WORKPLACE years of service and to mark their retirement; this was also the case for housekeeping staff, after they Here are some of the innovations and success stories were repatriated to the Montfort team in early 2017. with a social angle in 2017–18. In the same spirit, this year, for the first time, two volunteers were among the finalists for the Asteria The members of Montfort have a long-standing Awards at the Gala du mérite. These innovations interest in international aid. In February 2018, a are a testament to a growing collaboration and a volunteer team of physicians, surgeons, nurses, harmonious integration among various sectors. employees and students at Montfort, committed to developing our hospital’s presence in the world, • 3 weeks of events formally joined forces under the name Montfort • 346 people recognised for years of service… Global Health. The team’s mandate is to promote • … including 1 physician for 45 years our hospital’s values in various countries, including of service Haiti, Burundi, Congo, Benin, Guatemala and Djibouti; • 26 retirees many more will follow. Our hospital’s university mandate underpinned the decision to consolidate Until very recently, patients in Intensive Care all of these activities, so that Montfort can take a had access to only two portable televisions for consistent and coordinated approach to expanding its entertainment. The Montfort Hospital Foundation presence internationally. has now installed televisions screens in each patient’s room in Intensive Care, to the delight of In April 2017, we relaunched the Health and staff members, who immediately noted increased Wellness program for employees. In addition to satisfaction among patients and their loved ones. the successful activities that have been running for several years, such as Boot-Camp and the delivery In December 2017, over a hundred young Australian of baskets of fresh vegetables during the growing students sent bilingual hand-drawn greeting cards season, many new activities have been introduced. to patients at Montfort. The elementary students at Montfort employees can now enroll in activities at Brookside College, in Caroline Springs, Australia, lunchtime or after work. The program includes yoga were inspired by their French teacher, Erin Ritchie, and meditation; painting and photography; Spanish; originally from Ottawa. Our patients really enjoyed sushi-preparation and chocolate making… receiving these Holiday greeting cards.

The e-newsletter for Montfort staff was completely A delegation of hospital directors from Belgium revamped in October 2017. Resolutely “person- dropped in at Montfort in September 2017 as part centred,” in keeping with Montfort’s mission, the new of a study tour organized by the Vlerick Business Journal Montfort focuses on life at our hospital and School. The 20 or so participants expressed its successes, as told by staff members, and each their appreciation for some of Montfort’s unique article is illustrated by one or several members of the approaches, including patient awareness and Montfort team. Some of the articles are presented involvement in their own care, patient satisfaction, to the general public, on social media for example. the Lean culture throughout the hospital and its Readership, which has been steadily rising since alignment with our strategy and organizational goals, 2015, leapt as a result of this change, and staff as well as the tools for implementing and measuring members are spontaneously submitting more and continuous improvement initiatives. more articles. In January 2018, our hospital was once again named • In a survey, staff members gave 4.3 stars one of the National Capital Region’s Top Employers. out of 5 to the new Journal To explain Montfort’s choice, the selection committee mentioned several reasons, including the awards given at the Gala du mérite, which celebrate the commitment of staff and their contributions to

24 research, teaching and exemplary care. To make their selection, committee members assess the physical environment, work atmosphere, benefits, leave, communication with staff, performance management, training and community involvement.

• For the 3rd time since 2015, one of the top employers in the region

We are very proud to be recognized as one of the best employers in the region. Indeed, it is thanks to the members of the Montfort team that we can offer exemplary person-centred care, as is our mission.

It is thanks to these men and women who live Montfort’s values on a daily basis that together we can achieve our vision: to be your hospital of reference for outstanding services, designed with you and for you.

25 INSTITUT DU SAVOIR MONTFORT A KNOWLEDGE INSTITUTE

Our second year, our second annual report. representing 22 000 student days for the healthcare professions and over 25 200 student days in The Institut du Savoir Montfort (ISM) has not yet medicine! Moreover, while 13 new residents joined celebrated its third birthday, but it has already taken the Family Medicine team this year, there were also on a leadership role in research and Francophone new additions to Psychiatry, Obstetrics-Gynaecology education in Canada. At the crossroads of knowledge and General Surgery. and practice, the ISM brings together researchers and academics around a single objective: to improve The ISM also distinguished itself through the the world of health for a healthier world. development and offer of many innovative training sessions, such as Atelier 911 au bureau, and the Over the last year, researchers from ISM drew in-situ simulation for codes blue, white and orange. attention to the Institute’s niches of excellence, in These trainings were roundly applauded at major particular healthcare services; the research project Canadian conferences. The ISM also coordinated Moving Postpartum Care Home was so conclusive some 150 training sessions on the updated version that it will soon be possible for all new mothers of of MEDITECH and played an active role in the shift healthy newborns to go home less than 24 hours towards a recovery-oriented approach for the Mental after delivery, and receive an average of three home Health Program. visits a week from one of the hospital’s midwives. As we take stock and celebrate the past year, we It was also another fruitful year for the ISM’s must also redouble our efforts and embrace even pedagogical experts, who overcame distances and greater ambitions. For researchers and educators, borders and attracted students from Switzerland the ISM is a place where passion is the common and Ireland to the ISM and Montfort for their denominator of all of our major successes. internships. Ultimately, close to 1 900 students from all professions passed through the ISM this year 2018–19, here we come! (exceeding the total number of hospital employees!),

Dr. André Bilodeau

Chief Executive Officer Institut du Savoir Montfort

26 FOUN DA TION

One team, one heart We all know that giving is not only an act of charity, A year guided by generosity but also a civic gesture. Each year, more and more committed donors take part in our activities and Once again this year, the Foundation distinguished make the Montfort Hospital Foundation their charity itself by the role it played and its commitment to of choice. Montfort and its patients. Various communities organized many new activities. On behalf of the Foundation, thank you for your generous donations that allow our Among our achievements last year, the “For You, Francophone Academic Hospital — the only one Sweet Heart” fundraising campaign was pursued and in the province — to continue offering exemplary allowed Montfort to purchase a CT scanner with a person‑centred care within a compassionate specialized cardiac module. Mission accomplished. community. Thank you so much! In 2017–18, the Foundation gave: But our work is not finished. The challenges are great and the needs even greater. This is what motivates us • $1,552,816 to Hôpital Montfort to continue to work as one team, one heart. In fact, • $2,134,095 to the Institut du Savoir Montfort the construction of the brand new Orléans Health (ISM) – A Knowledge Institute Hub, which is now on the horizon, will be the focus • $19,000 in scholarships to our future of our next targeted fundraising campaign. But let’s healthcare professionals take a moment to revisit our priorities and strengthen We invite you to read our annual report at our fundraising strategies. The Foundation is working hopitalmontfort.com/en/foundation. on a solid strategic plan that will guide it through to 2021, and has completely modernized its visual identity to bring it in line with that of the hospital.

Madeleine Joanisse Christine Sigouin

Chair of the Board of Trustees President and Chief Executive Officer of the Montfort Hospital Foundation of the Montfort Hospital Foundation

27 VO LUN TEERS

I am proud to present my annual report describing Volunteers also serve the members of the community the achievements of Montfort’s Association des who come to Montfort when they are facing illness. bénévoles, the vital role played by its members and The volunteers offer service and support, but also their contribution to the institution’s vitality. a smile and a friendly face that contributes to the feeling that this hospital really cares about its Let’s start with some numbers: in 2017–18, the patients. In fact, this year’s theme, “With you and for Association welcomed 413 volunteers. Among these you,” perfectly captures our vision and our actions. volunteers, it was able to count on the support of 215 hard-working and loyal people, devoted to However, our Association is always striving to serving the hospital on a regular and constant basis. do more. It continues to reflect on its actions, its They generously provided 44 237 hours of volunteer initiatives and its methods of intervention. After service. Moreover, 48 high school students chose updating its strategic plan last year, the Board of Montfort to perform the hours required for the Trustees took on the complex task of designing and Ministry of Education’s volunteer program in Ontario. developing an operational plan that would serve as a In all, they provided 1 339 hours of service in the tool to turn its vision into action. This document will summer of 2017. allow the Association not only to pursue its activities, but also to continue renewing and improving itself, In addition, the Association contributed $56,184.05 while remaining innovative. Several new committees to the hospital, used to purchase toiletries for some were created and new projects are currently patients, and, above all, to fund projects in mental underway. health and medicine. As a result of this vision and action, our volunteers But beyond the numbers, the Association continued are becoming deeply rooted in their community, and to pursue its important mission. Concretely, this they are proud of it. Not only are they proud to work in mission involves, on the one hand, an ongoing a Francophone hospital, but also to serve patients in partnership with the hospital’s healthcare their language, because they know that they are often professionals and, on the other, the services it in vulnerable situations and that being able to speak provides to patients and their loved ones. The in their mother tongue facilitates communication and volunteers support the actions of the medical and helps to ensure that they receive the highest quality professional staff at Montfort. Their presence adds an service. extra touch to the outstanding care that the hospital already provides to its patients.

28 In particular, I would like to thank all the members of 2017–18 Board of Trustees of the Board of Trustees who, throughout the year, have Association des bénévoles de l’Hôpital Montfort demonstrated exceptional commitment, dedication and professionalism. They have devoted their talent • Chair: Adèle Copti-Fahmy and compassion to help us achieve our mission. • Vice-Chair: Luc Goudreault • Secretary: Pauline Gagnon I would also like to thank our colleagues at the • Director of Finance and Treasurer: Denyse hospital’s Volunteer Services who enthusiastically Brisson support us in our daily work. And lastly, I would like • Members: to thank the members of Management who regularly • Louise Bourgault express their appreciation for our contribution. • Ann Bowen • Denis Lajoie But of course, my most heartfelt thanks and • Diane Lefebvre congratulations go to the hundreds of volunteers • Brigitte Legare at Hôpital Montfort, for their generosity and • Sister Linda Joseph, F.d.l.S commitment. The compassion and thoughtfulness • Marc Seguin they bring to their work help to alleviate the challenges our patients face. I am so glad and proud to work with them by my side.

Thank you.

Adèle Copti-Fahmy

President of the Association des bénévoles de l’Hôpital Montfort

29 GO MEDICAL VER ORGANI NANCE ZATION

In 2017–18, Hôpital Montfort’s Board of Trustees In 2017–18, Montfort’s medical organization was composed of the following members: was composed of the following members:

Elected members Chief of Staff • Ms. Suzanne Clément, Chair • Dr. Guy Moreau • Ms. Andrée-Anne Martel, Vice-Chair • Mr. Carl Nappert, Treasurer • Ms. Mariette Carrier-Fraser, Secretary Council of Professional Staff • General Maurice Baril (retired), Member • President – Dr. Chantal D’Aoust-Bernard • Mr. François Brouard, Member • Vice-president – Dr. Sandra Bromley • Sister Jocelyne Fallu, F.d.l.S., Member • Secretary-Treasurer– Dr. Marc • Mr. Richard Flageole, Member Prud’homme-Foster • Mr. Pierre Lanctôt, Member • Mr. Pierre Lanoix, Member • Ms. Caroline Richard, Member Departments Chiefs • Anaesthesia – Dr. Marc Doré Ex-officio members • Diagnostic Imaging – Dr. André Olivier • Emergency – Dr. Shaun Visser • Dr. Bernard Leduc, President and Chief • Family Medicine – Dr. Jennifer Douek Executive Officer • Medical Biology – Dr. Nicolas Roustan • Dr. Guy Moreau, Chief of Staff Delatour • Dr. Chantal D’Aoust-Bernard, President of • Medicine – Dr. Chamoun Chamoun Professional Staff • Mental Health Program / Psychiatry – Dr. • Ms. Suzanne Robichaud, Vice-President, Martin Campbell / Dr. Gilles Fleury (acting) Clinical Programs and Chief Nursing Officer • Obstetrics and Gynecology – Dr. David • Ms. Hélène Perreault, Representative, McCoubrey University of Ottawa • Ophthalmology – Dr. Steven Poleski • Orthopedics – Dr. Philip Fleuriau Chateau • Pediatrics – Dr. Julie Nault • Surgery – Dr. Daniel Trottier

30 SUMMARY OF FINANCIAL STATEMENTS

SOURCES OF REVENUE

DISTRIBUTION OF EXPENSES

31 [ hopitalmontfort.com ]