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Portrait of an Academic Hospital the French Version of the Community Report Is Available at Rapportannuel.Hopitalmontfort.Com

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Portrait of an Academic Hospital the French Version of the Community Report Is Available at Rapportannuel.Hopitalmontfort.Com MONTFORT 101: Portrait of an Academic Hospital The french version of the community report is available at rapportannuel.hopitalmontfort.com Hôpital Montfort June 2016 Message from the leadership team The year 2015-2016 was a turning point in Montfort’s evolution as an academic hospital. Intense reflection, nourished by the experiences and accomplishments of our 2011-2015 strategic plan led to the development of a new strategy. Therefore, it is with great pleasure that we present you with the Hôpital Montfort 2016-2021 Strategy: Mission Hôpital Montfort is Ontario’s Francophone Academic Hospital, offering exemplary person-centred care. Vision Your hospital of reference for outstanding services, designed with and for you. Values Our daily actions are guided by compassion, excellence, respect, accountability and mutual support. Our 2016–2021 strategy is based on four major objectives. Over the next five years, through the work of the entire Montfort Team, these objectives will translate into results with a positive impact on our community. Our objectives are: • To enhance targeted clinical services • To become a clinical centre of excellence in multimorbidity • To achieve the attributes of an academic hospital • To fulfill our provincial mandate Our new mission and its accompanying strategy will expand Montfort’s role as an academic hospital. This designation was conferred in June 2013, and the impact of this new status is felt each day with growing intensity. We are often asked: What does it change for Montfort to be an academic hospital? The answer is simple: an academic hospital stands out for the exemplary care it offers its patients, thepractical teaching it provides for the next generation of healthcare professionals, and the research it conducts to advance knowledge in health and medicine. In this report to the community for the year 2015-2016, we will explore these themes and demonstrate how the attributes of an academic hospital come together at Hôpital Montfort and how we are respecting our provincial mandate by making Montfort “Ontario’s Francophone Academic Hospital.” Lastly, by placing the individual at the heart of our 2015-2016 report to the community, we wish to demonstrate how Montfort’s activities are increasingly “person-centred.” Thank you for your attention, and happy reading! Ms. Suzanne Clément Dr. Bernard Leduc President of the Board of Trustees Chief Executive Office 3 Table of Contents Exemplary care 5 Practical teaching 8 Research 11 Foundation 13 Volunteers 14 Governance 16 Medical organization 17 Financial statements 18 4 An academic hospital offers exemplary care An academic hospital is, first and foremost, an excellent hospital. Anyone who walks in— to receive care, visit a loved one, or work there—can expect an exceptional environment that offers the highest quality care and services, with an approach of continuous improvement. The quality of this care is truly exemplary when other hospitals turn to it for inspiration. The offer of exemplary healthcare is evident in every sector of Hôpital Montfort, and 2015–2016 was a year of innovation and recognition. Provincial Awad for our Family Birthing Centre Our Family Birthing Centre (FBC) was awarded a provincial prize for its integration of midwives into the team, and Montfort received certification for participation in the Baby- Friendly Hospital Initiative, demonstrating Montfort’s commitment to implementing practices that promote breastfeeding, not only at the FBC, but also in other settings used by parents and their children. Montfort was also the first hospital in Canada to receive a recognition prize from MOREOB, awarded to the nurses in the FBC, family doctor-obstetricians, midwives and obstetricians at Hôpital Montfort. This prize recognizes exceptional performance in the application of knowledge, communication and interprofessional collaboration in making patient safety a priority and everyone’s responsibility. Healthcare adapted to the elderly Another major advance has been our move to become an acute care hospital offering healthcare adapted to the elderly. For example, our new Frailty Unit allows the senior frail patient to stay at the 4C medical unit at the end of their acute care stay. This way, more vulnerable patients benefit from a recovery period while receiving adapted care that will allow them to return home safely and avoid long-term care, if possible. Also, Montfort has been chosen to be one of 18 Canadian organizations that will improve its healthcare services for the elderly, by designating an advanced practice nurse specialized in geriatrics to serve as a transition coach at the time of discharge of an elderly patient who received acute care at Montfort. This strategy of the Canadian 5 Foundation for Healthcare Improvement, entitled “Acute Care for Elders,” has already proven successful at Mount Sinai Hospital. Another major innovation is our Promotion of Mobilization (ProMo) program. After implementing it in several sectors of the hospital, ProMo is now offered to patients in intensive care. Both staff and family members contribute to the patients’ rehabilitation during their stay in intensive care by having them do a few simple exercises every day to improve mobility. Several other initiatives contributed to Montfort’s exceptional healthcare offer in 2015–2016, including: • The deployment of hourly roundings of our hospitalized patients, which allows nurses to ensure the well-being of their patients, reduce patient anxiety, anticipate patient needs for the next hour, and prevent patients from moving around without help and risking a fall. • We received our first group of patient-partners, who are people who received care and services at Montfort in the last two years—or their loved ones did. The patient-partners share with us their thoughts on their experience at Montfort and advise us on how to improve the experience of all future patients. • Our Emergency Department won a prize for the scope of improvements introduced in one quarter, awarded by the Studer Group. The improvements reported include improved triage times and a considerable reduction in the duration of stays for patients admitted. • Our mental health program continues to grow and we currently have 46 beds and 12 psychiatrists, in addition to three family physicians from the Montfort Academic Family Health Team. The patients also have access to new services, including yoga classes and a comfort room. • Since 2008, Hôpital Montfort has been improving its processes and patient flow thanks to the Lean methodology. Our Lean efforts are presently focused on surgeries by reducing the time required to prepare the operating room between surgeries, accelerating surgery patient transfer to a floor, and better informing patient families, among other things. • The Management and Leadership Best Practice prize was awarded to the members of our pharmacy team by the Canadian Society of Hospital Pharmacists. This prize highlighted the considerable reduction in response time in preparing prescriptions, thanks to the Lean Pharmacy initiative. • The “quality circles” initiative is ongoing and is now well rooted. The 6C team reached the milestone of 200 improvements of all kinds, made by the members of the team following these daily meetings. • Through our involvement in the national program “Choosing Wisely,” we have significantly reduced requests for blood tests at the Emergency and the Family Birthing Centre, without any impact on patient care. Compared with last year, we avoided over 72 000 needless tests, thereby reducing our patients’ discomfort and having more time to offer them quality care. • We organized our first “Wound Care Trade Show” for hospital staff, in order to expand their knowledge of wound care products. The trade show also included information booths on wounds-related topics, run by occupational therapists, dietitians and representatives of other sectors. 6 • We improved how we handle cytotoxic medications, used primarily to treat cancer. Since these medications modify cell behaviour in the human body, it is important to properly protect those who handle them. • We took another important step toward achieving our goal of becoming a “paper-free hospital.” Since July 2015, the files of patients who are staying at Hôpital Montfort or have been discharged are digitized. • The internal campaign of the Montfort Hospital Foundation’s fundraising campaign, under the theme For you, sweet heart, was successfully launched to members of the staff, volunteers and physicians. Our Foundation raised $159,082 for the purchase of a CT scanner with a specialized cardiac module, an ultramodern device that will make it possible to provide patients with a quick and complete diagnosis using less invasive technology. • With support from our Foundation, we also installed giant screens in several strategic places, making it possible to keep our patients and their loved ones informed on a variety of topics while they are waiting for an appointment or between treatments. • In order to promote the active offer of French-language services, we launched the campaign “Bonjour, Hello!” so that our patients and visitors feel free to express themselves in their language of their choice when they walk into Hôpital Montfort. • We are the first Ottawa hospital to have attained Bronze status for the “Healthy Foods” initiative, awarded by the Champlain Cardiovascular Disease Prevention Network. From now on, visitors to our cafeteria will have healthier options to choose from. • The Orléans Family Health Hub has evolved a great deal over the last year. This innovative initiative reflects the major priorities of the Ministry of Health and Long-Term Care and Champlain LHIN in the area of integrated person-centred care. With our seven partners on this project, we have identified a range of programs and services that will contribute to better responding to the needs of the population of Orléans and Ottawa East. We are now awaiting approval from the Ministry to move to the next stage of development of this project. Enlever un des deux points • In October 2015, we received a delegation of 15 visitors from Accreditation Canada International.
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