MESSAGE FROM THE CHIEF OF STAFF
“Take heart. Our cause is a just one.”
These were the closing words in Montfort : La lutte d’un peuple, Michel Gratton’s book on the events surrounding the SOS Montfort campaign. Though this epic struggle may be over, a new one is set to begin: ensuring that Franco-Ontarians have access to the highest quality of health care despite the many challenges we face in health care today.
“ The success of the changes underway are largely the result of the courage and commitment of a medical team that truly belongs to the community it serves and that cares deeply about the health and well-being of its patients. ”
DR. BERNARD LEDUC Chief of Staff
This quote relating to momentous events in our history is no less In addition to increasing the number of operating rooms, relevant in 2007. the Surgical Unit is working on acquiring the expertise and the equipment required to offer state of the art laparascopic Needless to say, doctors have had to be extremely understanding surgery. This type of surgery, which allows the surgeon to in putting up with the numerous changes and inconveniences operate without having to make a major incision, will become caused by the construction project. However, their unwavering increasingly common in general abdominal, orthopedic, commitment and determination are proof positive that they urologic and gynecologic surgery. Benefits for the patient recognize the potential of the New Montfort and want to contribute include a shorter hospital stay and a much quicker recovery. to achieving this dream. In partnership with the Ontario Ministry of Health and The goal in building the New Montfort is to improve the commun- Long-Term Care, the Ottawa Regional Cancer Centre and ity’s access to outstanding health care and services, one that has the Council of Academic Hospitals of Ontario, amongst been a constant throughout the hospital’s history. To this end, we others, Montfort Hospital is researching and implementing are participating in numerous regional and provincial initiatives the best practices in health care as well as participating in such as the following: numerous projects aimed at standardizing clinical practices throughout the region. The reduction in wait times remains our greatest challenge but one that we face with courage and optimism. In 2006- Despite the challenges, our doctors are delighted to see that 2007, Montfort continued to progress towards meeting the these numerous projects are all striving to achieve the same goal: annual provincial targets relating to wait times. the continuous improvement in the quality of care delivered by Montfort to its community. The success of the changes underway Montfort has launched a proactive recruitment campaign in a are largely the result of the courage and commitment of a medical bid to attract new doctors. The national shortage of qualified team that truly belongs to the community it serves and that cares doctors, especially those who can work in French, is severe. deeply about the health and well-being of its patients. Nevertheless, Montfort will welcome four (4) new obstetricians to its ranks, which will allow the hospital to increase the I would like to thank our doctors for their dedication to all of the number of births from 1,700 to 2,700 per year. In the coming people who count on Montfort to provide quality health care. year, Montfort also plans to recruit at least six (6) new family doctors and expand its mental health team. When the cause is a just one, everything becomes possible.
MARIE-FRANCE CUERRIER, PHYSIOTHERAPIST
1 MESSAGE FROM THE CHIEF OF STAFF
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT THE NEW MONTFORT : A HEALING HOSPITAL
In our search for the best practices in health care, we visited hospitals that were models of excellence in North America. We discovered a hospital in Titusville, Florida, where the staff wants to revolutionize the hospital system on this continent.
The Parrish Medical Center describes itself as a ‘healing hospital’. Its goal is to overcome one of the greatest challenges of modern medicine: to provide patient-focused care in a medical system where technology is increasingly dominant.
It’s worth mentioning that the Parrish Medical Center was once slated for closure. Today, it is recognized as a model of excellence throughout the United States. One never ceases to be amazed at the twists and turns of fate.
A ‘healing hospital’ or what we’ve chosen to call it in French, un hôpital humaniste, is a place where the patient is supported by a continuous chain of compassion.
Humanism, a philosophy dating from the 16th century, affirms the dignity and worth of all people, and recognizes the ultimate importance of human interests. By extension, a humanist institu- tion embraces these universal human values.
At Montfort, there is a mosaic on the floor in a prominent location that is part of the original building dating back to 1953. It reads: CARITAS. MR. DENIS POMMAINVILLE, Chairperson, Board of Trustees, and MR. GÉRALD R. SAVOIE, President and Chief Executive Officer Over the years, many have wondered what the word caritas really means. Some believe that it’s the Latin word for ‘charity’ while others think it stands for ‘compassion’. According to the dictionary, In the course of a lifetime, we sometimes have to relearn how A lost soul is often irretrievable. caritas means “high esteem, respect, tenderness, love, affection.” to love. In fact, we are convinced that a hospital that has lost its soul A healing hospital, that’s Montfort. It’s the love that our staff For the last 54 years, the staff at Montfort Hospital has shown cannot truly achieve excellence because all of the ‘technical’ demonstrates to patients, family members and loved ones. patients and their families a lot of love. From the Daughters of aspects matter little when it comes to measuring excellence in Wisdom to our present-day employees, from our doctors to our the delivery of health care. Without taking anything away from the outstanding accomplishments volunteers, they have all proven countless times that their ‘heart of the Parrish Medical Center, some people believe that Montfort has is in the right place’. And it’s still true to this very day. In large part, true excellence is measured by the degree of no lessons to learn when it comes to the fundamental values that compassion that accompanies the care. To each and every should underpin the delivery of health care. Construction of the New Montfort forces all of us to face a host of patient. Every single day. That’s the true measure of excellence new and difficult challenges. The most important of these chal- and the people at Montfort provide it in spades. Compassion is However, our visit to the Parrish Medical Center did confirm that lenges is to succeed in maintaining and promoting what we have the essence of ‘the Montfort culture’. we are on the right road and helped us realize that, in the midst of come to call ‘the Montfort culture’. the most tumultuous changes in the history of Montfort, we must As for the present… guard against losing sight of our goals. Representatives at the We are constantly striving to provide our staff with the most Parrish Medical Center also shared with us the innovative ways in advanced tools and the best known practices. The New Montfort For Montfort and the community it serves, the future is full of which they have transformed themselves into a ‘healing hospital’. will be a testament to this pursuit of excellence. However, we’ve promise if we but seize the opportunity. In this often dehumanizing As we have stated earlier, the biggest challenge for Montfort is to always known that a hospital is so much more than bricks and world we live in, it would be all too easy to lose sight of our goal. preserve and promote its reputation for compassion and to foster mortar or the latest in high tech equipment. In fact, can the ‘best In less than a year, the New Montfort will be a reality. the attributes that make it a ‘healing hospital’. practices’ truly be implemented if they don’t include compassion? We’ve already promised you that we would be well-prepared to Our new organizational priority is to relearn how to love each and The true measure of an exemplary hospital is the quality and open this new hospital and to provide the best tools and practices every patient, every single day. In fact, this is more than a priority, commitment of its employees. known in the field of health care. In fact, the New Montfort will be it is a promise. one of the most modern healthcare facilities in the country. As basic as this concept may be, it is easy to lose sight of it in the hustle and bustle of our busy lives. When a hospital cares more This promise will be kept. We will also make another promise, about buildings, equipment and efficiency than people, it ends up one that may be even more important. losing its soul. A hospital without a soul has lost what really matters: the fundamental values of tolerance, compassion and respect for human dignity. These are the timeless values that put the human being ahead of any other consideration.
THE NEW MONTFORT : A HEALING HOSPITAL 2
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT “ The transfer of low-risk deliveries from The Ottawa Hospital to Montfort Hospital (which required strong leadership from both hospitals), serves as an example of ‘repatriation’ of care to community hospitals in the Champlain region. ”
DR. ROBERT CUSHMAN CEO Champlain LHIN
HÉLÈNE MANNING-LEMIEUX, PHYSIOTHERAPIST MONTFORT: A KEY PARTNER IN IMPROVING ACCESS TO HEALTH CARE
In 2006, the Province of Ontario created 14 Local Health Integration Networks (LHINs). This change means that decisions once made at the corporate office of the Ministry of Health and Long-Term Care will now be transferred to local governance. Such a redesign of the system will have a significant impact on the organization of health services at the local level.
In 2006, the Province of Ontario created 14 Local Health The Champlain LHIN’s three-year plan (2007 to 2010) has six Integration Networks (LHINs). This change means that decisions priorities: once made at the corporate office of the Ministry of Health and Long-Term Care will now be transferred to local governance. Better access to treatment closer to home Such a redesign of the system will have a significant impact on Addictions and mental health the organization of health services at the local level. The elderly with complex and chronic conditions Chronic disease prevention and management As a community hospital serving the Francophone population, Primary health services for healthy communities Montfort Hospital will play a key role in the evolution of the E-health (i.e. an electronic health record) Champlain LHIN. MICHELINE MARQUIS, RN Montfort Hospital, with its deep roots in the community, is integral The Champlain region includes the city of Ottawa and stretches to the Champlain LHIN’s priority of providing care closer to home. The move was accompanied by a precedent-setting academic from Algonquin Park in the west to Hawkesbury and Cornwall in Its focus on enhancing primary health services in surrounding neigh- arrangement that allowed obstetrical residents from the University the east. The proportion of Champlain residents who are bourhoods will also ensure that residents of Ottawa and the Eastern of Ottawa to train at Montfort. Francophone is 19.2%. Counties will gain better access to the type of care they require. Over the past 18 months, as the LHIN formulated its strategic The mandate of the Champlain LHIN is to plan, integrate, coordinate The hospital has a track record of innovation, particularly direction and planning architecture, I have enjoyed visiting and fund a number of healthcare sectors including hospitals, long- with respect to training health professionals in primary care. Montfort Hospital, engaging with its leaders, and witnessing its term care homes, community health centres, addictions and mental In addition, Montfort has increased its numbers of obstetrical substantial growth. I look forward to working together to achieve health service providers, and community support services. April 1, deliveries so that women with low-risk pregnancies may deliver continued success. 2007 marks the official transfer of responsibilities to the LHINs. in a setting appropriate to their needs. The transfer of low-risk Our vision is of healthy, caring communities supported by exemplary deliveries from The Ottawa Hospital to Montfort Hospital health services that achieve results – today and in the future. (which required strong leadership from both hospitals), serves as an example of ‘repatriation’ of care to community hospitals in the Champlain region.
3 MONTFORT: A KEY PARTNER IN IMPROVING ACCESS TO HEALTH CARE
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT CLINICAL SERVICES AT FULL POTENTIAL
Montfort is reinventing itself in order to direct all of its efforts and resources towards ensuring that each and every patient gracing its doors has a positive experience. By transforming its clinical services, Montfort will be in a position to further its reputation for compassion and caring, a reputation that it has so richly deserved for over half a century. The following are some examples of major achievements in clinical services that will make the New Montfort an ideal place for patients and healthcare providers alike.
Reduction of Wait Times Research Priorities The hospital is an active participant in government projects aimed Montfort is implementing a new policy that emphasizes the at reducing wait times. By implementing new practices and importance of integrating research results and the development of increasing its capacity, Montfort has continued to progress clinical services. This policy ensures that every clinical practice towards meeting its annual targets for the following procedures: has demonstrated benefits within the scope of scientific research projects before being implemented at Montfort. magnetic resonance imaging tests; knee and hip replacements; Montfort is also an active participant in the initiatives sponsored cataract surgery; by the Council of Academic Hospitals of Ontario (CAHO) such as colon cancer. the project resulting from the report entitled Health Outcomes for Better Information and Care (HOBIC). This project’s goal is to However, wait times for these surgeries are still unacceptable. collect all of the clinical results from healthcare facilities through- The addition of new operating rooms in 2008 should help to out the province and create a provincial database. By analyzing further reduce these wait times and greatly alleviate the situation. provincial clinical data, healthcare facilities in Ontario will be in a position to constantly improve the quality of the care and services Review of Practices in Intensive Care they provide. Within the framework of the province’s major transformation initiative, Montfort Hospital is participating in evaluating and SUCCESSFUL PARTNERSHIPS standardizing practices in intensive care. A complete review of the systems used in the Intensive Care Unit led to the implementation New Practices in Cancerology of new practices aimed at increasing the capacity of health care In light of the New Montfort’s orientation towards patient-focused providers and ensuring that the needs of patients are taken into care and services, adoption of the best practices in cancer care is account in the delivery of more efficient services. essential. Montfort is in the process of implementing new systems that will standardize its cancer services with those of the Ottawa MS. LUCILLE PERREAULT FORWARD-THINKING APPROACHES Regional Cancer Centre. Vice-President, Clinical Services Chief Nursing Executive Implementation of Best Practices This project, undertaken in partnership with Cancer Care Ontario, In years to come, we will look back at 2006-2007 and consider it aims to implement the Ottawa Regional Cancer Centre’s standards the turning point, the year in which the vision of the New Montfort of practice throughout the region. As a result, all points of service in EXEMPLARY CARE became a reality. To this end, all of the departments are working on the region will be able to provide cancer patients with a continuum identifying the most efficient and forward-thinking practices in their of care. New Operating Rooms respective areas. In striving to achieve the highest standards A new operating room was added to the surgery department this possible, Montfort has acquired the knowledge and skills required to Partnership with Women’s College Hospital year which will help reduce wait times for certain procedures. reinvent itself so that it can become an ultramodern facility in which Women’s College Hospital in Toronto has a section on its The renovation project currently underway also includes the all of the components have been redesigned based on the needs of Web site where Internet users can receive answers to their addition of another operating room in the near future as well as patients and the desire to provide quality health care and services. health-related questions. After having received a large number two new operating rooms for the Ambulatory Procedures Unit by of questions in French, Women’s College Hospital approached March 2008. Overall Implementation of Interprofessionalism Montfort to establish a partnership in order to respond to With the support of its partners, Montfort is redefining the roles of questions from Francophones. Changes to the Department of Obstetrics and Gynecology clinical team members in order to create a forward-thinking The Department of Obstetrics and Gynecology has added four environment in which all healthcare professionals work together Montfort was happy to oblige. Henceforth, certain questions in new Francophone doctors. Their hiring will allow the hospital to for the benefit of each and every patient. While recognizing that French on the Web site will be answered by Francophone health- increase the number of deliveries from 1,700 to 2,700 per year. each discipline and profession has its own areas of expertise, care professionals at Montfort Hospital. The Department will also acquire new, state of the art equipment. these new healthcare models will allow nurses, doctors and The huge increase in the number of deliveries is but a foretaste of healthcare professionals to share tasks and collaborate more Francophone Component of the Poison Information the enormous changes to come at Montfort. They are also indicative efficiently so as to maximize the delivery of care. In addition to Centre at Montfort of the hospital’s focus on the community and its recognition of the improving the delivery of services, these new healthcare models Montfort has always been committed to serving the needs of the need to implement the best practices and provide pregnant women will enrich the knowledge base of all clinical team members. Franco-Ontarian community. To this end, the hospital entered into with a warm, family environment in which to deliver their babies. a partnership with Toronto’s Hospital for Sick Children (SickKids) in order to introduce a Francophone component to Ontario’s Poison Information Centre at Montfort. SickKids will rely on the close relationship between Montfort and the Francophone community in managing its call centre.
CLINICAL SERVICES AT FULL POTENTIAL 4
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT “ In order to build a truly outstanding hospital, we have to think like a patient. In fact, the whole process of designing and building the New Montfort is an opportunity to create the healthcare environment of our dreams. ”
MS. KATHY O’NEILL Vice-President, Planning and Development
THE HEALTHCARE ENVIRONMENT OF OUR DREAMS
Montfort inherited a spirit of compassion and community involvement from its founders, the Daughters of Wisdom. These values are truly the cornerstone of our healthcare facility. Despite the electronic age we live in, the New Montfort intends to not only preserve these tradi- tional values but also to take advantage of the unique opportunity presented by the construction and renovation project currently underway to create a physical environment that will allow these values to flourish. To this end, at each design stage, we are taking into account the specific needs of the patients we are called upon to serve. By its very existence, this new physical environment will transmit the message that Montfort has cherished for more than 50 years, ‘We are here for you.’
LEADING EDGE TECHNOLOGY AT YOUR SERVICE Plans for the new buildings took into account the patients’ INNOVATIVE HEALTH CARE AND SERVICES needs in their entirety. Hallways and rooms will be painted in The transformation of Montfort goes well beyond the construction soft colours because research has shown that they promote In addition to more than doubling the hospital’s size, the of new buildings. This project, valued at $286 million, includes psychological well-being. Patient rooms will be larger and development project includes transforming, adding to or modern- $21 million for the purchase of ultramodern equipment that will more comfortable. Windows will be positioned so that izing every sector of the hospital. Some of these major initiatives allow our staff to offer state-of-the-art health care and services to patients can see outside at all times, even from their bed. include the following: our patients. In fact, with the recent acquisition of new equipment Signage inside and outside the hospital will be designed to for the Sterilization, Preparation and Distribution Service, the facilitate their reading and comprehension. A new approach aimed at improving outpatient care and purchase of new equipment is already well underway. procedures will be implemented and minimally invasive After construction, departments at the New Montfort will surgery using advanced laparoscopy will be introduced. AN ENVIRONMENT BETTER SUITED TO THE NEEDS be located with a view to facilitating traffic and patient OF PATIENTS transportation from one department to another. For example, The Family Birthing Centre will be renovated. In addition to the Intensive Care Unit and Emergency Services will be offering some of the best obstetrical care in the country, The one and only goal of the New Montfort construction project is to located close to each other to facilitate access between the the Centre will maximize contact between new mothers and create a hospital built to meet the needs of patients, from the two as they often work in tandem. fathers and their newborn throughout the birthing process. location of various services within buildings all the way through to the positioning of windows in patient rooms. We want to create a Montfort will have four atriums that will flood the hospital Montfort will offer a redesigned healthcare program for women. hospital that is a pleasant environment in which to work, visit or heal. with as much natural light as possible. They will be pleasant areas where patients and visitors can meet and relax. The Intensive Care Unit will double in size and will acquire Every day, thanks to the construction workers, our vision is one step These fully landscaped atriums will also allow patients and the most advanced equipment available. closer to reality. What with all of the activity going on, it may be their families to enjoy the beneficial effects of Mother Nature. difficult for the community to visualize just how magnificent the New Diagnostic imaging will acquire faster and more advanced Montfort will be. Here are a few revealing facts to help you better equipment that will help reduce wait times. understand the healthcare facility that will soon be at your service: Emergency Services will almost triple in size and will include a parallel service for mental health patients.
Every unit will offer health psychology services in recognition of the fact that a holistic approach is an essential component of the healing process.
5 THE HEALTHCARE ENVIRONMENT OF OUR DREAMS
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT IMPORTANT FACTS REGARDING THE A new access road to Montfort DEVELOPMENT PROJECT
As of August 30, 2006, the hospital has two access roads. A new access road links Montfort to the Aviation Parkway. This road is Construction of the buildings for the New Montfort is going an integral part of the plan for improving physical access to the hospital for everyone by creating a point of entry reserved to those well and advancing at a rapid pace. According to the who work at Montfort. project managers, the various stages should be completed as follows: However, the rules that presently apply regarding access roads are temporary. Once construction has ended, a peripheral road circling Montfort will allow visitors to enter from Montreal Road and exit via the Aviation Parkway. East Wing and Main Entrance: Spring 2008
West Wing: Spring 2008
Renovation of the buildings constructed in 1953: Early fall 2009
Construction of the New Montfort means…
An investment of $286 million
A total surface area of 750,000 square feet (the addition of 415,000 square feet to the existing space)
293 hospital beds
A 54% increase in the number of acute care beds
An increase in the number of beds in the Intensive Care Unit from 6 to 12
An increase in the number of operating rooms from 7 to 11
An increase in the surface area of Emergency Services from 8,425 to 22,000 square feet
FRONT: DR. GILLES BOURDEAU AND DR. BENOÎT ST-JEAN / REAR: GUYLAINE RAYMOND AND MARIE BIGRAS,RN A 475% increase in the surface area of the outpatient clinics Improvements in nutrition services will allow patients to choose meals from their bed, family kitchens will be available A 59% increase in the number of births in the Family Birthing Centre, and an ultramodern cafeteria will meet the needs of staff and visitors. A 73% increase in the number of visits to Emergency Services Space and service allocations for Canadian Armed Forces.
An 83% increase in the number of surgeries BEST PRACTICES THROUGHOUT MONTFORT HOSPITAL
A 65% increase in the number of outpatient procedures The New Montfort Committee was created in July 2006 to facilitate communication amongst all managers regarding the development An 84% increase in the number of examinations, project. Its mandate includes bringing the organizational vision for visits and diagnostic procedures this project to fruition and implementing best practices throughout the hospital in an effective manner. A 100% increase in capacity for the mental health program To this end, the New Montfort Committee and the various departments of the hospital worked together to organize a major An increase in staff from 800 at the start of the initiative aimed at identifying and implementing the best practices project to more than 1,500 employees in health care. Various teams responsible for the development project performed research, visited the most advanced healthcare RENÉE-CLAUDE BARIL, LABORATORY More than 500 students in medicine, nursing, health facilities on the continent and reported back to Montfort on the sciences, social sciences and research every year best practices they had observed.
Members of the community can rest assured. Henceforth, they will have access to a healthcare facility that not only preserves its legendary status for caring but also implements the best practices in use in the healthcare field.
THE HEALTHCARE ENVIRONMENT OF OUR DREAMS 6
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT MONTFORT: MY CHOICE, MY FUTURE
The shortage of healthcare workers is a major hurdle that all hospitals must overcome in order to meet the needs of the communities they serve. “Why should I work at Montfort?” This is a valid question for the healthcare professional who wants the best possible work environment. Montfort offers excellent working conditions, from flexible hours, increasingly competitive salaries and the opportunity to work alongside talented people to less tangible advantages such as personal fulfillment and the chance to participate in building a health- care establishment that is truly one of a kind.
In March 2007, a second organizational survey on the quality of life This new policy offers employees the chance to achieve a better in the workplace was distributed to all of Montfort’s employees. balance between their work and family responsibilities. The results of this second survey will be used to help us determine which issues relating to the quality of life in the workplace need to HEALTH AND WELLNESS OF EMPLOYEES be addressed. This year, the Human Resources Services personnel organized PROACTIVE RECRUITMENT several activities related to attendance awareness for Montfort’s employees. These activities gave employees additional information Despite the acute shortage of skilled healthcare workers in regarding their rights, responsibilities and obligations in terms of Ontario, Montfort managed to recruit 180 new employees this attendance. In the last two years, the number of absences due to year. The Human Resources Services personnel is presently illness by full-time employees has dropped significantly. In addition, developing recruitment strategies in anticipation of the opening a physiotherapist and a kinesiologist have joined Montfort’s of our new facilities in 2008 and 2009. Occupational Health and Safety team to ensure that all employees who return to the workplace after an illness do so in a safe and GENERAL IMPROVEMENTS TO LABOUR POLICIES healthy manner.
The Human Resources Services team is also reviewing all of its NEW HUMAN RESOURCES MANAGEMENT SYSTEM MS. MANON ROCHON labour policies and working conditions to ensure that Montfort Vice-President (ACTING), remains competitive and improves its employee retention rate. We Montfort has begun to implement a new Human Resources Human Resources Services are also examining a number of potential improvements that would Management System that will greatly improve the team’s productivity make Montfort a more exciting and fulfilling workplace than ever. by automating the processes that used to require considerable time and effort. Thanks to this new system, we will be able to redirect the For example, Montfort implemented a new work and family life time savings achieved towards improving other areas in human policy in 2006-2007 that allows certain employees the opportunity resources management. “ Our priority in Human to choose their work schedule (flexible or compressed hours, Resources is to offer high 12-hour shifts). quality services based on the needs of our clients. To this end, we developed a road map in 2004 that allows us to analyze our performance based on a number of measurable indicators and to develop human resources strategies that are better able to meet the needs of our employees and managers. ”
THIRD YEAR MEDICAL STUDENTS: JOSÉE PARADIS, MARC PRUD’HOMME-FOSTER, JANIE DES ROSIERS AND LESLEA WALTERS
7 MONTFORT: MY CHOICE, MY FUTURE
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT MONTFORT HOSPITAL ADMINISTRATIVE STRUCTURES 2006-2007
THE IMPORTANCE OF THE CAHO FOR THE ENTIRE COMMUNITY
In becoming a member of the Council of Academic Hospitals of Ontario (CAHO), Montfort has greatly strengthened its partnerships with the most established medical centres in Ontario. The Franco-Ontarian community can be rightfully proud that it is now represented at the highest levels in the province on matters relating to medical research and training.
The members of the CAHO are:
Children’s Hospital of Eastern Ontario (OTTAWA)
SCO Health Service (OTTAWA)
University Health Network – Toronto General Hospital DR. RAMESH CHAUHAN AND DR. JEAN-PIERRE LAFLÈCHE London Health Sciences Centre – Victoria Campus (LONDON) Board of Trustees – Montfort Hospital Senior Management – Montfort Hospital Providence Continuing Care Centre (KINGSTON) CHAIRPERSON: Mr. Denis Pommainville PRESIDENT AND CHIEF EXECUTIVE OFFICER: Mr. Gérald R. Savoie VICE-CHAIRPERSON: Ms. Monique Plante Kingston General Hospital TREASURER: Mr. Jean-Marc Dubé EXECUTIVE VICE-PRESIDENT, VICE-PRESIDENT, Centre for Addiction and Mental Health (TORONTO) SECRETARY OF THE ASSOCIATION: Ms. Claudine Girault BUSINESS ADMINISTRATION PAST CHAIRPERSON: Mr. Pierre Lefebvre AND FINANCE: Mr. P. Marc Joyal Hospital for Sick Children (TORONTO)
PRESIDENT AND CHIEF CHIEF OF STAFF: Dr. Bernard Leduc Hotel Dieu Hospital (KINGSTON) EXECUTIVE OFFICER: Mr. Gérald R. Savoie VICE-PRESIDENT, CLINICAL SERVICES: Ms. Lucille Perreault Elected and ex-officio administrators of the Board of Trustees Baycrest Centre for Geriatric Care (TORONTO) for Montfort Hospital VICE-PRESIDENT, ACADEMIC AFFAIRS: position vacant Bloorview Kids Rehab (TORONTO) Dr. Harvey Barkun Ms. Denyse Brisson (OFF.) ASSOCIATE VICE-PRESIDENT, Sudbury Regional Hospital Corporation Dr. Nicolas Chagnon (OFF.) Mr. Denis Chartrand ACADEMIC AFFAIRS: Mr. G. Brian Malcolmson Mr. Robert Crête (OFF.) Dr. Jocelyn Deneault (OFF.) VICE-PRESIDENT, HUMAN RESOURCES: Ms. Hélène Hamilton The Ottawa Hospital (OFF.) Sister Rita Denommée Mr. Graham Fox VICE-PRESIDENT, HUMAN RESOURCES: Ms. Manon Rochon (ACTING) Royal Ottawa Health Care Group Dr. Bernard Leduc (OFF.) Mr. Denis Laframboise (OFF.) VICE-PRESIDENT, PLANNING Mr. Jean-Yves Lalonde (OFF.) Major General (RET.) Lise Mathieu AND DEVELOPMENT: Ms. Kathy O’Neill Mount Sinai Hospital (TORONTO) Mr. Gilles Morin Ms. Nicole Robert Board of Trustees – Montfort Hospital Foundation Mr. Jean-Vianney Renaud Mr. Alain Sékula Hamilton Health Sciences CHAIRPERSON: Mr. Denis Laframboise (OFF.) = EX-OFFICIO ADMINISTRATORS VICE-CHAIRPERSON: Ms. Madeleine Joanisse St. Michael’s Hospital (TORONTO) TREASURER: Mr. Paul Carrière Elected Members of Medical Staff – Montfort Hospital St. Joseph’s Health Care (LONDON) SECRETARY: Mr. Pierre Xatruch CHAIRPERSON: Dr. Jocelyn Deneault PRESIDENT AND CHIEF Toronto Rehabilitation Institute VICE-CHAIRPERSON: Dr. Nicolas Chagnon EXECUTIVE OFFICER: Ms. Christine Sigouin TREASURER: Dr. Jean-Pierre Laflèche Thunder Bay Regional Health Sciences Centre SECRETARY: Dr. Manon A. Denis Administrators – Montfort Hospital Foundation St. Joseph’s Healthcare (HAMILTON) PAST CHAIRPERSON: Dr. Thomas Dufour Ms. Louise Albert Mr. Andrew Bender Mr. Albert Bourdeau Ms. Denyse Brisson Sunnybrook Health Sciences Centre (TORONTO) Medical Advisory Committee – Montfort Hospital Ms. Nicole Cheff Mr. Raymond Gouin North York General Hospital (TORONTO) CHAIRPERSON: Dr. Bernard Leduc, Chief of Staff Ms. Gisèle Lalonde Mr. François Lortie SECRETARY: Dr. Manon A. Denis Ms. Georgette Patenaude Ms. Nicole Richer Hôpital Montfort (OTTAWA) Department Chiefs – Montfort Hospital Mr. Gérald R. Savoie Mr. André Thibodeau The New Women’s College Hospital (TORONTO) ANESTHESIOLOGY: Dr. Jean Blier Board of Trustees – Association of Auxiliaries/Volunteers LABORATORY MEDICINE: Dr. Michel A. Laurin CHAIRPERSON: Ms. Denyse Brisson SURGERY: Dr. Benoît St-Jean VICE-CHAIRPERSON: Ms. Suzanne Fleury MEDICINE: Dr. Brendan P. Quinn SECRETARY: Ms. Huguette Gatien FAMILY MEDICINE: Dr. John Joanisse TREASURER: position vacant OBSTETRICS AND GYNECOLOGY: Dr. Guy D’Anjou PAST CHAIRPERSON: Ms. Lise Milotte OPHTHALMOLOGY: Dr. Robert L. Chevrier MANAGER, VOLUNTEER SERVICES: Ms. Marielle Beauchesne ORTHOPEDICS: Dr. Ramesh C. Chauhan
DIRECTOR OF RESIDENCY PROGRAM- Administrators, Association of Auxiliaries/Volunteers DEPARTMENT OF FAMILY MEDICINE: Dr. Lyne M.A.I. Pitre Ms. Jocelyne Brunet Mr. Jacques Fréchette MENTAL HEALTH PROGRAM: Dr. René Ducharme Sister Linda Joseph Ms. Jeanne D’Arc Legault DIAGNOSTIC IMAGING: Dr. Fabiano A.S. Taucer Ms. Rita Quéry Ms. Sandra Ingram EMERGENTOLOGY: Dr. Louise McNaughton-Filion
COORDINATOR – FAMILY MEDICINE UNIT: Dr. Lyne M.A.I. Pitre
MONTFORT HOSPITAL ADMINISTRATIVE STRUCTURES 2006-2007 8
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT SUPPORT TEAMS AT THE SERVICE OF PATIENTS
Upon entering a hospital, we expect to see nurses, doctors and other healthcare professionals. We also expect to see high tech equipment that helps medical teams care for patients. However, we rarely notice all the people responsible for running the various systems that support the caregivers.
Though support and management teams as well as the systems This equipment allows employees of this department to fulfill their they use to accomplish their tasks are often invisible, they never- vital role with even greater efficiency by ensuring that the medical theless play a crucial role in delivering high quality health care and instruments used daily by doctors, nurses and healthcare profes- services. Every employee at Montfort, from the team responsible sionals are properly cleaned and sterilized. for maintaining the cleanliness of the premises at all times to the team responsible for making sure that each department receives MODERNIZATION OF NUTRITION SERVICES AND the supplies it requires in a timely manner, contributes to ensuring MATERIAL MANAGEMENT SERVICES that patients and visitors alike have a positive experience. Nutrition Services is working on modernizing its systems in order to The following examples demonstrate how we can help caregivers improve nutritional services to patients. This project will allow concentrate on Montfort’s mission, patient care, by adopting new patients to choose their meals so that their nutritional needs can approaches to support services. be met as quickly as possible.
INTRODUCTION OF AN INFORMATION MANAGEMENT In addition, the team responsible for material management and STRATEGIC PLAN logistics is in the process of implementing the best practices in their field so that the material required by caregivers is always MR. P. MARC JOYAL, CA In 2006-2007, the Board of Trustees approved an information provided in a timely manner. Executive Vice-President and Vice-President, management plan for the purpose of implementing the best Business Administration and Finance practices throughout the hospital. By the time the construction THE EQUATION [TECHNOLOGY AND SYSTEMS = project is completed, all services will have implemented these QUALITY OF CARE] best practices in their respective areas of concern so as to maximize the use of resources in such a manner that caregivers The one and only goal in automating, standardizing and integrating “ In planning the New Montfort, are better able to meet the needs of patients at Montfort. the support systems at Montfort Hospital is to improve the quality and safety of the care provided to members of the community. our goal is to implement AUTOMATION OF CLINICAL INFORMATION Instead of ‘dehumanizing’ the delivery of health care and services, leading edge information MANAGEMENT these new systems actually increase the ability of doctors, nurses and healthcare professionals to concentrate on the needs of their management systems that In February 2007, Montfort marked the first anniversary of the patients because every aspect of their work that previously increase the efficiency and implementation of a hospital-wide automated healthcare information occupied a huge portion of their time, from data capture and system. This system allows doctors, nurses and other healthcare access to information to communication, is hugely facilitated by effectiveness of our services professionals to communicate and transmit clinical information with these new systems. The hospital’s porter service is another prime and allow staff to concentrate much greater ease. Thanks to this system, professionals can devote example. In a traditional facility, porters spend 40% of their time more of their time and energy to patient care, knowing that they transporting documents instead of patients. In an ultramodern fully on their field of expertise have the information required to ensure that the care provided is of hospital where paper is quickly becoming a thing of the past, and the needs of their clients. ” the highest quality. porters can concentrate on patient transport.
The Family Birthing Centre as well as the medecine, rehabilitation, All things considered, a hospital in which all of the management day medicine, intensive care, surgery and preadmission units systems are automated and share the same standards is a more presently use this automated healthcare information system on a humane hospital, one where compassion and human warmth are daily basis. Thanks to such technological advances, Montfort at the very heart of its existence. Montfort is just such a place. has joined the ranks of the most efficient facilities in the province in terms of automated clinical information. The next stage of implementation will occur in the fall of 2007 when the system is introduced in the mental health program and the operating rooms.
This year, Montfort also acquired a new dictation and transcription system with such advanced features as voice recognition that greatly reduces the waiting time between the clinical examination of a patient, and the production and distribution of the results.
IMPROVEMENTS IN STERILIZATION, PREPARATION AND DISTRIBUTION SERVICES
In 2006, the Sterilization, Preparation and Distribution Department (SPD) acquired new equipment that makes it one of the most technologically advanced SPD departments in the country.
JULIE MÉNARD, SPD
9 SUPPORT TEAMS AT THE SERVICE OF PATIENTS
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT THE 2006-2007 FINANCIAL REPORT AND CLINICAL ACTIVITIES PROFILE
In 2004, Montfort developed a 20-year business plan to guide the hospital during its STATISTICS - ACTIVITY PROFILE transformation. The Montfort team is proud to report that the results for the 2006-2007 TO MARCH 31 TO MARCH 31 fiscal year achieved the objectives and adhered to the financial parameters established in 2007 2006 Active Care this plan. Average number of staffed beds 170 185 Admissions 8,877 9,220 Births 1,709 1,769 It is important to note that the construction project underway at Please note that in the graph below, the item “Patients requiring a Hospitalized Rehabilitation Care Montfort presents some major challenges, not only from an transfer to a facility better suited to their needs” shows an Average number of staffed beds 21 21 operational standpoint but also in terms of finances. This past increase in the number of requests to transfer patients to facilities Admissions 487 523 Days in attendance 6,866 6,945 year, we dealt with these challenges and managed to maintain offering alternate levels of care following the acute care phase. our regular operations, in accordance with our accountability Given that other facilities are not always able to accommodate Surgical treatments agreement with the Ministry of Health and Long-Term Care. these patients, they must remain at Montfort, thus reducing the and procedures 15,823 15,150 availability of resources. Despite all of these changes, the number Ambulatory Care This agreement, introduced last year by the Ministry, establishes of interventions performed has increased in several departments Visits - Emergency Services 35,472 35,991 Visits - Day Care 15,963 14,542 standards whereby a hospital’s level of funding is tied to specific as illustrated in the graphs below. Visits - Outpatient Clinics 51,640 52,404 targets. Visits - Diagnostic, therapeutic and other services 115,695 111,087 Montfort is constantly innovating so as to ensure that the community Total Ambulatory Care 218,770 214,024 receives the best available health care and services at all times. Employees (FTE) 836 824
INCREASE IN THE VOLUME OF ACTIVITY AT MONTFORT
THE 2006-2007 FINANCIAL REPORT AND CLINICAL ACTIVITIES PROFILE 10
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT THE MONTFORT HOSPITAL FOUNDATION
2006-2007 has once again proven to be an “ Thank you for the excellent care “ From the time I entered the outstanding year for the Montfort Hospital provided by every member of Hospital for surgery until I was Foundation. your team. I would like to brought out to my car, I was express my deepest appreciation totally impressed by all the Thanks to the leadership and drive of its and extend best wishes to your people that I came in contact President and Chief Executive Officer, highly competent staff. ” with. It is evident that everyone Christine Sigouin and her skilful team, wants to be there and is - JACQUELINE BOURASSA LANDRY the Foundation is highly successful year dedicated to the welfare of the after year and the future bodes well. “ Like so many others, we are patients. ” proud to call Montfort ‘OUR’ - DON MACARTNEY The great results speak for themselves. hospital. ” The Foundation’s first major fundraising “ I appreciate very much the - JEAN ET LINDA MORIN campaign raised 80% of the target that was compassion and wonderful care set at $10 million. “ I was very impressed by the my husband received from all service at Montfort Hospital. staff; the nurses and aides in The Foundation’s success is closely linked to The staff is truly outstanding… particular who looked after him the generosity of members of the community I really appreciated their support in room 403 were always who recognize the hospital’s exemplary health and consider myself fortunate to cheerful and ready to oblige care and services. The following are some have been cared for in such an with any request. ” excerpts from letters sent by grateful patients: EXCELLENT hospital… - CLAIRE O’CONNOR Once again, a huge thank you. ”
- MICHEL MADAIRE
FROM LEFT TO RIGHT
PHOTO 1 : DENIS POMMAINVILLE, CHRISTINE SIGOUIN, DENIS LAFRAMBOISE, PHOTO 3 : ANDRÉ LACROIX AND CHRISTINE SIGOUIN PHOTO 6 : HÉLÈNE LORTIE AND FRANÇOIS LORTIE AND CHRISTINE SIGOUIN
DENYSE BRISSON AND GÉRALD SAVOIE PHOTO 4 : GÉRALD POULIN AND ANDRÉ LACROIX, LACROIX SOURCE FOR SPORTS PHOTO 7 : MOTOMONTFORT 2006
PHOTO 2 : DENIS LAFRAMBOISE, GÉRALD SAVOIE, CHRISTINE SIGOUIN, MADELEINE PHOTO 5 : MICHEL DUROCHER, ALAIN LAFRENIÈRE, DENIS LAFRAMBOISE, PHOTO 8 : THE HONOURABLE JIM WATSON, GÉRALD SAVOIE, CHRISTINE SIGOUIN
DENEAULT AND DR JOCELYN DENEAULT AND DR BERNARD LEDUC DENYSE CHARBONNEAU AND CHUCK DESFORGES AND RICK CAMPAGNA
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11 THE MONTFORT HOSPITAL FOUNDATION
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT CANVASSING GRATEFUL PATIENTS FUNDS FROM THE CONSTRUCTION INDUSTRY ANNUAL WINE AUCTION AT THE THÉÂTRE D’ORLÉANS In the winter of 2007, the Foundation, in partnership with the With the major support of general contractor EllisDon, the The Foundation’s annual wine auction was held at the Théâtre hospital, reintroduced its grateful patient program in order to Foundation recently set up a fund focusing on the construction d’Orléans on September 14, 2006. Upwards of 100 participants ensure compliance with new legislative measures relating to industry for the purpose of consolidating donations from all of helped raise a net profit of $38,446. access to information and the protection of privacy. the companies participating in the expansion of the hospital. As of March 31, 2007, the Foundation had collected $331,000 MONTFORT GALA In 2006-2007, 571 individuals, businesses, companies, and is confident that, with the support of all of its partners in the The Foundation, in partnership with the Association of Auxiliaries/ community associations, employees and doctors contributed to construction industry, the target of $500,000 will be exceeded. Volunteers, organized the Montfort Gala at the Ottawa Congress the Foundation’s first major fundraising campaign. Centre last October 13th. More than 350 guests helped to make Special Activities the event a huge success. This year, the Foundation received an anonymous gift of 2006-2007 was marked by a wide range of special activities 1,925 shares. They were sold through Disnat, a subsidiary of aimed at collecting donations for the New Montfort. These activities BMO – HEALTHY CHALLENGE OTTAWA Desjardins, for a total of $99,253 which was deposited in the included the following: Two of Montfort’s senior managers took up a ‘breath-taking’ campaign account.. challenge: walking 10,000 steps a day for two months. Armed LACROIX LA SOURCE DU SPORT DRAW with pedometers, Mr. Gérald Savoie and Ms. Christine Sigouin ADVERTISING CAMPAIGN In the early-bird draw, there were two prizes of $1,000 each. participated in the Healthy Challenge, a joint fundraising activity Thanks to the generosity of a local company, Hulse, Playfair and The prizes for the draw were a 2006 Buick Allure valued at sponsored by the BMO in partnership with the foundations of McGarry, the Foundation launched a very proactive ad campaign $34,410 and a 2006 Yamaha Grizzly 660 all-terrain vehicle (ATV) three Ottawa area hospitals, the Montfort Hospital, the Royal on the television channel CJOH, on French radio CIMF 94,9 Rock valued at $11,476. Net profit: $19,562 Ottawa Hospital and the Queensway-Carleton Hospital. Détente, on CHUM radio stations and in the daily newspaper LeDroit. These ads invited the community to donate to the Foundation’s major LACROIX LA SOURCE DU SPORT GOLF TOURNAMENT Healthy Challenge Ottawa, launched in September 2006, was fundraising campaign for the New Montfort. Dr. André Gauthier also Approximately 350 people participated in the 30th annual golf sponsored by the BMO Financial Group, a partnership that is the taped a French radio ad calling upon members of the community to tournament sponsored by Lacroix La Source du sport which raised first of its kind in the history of the three foundations. give generously. $20,000 for the Foundation. What is the Healthy Challenge? MEMORIAM DONATIONS PROGRAM “ I would like to take this opportunity to personally thank Mr. André Approximately 350 employees of the BMO Financial Group in the The Foundation would like to extend special thanks to the Lacroix for his outstanding support. André, you have once again Ottawa area approached individuals and companies and collected 559 individuals who made a donation in memory of a deceased demonstrated the spirit of giving for which you are so well-known. a total of $96,000 (after expenses) for distribution to the three loved one. These donations provide support to the bereaved family We are very grateful that you sponsored this tournament and wish foundations. at a difficult time in their lives. Donations through this program to express our thanks for your deep commitment to the Montfort totaled $46,931. Hospital Foundation. ” The goal of Healthy Challenge Ottawa was to encourage participants to be more physically active while contributing to worthy causes. DENIS LAFRAMBOISE DONATIONS TO MONTFORT HOSPITAL CHAIRPERSON, BOARD OF TRUSTEES In 2006-2007, the Foundation contributed $3,156,991 MONTFORT HOSPITAL FOUNDATION The Results: million towards construction of the New Montfort. Participants had to be more active and in doing so, they learned MOTO-MONTFORT OUTING IN EASTERN ONTARIO to gradually modify certain behaviours so as to achieve better BUSINESS PARTNERSHIPS Approximately 190 people participated in the Moto-Montfort outing health and enjoy a more balanced lifestyle. The hospitals involved on July 16, 2006 and $5,113 was raised for the Foundation. were the beneficiaries of a major source of support that allows LOEB them to continue improving the quality of care in their community. Loeb supermarkets in the Ottawa area and throughout Eastern FOUNDATION’S ANNUAL GOLF TOURNAMENT AT THE Ontario participated in our major fundraising campaign by encou- OUTAOUAIS GOLF CLUB CHRISTMAS FANTASY raging their clients to support the Montfort Hospital Foundation. The Foundation’s annual golf tournament at the Outaouais Golf Club On December 17, 2006, the vocal ensemble Adagio held a benefit In the spring and summer of 2006, Loeb supermarkets collected on July 22, 2006 was a huge success. More than 240 players concert to raise funds for the Montfort Hospital Foundation. Thank $21,500 on our behalf. helped raise a net profit of $64,789. you to the singers, violinist and pianist of the vocal ensemble Adagio and all who attended.
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THE MONTFORT HOSPITAL FOUNDATION 12
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT “ All of our work this year went way beyond what one could strictly call ‘quality control’. Patient safety is an organizational priority. Ensuring that the care and services provided by the New Montfort meet the needs of patients is not good enough. Our dream is to create a hospital where expectations are exceeded on a daily basis and that includes implementing best practices that focus on patient safety. ”
MS. LINDA LESSARD Director, Quality Control and Risk Management SAFETY FIRST…
A hospital can only meet the needs of the community it serves by attaching the highest priority to the quality of the care it provides and this includes patient safety. Consequently, the New Montfort has spent the last year conducting an in-depth review of all its practices related to patient safety. This review takes a hard look at all of the hospital’s traditional practices with a view to implementing a ‘culture of safety’ that requires the commitment of each and every hospital employee. This major initiative will promote teamwork so that each patient receives the highest quality of care in the most timely and safest manner possible.
The following is a description of some of Montfort’s accomplishments in this regard during the past year.
ESTABLISHMENT OF THE QUALITY COUNCIL AWARENESS CAMPAIGN ON PATIENT SAFETY Anti-smoking policy Over a year ago, Montfort created a Quality Council whose In the past year, Montfort organized an awareness campaign for members are mainly responsible for improving the quality of care its employees relating to patient safety. Quality Control and Zero tolerance provided by the hospital. Its mandate is to analyze and evaluate the Risk Management Services gave presentations and distributed health care delivery system in order to identify opportunities for information to employees and will continue to keep them abreast A new anti-smoking policy was implemented at Montfort in improvement and to prevent, minimize or eliminate real or potential of progress in the area of patient safety as a means of ensuring January 2007. This policy forbids smoking anywhere on risks. The Quality Council is guided by the principle whereby no the implementation of best practices throughout the hospital. hospital grounds except in two very specific and temporary ‘blame’ is assigned. This principle recognizes the fact that human The quality control teams have also undertaken a number of locations, one for patients and one for employees. This new nature cannot be changed but the working conditions under which quality improvement projects aimed at enhancing patient safety. policy aims to ensure a healthy and safe environment for humans operate can. A healthy and supportive environment in the patients, staff and visitors alike. workplace promotes the safest possible delivery of care. ACCREDITATION 2008
IMPLEMENTATION OF A METHOD FOR CONTINUOUS The Canadian Council on Health Services Accreditation (CCHSA) QUALITY IMPROVEMENT visits healthcare facilities throughout Canada for the purpose of helping them examine and identify opportunities to improve the In 2006-2007, Quality Control and Risk Management Services quality of their services. Following its most recent visit in May 2005, implemented the Continuous Quality Improvement Method that Montfort was awarded an outstanding rating in all categories. encourages employees to identify and implement continuous Given the initiatives undertaken by the hospital’s quality control quality improvement projects and allows them to do so in a more teams relating to continuous quality improvement and patient safety standardized fashion. in the past year, Montfort is confident that it is well prepared for the CCHSA’s next evaluation scheduled in May 2008. The multidisciplinary quality control teams created following Montfort’s accreditation in 2005 received training relating to this Montfort continues to implement the CCHSA’s nationally method, including the applicable tools and quality indicators for recognized principles as a means of achieving continuous quality the purpose of achieving a systematic improvement in the quality improvement and excellence in all its fields of endeavour. The of healthcare delivery at all levels. operational planning carried out by departments in relation to the development project supports this approach. Quality Control and Risk Management Services will continue to provide leadership to the quality control teams so that they can achieve their goals.
DANIA VERSAILLES, ADVANCED PRACTICE NURSE
13 SAFETY FIRST…
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT NEW PAIN MANAGEMENT SYSTEM
In the context of a process whereby continuous improvement in problem. For medical personnel, however, pain is much more The new pain management system will help improve the quality the quality of care and services is sought, Montfort implemented difficult to measure than pulse or temperature. of care and services while recognizing the subjective experience new best practices this year that will help medical personnel to of patients in an innovative manner. better assess and manage a patient’s pain. Healthcare professionals usually evaluate the condition of a patient based on four vital signs, amongst others: temperature, Pain is subjective in nature. From the patient’s point of view, it is pulse, blood pressure and respiration. Thanks to this pain usually the most important sign indicating that there is a health management project, Montfort’s healthcare professionals can now add a fifth sign to this list.
THE FACE SCALE (adapted from Wong-Baker) is one of the tools used by healthcare professionals at Montfort to assess and manage a patient’s pain.
THE PARENTS OF THE NEW YEAR’S BABY RECALL THEIR EXPERIENCE AT MONTFORT
Minutes after ringing in the New Year, the Montfort family had a Ms. MacCuaig also notes that she appreciated the compassion new addition when Maggie Rose MacCuaig became the Ottawa and the dedication of the nurses who took care of her in the days area’s first baby to be born in 2007. following Maggie’s birth.
Maggie Rose, born by Caesarean section at 15 minutes past The new father, Philip Radzichowsky, also loved his experience at midnight (12:15 a.m.) on January 1, 2007, weighed eight pounds. Montfort. “We were really impressed by the quality of the rooms at After a difficult birth, she was transferred to the Children’s the Centre. The private room, the whirlpool tub, the service… they Hospital of Eastern Ontario to be stabilized. all contributed to making it a positive experience.”
Her mother, Shannon MacCuaig, finally brought her daughter During a media interview in her hospital room shortly after the home on January 10, 2007. delivery, Ms. McCuaig had exclaimed, “We’re simply happy to have a baby. The first baby is a bonus!” “The members of the team at the Family Birthing Centre were terrific. I’d like to thank them for the great care we received and At Montfort, we are simply happy to offer exemplary services in an the quality of the services that are offered.” environment that values compassion and human warmth. This first newborn of the year in the National Capital Region was a ‘bonus’ for us too!
PHILIP RADZICHOWSKI, SHANNON MACCUAIG and their newborn daughter, MAGGIE ROSE
MONTFORT WOMEN’S HEALTH 14
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT TEACHING AND RESEARCH… THE KEYS TO ACHIEVING LASTING SELF-SUFFICIENCY
For the Franco-Ontarian community, self-sufficiency in health care is much more than a political issue. At Montfort, self-sufficiency is fundamental to the health and well-being of Francophones. We know for a fact that the level of comfort and confidence felt by patients who are cared for in their mother tongue is a huge factor in the healing process, one that is just as important as the quality of care they receive.
This is why Montfort attaches such importance to its training and research programs. It also explains why Montfort and its partners actively pursue their mission to create a state-of-the-art teaching network and a research centre of national significance for Francophones living in a minority setting. In our view, this network is the foundation for long-term self-sufficiency.
MONTFORT JOINS THE PRESTIGIOUS GROUP OF RESEARCHERS AT MONTFORT UNIVERSITY HOSPITALS IN ONTARIO A growing number of professionals at Montfort are participating On September 15, 2006, Montfort became a member of the in various research projects currently taking place on site. Council of Academic Hospitals of Ontario (CAHO), thanks in large The emergence of this organizational culture within the Montfort measure to its affiliation with the University of Ottawa. Only 25 team, a culture that values the integration of research and clinical out of 150 hospitals in Ontario are members of the CAHO. practice, is an essential component in achieving the community’s This very dynamic organization has the ability to meet the many dream of self-sufficiency in health care. challenges in the healthcare field by focusing on the quality of teaching, research and healthcare delivery. The research projects currently underway may be numerous and varied but they all share the same goal, that of improving the The participation of Montfort’s senior managers in various CAHO quality of care given to the community. Some of these studies initiatives guarantees that the Franco-Ontarian community is include the following: represented at the highest levels in the healthcare field in Ontario. the use of psychotherapy in cardiac rehabilitation; MEDICAL TRAINING IN HIGH DEMAND the relationship between regular physical activity and motivation, self-determination and confidence; The number of students who choose to pursue their medical the relationship between osteoporosis and nutrition. training at Montfort is constantly on the rise. Between 2005 and the etiology and reduction of role overload 2006, the number of new residents increased from 8 to 11 in each year of the two-year family medecine program while the number of first-year students grew from 40 to 44 in the same time period. MR. G. BRIAN MALCOLMSON The implementation of Associate Vice-President, In order to respond to the needs of this growing clientele, the interprofessionalism Academic Affairs Office of Academic Affairs plans on expanding the space allocated to the residency programs by adding examination and supervision Interprofessionalism plays an increasingly important role rooms, as well as additional on-call rooms. in improving the ongoing delivery of healthcare services. In fact, no single profession or discipline can meet all of a “ The ability to train outstanding PLANNING FOR THE RESEARCH INSTITUTE patient’s needs. Throughout our lifetime, we will require the doctors and healthcare services of various healthcare providers who, working as a Every year, Montfort’s dream of establishing a research institute for team, form a ‘community of care’. professionals depends largely the benefit of the Franco-Ontarian community is one step closer to reality. This year, the Office of Academic Affairs submitted to the on the establishment of Interprofessionalism is a concept that seeks to create Board of Trustees the preliminary results of a study on the organiza- such a community by promoting the sharing of tasks and teaching and research tional structure of the new institute that will soon be part of the New knowledge, and by fostering collaboration amongst health- Montfort. We expect to make huge strides on this important issue in programs that contribute care professionals. the coming year. to the advancement of This year, Montfort participated in a number of initiatives knowledge in the healthcare sponsored by the Institute for Interprofessional Health field. These programs must Services Education as well as several initiatives undertaken by a coalition of educational establishments aimed at also be outstanding and ours coordinating the academic activities offered in the region. certainly are. ” Montfort is also conducting a study on the challenges involved in implementing this concept within healthcare units. All of these initiatives are aimed at promoting inter- professionalism within the various organizations in the region.
15 TEACHING AND RESEARCH… THE KEYS TO ACHIEVING LASTING SELF-SUFFICIENCY
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT MEDICAL TRAINING AT MONTFORT: “WHO COULD ASK FOR MORE?”
Christopher Schneider, a Manitoban and the son of a veterinarian, Marie-Ève Bolduc, a third year medical student, is living proof that is one of those rare finds, an Anglophone student who chose to even a bad experience can inspire a person to make a difference. pursue his medical training… entirely in French! “When I was eight years old, I got hurt while biking,” says “I grew up in a Franco-Manitoban community so I’ve always had a Marie-Ève. “I realized that I wanted to be a doctor while I was lot of respect for Francophones. In fact, my experience at Montfort getting stitched up!” confirms that I was right to admire them!” Today, Ms. Bolduc is making her childhood dream come true. Christopher, a third year medical student at the University of She is doing several rotations at Montfort, including one in Ottawa, is gaining clinical experience by rotating through various emergency and another in internal medicine. As she nears the end departments at Montfort Hospital. of her third year in medicine at the University of Ottawa, Ms. Bolduc expresses her feelings about this community hospital. “Montfort stands out from the other hospitals in the region for several reasons, one of which is the approach to training. “The team is like one big family. Montfort is a place where people At Montfort, the students participate fully in caring for patients. know each other and help each other. Everyone here is so During my rotations, I worked closely with the doctors and got to friendly. As far as training programs go, it just doesn’t get better know them personally. I really got a taste for what my professional than this. Who could ask for more? Students are getting a life will be like down the road.” superior education because Montfort is a hospital that excels in medical training.” Third year medical students Mr. Schneider says that he has been very impressed by the CHRISTOPHER SCHNEIDER and individualized mentoring approach that is a hallmark of training MARIE-ÈVE BOLDUC, at Montfort. with DR. JEAN-FRANÇOIS THIBERT “It’s a training program that values discussion and the participation of all members of the team. At Montfort, I can get the very best medical training in an environment that recognizes the importance of human contact.”
AN IDEAL LEARNING ENVIRONMENT
Nursing students Rahma Abdi and Lucson Jean-Guillaume have “I’ve always been fascinated by science,” says Ms. Abdi. “I think looked forward to participating in the life of Montfort Hospital for that nursing offers so many possibilities. Caring for patients is some time. really important but there are also nurses involved in all aspects of healthcare research and training.” “I love doing my training at Montfort,” says Mr. Jean-Guillaume, a third year nursing student at the University of Ottawa’s Faculty of Mr. Jean-Guillaume agrees and adds that “at Montfort, we’ve Health Sciences. “Montfort is such a friendly place and it makes realized just how versatile nurses are and what a difference they me feel proud to be a Francophone.” make in the quality of care provided to patients on so many different levels. The multidisciplinary aspect of nursing is very According to his colleague Ms. Abdi, “It’s also an outstanding apparent and highly valued here. The nurses, doctors and other health facility. The nurses at Montfort are very competent profes- healthcare professionals all work together so that each patient sionals. They have access to the best systems and the most gets the best possible care.” advanced equipment and instruments available in health care.” “That’s why I intend to finish my studies here at Montfort.” When these two enthusiastic students were asked why they chose a career in nursing, they didn’t lack for answers.
Nursing students RAHMA ABDI and LUCSON JEAN-GUILLAUME
TEACHING AND RESEARCH… THE KEYS TO ACHIEVING LASTING SELF-SUFFICIENCY 16
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT REPORT BY THE PRESIDENT OF THE ASSOCIATION OF AUXILIARIES/VOLUNTEERS
The mission or ‘raison d’être’ of the Association of Auxiliaries/Volunteers is to offer a wide range of activities focusing on the patient’s quality of life. Every activity undertaken by a volunteer contributes directly or indirectly to improving the well-being of patients. Given that they work in 34 different locations throughout the hospital, our volunteers in their blue smocks are pretty hard to miss! In fact, they are an integral part of daily life at Montfort.
“ We can always count on a Two programs sponsored smile and a helping hand by Volunteer Services at from our volunteers. Their Montfort Hospital ability to listen to patients Volunteer Services is proud to sponsor the Young and understand the message Volunteers Program! Last summer, 35 high school students between the ages of 14 and 17 chose to volunteer at behind the words is invalu- Montfort Hospital in order to complete the 40 hours of able. An act of kindness or a community service required by the Ministry of Education as part of their graduation requirements. gentle word from a volunteer can make all the difference These enthusiastic students helped improve the well-being of patients and lighten the workload for staff. They con- in the world to someone who tributed to their community and acquired valuable work is frightened or in pain. ” experience at the same time. This year, the Young Volunteers Program 2007 will begin in July. We look forward to welcoming all of our young volunteers! MS. DENYSE BRISSON President Student Coop Education Association of Auxiliaries/Volunteers Program
This year alone, 265 volunteers contributed 60,000 hours of their Regardless of the hospital’s expansion, the focus of the Association Cooperative education is a practical learning tool for time to the hospital and they did so with great pride and pleasure. of Auxiliaries/Volunteers will remain the welfare of patients on a students in grades 11 and 12. They earn credits while I would like to take this opportunity to thank our veritable army of daily basis. The following comments from volunteers illustrate the applying their theoretical skills and gaining practical volunteers for their deep commitment to the hospital each and huge difference they make in the lives of our patients. “I come in experience in the workplace. In 2006, 43 students every day of the year. I hope that this annual report serves to every Monday morning. While giving communion to patients, I take contributed their energy, enthusiasm and resourcefulness underline their immense dedication to the welfare of the patients advantage of my time with them to offer words of comfort and to the hospital’s patients and staff. Montfort Hospital is in our care. encouragement. Some of them think I’m a priest, which makes me proud to participate in the education of the next generation laugh! But seriously, the smiles I get from patients and staff make of Franco-Ontarians. Montfort Hospital’s expansion will give rise to an increase in the it all worthwhile. I can’t think of a better way to start the week. need for volunteers by virtue of the fact that the hospital will more In addition to my regular shift, I stop in to see patients every time I than double in size. This expansion requires a considerable amount drive by the hospital.” of planning which is why a questionnaire on job satisfaction was We need YOU! distributed to all volunteers. I am happy to report that 78% of That’s what it means to be a volunteer… giving of oneself and volunteers are very satisfied with the work they perform and 84% making a contribution. Here is a quote from another volunteer. Would you like to generously donate your time, your skills of them feel supported by hospital staff. This questionnaire proved “I brought a warm blanket to an elderly lady who had just arrived and your compassion to help Montfort Hospital fulfill its to be a useful tool in evaluating the quality of services and allowed by ambulance from a retirement home. She was barefoot and mission? If volunteering interests you and you would like us to better understand the hopes, expectations and day to day life wearing a very thin nightgown. Her smile and her thanks for such more information, please contact Volunteer Services at of our volunteers. a small service touched me deeply. It’s helping a person like her extension 2022 or 2019. that keeps me coming back. After all, that elderly lady could be Our organization would like to retain its current volunteers as well my mother.” as attract new people with diverse areas of expertise who can contribute a wide range of skills to the New Montfort. To this end, Despite the turmoil created by the construction going on around we visited several hospitals known for their leadership and innovation us, we can always count on a smile and a helping hand from our in certain fields. During these visits, we held discussions in small volunteers. Their ability to listen to patients and understand the groups, observed various projects in action, and analyzed and message behind the words is invaluable. An act of kindness or a compared different models and best practices. Thanks to this gentle word from a volunteer can make all the difference in the wealth of information, we will develop an action plan over the next world to someone who is frightened or in pain. Volunteering is few months that will allow us to rise to the occasion and meet the truly an act of love, one patient at a time… challenges ahead. Our volunteers make a huge difference! My deepest thanks to each and every one of them.
17 REPORT BY THE PRESIDENT OF THE ASSOCIATION OF AUXILIARIES/VOLUNTEERS
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT ELSA DINIS, LABORATORY ALAIN DUBREUIL, ARCHIVES DR. BENOÎT ST-JEAN THE MONTFORT SOCIAL CLUB
The entire Montfort team, from healthcare professionals and managers to administrative and maintenance staff, contributes its expertise to the hospital on a daily basis.
It is not surprising that this close-knit community shares a spirit of cooperation and fellowship. These professional relations often lead to friendships that are essential in building strong teams and promoting personal growth.
The Montfort Social Club fosters the development of these bonds in order to create a workplace where friendship amongst staff is considered as important as the spirit of cooperation.
Under the leadership of its president, Marcel Pilon, the Montfort Social Club organized many activities this past year, several of which have become traditions at the hospital:
Memorable evenings such as the Christmas party and the gourmet dinner, both of which have become the stuff of legend at Montfort;
Sporting events such as the volleyball, bowling and baseball tournaments;
Special activities aimed at promoting friendship and reminding people of the importance of relaxation and laughter such as the Montfort Carnival and the annual sugar-bush party.
THE MONTFORT SOCIAL CLUB (LEFT TO RIGHT): Diane Barrette, Marcel Pilon (PRESIDENT), As is the case every year, employee participation in 2006-2007 Marie-France Lessard, Lise Soucy, Louise Pigeon and Dominic Carle was outstanding. ABSENT: Bernadette Laroche, Sylvain Léger, Roxanne Piché, Murielle Filiou, Mélanie Chartrand and Nicole Grondin
Every employee recognizes the important role that the Social Club plays in solidifying friendships and promoting the team spirit that is so crucial to the success of our establishment.
THE MONTFORT SOCIAL CLUB 18
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT MONTFORT WILL ALWAYS BE TRUE TO ITS MISSION
Our growth is quite simply phenomenal. Montfort is being transformed into a hospital where the buildings and equipment, and more importantly, the health care practices rank with the best in the world. Given that the New Montfort will serve a much greater number of people than in the past, many could rightfully ask: “Will the New Montfort remain the hospital for Francophones?”
The answer is a resounding “Yes!”
In fact, the main purpose in transforming Montfort is to provide the Franco-Ontarian community with the best possible health care and services, which are essential to its health and development. To this end, the New Montfort will be a world-class hospital where clinical training will be provided in French to students in medicine and health sciences so that the Franco-Ontarian community can achieve self-sufficiency in health care.
As construction proceeds apace and the new buildings rise up, the community’s commitment to Montfort and Montfort’s commitment to the community grow and strengthen every day, as the following examples so clearly demonstrate.
In his acceptance speech, Gérald Savoie declared :
“ We have not finished buil- ding this country. We have not finished building our place in this society. We cannot afford to rest on our laurels. We must forge ahead and remain united. ”
Montfort, a leader for Franco-Ontarians, champions their causes and contributes to their development.
CELEBRATION FOR THE 10TH ANNIVERSARY OF THE In recognition of the significance of this chapter in the history of Mr. Bernard died suddenly at the age of 56 and never got to GRAND RALLIEMENT Ontario, both Francophone and Anglophone media came to witness the ultimate victory to which he had so greatly con- Montfort last March to capture the moment. tributed. His wife, Marie-Claire, represented him at the ceremony On March 22, 1997, approximately 10,000 Franco-Ontarians and accepted a letter written on parchment addressed to her gathered at the Ottawa Civic Centre to protest the provincial MONTFORT HONOURS A FRANCO-ONTARIAN HERO husband as well as a medal commemorating the day of the government’s decision to close the hospital and to support the Grand Ralliement, March 22, 1997, from both the Chairperson of historic campaign launched by S.O.S. Montfort. On the fifth anniversary of Montfort’s historic victory before the Montfort’s Board of Trustees, Mr. Denis Pommainville and the Court of Appeal for Ontario, representatives of the hospital President and Chief Executive Officer, Mr. Gérald Savoie. On March 22, 2007, employees, doctors and members of the travelled to Hearst on December 7, 2006 to honour Mr. Roger community gathered anew to celebrate the 10th anniversary of the Bernard, a sociologist and local hero who became a national hero Mr. Pommainville, in reference to Mr. Bernard in his capacity as a Grand Ralliement, this momentous event filled with passion and as a result of his contribution to saving Montfort. sociologist, stated, “In our opinion, there was only one man who pride that was the turning point in the struggle for our survival. was capable of giving what he gave us. He joined the cause and Mr. Bernard provided Montfort Hospital with the proof it needed to wrote the most seminal work of his life. This document, in the Neatly summarizing this epic event that has become an integral win its case in court. Hearst, a Francophone town in Northern form of an affidavit, will go down as one of the greatest written part of our history, Gérald Savoie, President and Chief Executive Ontario, was his home. works in the history of Franco-Ontarians.” Officer, told the gathering, “Who could have imagined, 10 years ago, that we would be where we are today?”
19 FRANCOPHONIE
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT FRANCO-ONTARIAN YOUTH CONTINUE TO CONTRIBUTE MONTFORT’S PRESIDENT AND CHIEF EXECUTIVE TO MONTFORT’S MISSION OFFICER HONOURED WITH THE PRIX DE LA FRANCOPHONIE On March 31, 2007, the students of the Conseil des écoles publiques de l’Est de l’Ontario (CEPEO) presented a sum of On November 20, 2006, the government of Ontario awarded $10,600 to the Montfort Foundation, demonstrating once again one of the first Prix de la Francophonie in the history of the that Montfort can count on the support of Franco-Ontarian youth. province to Gérald Savoie, President and Chief Executive Officer of Montfort Hospital. Donations were collected during such activities as the gala event Rions en cœur, a premiere showcasing humorists. The organizers The Office of Francophone Affairs established this award in March were high school students who chose to donate the funds to our 2006 to celebrate the 20th anniversary of the French Language Foundation. Services Act in Ontario. As the Selection Committee so aptly stated, “Thanks to his vision of excellence, his leadership in rallying the The gala Rions en cœur was held at École secondaire publique community and his determination in the face of adversity, Gérald Gisèle-Lalonde in Orléans. Naturally, Ms. Lalonde was on hand to Savoie is a model for Francophones in the province.” thank the students from grades 9 to 12 for their generous contri- bution and to encourage them to remain proud of their identity as This award came on the heels of an honorary doctorate conferred Francophones. on Mr. Savoie by the University of Ottawa in October 2006.
“Don’t be afraid. Don’t be afraid ever again. Together, we overcame In his acceptance speech, Gérald Savoie declared, “We have all of the fears tied to our minority status,” said Ms. Lalonde with not finished building this country. We have not finished building the legendary passion for which she is so well known. our place in this society. We cannot afford to rest on our laurels. We must forge ahead and remain united.” In his address, Mr. Gérald Savoie, President and Chief Executive Officer of Montfort, paid tribute to all of the people who fought so Dalton McGuinty, the Premier of Ontario, and Madeleine Meilleur, hard for the survival of the hospital. “Our doctors and our the Minister Responsible for Francophone Affairs, were on hand to employees were steadfast, even in the toughest times, and that’s bestow the province’s brand new Prix de la Francophonie to four what made the difference.” winners. In addition to Mr. Savoie, the other recipients were Ms. Caroline Andrew, professor at the University of Ottawa’s School of Political Studies, Mr. Raymond Tremblay, rector of the Université de Hearst, and Ms. Annie Dell, Director of the Réseau de développement économique et d’employabilité de l’Ontario In November 2006, the government of Ontario (Economic Development and Employability Network of Ontario) for awarded the Prix de la Francophonie to the President the Toronto region. and Chief Executive Officer of Montfort Hospital.
A DYNAMIC INTRAHOSPITAL CULTURE
“The basis of medical practice is the alliance or the rapport that is created in a doctor-patient relationship.”
According to Dr. Yannick Massé, a resident who is finishing his training at Montfort, this statement applies to all medical specialties but even more so in family medicine.
“Montfort has fostered a dynamic intrahospital culture that emphasizes the human aspect in the delivery of health care and services. With its community-based approach and its respect for the values that the Francophone community holds dear, Montfort is quite simply different,” says Dr. Massé who decided to become a doctor after having been a nurse for six years.
“These values make it an excellent training facility. At Montfort, cooperation and communication between healthcare professionals in every discipline are fundamental principles and the teaching philosophy is based on the application of knowledge and individu- alized learning.”
When asked if he believes that these great strengths are threatened by the hospital’s present-day transformation, Dr. Massé is confident that they will be preserved.
“The Francophone spirit, which I define as not just the language DR. YANICK MASSÉ but an entire way of being, is so deeply rooted at Montfort that it Resident will endure.” Family Medicine
FRANCOPHONIE 20
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT 21 HEALING MOMENTS
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT HEALING MOMENTS 22
THE MONTFORT HOSPITAL 2006-2007 ANNUAL REPORT MS. CHRISTINE SIGOUIN President and Chief Executive Officer Montfort Hospital Foundation
MR. DENIS LAFRAMBOISE Chairperson, Board of Trustees Montfort Hospital Foundation
APPEAL TO THE COMMUNITY
We need the New Montfort.
A little more than one year from now, the doors will open on the finished product of the $286 million Montfort Hospital expansion project, which will more than double the size and services of the current facilities. It is a quantum leap into the future.
A first-class establishment produces first-class health care.
The New Montfort will mean drastically improved access to quality health care services for our community, in a modern facility, with the most state-of-the-art advanced high technology equipment and the best proven models of care.
Montfort's stellar reputation extends across the country. Montfort is unique. It is the only teaching hospital in Ontario and in all of Canada, West of Quebec, to offer full health care services in the language of the patient's choice.
With a provincial and national teaching mandate, Montfort serves each year as a principal clinical teaching setting for more than 400 medical and health sciences students from its key partners, the University of Ottawa and La Cité collégiale.
The Montfort Hospital Foundation is dedicated to maintaining our institution's excellence, equipment and services. The Foundation is therefore fully involved in this major expansion project.
We are thoroughly proud of our growth and progress since the Hospital's founding in 1953, but we owe our gratitude to the community that supports us. The breadth of services and programs available at Montfort is the result of the vision and generosity of those who take time to make a gift to our Foundation. Your charitable support now will allow us to continue to provide these invaluable services to you and others in our community as well as to develop even more ways of caring for our neighbours.
Every donation matters. An investment in Montfort is an investment in all our futures.
The New Montfort, we need it! MONTFORT HOSPITAL
713 Montréal Road | Ottawa (Ontario) | K1K 0T2 Sincerely,
PHONE (HOSPITAL): 613-746-4621
PHONE (FOUNDATION): 613-748-4920 President & CEO, Chairperson of the Board of Trustees,
FAX : 613-748-4914 CHRISTINE SIGOUIN DENIS LAFRAMBOISE
E-MAIL (HOSPITAL): [email protected]
E-MAIL (FOUNDATION): [email protected] www.hopitalmontfort.com | www.fondationmontfort.ca