www.hopitalmontfort.com
2010-2011 The New Montfort… ANNUAL REPORT A HEALTHCARE TREASURE TO DISCOVER!
Hôpital Montfort - 2010-2011 Annual Report | 1 Printed on 50% recycled paper
Hôpital Montfort plays a unique and essential role for Ontario’s Francophonie. 713 Montreal Road Ottawa, Ontario K1K 0T2 Canada Telephone: 613-746-4621 MEMBERS OF THE BOARD OF TRUSTEES
ELECTED ADMINISTRATORS: EX-OFFICIO ADMINISTRATORS: Gilles Morin* (President) Dr. Bernard Leduc* Alain-Michel Sékula* (Vice-President) Dr. Guy Moreau* Jean-Marc Dubé* (Treasurer) Dr. Claudine Michaud* Nicole Robert* (Secretary) Madeleine Joanisse General Maurice Baril (Retired) Denyse Brisson Dr. Harvey Barkun* Lucille Perreault Ronald Bilodeau* Denis Chartrand NAMED ADMINISTRATORS: Charles Peter Daniel Rachel Décoste Sister Rita Denommée Richard Flageole Bernard Grandmaître Mona Fortier* Jean-Yves Lalonde Claudine Girault Dr. Luc Pelletier Jean-Vianney Renaud * Administrators of the Executive Committee
Hôpital Montfort - 2010-2011 Annual Report | 3 TABLE OF CONTENTS
Message from the Chair of the Association ...... 5
Message from the President and Chief Executive Offi cer ...... 6
Message from the Chief of Staff ...... 7
Highlights of the 2010–2011 Fiscal Year ...... 8 Quality of Care ...... 8 Organizational Performance ...... 10 Our People and Training ...... 12 Partnerships and Community ...... 13 Teaching Role ...... 14
2011–2015 Strategic Planning ...... 16
New Corporate Leadership Vision ...... 19
Association of Auxiliaries and Volunteers of Hôpital Montfort ...... 20
Montfort Hospital Foundation ...... 21
4 | Hôpital Montfort - 2010-2011 Annual Report MESSAGE FROM THE CHAIR of Hôpital Montfort Association
A GREAT ADVENTURE COMES TO AN END What an honour it has been to serve as Chair of Montfort Hospital’s Board of Trustees for the past three years. What an inspiration and joy it has been for me to take part in the transformation of this institution, which, today as always, is a living symbol of the Franco-Ontarian community. On June 11, 2010, the Honourable Dalton McGuinty, Premier of Ontario, and the Honourable Madeleine Meilleur, Minister of Community and Social Services, and Minister Responsible for Francophone Affairs, as well as several other dignitaries, took part in the offi cial opening of the New Montfort. This special moment marked the end of the construction work that had more than doubled the Hospital’s square footage, giving all departments the opportunity to rethink the way they operate. To me, it was a day of pride, and the culmination of a great adventure. “Mission accomplished” we were told, but we knew that the work had just begun. Construction, renovations and moving did indeed fi nish in 2010, but the Hospital is now starting a new chapter during which it will realize its dreams. Over the next fi ve years, it will become the centre of excellence in healthcare that Franco-Ontarians have always wanted. Gilles Morin Therefore, with enormous gratitude and admiration, I would like to use my fi nal message as Chair of the Board to thank personally and on behalf of the entire community, the members of the Board of Trustees and the committees that so generously dedicated themselves to excellence over these past few years. On January 21 and 22, the Board of Trustees of Hôpital Montfort looked at renewing its vision and approach in light of the 2011-2015 Strategic Plan that was adopted. A heartfelt thank-you as well to all the doctors, healthcare professionals, employees, support staff and volunteers at Montfort for their dedication to each person who benefi ted from the care and services at this hospital, which I cherish so greatly. Lastly, I would like to thank Dr. Bernard Leduc, our President and Chied Executive Offi cer, for his steady hand and visionary approach, leading Hôpital Montfort to new horizons.
Gilles Morin Chair of the Association and Board of Trustees
Hôpital Montfort - 2010-2011 Annual Report | 5 MESSAGE FROM THE PRESIDENT AND CHIEF EXECUTIVE OFFICER A TURNING POINT The year that has just ended will remain etched in the collective memory of those at the Hôpital Montfort as a turning point in its history. This was a year in which we completed the major transformation which begun back in 2002. Now that all care teams are established in their permanent homes, we can truly talk about a brand new institution based on access to quality care for our patients and families. From September to January, Montfort took the time to examine the past and focus on the future in order to come up with a new vision. As part of a group planning exercise, we looked at our raison d’être, our strengths and our potential, as well as at our assets to consolidate and challenges to overcome, in order to set up a strategic plan that will be carried out from now until 2015. This plan involves the participation of all staff members, members of our communities and our partners. The 2011-2015 Strategic Plan will guide us in increasing our services, taking each department forward with plans for exemplary practices. Accessibility and quality are at the heart of our concerns. The year was also notable given all the preparation for the visit from Accreditation Canada in April 2011. This not-for-profi t organization has become a benchmark for healthcare quality in our country. Visitors from Accreditation Canada were impressed Dr. Bernard Leduc by our teams’ participation and transparency. We are proud to have received our accreditation with report, and results show a 95% compliance with the standards. We own our success to the expertise and commitment of our doctors and healthcare professionals, employees and volunteers. Continuing along the road to excellence is a lifelong journey. This result reiterates our commitment to pursue this route. I would like to take this opportunity to thank everyone working at Montfort for their unfailing dedication over this past year. If the successes of 2010-2011 are any indication, the future looks bright for us all.
Dr. Bernard Leduc President and Chief Executive Offi cer
List of Medical Department Chiefs Anaesthesiology – Dr. Jean Blier Ophthalmology – Dr. Robert Chevrier Medical Biology – Dr. Michel Laurin Orthopedics – Dr. Jean-Pierre Lafl èche Surgery – Dr. Benoit St-Jean Pediatrics – Dr. Julie Nault Diagnostic Imaging – Dr. Fabiano Taucer Mental Health Program/Psychiatry – Medicine – Dr. Allain Baldo Up to September 2010: Dr. René Durcharme; Family Medicine – Dr. Jennifer Douek as of September 2010: Dr. Andrea Stewart and Dr. Gilles Fleury Obstetrics and Gynecology – Dr. Daniel Moreau Emergency – Dr. Shaun Visser
6 | Hôpital Montfort - 2010-2011 Annual Report MESSAGE FROM THE CHIEF OF STAFF OUR DOCTORS, PASSIONATE AND FOCUSED ON EXCELLENCE It’s now been a year that our hospital has completed its expansion, which has doubled our surface area. I am proud to say that no clinical days were lost over these past four years of construction. And we were able to do this with everyone’s dedication. I would like to thank our volunteers, hospital staff and all our doctors for their ongoing cooperation. Once again, our doctors have rolled up their sleeves and supported our President and Chief Executive Offi cer by participating in the strategic planning, which led to the hospital’s mission, vision and values, and helped establish the strategic basis for the work to come. Strategic planning will enable us to reach our goals and the anticipated service volumes as stated in our post-construction plans. Several departments, such as Emergency, Surgery and Anaesthesia, appointed new department chiefs. Moreover, we recruited an experienced candidate to head up the fast-expanding Psychiatry Department. Medical recruiting is moving ahead as planned with new members in family medicine, plastic surgery, paediatrics, and, soon this summer, in orthopaedics, urology, psychiatry and anaesthesia. Dr. Guy Moreau The Department of Family Medicine is always evolving to be able to meet the increasing healthcare needs among the population at Montfort. So whether it was adding a third group of hospitalists, training a similar group for rehabilitation, or reorganizing family doctors into clinical teaching units, it is obvious that our doctors are determined to always offer the best quality care possible to patients at Montfort. I would like to thank the doctors at Montfort for their commitment, excellent care of their patients and dedication to their students and residents. Our next challenges will be to continue to advocate for our teaching designation, and the growth of our Institut de recherche.
Dr. Guy Moreau, M.D., F.R.C.S. (C), LL.L, LL.B. Chief of Staff Orthopaedic Surgeon
Medical Advisory Committee President – Dr. Claudine Michaud Treasurer – Dr. Jean-Pierre Lafl èche Secretary – Dr. Jean-François Planet
Hôpital Montfort - 2010-2011 Annual Report | 7 HIGHLIGHTS OF THE 2010-2011 FISCAL YEAR
evaluated, Montfort complied with 1,796, which means a « Over the past year, the Montfort Hospital has offi cially compliance rating of 95%. As with any continuous quality renewed its commitment to offer personalised, high improvement journey, the Hospital will continue in its quest quality, safe healthcare, and to promote the values toward excellence in care and services by working on the of compassion, respect, excellence and engagement. recommendations made by Accreditation Canada. We are It is thanks to the dedication and collaboration of already preparing for the next visit in 2014. the individuals working at the Montfort that we can say that we strive for constant advancement in the The Excellent Care for All Act, 2010 quality and safety of patient care. » The Excellent Care for All Act, 2010, obliges hospitals in — Mona Fortier the province to improve quality of care, patient safety, Chair of the Quality Council organizational performance and transparency. Although Montfort, with its Quality Council, was already heading in this direction at the time the act was adopted, it provided an opportunity to identify areas for improvement and focused our efforts on further aligning our fundamental QUALITY OF CARE values. From this perspective, Montfort implemented the Quality Improvement Plan (QIP), posted on its Web site, A New Organizational Structure That Puts which clearly describes how the Hospital will enhance the Quality and Organizational Performance quality of care and patient safety in 2011–2012. Among First other things, it aims at improving hand-washing practices Dr. Bernard Leduc, President and CEO of Hôpital Montfort, and healthcare fl ow of patients, reducing waiting times in has been working with members of senior management to Emergency for people suffering from complex problems and set up a new organizational structure that groups together shortening surgery wait times. A portion of our executives’ quality and risk management, performance management compensation is linked to performance as outlined in the and privacy under one roof. The arrival of Philippe Marleau Quality Improvement Plan. as Vice-President of Quality and Organizational Performance The Board of Trustees also amended the membership is a tangible sign of the continuous quality improvement criteria of the Quality Council in order to comply with the being pursued throughout the entire institution. requirements of the law and to ensure that one-third of its members are voting members of the Board of Trustees. Visit from Accreditation Canada Another obligation is to adopt a declaration of patient values at Hôpital Montfort following a public consultation The visit from Accreditation Canada in April 2011 took on a draft declaration. The Board of Trustees adopted the on major importance for Montfort, since this organization Declaration in May 2011 in order to make it public before became a leader in evaluating the quality in Canadian June 8, 2011, the government’s deadline. hospitals. To prepare for this, Montfort employees undertook a major self-assessment, training and Other obligations include the administration of surveys with optimization program in 2010-2011. The quality team and patients and employees, a patient relations process and all employees worked relentlessly on the various activities disclosure of critical incidents. Hôpital Montfort had already of the program. Our efforts bore fruit: according to the put these practices in place. report of Accreditation Canada, out of the 1,898 criteria
8 | Hôpital Montfort - 2010-2011 Annual Report Developing an Exceptional Birthing Centre The Family Birthing Centre (FBC) is currently completing a major continuing education program (MOREob) for the integration of exemplary practices to ensure the safety of women and newborns during labour and delivery. This program is part of the initiatives that make Montfort’s FBC an exemplary service. In May 2010, the FBC acquired the equipment and expertise necessary to offer Level II neonatal care so that it can now offer services to mother who are pregnant by 34 weeks or more.
Regional Hip and Knee Arthroplasty Program Through its participation in a new program from the Champlain LHIN, Montfort is contributing to improving access to evaluation services for patients who must undergo total hip or knee replacement (arthroplasty) in the region. The Hospital is one of four assessment centres that are part of a regional network that help doctors and patients have access to services as quickly and effi ciently as possible.
Arthroplasty of Hip 450 90th Percentile Wait - Surgery Completed Cases 400
350
300
250
200
150
Days of waiting waiting of Days 100
50 Surgery Completed Cases SurgeryCompleted 0 Hip Hip Hip Hip Hôpital Montfort Queesway-Carleton Hospital Ottawa Hospital (THE) Cornwall Community Hosp-General Site
Arthroplasty of Knee 450 90th Percentile Wait - Surgery Completed Cases 400
350
300
250
200
150 Days of waiting waiting of Days 100
Surgery Completed Cases SurgeryCompleted 50 0 Knee Knee Knee Knee Hôpital Montfort Queesway-Carleton Hospital Ottawa Hospital (THE) Cornwall Community Hosp-General Site
Hôpital Montfort - 2010-2011 Annual Report | 9 ORGANIZATIONAL PERFORMANCE Scorecards All sectors and care units now use indicators and scorecards that measure the performance of their various services and the effectiveness of solutions implemented to enhance performance. Scorecards are an indispensable tool for evaluating effi ciency on a regular basis and to identify any shortcomings and areas for improvement. They allow Management to closely monitor changes in each sector in terms of performance, and are now part of the hospital’s daily operations.
LEAN Methodology The purpose of the LEAN methodology is to ensure the continuous improvement of systems in order to counter all types of ineffi ciencies and solve operations and management problems. Now in its fourth phase, the LEAN project continues to lead to improvements in order to further reduce patient waiting times in Emergency. By making each step more effi cient in the care and service chain, this initiative has been hugely successful since it began in 2009. For example, over 81% of patients with less urgent needs are currently seen in less than four hours, compared with only 38% in the past. With its success, the LEAN philosophy is now being applied to several sectors and processes.
Percentage of emergency room visits with a residence time of 4 hours or less (minor cases) 90% 81% 80%
70% 63% 60%
50%
40% 38%
30%
20%
10%
0% 2008 2009 2010
« The Audit committee has examined and improved its systems oversight mechanisms and management practices in place at the Hospital, to encourage empowerment, transparency and accountability throughout the organisation. » — Richard Flageole Chair of the Audit Committee
10 | Hôpital Montfort - 2010-2011 Annual Report Accessibility Plan Hôpital Montfort has an accessibility plan that describes the steps taken over the past few years to identify, overcome and prevent obstacles encountered by all people with disabilities who work at or use the hospital, including patients and their families, employees, doctors, students, volunteers and other members of the community to access the facilities and services of Hôpital Montfort.
Financial Statements
Sources of Revenue 2010-2011
LHIN: 70.0%
Patients: 13.9%
Other revenus: 12.7%
Specifi cally Funded Programs: 3.4%
Distribution of Expenses 2010-2011
Salaries and Benefi ts: 56.2%
Medical Staff Remuneration: 8.4%
Supplies and Other Expenses : 22.9%
Drugs: 1.5%
Depreciation: 7.5%
Specifi cally Funded Programs: 3.5%
For more information, please visit our website : www.hopitalmontfort.com
« The Hospital therefore is beginning the 2011-2012 fi scal year with a new board of trustees, which has given priority to transparency, accountability and responsibility in all its activities. » — Gilles Morin Chair of the Association and Board of Trustees
Hôpital Montfort - 2010-2011 Annual Report | 11 OUR PEOPLE AND TRAINING Professional Development Partnerships In addition to the Centre Prométhée and the activities of Workplace Consultative Group the Continuing Medical Education (CME) Offi ce, Montfort For a long time now, Montfort has had a culture of seeking to has facilitated professional development of its employees continuously improve the workplace quality of life. A group with various programs set up with partners. Montfort’s dedicated to quality of life was set up in 2002. This group, main partners in professional development are Bruyère made up of employees, is an initiative that came about after Continuing Care, the University of Ottawa, La Cité collégiale, a survey was conducted with employees, which identifi ed and the Ontario Nursing Association. the need to pay attention to quality of life for all staff. Today, this group is known as the “Workplace Quality of Life Consultative Group (WQL)” and plays a larger role than ever in liaising between employees and Management. The group indispensably contributes to decision-making and improving our services. The main achievements of the WQL group for 2010-2011 include bringing back employee voicemail as a tool for informing about ways to improve as well as the rebirth of the Club social Montfort (CSM, Montfort Social Club) after the stormy years of the expansion.
Applicant Referral Program The quality of care and services at Montfort is based on the quality and pride of those working there. The greatest and best ambassadors for attracting recruits and carry on Montfort’s fundamental values in the workplace are the people who work there on a daily basis. This is why awards are offered to employees who take part in recruiting skilled new employees in sectors with systemic staff shortages. All evaluations made to date have demonstrated that this program shows promise for developing the New Montfort.
Full-Time Job Creation Project Early in 2011, a nursing position structure review came to Centre de formation professionnelle the conclusion that certain issues could be addressed by continue Prométhée creating more full-time registered nurse positions. Montfort In 2010-2011, we witnessed the creation of a new therefore set up a new job structure with an optimized professional development centre at the Hospital: the Centre number of full-time positions. This initiative will allow us de formation professionnelle continue Prométhée. This to meet the needs of part-time nurses while freeing up centre will offer a wide range of professional development positions for recruiting externally. In the long term, this for all employees and external professional clientele. It will initiative along with a new job posting method will ensure open its doors in the fall of 2011 and will be fully up and greater stability in the work teams and an increase in running in 2012. The Centre Prométhée brings Montfort employee satisfaction. to the forefront of continuous healthcare education. Using virtual education options to the fullest, it will help expand the boundaries of Hôpital Montfort while helping it to fulfi ll its role as a Francophone institution.
12 | Hôpital Montfort - 2010-2011 Annual Report New Francophone Mental Health and Drug Addiction Agency To better serve the Francophone population of the region in terms of mental health and drug addiction, the Montfort Renaissance and Horizon Renaissance agencies signed an agreement merging the two organizations into a single autonomous agency. This agency will manage, among other things, the new withdrawal management centre, currently under construction on Montreal Road.
Referral System for Psychiatric Beds As part of a project to improve the care continuum for people with acute mental problems, in 2011 Montfort joined the virtual network CritiCall for access to psychiatric beds. This pan-regional network enables the medical staff of small hospitals to know in real time the number of beds available in hospital centres such as Montfort that provide more Preventing Violence in the Workplace advanced care, that their patients can obtain the services needed as quickly as possible. With this initiative, Montfort Hôpital Montfort is indisputably committed to the prevention keeps a virtual table up-to-date so that other hospitals in of violence in the workplace. Under the new June 2010 the region with urgent needs can see the beds available. Occupational Health and Safety Act, the existing policies underwent a major review, which led to the creation of a new program to prevent violence in the workplace at Montfort Orléans Family Health Hub and in its satellite centres. Awareness-raising sessions took place in all sectors of the Hospital with the goal of The year 2010-2011 saw various steps toward the creation developing each employee’s sense of accountability. Lastly, of Orléans Family Health Hub, a centre that will revolutionize partnering with Bruyère Continuing Care has allowed us to access to healthcare services for this community. Montfort develop online education to meet the needs of all staff at is taking full part in this large-scale project, which involves Hôpital Montfort. many partners from the region. This year, we finalized the process of purchasing the land where the Hub will be located, i.e., 2833 Mer-Bleue Road at the intersection of Innes Road. We also worked closely with the City of Ottawa PARTNERSHIPS AND COMMUNITY to rezone the site and allow the construction of the centre. French Healthcare Service Network in Eastern Ontario In July 2010, the French Language Health Services of Eastern Ontario obtained the formal recognition as a French healthcare service planning entity in Eastern Ontario. It Partners in Creating the works closely with the LHIN and the provincial government. Montfort plays a major leadership role here and is working Orléans Family Health Hub with the 35 partners in this network to represent the - Ottawa Hospital interests of the Francophone Community within the Champlain LHIN. - Bruyère Continuing Care - Children’s Hospital of Eastern Ontario (CHEO) Strategic Plan for Franco-Ontarian - Ottawa Public Health Communities - Champlain Community Care Access Centre The Hospital fully participated in exercises organized by the - Orléans Urgent Care Centre Assemblée de la francophonie de l’Ontario (AFO) to develop - Connexion Family Health Team a community strategic plan for all Franco-Ontarians. This - Champlain Local Health Integration Network (LHIN) plan not only affects health services, but also all sectors of the Francophone community, and will serve as a beacon for guiding decisions regarding actions to take for Franco- Ontarians in the years to come.
Hôpital Montfort - 2010-2011 Annual Report | 13 MAJOR TEACHING ROLE WITHIN LA FRANCOPHONIE Educational Partner In 2010-2011, Montfort continued working closely with its partners in the areas of education and training to ensure a Francophone succession in the healthcare sector. Montfort’s university partners include, among others, the University of Ottawa, La Cité collégiale and Collège Boréal.
Increased Number of Days in Medical Education For the past three years, Montfort has worked to lay the foundations that will allow substantial increases in the service volume for teaching in medicine and in other healthcare professions. Indeed, more and more future doctors are studying at Montfort. Back in 2007-2008, the Hospital offered 10,000 days of medical education; in 2010-2011, it had provided 18,000 days. This is a significant increase, and work will actively continue over the next few years to reach a target volume of 34,000 days of education.
Medical Teaching Days - First cycle 3000 2800 2600 2400 2200 2000 1800 1600
Numbers of days 1400 1200 1000 T.1 T.2 T.3 T.4 2010-2011 1970 2671 2839 2137 2009-2010 1596 2536 2312 1920
Medical Teaching Days – Post-doc 3000 2800 2600 2400 2200 2000 1800 1600
Numbers of days 1400 1200 1000 T.1 T.2 T.3 T.4 2010-2011 1970 2671 2839 2137 2009-2010 1596 2536 2312 1920
« I cannot reiterate enough the importance of Hôpital Montfort’s status of a teaching hospital centre for the Francophone community in Ontario. We must be able to offer training in French to today’s students and give them all the tools they need to best serve the community. » — Dr. Harvey Barkun President of the Research and Education Committee
14 | Hôpital Montfort - 2010-2011 Annual Report One-Stop Shop for Education Institut de recherche de l’Hôpital Montfort The new ” Guichet unique” for education provides (IRHM) management of internships at Montfort for all disciplines The Institut de recherche de l’Hôpital Montfort has (except medicine, which has its own system). As a liaison completed several major steps in its development over the between the different departments in the Hospital and past year. New committees have been formed to guarantee educational institutions, this one-stop shop is used to the optimal management of all activities, and mechanisms manage internship applications, internal and external were put into place to support Montfort’s researchers in communications, evaluation of prerequisites for internships, their work. In turn, the researchers continued with major and welcome and support of interns and supervisors. projects on the health of the Francophone minority, as well Maintaining this single point of contact facilitates as metabolism and nutrition. The Institut de recherche has communication and fosters the birth of a positive learning recently established its fi rst research units. culture throughout the Hospital.
The Hôpital Montfort Library In partnership with the University of Ottawa, this year we established the Professional Library of Hôpital Montfort. To best meet the needs of employees, doctors, students, residents and researchers, we consolidated our association with the University of Ottawa by offering integral free virtual access to all of the University library collections. The Hôpital Montfort Professional Library also launched its professional assistance service for documentary research, its direct borrowing service and inter-library lending with the libraries at the University of Ottawa and Heart Institute.
Journée Montfort The Ninth Annual Journée Montfort was held on April 15, 2010. Every year, this day of workshops and group sessions brings together experienced speakers from all over Canada. It is the only conference of its kind in Ontario to take place entirely in French, and directly contributes to the Hospital’s teaching mission.
Entretiens Montfort Another significant initiative in 2010-2011 was the Entretiens Montfort, a discussion and interprofessional learning group for students and healthcare professionals of the region. This series of talks creates a space for professional development, encouraging reflection and discussion on relevant healthcare topics in a minority francophone population. It offers students the opportunity to talk with leaders of French communities and clinics of List of Board of Director Committees the region. Audit Committee Clinical and Organizational Ethics Committee Executive Committee of the Board of Trustees Development Projects Committee Management Committee Nominating Committee Research and Education Committee Research Ethics Committee Quality Council
Hôpital Montfort - 2010-2011 Annual Report | 15 STRATEGIC PLANNING
With construction over, Hôpital Montfort embarked on quality care in both offi cial languages, within an academic an exercise of refl ection, diagnosis and planning in order setting and works with its partners to improve communities’s to develop a strategic plan to reach its organizational health.” objectives. This exercise took place between September 2010 and January 2011. Moreover, Hôpital Montfort’s vision involves the pursuit of excellence in all its activities. The new vision is “The All members of staff—management, doctors and other excellence of the institution’s personalized patient care and healthcare professionals, employees, volunteers and the quality of its workplace, teachning and research make partners—fully contributed to this major project. Montfort the hospital of choice.” Lastly, the mission and vision will be complemented by values that the members of the Montfort team hold dear, MONTFORT’S IDENTITY: namely compassion, respect, excellence and engagement. MISSION, VISION AND VALUES As well, strategic planning has led to the adoption of a With strategic planning, the Montfort team has been plan divided into fi ve major directions, which will be used able to clearly express how the hospital will continue its to guide all our activities and initiatives over the next four development in order to better meet the healthcare needs years. of the community. For its mission, the team has said that Hôpital Montfort “is a Francophone institution that delivers
CONTINUOUS QUALITY IMPROVEMENT AND OPTIMAL PERFORMANCE OF CLINICAL CARE AND SSERVICES
“Even before adopting the Excellent Care for All Act, 2010, Montfort had already undertaken an internal transformation process that made quality and organizational performance essential. The New Montfort is a hospital where quality is not an abstract idea that could be lost sight of; it is a fundamental institutional priority, and the very essence of our raison d’être.” — Lucille Perreault, Vice-President Department of Clinical Services, in charge of Direction 1
The purpose of Direction 1 is to continuously improve quality, patient safety and optimal performance for clinical services. DIRECTION 1 DIRECTION The Hospital intends to use all means necessary so that this process will become an integral part of its clinical and administrative activities.
16 | Hôpital Montfort - 2010-2011 Annual Report IMPROVED ORGANIZATIONAL PERFORMANCE
“The quest for excellence has never been a fait accompli. It’s an eternal testing ground that requires constant vigilance and continuous follow-up. This is why Montfort’s strategic plan gives a major place to performance. Together we are developing the means of maintaining our knowledge and are always aiming higher.” — Danny Purcell, Vice President Finance, in charge of Direction 2
The purpose of Direction 2 is to equip the Hospital with the tools and approaches necessary for the emergence of a culture profoundly focused on performance, quality and accountability and to create a long-lasting quality environment that
DIRECTION 2 DIRECTION makes the most of previous successes to be able to always improve.
PROMOTION OF A HEALTHY WORKPLACE
“Direction 3 of the strategic plan is cross-disciplinary; in other words, it involves all other areas and supports all Hospital operations. Moreover, promoting a healthy working environment is everyone’s business. First and foremost, it involves implementing a philosophy that enhances the contribution of each employee regardless of position, which requires his or her participation in and commitment to the decision-making process.” — Hélène Hamilton, Vice-President Human Resources, in charge of Direction 3
The purpose of Direction 3 is to promote a working environment based on commitment and excellence. Only committed and competent employees can DIRECTION 3 DIRECTION effectively meet patient needs and complex challenges in the health community.
Hôpital Montfort - 2010-2011 Annual Report | 17 STRENGTHENED RELATIONSHIPS WITH PARTNERS AND COMMUNITIES
“Montfort is no exception to the interdependence underlining every healthcare system today. Representing the interests of Franco-Ontario, working closing with our partners to improve healthcare and strengthening our ties with the communities are the activities that are of invaluable importance to us. It is only by removing the walls to reaching everyone in the region that we will realize our full potential as a hospital and as a Francophone institution.” – Michel Tremblay, Head of Governance and Executive Advisor in charge of Direction 4
The purpose of Direction 4 is to maintain and create structured partnerships that enhance the effectiveness of health service continuum in the Champlain DIRECTION 4 DIRECTION Region and everywhere in Franco-Ontario. It is also focused on increasing access to the Francophone community.
DEVELOPMENT OF AN ACADEMIC HOSPITAL IDENTITY
“Montfort has had a lot of success in the scientifi c research domain, and has long had close ties with educational centres in the region. However, at the academic level, the Hospital is still developing. The strategic plan provides a central place for teaching, continuous education and research activities in order to make Montfort a bona fi de teaching hospital, able to provide for French succession in our healthcare system.” — Dr. André Bilodeau, Vice-President Academic Affairs, in charge of Direction 5
The purpose of Direction 5 is to ensure that within the next fi ve years, Montfort will have all the qualities needed to be offi cially recognized as a teaching DIRECTION 5 DIRECTION hospital.
These fi ve directions crystallize the Hospital’s objectives and its relentless work on them since the very beginning of this major transformation.
18 | Hôpital Montfort - 2010-2011 Annual Report NEW VISION OF CORPORATE LEADERSHIP
As part of the strategic planning exercise, the hospital administration has developed a new vision of leadership based on inclusion and Vision-Corporate-Leadership cooperation. This new vision replaces the traditional hierarchical pyramid with a new idea of leadership represented by the wheel. The wheel of leadership e vic Q is a circular diagram showing the er ua S li interdependence of the sectors and ty the importance of communication, transparency and listening at all levels Resource and Excellence in human talent organizational (see diagram to the right). management and performance and workplace quality quality of care This philosophy has already inspired Financial and new approaches for creating a healthy, material resources Montfort identity management and and corporate professional working environment that development business partnership integrity I
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F i le na p nc eo es P Our
Hôpital Montfort - 2010-2011 Annual Report | 19 DEDICATED PEOPLE
HÔPITAL MONTFORT AUXILIARY AND VOLUNTEER ASSOCIATION The Auxiliary and Volunteer Association is an essential component of Hôpital Montfort. Volunteers improve the quality of life of patients and visitors, and complement the work of employees. Volunteers also play a major role in decision-making by contributing to refl ection and planning exercises that will make Montfort a hospital that is second to none. Over the past fi scal year, our team of more than 350 volunteers devoted over 58,000 hours of work to the Hospital, that is 100 per cent more than in 2009-2010. The contribution of volunteers takes on many forms: from administrative tasks to providing moral and emotional support to patients; from managing the Montfort Boutique and nutrition department to organizing fundraising activities, just to name a few. Basically, the work of volunteers tangibly illustrates the mission of the Association and is a refl ection of the values highlighted during the strategic planning this year: compassion, excellence, respect and engagement. What’s more, through its fundraising activities to help continuously improve care, the Auxiliary/Volunteer Association this year donated nearly $120,000 to Hôpital Montfort. As president of the Auxiliary/Volunteer Association, I would like to thank everyone who has so generously given their time and energy to Montfort over the year. I would also like to specifi cally thank our manager Marielle Beauchesne and our coordinator Nicole Girard for their valuable support. Denyse Brisson
Denyse Brisson President, Auxiliary and Volunteers Association
20 | Hôpital Montfort - 2010-2011 Annual Report TWENTY-FIVE YEARS OF COMMITMENT!
MONTFORT HOSPITAL FOUNDATION On March 24, the Montfort Hospital Foundation celebrated its 25th anniversary. Twenty-fi ve years of dedication to Hôpital Montfort as a pillar of the Franco-Ontarian community. It was also to commemorate the support of this community that we had the Monument de la Francophonie built. This monument, unveiled on October 13, is a testament to the commitment of Montfort to Franco-Ontario, which is stronger today than ever before. It was a good year for the Foundation. Our activities resulted in a $1,404,986 contribution to the Hospital—a direct investment in the quality of care. Among other things, the Foundation directly takes part in the continuous improvement of care and services by equipping clinical staff with the latest in technology. In particular, we are paying over $41,000 a month to invest in an MRI machine that has already been revolutionizing our diagnostic services. The Foundation provides various programs that allow patients and families to give to their hospital. Through a planned donation program—just one of many Madeleine Joanisse examples—the Foundation collected more than $142,000 this year. More and more, the Foundation also receives designated funds, which means that donations are allocated to different departments (radiology, pharmacy, etc.). As part of the innovative partnership with the Fondation du Collège Boréal, the Foundation announced on January 25 that two new bursaries would be created for a total of $45,000. These bursaries are for students in Eastern Ontario registered in the Medical Radiation Technology (MRT) program at Collège Boréal. This is further evidence of our determination to create new opportunities for Francophone students in the healthcare sector. We would like to thank our Board of Trustees and the various communities for the many hours given along with the Foundation team, which helped us perform miracles. We would also like to thank our partners and members of the community for their commitment, which has not stopped growing over the past 25 years. It is because of the passion of a unique community and the generosity of its visionary partners that, after 25 years in existence, the Foundation has become an integral part of Montfort’s very identity.
Madeleine Joanisse Christine Sigouin Christine Sigouin Chair, Board of Trustees President-CEO Montfort Hospital Foundation Montfort Hospital Foundation
Hôpital Montfort - 2010-2011 Annual Report | 21 Monument de la Francophonie, unveiled on October 13, 2010.
22 | Hôpital Montfort - 2010-2011 Annual Report