Steering Committee Approves HSN & HSNRI 2019-24 Strategic Plan!
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November 2018 November 2017 Steering Committee Approves HSN & HSNRI 2019-24 Strategic Plan! It has been an exciting year as we worked on developing our new 2019-2024 Strategic Plan. After consultations with 3,100 individuals (our patients, families, members of the general public, staff, physicians, learners, volunteers, community and regional partners), during the Discovery Phase, and 645 individuals during the Validation Phase, our Strategic Plan Steering Committee approved the final draft of the 2019-2024 Strategic Plan on November 19, 2018! As previously mentioned, the 32-member Steering Committee includes HSN staff, physicians, health care and academic stakeholders, Patient and Family Advisory Committee members, members from each of our Foundations, as well as our Chief of Staff, Board Chair, Board Chair- Elect, Strategic Plan Special Advisor and the President and CEO of HSN and HSNRI. Thank you to all who provided their feedback. Stay tuned as we release more details regarding our Strategic Plan Launch in early February! Flu Dashboard ARE YOU WORK READY? ALL HEALTH CARE WORKERS (HCWS) MUST SUBMIT THEIR INFLUENZA VACCINATION DISCLOSURE OR DECLINATION FORM TO THE OCCUPATIONAL HEALTH & SAFETY SERVICE BY DECEMBER 1, 2018! What should be happening What is actually happening Status 3973 (100%) 2190 (61%) of HCWs complete the mandatory reporting of of HCWs have completed the mandatory reporting their influenza status to the OHSS by 01 DEC. 2018. of their influenza status to the OHSS. 1 | November 2018 Dialogue * All employee records are kept confidential in the OHSS and will inform HCW work readiness during influenza season A Message from David McNeil, Outgoing Senior Vice President My journey at HSN began in 1991 working in Chronic Care with steady nights at the then Laurentian Hospital. After a short period of time, I moved to the Surgical Inpatient Unit and spent most of my time as a surgical nurse but was floated around the hospital working in Pediatrics, Surgical Day Care, Inpatient Med- icine and Oncology. I also worked part-time at the then Sudbury Algoma Hospital and Adult Inpatient 5th floor unit and Intensive Care Unit. I then moved into Clinical Education, Quality, Profes- sional Practice, Medicine Director, Senior Director of Planning. In 2001, I was appointed as the Vice President and Chief Nursing Executive and most recently as Senior Vice President. During this period, we brought together four different organizations and consolidated acute services onto a single site. This is the last week of my 28-year journey at HSN. It is with mixed emotions that I leave. I am sad to leave many dear friends and colleagues but also excited and a little nervous to start a new journey at the Brant Community Health Care System as their President and Chief Executive Officer. But I am mostly proud. Proud to have been part of a great organiza- tion where everyday people go out of their way to serve and care for others. HSN is a leader in clinical care and is strengthening its academic mandate. It is well-positioned for the future. I am confident that the excellence in daily care that you provide will result in HSN meeting or exceeding its current accreditation status. HSN’s strategic plan received 100% endorsement from its 32 member strategic planning committee. It is a good plan and will serve as a road map for the future. It is exciting but will require focused hard work. Finally, HSN is on the verge of implementing an Electronic Medical Record (EMR), which will fundamental- ly change how care is delivered and increase patient safety and transparency in care. This is also exciting. Finally, thank you to all of you - Board, staff, physicians, volunteers, patient advisors and learners. It has been a wonderful privilege and your kindness and support over the years will always be remembered. 2 | November 2018 Dialogue CEO Blog Dominic Giroux Developing our Leaders Dear employees, medical staff, When I would chair search committees as university president, I was patient representatives, learners, asked what I was looking for in a leader, I would say: someone who shows volunteers and Board members -- judgment, delivers, and does so with creativity. Boozhoo, Aanii, Kwe Kwe, In the context of our upcoming retirements, the Senior Leadership Over the next five years, 1,258 Committee has been reflecting on what leadership capabilities will be the employees at HSN will be eligible to most critical in the coming years at HSN and HSNRI. retire with a pension. Of these, 108 serve in leadership roles. This will We are also mindful that under the leadership of Dr. Chris Bourdon, Vice- create many opportunities for President, Medical and Academic Affairs, we are in the process of recruitment and career ensuring that our medical leaders have a dual accountability to the advancement. Northern Ontario School of Medicine – covering patient care, teaching and research – all common practice in academic health science centers. As an executive in my mid-20’s, when I was asked what was We came to the conclusion that among both employees and medical staff, important for leaders to do, I would we will need leaders who can achieve results – goal-oriented leaders who respond that we needed leaders to can set direction, strategically align decisions with our organizational vision surround themselves with top talent, and values and with evidence, take action to implement decisions and who set ambitious but realistic goals, get can assess and evaluate. out of the way and evaluate their employees’ performance. To achieve results, they will need to be engaging leaders who foster the development of others, contribute to making HSN and HSNRI healthy As Assistant Deputy Minister in the organizations, communicate effectively and build teams. Ontario Public Service, we were encouraged to think of leaders as This being said, we can’t work in isolation from the rest of the health individuals who would connect, care system in the region. We will need leaders who have developed deliver, inspire, transform, act with the skills to transform systems. To be successful, our leaders will need integrity and be self-aware. to demonstrate systems and critical thinking, encourage and support innovation, orient ourselves strategically to the future, and champion and orchestrate change. CONTINUED ON NEXT PAGE >> Get in touch with Dominic: [email protected] dominicgiroux Click here to visit the CEO Blog on the Hub to @Dominic_Giroux @dgiroux1 read previous posts. CEO Blog Dominic Giroux CONTINUED FROM PREVIOUS PAGE To transform systems, we will need to be effective at developing coalitions. Collaborative leaders purposefully build partnerships and networks to create results. They demonstrate a commitment to the people we serve. They mobilize knowledge. They navigate socio-political environments. Finally, our leaders will need to lead themselves. As self-motivated leaders, they will need to be self-aware, manage and develop themselves, and demonstrate character. Of course, no leader can be outstanding on all these leadership capabilities. But as we strive to be the best hospital and the best research institute that we can be, we need to aim high. What do you think? Of the leadership capabilities identified above, which ones do you think will matter the most for HSN and HSNRI to be successful in the coming decade? As you read my blog, did the name of an employee or of a member of medical staff come to mind? For example, someone who is a role model or who should definitely aspire to supervisory roles or broader responsibilities? Have you thought of a member of medical staff who should be encouraged to assume greater leadership roles in patient care, teaching and research? Do you yourself have aspirations for leadership roles? Over the coming years, we will be embarking upon a plan to deepen our efforts around succession planning and leadership development taking these leadership capabilities into consideration. As always, I welcome comments on the blog or any other matter. You can reach me via email, or you can join the 16,600 people who follow me on Facebook, Twitter or LinkedIn (click the links below). Merci, Thank you, Miigwech. Get in touch with Dominic: [email protected] dominicgiroux Click here to visit the CEO Blog on the Hub to @Dominic_Giroux @dgiroux1 read previous posts. Make it 8! HSN Honoured Once Again by TGLN for Life Saving Donations L to R: Dominic Giroux, President & CEO, HSN & HSNRI; Dr. David McNeil, Senior Vice President, HSN; Janice Beitel, Director of Hospital Programs, TGLN; Pam Nicholson, Coordinator of TGLN, HSN; Dr. Bhanu Nalla, Medical Lead - Organ & Tissue Donation, HSN & Nicole Everest, Board Chair, HSN. For the eighth year in a row, its conversion rate for at least 4 out our staff, who are truly com- HSN has been honoured for consecutive years. This is the mitted to implementing the best achievements in organ and tis- eighth year HSN has exceeded donation practices for our patients sue donation in Ontario. the provincial conversion target and their families. Congratulations! set by TGLN of 58 %. Conver- Two awards were presented to sion rate refers to the percent- To learn more and to register to HSN by the Trillium Gift of Life age of actual organ donors be a donor, visit: www.beadonor.ca Network (TGLN), which pro- achieved from the total number motes and coordinates organ of referred donors. and tissue donation and trans- plantation across Ontario. This year, HSN had 7 organ donors which led to 21 organ HSN received the Hospital transplants and 43 tissue do- Conversion Rate Award and nations, which enhanced and the TGLN Award of Excellence. saved the lives of many. The Award of Excellence rec- ognizes hospitals that meet or These awards are a testament exceed the provincial target for to the dedication and hard work 5 | November 2018 Dialogue Quality of Worklife Survey Thanks to the 1462 respondents who had their voice heard! The results are now being analyzed and will be shared with staff in the New Year.