Health and Wellness for All

Annual Report 2014 - 2015

Table of Contents

Letter of Transmittal/Accountability Page 1 Our Results: -Improved Service Delivery Page 14 Executive Management Team Message Page 2 -Improved Health Status and Reduced PMH Board of Directors Page 3 Health Disparities Page 15 Board Governance Page 4 Awards and Recognition Page 16 Organizational and Advisory Structure Page 5 Financial Position and Operations Page 17/18 Prairie Mountain Health at a Glance Page 6 Auditor’s Report Page 19 PMH feature: My Health Team - Brandon Page 7 Administrative Costs Page 20 PMH feature: Murray House Page 8 Accountability Provisions Page 20 Our Results: Public Interest Disclosure Page 21 -Capacity Building Page 9/10 - Innovation Page 11 French Language Services Page 21 -Health System Sustainability Page 12 -Improved Access Page 13

Letter of Transmittal and Accountability

e are pleased to present the annual report for Prairie Mountain Health for the fiscal year ended March 31, W 2015 as approved by the Board of Directors on September 22, 2015. The annual report was prepared under the Board's direction in accordance with the Regional Health Authorities Act and directions provided by the Minister of Health. All material, economic and fiscal implications known as of March 31, 2015 have been considered in preparing this annual report. This report reviews the actions and initiatives of Prairie Mountain Health from April 1, 2014 to March 31, 2015.

As with all organizations, the years ahead will continue to present many challenges. However, with the assistance of our staff, our community partners and of course, Health, Healthy Living and Seniors, we will continue to strive to meet the Vision and Mission we have articulated.

In April 2012, three health regions (Assiniboine, Brandon and Parkland) were merged to form our new health region. While we have made great strides since then, transitioning continues to be challenging and a significant amount of work. However, amalgamation has allowed us to use the strengths of the three previous regions to build capacity and ultimately improve the quality of service in many areas. We acknowledge our staff, management, and physicians across Prairie Mountain Health who have embraced and forged ahead with the opportunities that amalgamation afforded.

Through a collective effort with our partners, employees and physicians, much progress has been made toward ensuring that the highest quality care is accessible to our residents. We would like once again to acknowledge the Board of Directors and the Executive Management Team for their shared leadership over the past year. To all staff, thank you for your contribution each and every day to making sure the best possible care and service is delivered.

To our community stakeholders, we express gratitude for working with us, challenging us and keeping us motivated to do the best job possible.

Respectfully submitted,

Marg MacDonald Penny Gilson Board Chair Chief Executive Officer Board of Directors 1

Executive Team message he Executive Management Team of Prairie Mountain T Health (PMH) is both honoured and proud to report back on the fiscal year of 2014/2015. Now, in our third year as a more coordinated and comprehensive health region, we continue to make huge strides in streamlining and enhancing our organization.

As we reflect back on the fiscal year, it becomes even more evident that our earlier efforts to incorporate the strengths of three former regions into one are continuing to produce results. We know there is more work that lies ahead but we are excited about the possibilities and the future of our health region. We remain as committed as ever to working towards our region‘s Executive Management Team - From left to right: Maggie Vision of “Health and Wellness for All.” Some other Campbell, Pat Cockburn, Janet Wilcox-McKay, Penny Gilson, important items of note which transpired throughout the year Dr. Shaun Gauthier, Lara Bossert, Jayne Troop, Brian include: Schoonbaert.

Community Health Assessment Health Access Centre and Brandon Mental Health Programs) and The first Community Health Assessment (CHA) for PMH was the Western Manitoba Cancer Centre. Initially, the Team will submitted to Manitoba Health, Healthy Living and Seniors include family physicians, a shared care counsellor - who works (MHHLS) at the end of the fiscal year (March 31, 2015). The with patients to provide counselling and other mental health 2015 CHA is part of a comprehensive information gathering services - a registered dietitian and a social worker to help process which collectively lists and compares health infor- support patients with complex needs. (See more on My Health mation on a regional, and in many cases, district by district Team on Page 7.) basis. The CHA provides information on the health status, health behaviours, and health care use by people within PMH Workplace Wellness region. The PMH newsletter THRIVE (May 2015) edition The PMH Employee Wellness Team launched the region‘s provides some excellent information about the CHA and our Employee Wellness Week March 8th to 14th, 2015. Wellness is health region. the foundation of all PMH activities and together, with our employees, we continue to promote best health, safety and PMH Strategic Plan environment standards that create a wellness environment for all. With the completion of the CHA, work to develop the Region‘s As part of the week, each day had a specific wellness theme and first detailed Strategic Plan continued. Following amalgama- a guest motivational speaker addressed staff regarding strategies tion in 2012, an abbreviated Strategic Plan was developed to that were aimed at creating a positive workplace. cover the period of 2013-2016. Through the strategic planning process, the PMH Board, PMH leadership and associated teams DASH Tent conduct detailed analysis and capture additional feedback for The annual DASH (Dudley‘s Ambulatory Surgical ) inclusion within the final Plan anticipated in mid 2015. Tent was very successful once again in Brandon. Over 850 children and their families visited the tent in June 2014. Local Health Involvement Groups Children of all ages brought their favourite stuffed animal for Local Health Involvement Groups (LHIGs) were established in treatment and the event provided a great way to educate families the spring of 2015 in PMH and terms of reference were and promote healthy living activities. developed. LHIGs are made up of citizens who care about health and health services. They were created to explore and Awards and recognition provide advice to the Board on issues that affect health The past year saw several members of our staff and physician services across the region. group recognized for provincial awards. We congratulate Dr. du Plooy, Dr. Rocha, Shannon Morrow-Stritz, Kathy Foley Accreditation and members of the Camp Bridges Committee including Barb PMH continued to ready for the next complete regional Packwood, Melissa Dunkley and Merle Teetaert who all accreditation process. In June 2016, PMH programs and received notable recognition in 2014. (See awards/recognition services will be evaluated against 21 Accreditation standard on Page 16). sets. Staff across PMH have been involved through surveys, self-assessments and on Quality Teams. As well, five affiliate Our thanks sites have joined PMH Quality Teams and will be included In closing, on behalf of EMT and our Regional Leadership within the June 2016 survey. They include St. Paul‘s Home Team, we thank all of our staff, physicians, volunteers and board (Dauphin), Dr. Gendreau PCH, (Ste. Rose), members for the dedication and commitment you bring to your Health Centre, Ste. Rose District Hospital and Dinsdale PCH work. Together, we can continue to embrace opportunities for (Brandon). improvement that will best serve the patients, residents and clients within the region we proudly call ―Prairie Mountain My Health Team Health.‖ The region‘s first “My Health Team”, part of the Provincial „Doctor for All‟ strategy, began in Brandon in 2014/2015. Penny Gilson My Health Team – Brandon – is a network of Chief Executive Officer providers from the Western Medical Clinic, PMH (7th Street Prairie Mountain Health 2

PMH Board of Directors (April 1, 2014 — March 31, 2015) First Row (L-R) Marg MacDonald, Chairperson, Brandon; Harry Showdra, Vice-Chairperson, Swan River; Sharon Basaraba, ; Rita Blaikie, Brandon; Dean Dietrich, .

Second Row- (L-R) Barry French, Stockton; Alex Grimaldi, Dauphin; Diane Ironstand, Tootinaowaziibeeng; Terry Johnson, Virden; Gwynn Ketel, Pine River.

Third Row (L- R) Alison McNeill-Hordern, Brandon; Jonathan Murray, Brandon; Catheryn Pedersen, Holland; Perry Roque, Brandon; Wanda Sandy, Canupawakpa.

* Board Member Don Storjord (Swan River) was appointed to the PMH Board during the new fiscal year of 2015/2016. Our Vision Health and Wellness for All Our Mission

Together, we deliver quality health services that meet the needs of the population. 3

Board Governance Prairie Mountain Health operates under the direction of a The Prairie Mountain Health Board meets monthly (except for 15 member Board, appointed by the Minister of Health. July and August) and meetings vary from in-person, through the Telehealth Network and by teleconference. The Board is The Board‘s mandate and responsibilities arise from the responsible for establishing the Regional Strategic Priorities, ―Regional Health Authorities Act‖. The Act provides the legislated contained within the Strategic Plan. Strategic priorities are responsibility and authority to plan, manage, deliver, monitor and constant over a five-year period, however, associated evaluate health services within the region. The Board does this in indicators, performance measures and major initiatives are a variety of ways, including providing sufficient oversight monitored and revised annually by the Board. measures, ensuring the organization‘s accountability by monitoring and evaluating its performance, and interacting and The Board has four standing committees to assist it in carrying communicating with its stakeholders and partners, which includes out its legislated responsibilities. They are: the general public. Although Board members reside in various Executive Committee - Acts on behalf of the Board in urgent communities throughout the health region, they represent the situations, when it is not feasible or practical to convene a entire region at the Board table. meeting of the entire Board. The Committee must report any actions taken at the next meeting of the Board and it does not Vision: Health and Wellness for All. have the authority to change Board bylaws or policies. Mission: Together, we deliver quality health services that meet Finance Committee - Reviews options and implications for the needs of the population. the Board‘s consideration regarding finance and capital plan- Values: Our values define what we believe in; what we stand ning issues. It advises the Board on annual budget, monthly for. They provide us with a common understanding of financial statements, and various financial policies and what is important and provide us with a framework to procedures. guide our work, our actions and our decisions. Prairie Mountain Health has four key values: Audit Committee - Reviews the audit plan and results of Integrity external financial audits. Also reviews statutory and regulatory  Being accountable for our actions obligations and monitors policies related to financial reporting  Putting words into action and controls.  Demonstrating ethical behaviour Quality and Patient Safety Committee- Advises and makes  Being inclusive and fair recommendations on standards and practices aimed at Respect improving quality, patient safety and innovation. It reviews  Earning the trust of our patients and coworkers performance related to quality, patient safety, patient and  Treating others with compassion and dignity community input and feedback and compliance with  Appreciating each other accreditation standards.  Demonstrating genuine caring in all we do  Communicating honestly and openly Stakeholder/Health Partner Consultation Prairie Mountain Health continued its focus on partnerships, Responsiveness visibility, linkage and communication within and across the  Being receptive and open-minded region. The region has developed a regular PMH Stakeholder  Responding to the needs of our patients, families and staff newsletter, that is distributed on behalf of the Board, to an  Supporting our patients and each other extensive list of health partners.  Promoting innovation and continuous improvement  Improving safety and effectiveness of our services Executive Management Team members, along with PMH

Board members, participated in the region‘s annual Engagement Stakeholder Tour undertaken in May/June 2014. There were  Involving community, clients and staff 12 key community stakeholder meetings, visits to First Nation  Listening to and considering ideas and concerns in communities, and 52 general staff meetings held across the decision-making Region.  Using a team approach in the work we do  Showing leadership In terms of additional advisory structures, a Regional Medical Advisory Committee and three Area Medical Leadership Councils continue to meet. Updates are provided to the Board through the Chief Medical Officer.

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Organizational Structure

Board of Directors

Chief Executive Officer Executive Director of Communications and Corporate Operations Penny Gilson Lara Bossert

VP Finance (CFO), Senior Advisor VP Community & VP Planning VP Corporate VP Medical Capital Support Acute Care & Long Term Care Quality/ Services Services/ Services/COO Nursing/ EMS Chief Patient Safety Diagnostic Brandon Regional Officer Jayne Troop Janet Wilcox- Services/CMO Health Centre Pat Cockburn McKay Maggie Campbell Dr. Shaun Brian Schoonbaert Gauthier

Advisory Structure

n 2014/2015, Prairie Mountain Health (PMH) established its new Local I Health Involvement Groups. Local Health Involvement Groups, or LHIGs, are made up of citizens who have an interest in health, health programs and related health services. Their purpose is to explore and provide advice to the PMH Board of Directors on issues that impact the delivery of local health services.

Within PMH, four geographical Local Health Involvement Groups were formed: two located south of Riding Mountain National Park and two north of the Park. The boundaries of the LHIGs parallel the Planning District boundaries established earlier for the health region They are:

LHIG # 1: Asessippi, Little Saskatchewan and Whitemud planning districts.

LHIG # 2: Souris River, Turtle Mountain, Spruce Woods and Brandon planning districts.

LHIG # 3: Riding Mountain and Agassiz Mountain planning districts.

LHIG # 4: Duck Mountain and Porcupine Mountain planning districts.

Volunteer members were named to three of the four groups, however, there wasn‘t enough initial interest of volunteers to appoint to LHIG #3. A call for volunteers to sit on that particular group has continued throughout the year and if enough people volunteer, the group will be enacted.

Work on the groups‘ goals and objectives, how they function, and how they support work being done by the PMH Board of Directors all took place throughout the year. Additional information on the region‘s LHIGs can be found on the PMH website at www.prairiemountainhealth.ca

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PMH at a Glance

2014/2015  Population within PMH: *167,000  Percentage of MB Population: 12.9 %  Geographic area: 67,000 sq. kms  Number of municipalities: 55  Number of Cities: (2) Brandon / Dauphin  First Nation communities: 14  PMH Aboriginal population: 16%  MB Aboriginal population: 16.7 %  Northern Affairs communities: 15  Hutterite communities: 30  Acute care sites: 20  Acute care beds: *795  Long term care sites: 43  Long term care beds: *2,013  Transitional care sites: 8  Transitional care beds: *81  Community Health Service offices: 34  Mental Health Centres: 2  Primary Health Care Centres: 5  Primary Care Centre: 1  Community Cancer Programs: 7  EMS (ambulance) facilities: 39  Telehealth communities: 18  Non-devolved (Affiliate) facilities: 8  Dialysis Units: 4  Orthopedic Rehab Unit: 1  MRI machines: 1  CT Scan machines: 3  Number of employees: *8,500 Prairie Mountain Health region (shaded white) is one of five Regional Health Authorities in  Number of family physicians: *170 Manitoba.  Number of specialists: *67

For more information on RHA programs and  Nurse Practitioners: *12 services, or to review the official PMH map, visit: www.prairiemountainhealth.ca * numbers subject to change

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2014/2015 Feature: My Health Team

he first ‗My Health Team‟– a network of different types of T health-care providers that work together to provide primary care services to patients–was unveiled within Prairie Mountain Health (PMH) in late 2014.

My Health Team – Brandon – is a network of primary care providers from the Western Medical Clinic (WMC), Prairie Mountain Health (7th Street Health Access Centre and Brandon Mental Health Programs) and the Western Manitoba Cancer Centre. Initially, the Team will include family physicians, a shared care counsellor—who works with patients to provide counselling and other mental health services—a registered dietitian and a social worker to help support patients with complex needs.

For patients, being part of a My Health Team (MyHT) means:

 Being recognized as an important partner in their healthcare journey,  Having a team that works with them to help manage and track their care in a co-ordinated way,  Having professional assistance in connecting with the right health service provider or community resource, and;  Spending less time spent arranging appointments or repeating medical history.

Throughout 2014, the planning team collected and analyzed partner health information and population health data to identify priority service areas to support Brandon population health needs. Three priority areas were identified and include: mental health shared care, enhanced chronic disease self-management and complex patient support. Positions were created for a Mental Health Shared Care Counsellor, Registered Dietitian and Social Worker to support the priority areas.

These providers are located in WMC with the dietitian also working one day/week at 7th St. Health Access Centre. Patients can access MyHT providers through internal & external clinic referrals. Co-location is an important element of MyHT as it creates valuable networking opportunities between providers as well as shared access to patient information. Charting in one Advancing Access - The first ‗My Health Team‟– a network of different types of health-care providers that work together to common Electronic Medical Record promotes better patient provide primary care services to patients–was unveiled within outcomes and continuity of care. Prairie Mountain Health (PMH) in late 2014.

Western Manitoba Cancer Centre is partnering in MyHT to My Health Team - Brandon - is a network of primary care pro- establish a collaborative care model to share follow-up care for viders from the Western Medical Clinic, Prairie Mountain prostate and colorectal cancer patients who doctor at WMC. Health (7th Street Health Access Centre and Brandon Mental Health Programs) and the Western Manitoba Cancer Centre.

Expansion planning for MyHT Brandon is currently underway.

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2014/2015 Feature: Murray House

s Vice-Chairperson for Prairie Mountain Health Board of A Directors, Harry Showdra had the opportunity to get a sneak peek of Brandon‘s Murray House a month before the official opening in June of 2014. His immediate thoughts were how great a facility this is for people needing a place to stay while undergoing cancer treatment at the Western Manitoba Cancer Centre (WMCC) in Brandon. It never crossed his mind that one day he may need to use it. Several months later Murray House became his home away from home.

In August 2014, Harry was diagnosed with cancer, and Audrey and Harry Showdra at Murray House suddenly his world changed. Immediately following an appointment in Dauphin, Harry was off to for more tests and soon after his course of treatment was put in place. Starting in September, for the next 28 days he would receive a combination of chemotherapy and radiation at the WMCC.

Over the next six weeks, Harry would walk over to the WMCC for his radiation treatment. He would also be receiving chemo- therapy administered through an intravenous line through a device that he would carry with him. This would release medication at intervals 24 hours a day seven days a week. This type of chemotherapy would allow Harry a bit more freedom to be able to travel back to his home in Swan River for the weekends. The convenience of having a place to come back to at the beginning of each week was something that Harry said made this difficult journey more tolerable.

―Audrey and I could leave our belongings here week to week. Opening ceremonies May 2014 It was just like having an apartment,‖ says Harry. ―After a four -hour drive from Swan River we did not have to worry about finding a parking spot or register for a room. We knew where we are going, we would just use our key and we were home.‖

Since it is opening in June 2014, guests have come from as far as The Pas, Saskatchewan, and Swan River. One guest from Russell said, ―At Murray House we became a family of friends, listening, helping, sharing ideas, and having meals together. This helped out through our trials and difficulties.‖ ―We felt included in a whole new family and really enjoyed the visits and talks,‖ says another guest from .

Patients who require additional information or are interested in staying at the Murray House while receiving cancer treatment are asked to contact the Prairie Mountain Health Cancer Grand opening May 2014 Navigation Team members (nurse navigators and social workers) to complete a referral form. Home away from home opens– Brandon‘s Murray House, a residence that provides safe, comfortable accommodations for Harry said that when they toured the residence back in May he out-of-town patients receiving care from the Western Manitoba never gave it a second thought that he may use it one day. Cancer Centre, officially opened in May/June 2014.

However, today he is very grateful for the facility and everyone The Brandon Regional Health Centre Foundation‘s “A Sense of that contributed to making it happen. Knowing he had Murray Home” fundraising campaign provided the support to construct House removed a lot of his stress and for him that meant the eight room facility. A large donation from the Murray focusing on his health and getting better. Family, and their Automotive Dealerships, helped to reach the overall funding goal. 8

Capacity Building  Create a positive, safe work environment that attracts and retains qualified staff  Develop capacity within Prairie Mountain Health to further advance health system priorities  Develop a highly-skilled, diverse workforce Advancing health priorities Programs and services from PMH participate in the provincial working groups and initiatives that contribute to health system priorities, such as Family Doctor for All, Continuing Care Blueprint, Wait Times and Access initiatives, and In Sixty (formerly Cancer Patient Journey). These initiatives are measured provincially.

Workplace Violence Prevention Strategy A Workplace Violence Prevention Strategy is in the process of being implemented across PMH. All staff are expected to par- ticipate in training, which is determined by their particular role in the organization. The vast geography of PMH poses a challenge in implementing this strategy, however, the training has been offered in numerous sites in order to allow staff to attend. Modules are also available through the online learning Nursing skills blitz 2014 – Brandon and Dauphin were once system. Over 1,500 staff have been trained and another 1,600 again sites for the very successful in-service education days. are signed up for training in the Fall of 2015. Various stations were set up to provide information and education

on various topics like wounds, infection control, stress and pain Staff education and skills development management and hand hygiene to name a few. The eLearning site, developed in one of the former regions, has been expanded to allow all staff from PMH to access con- tinuing education at their convenience. As of April 1, 2015, institutions such as , Assiniboine Community 6,800 staff have registered with SPOT (Staff Portal to College (ACC), (RRC), , Opportunities in Training). The eLearning approach will University College of the North (UCN) and Robertson College, to continue to play an essential role in continuing education and name a few. Career presentations to local high schools are also a skill development for PMH staff. priority in providing career options for youth. Attendance at Aboriginal Job Fairs in Brandon and Aboriginal communities is Nursing skills blitz ongoing. Building upon previous education events, the PMH Nursing Red River College Nursing Partnership Skills Blitz was once again held in Brandon and Dauphin in Seven students were participating in the rural rotating program in May/June 2014. The in-service day assists by providing Neepawa, which offers a four-year BN University Degree oppor- stations and sessions geared towards various areas like tunity spread over 32 months. They are set to graduate in the wounds, infection control, stress management, pain manage- summer of 2015. The next rural intake was also announced and ment and hand hygiene to name a few. Dauphin was set to be one of four rural classroom sites from 2015-2017. Career Fairs ACC Nursing Partnership PMH continues to attend several career fairs on a regular basis, PMH and Assiniboine Community College (ACC) partnered to as well as career symposiums, in particular at educational establish a full-time Comprehensive Health Care Aide Program in Brandon. The Program, which was open to 22 students, was established to help reduce health care aide vacancies primarily in long term care and home care.

A Health Care Aide Course in Winnipegosis saw nine students graduate in July 2014. The course was a joint effort between Industry, Training and Employment Manitoba, Workplace Education Manitoba, ACC, Mountain View School Division, Winnipegosis and District Health Centre and PMH.

Students enrolled in the Dauphin ACC rural rotating practical nursing program were preparing to graduate in May 2015. The next two-year (25-seat) Practical Nursing Program will start in Dauphin in September 2015. Career Fair - PMH was in attendance at the annual Parkland

Career & Job Fair held in in April 2014 in Dauphin. Over the course of two days, around 1,600 people attended the event. 9

Capacity Building  Create a positive, safe work environment that attracts and retains qualified staff  Develop capacity within Prairie Mountain Health to further advance health system priorities  Develop a highly-skilled, diverse workforce located to the communities of Killarney, Russell and Swan River. A fourth candidate in a four-month assessment program completed the course in June 2015 and located to Roblin. Earlier, in May/June 2014, three other IMGs commenced practice, one in Virden and two in Brandon. A Canadian-trained graduate was also recruited to the Western Medical Clinic in Brandon in October 2014.

The Swan Valley RISE (Regional Initiative for a Strong Economy) announced that it signed another commitment with a medical student from the Swan River area. This was in addition to two other medical students, who previously signed commitments to establish medical practice in Swan River upon completion of Student Rural Interest Group– PMH hosted two workshops for their training in 2016 and 2017 respectively. the Faculty of Medicine‘s Student Rural Interest group in 2014/2015. The Tri-Lake Health Centre in Killarney hosted 26 In 2014/2015, the region hosted two workshops with the students in October 2014, while the annual Brandon workshop Manitoba Medical Student Rural Interest Group (MMSRIG). saw 46 participants attend. First and second year medical students, enrolled in the University of Manitoba‘s Faculty of Medicine, participated in workshops in Recruitment initiatives Brandon and Killarney. The workshops were aimed at highlight- Graduate nurse recruitment continues with a regional interview ing the positive benefits of practicing medicine in rural process and the following nurses were hired to PMH (as of the communities. spring of 2015): Bachelor of Nursing (BN) –33 Brandon University BN Grad nurses hired; Registered Psychiatric PMH also hosted a separate Family Medicine Residents‘ Retreat Nursing (RPN) – 12 RPN Grad nurses hired; Licensed Practical at Clear Lake/Riding Mountain National Park in September Nursing (LPN ) Brandon ACC campus – 15 LPN Grad nurses 2014. The annual event, for first and second year family hired; Dauphin – 10 LPN Grad nurses hired from the Dauphin medicine residents, attracted 89 of 98 eligible residents. ACC Campus. Summer students Manitoba Start nursing recruitment Once again, PMH participated in two very successful initiatives At a recruitment fair in Winnipeg, the Region was able to meet aimed at featuring the benefits of physician practice in a rural with representatives from Manitoba Start —an information and setting. In May 2014, the region, along with Manitoba‘s ORNH, referral initiative for new immigrants. Program representatives hosted medical students as part of “Rural Week”. In June 2014, arranged an opportunity to connect with 60 new immigrants through cost-sharing positions with the ORNH “Home for the (including some that were Internationally-educated nurses) to Summer Program”, the region had nine sponsored students discuss opportunities in health care outside of Winnipeg. participate in the Program. Following the interview process, some 31 letters of offer were provided to applicants. PMH continues to work through the employment process and possible placement of successful applicants. Aboriginal Health Careers Prairie Mountain Health joined Manitoba`s Office of Rural and Northern Health (ORNH) and other project stakeholders, to launch a new website —aimed at increasing the number of First Nations and Aboriginal People in choosing a health-care career. The Manitobaaboriginalhealthcareers.ca project provides infor- mation on health careers within the Province`s five RHAs and featured success story vignettes on its website.

Physician recruitment/retention Two new Psychiatric specialists were hired in the region later in the fiscal year. One would be primarily practicing out of Brandon and the other out of Dauphin. Rural Week 2014– As part of Rural Week, 29 medical students visited 12 communities within PMH region. Rural Week is Three International Medical Graduates (IMGs) sponsored by coordinated by Manitoba‘s Office of Rural and Northern Health PMH commenced practice in April 2015. The three physicians and the Faculty of Medicine at the University of Manitoba. 10

Health System Innovation  Develop innovative, evidence-informed improvements that promote effective, efficient use of resources and technology  Deploy a continuous improvement system

What is Lean? Lean thinking is the belief that there is a simpler, better, easier way to complete our work. It is about eliminating waste, inef- ficiencies and errors. It is about making our work environ- ments efficient and effective. Lean improves safety, quality, costs, efficiencies and service delivery. What is Six Sigma? Six Sigma is a set of statistical tools and techniques for process improvement. Six Sigma projects follow a defined sequence of steps called DMAIC (Define, Measure, Analyze, Improve, Control). What is Releasing Time to Care? Releasing Time to Care (RTC) is a module-based, patient- centred program, primarily designed to increase time that nurs- es can spend with patients in order to provide more direct pa- tient care. One noticeable activity is called WOW (or ‗Well- Dauphin Medicine Unit RTC Project– The Dauphin Regional organized Ward‘ ) with the premise that work flow will Health Centre‘s Medicine Unit launched their ―Well-Organized improve if all equipment and supplies needed for patient care Ward” Project in May 2014. are accessible and well organized.

Lean Six Sigma training The first Black Belt trained staff within PMH have been involved Over the past year several PMH sites/wards continued to work in mentoring staff who are taking Green Belt level training and in on RTC modules; some highlights for the 2014/15 year include: developing ongoing Lean Six Sigma training for PMH staff.  Neepawa – completed all modules in 2013; continue Many of the projects undertaken have been quite successful in to work on sustainment and nursing procedures; achieving improved efficiencies. The savings achieved through  Brandon Regional Health Centre-300 Surgery – these projects have resulted in additional time that staff have avail- work focused on reducing shift report time; able to dedicate to caring for patients, residents, and clients. The completed trial of electronic RTC Board ; programs have been able to reduce costs in certain areas by 400 – completed patient observation module; reducing the need for additional staffing. continued work on Admission & Discharge module;  Dauphin-Mental Health Centre –Surgery – continued In some cases, turnover of managers and unforeseen circumstanc- work on Ward Round module; es have resulted in project delays. Dedicated resources for  Souris – worked on their fifth module - Shift Hand- innovations allow for staff that can help teams to focus on their over and completed the Hygiene module (Purchased intended aims and achieve positive results. bedside containers). Designing a room layout that makes everything accessible and determining what Releasing Time to Care (RTC) needs to be standard in each room for each patient to Releasing Time to Care (RTC) is a patient-centred program, provide consistency. Looking at bedside tables due to primarily designed to increase time that nurses can spend with clutter and going to trial a new model of the table; patients in order to provide more direct patient care. Although  Treherne - started weekly round the board meetings RTC is a nurse-led training process, all staff play an important and have been working on activity flows; Well- role in identifying opportunities for change in the workplace. organized Ward (WOW) completed in the ER area; Two PMH sites started this program in 2011; currently there are  Killarney – re-orientation for new staff ; continued eight (8) sites (14 wards) that have implemented the program. work on WOW module; RTC helps teams identify where they are spending time on  Roblin – re-orientation for new staff; started imple- activities that do not add value for the patient – such as searching mentation of WOW module; for information or equipment, duplicate charting, and dealing with interruptions.  Swan River – continued work on Ward Rounds and Shift Handover modules. The program includes three foundation modules (Well-organized Ward (WOW), Knowing How We are Doing, and Patient Status Neepawa and DRHC Mental Health were chosen to present at at a Glance) and eight process modules (Ward Rounds, Shift the Quality Conference in Winnipeg. Handovers, Patient Observations, Admissions and Planned Discharges, Meals, Medicines, Nursing Procedures, and Patient Hygiene). 11

Health System Sustainability

 Establish integrated delivery of core health services  Introduce and utilize technologies and information systems that support sustainability  Manage/maintain PMH infrastructure to meet future needs  Strategically invest in future-oriented capital projects that meet needs and supports health system sustainability

Clinical, corporate, and support services are at varying stages of integration since the RHA amalgamation in 2012.

The capital infrastructure within PMH is vast and varied, ranging from relatively new to some very aged buildings. The Capital Planning process annually identifies appropriate Swan Valley Primary Care Centre- The province awarded projects for submission to Manitoba Health, Healthy Living the tender in August 2014 to construct the Primary Care Centre and Seniors (MHHLS). These projects are selected based on in Swan River. Construction was completed in June 2015. annually identified priorities and values of both Manitoba Health and Prairie Mountain Health. Approvals are made within resources available provincially. various times throughout the year to keep the group informed about progress on the capital planning process. It‘s anticipated Swan Valley Primary Care Centre the project will go to tender in late 2015. Construction/renovations began in the fall of 2014 on a new primary care centre in Swan River. The $2.6-million project BRHC Atrium Safety Upgrade redeveloped the McKay Building (located across from Swan PMH proceeded with the Atrium Safety Upgrade Project at Valley Health Centre) into a 6,000-square-foot facility with 12 Brandon Regional Health Centre. The project, to construct exam rooms, treatment rooms and support spaces. The new secure permanent barriers within the atrium balconies and stair- primary care centre will offer physician services, nurse well, commenced in early March 2015 and was expected to take practitioner services, and coordinated care for people living about six months to complete. with chronic diseases. Construction was completed in June 2015. MBTelehealth Program Manitoba eHealth‘s 2014/2015 fiscal year-end report for the Dauphin Regional Health Centre MBTelehealth program shows PMH continues leading the way ER/SCU redevelopment in overall utilization for the technology and program. Three of The region, working closely with the Province, moved forward the top five rural utilization sites were within PMH including on plans to expand and enhance the Emergency Room (ER) Dauphin Regional Health Centre (DRHC). Consistent with the and Special Care Unit (SCU) at the Dauphin Regional Health past fiscal year, DRHC is by far the most active rural site in the Centre (DRHC). Project cost estimates and functional province with 3,961 sessions in 2014/2015. program and design planning continued during the past fiscal The most utilized specialities within PMH in 2014/2015 were year. As part of the enhancements, which will expand the anaesthesia (816) clinical appointments, general surgery (803), DRHC Emergency Department to nearly four times its current psychiatry (563) pre-operating assessments (232) and oncology size, construction will include an area for a new MRI unit. It (223). is anticipated that both projects will go to tender in late 2015.

Diagnostic equipment upgrades Brandon Regional Health Centre The Province and Diagnostic Services of Manitoba (DSM) General redevelopment announced it was investing in new diagnostic equipment to Planning for the redevelopment of Brandon Regional Health replace aging equipment nearing the end of its service life. Centre‘s 2nd Floor Annex, 4th and 5th floor inpatient units Sites within PMH that saw equipment purchases over the year continued during 2014/2015. The redevelopment will see the included: relocation of the pediatric unit, an increase in the number of medical beds by 12, and the ‗spreading out‘ of acute medical  Brandon Regional Health Centre– Gamma camera; beds over two floors of the general centre (from one current- ly.) This will help eliminate the need for four beds in a room.  Minnedosa Health Centre– Conventional Radiographic It is anticipated the project will go to tender in late 2015. system;  Health Centre– Conventional Radiographic Ste. Rose Primary Health Care Centre system; PMH, MHHLS and stakeholders in Ste. Rose continued to  Neepawa Health Centre– Radiography suite; discuss project space, and design phase estimates during  Dauphin Regional Health Centre– Computed 2014/2015. The region, along with Provincial officials, held Radiography equipment; and meetings with the Turtle River Development Corporation at  Swan (River) Valley Health Centre– Computed Radiography equipment.

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Improved Access  Improve access to services by reducing barriers  Provide the right care, in the right place, at the right time by the right provider  Engage clients and communities so they experience improved access to appropriate services

Brandon Pain Management Clinic— Thanks to a generous donation from the Brandon Regional Health Centre (BRHC) Auxiliary, a special piece of equipment was purchased to assist Dr. Clint Wong with the Brandon Pain Management Clinic. The Clinic began offering state-of-the-art diagnosis and treatment for people living with pain in May 2014.

possibility of expanding the program to another route in the Mobile Clinic– Prairie Mountain Health‘s Mobile Clinic continued north/eastern part of PMH. to serve six sites, including three First Nation communities, in 2014/2015. Brandon Pain Management Clinic The Brandon Pain Management Clinic—the first of its kind in Several provincial initiatives focus on improving access to services Western Manitoba—began seeing patients in May 2014. and care. PMH has been involved in activities to reduce wait times to The Pain Clinic, led by Dr. Clint Wong, runs one week a see a primary care provider. Four medical clinics within PMH have month with two assessment days and three treatment days, thus been involved in Advanced Access projects, (still being developed) enhancing access to care and reducing the need to travel to which are designed to improve practices so that patients don‘t have Winnipeg for similar services. The Clinic is comprised of a to wait as long to see their primary care provider. multi-disciplinary team including a specialized nurse, a physi- otherapist, pharmacist, and psychologist-all of whom have Family Doctor Finder Program expertise in pain management and chronic pain care. The Family Doctor Finder program assists patients to find a primary care provider. People without a primary care provider register with Wait Time Performance Review the program and Primary Care Connectors work with physicians, and PMH strives to meet all provincial targets on service wait other health care providers in the region, who are accepting new times, including surgical wait times. PMH met and remained patients. below the 26 week target for knee and hip surgeries for the second fiscal year in a row. The yearly median wait time aver- The goal is to match all registrants without a provider within 30 days age for knee replacements remained consistent, with only a 5% of registration. According to the latest update, the program in PMH increase from 14.5 weeks in 2013/2014 to 15.3 weeks in had matched 73.9% of registrants. Some of the reasons that 2014/2015. The yearly median wait time average for hip re- registrants remained unmatched included lack of providers in the placements saw a 15% decrease from 9.1 weeks in 2013/2014 geographic area, patient request for a specific provider, or patient to 7.7 weeks in 2014/2015. All cases were completed within preference for a provider of a specific gender. Information from this the 26 week benchmark for knees and hips during the last eight program is used to identify areas where primary care capacity may months of the year. be an issue, which the region uses when planning for and recruiting additional primary care providers. Patient/ Family Engagement Another goal within this priority is to engage clients, families Mobile Clinic and communities in order to improve access to services. A The Mobile Clinic completed its first full year of operation in project has been undertaken to develop a patient/family 2014/2015. The clinic serves a route which includes six communi- engagement strategy within PMH. This project involves ties. Staffed by a nurse practitioner, registered nurse and primary extensive consultation with client providers and communities. care assistant, the mobile clinic offers services ranging from treating The project began in the spring of 2015 and will continue into minor ailments to conducting regular check-ups. Evaluation of the the following year. program continued during the year and a review began on the

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Improved Service Delivery  Establish partnerships to improve health service delivery to First Nation and Metis Manitobans  Continuously improve health care safety  Create a culture of client-focused care and service delivery

STARS education– Physicians, medical trainees and staff participated in a special education day for the STARS Emergency Medical helicopter unit. Sessions were held at the Neepawa Health Centre and Dauphin Regional Health Centre in 2014/2015.

Aboriginal Health– Prairie Mountain Health continued to work Accreditation collaboratively with Aboriginal health partners to improve There‘s been ongoing work towards the national accreditation health services and access to services over the course of process. The Region continues preparation for its 2014/2015. scheduled accreditation review in June 2016.

PMH staff have developed ongoing relationships with First Falls Prevention Strategy Nation communities, Tribal Councils, and the Manitoba Metis A Falls Prevention Steering Committee was created in the fall Federation (MMF) in order to identify gaps in service and part- of 2014, with a goal of facilities setting targets to improve nerships that can benefit community members. Partnerships are from their current rate of falls. The latest available rates of difficult to measure, but ongoing meetings and sustained falls in PMH were as follows: Acute Care facilities 8.3 per relationships attest to progress toward this goal. 1,000 patient days; Transitional Care facilities 10.8 per 1,000

patient days. Staff shortages and time will be limiting factors Aboriginal Health in implementing falls prevention activities in PMH. PMH staff continue collaborative work with our partners on program development and delivery related to mental wellness, Client Relations Program diabetes and heart health, and primary health care. There has The PMH Client Relations program has been developed to been ongoing dialogue to improve discharge planning from assist with the management and monitoring of concerns and hospital to community for First Nation residents. Many compliments regarding care and service. A new database was „Services to Services‟ meetings have occurred between PMH developed in 2014/15 to facilitate monitoring. There are facility managers and First Nation Health providers. There is targets established to respond to concerns, but some complex also ongoing work related to the Brian Sinclair Inquest cases require more time to resolve. Over time, the database recommendations. PMH and MMF have developed a regional will allow for more comprehensive reporting and analysis of ‗action plan‘ to improve health services for Metis clients. concerns within PMH.

Future plans include expanding cultural awareness training for STARS education sessions staff, continued development of the Aboriginal Workforce The STARS Air Ambulance education bus made stops at the Initiative, and enhancing partnerships with communities. Dauphin Regional Health Centre and Neepawa Health Centre during the year. The learning sessions further educated Diabetes Information Day hospital staff about the air ambulance program. Sessions The 13th Annual Diabetes information day took place at Sioux included simulations of trauma patients and cardiac patients. Valley Dakota Nation in June 2014. Some 120 people, from as far away as gathered to learn, share Workplace Mental Health and connect to help prevent diabetes and its complications. In May 2014, PMH partnered with Healthy Together Now and Healthy Brandon to host a half-day workshop aimed at Patient Safety Education strengthening the conversation around workplace mental In 2014/2015, a Patient Safety Education Program was delivered health. One of its goals was to support employees and co- to staff in the northern part of PMH. Plans are underway to workers to feel safe and comfortable raising issues, developing deliver the same program for staff in the south of PMH. solutions and asking for help if needed. 14

Improved health status and reduced health disparities

 Improve population health through health promotion, disease prevention, health protection and a focus on the role of the determinants of health

Measuring improvements in population health is complicated due to the range of factors contributing to health and decisions related to health behaviours. Rates of some chronic diseases, such as diabetes and hypertension, are increasing among PMH residents. While the number of people with a condition may increase, it may be the result of good care and greater survival rates. Many of the factors that contribute to health are not within the scope of the health care-system, however, there are opportunities to partner with communities to identify solutions that begin to address these factors.

Public Health initiatives The Public Health Program continues to work collaboratively Let’s Talk Mental Health– Six-time Olympian Clara Hughes with MHHLS on the development of a provincial public health recognizes Tracy Ridgen, and the PMH Mental Health Promotion strategy and public health nursing standards. Work continues on team, for their efforts in June 2014. Ms. Hughes also connected development of a regional harm reduction strategy. Funding with about 700 students and teachers from Brandon and area. was received from MHHLS to support regional harm reduction training and completion of a community needs assessment for a Mental Health awareness/education harm reduction network, with further planning underway. In In June 2014, six-time Olympian Clara Hughes brought her order to facilitate client connections to care, a targeted Public cycling mental health education and awareness tour to Brandon. Health Nurse outreach position was created in Swan River. Hughes spoke to over 400 people at the Brandon University

Healthy Living Centre and later, close to 700 students from Partnerships and planning continues on Baby Friendly Initiatives. Brandon and surrounding area. Her goal was to continue efforts The Healthy Baby program service delivery model was reviewed to reduce stigma associated with mental illness. and standardized across the region. Public Health staff, in part- nership with Mental Health and Healthy Child Manitoba, com- Women’s Wellness pleted training in Towards Flourishing- a Mental Health A series of Women‘s Wellness Clinics for Cervical Screening Promotion Strategy incorporated into the Manitoba‘s Families and Breast Examinations were held in the Spring of 2015. The First Home Visiting Program. Clinics, which are done by a team of trained Registered Nurses,

were held at several PMH sites and Medical Clinics as well as on An evaluation of the Brandon Community Postpartum Program the Mobile Bus. was completed and process improvements were introduced to improve efficiency. EMS Program

The RHA‘s Emergency Medical Services Program (EMS) was Training and implementation of the Panorama immunization actively involved over the past year in several injury prevention and vaccine inventory modules began in March and planning presentations. Some of those include use of the ERIK Program continues for the future roll-out of the communicable disease (Emergency Response Information Kit), Hidden Hugs, car seat and outbreak management modules. There were 125 community inspections, bicycle safety, farm day safety camp and the based flu clinics offered across the region with Public Health P.A.R.T.Y. (Preventing Alcohol Related Trauma in Youth) staff providing over 25,000 vaccinations. Program.

Planning began for a transgender health clinic at the Brandon Swan River Community Forum site. PMH, and the Addictions Foundation of Manitoba, co-hosted a

very informative forum in July 2014 at the Swan River Mental Health Advanced Access Friendship Centre. Close to 90 people, including representation The Region‘s Mental Health Program continued work towards from several health partner organizations, attended the forum, improving access to service and strengthening service navigation. which focused on identifying some of the significant issues In 2014/2015, two additional psychiatrists were recruited to the facing many individuals in the Swan River Valley and surround- region to help maintain and enhance services. In Swan River, a ing area. As a follow-up to the forum, targeted outreach work dedicated Mental Health in-take position was added to help was initiated in Swan River in collaboration with Primary Health expand service and offer quicker response. Care and local stakeholders. . 15

Awards/Recognition

Manitoba iCare Award - Brandon-based Physician of the Year- Prairie Mountain Health (PMH) ophthalmologist Dr. G Rocha, left, received congratulates Dr. Johan du Plooy, of Brandon’s Western the prestigious 2014 Lt. Governor iCare Manitoba Cancer Centre, who was named as ‘Physician of award. the Year’ by Doctors Manitoba. Dr. du Plooy, a general practitioner who has specialized training in oncology, has The Lieutenant-Governor's iCARE Award been practicing medicine in Brandon since 1995. recognizes an eye-care professional who demonstrates innovative and/or unique con- tributions to eye health in Manitoba, who works within their associate body and who has made significant contributions to the community at large.

Mental Health award winners- Two Prairie Mountain Health mental health program workers received provincial recognition in Building bridges – The Camp Bridges May 2014. Shannon Morrow-Stritz, fourth from left, and Kathy Committee was very proud to accept Foley, next to her, were recipients of 2014 Excellence in the 2014 Sharon Carstairs Caring Psychiatric Nursing Practice awards. Communities Award. Shannon, who was nominated by Carma Byczkowski, received From left are Barb Packwood (PMH), recognition for clinical excellence. Melissa Dunkley (PMH), Paulette

Goossen (Southern Health) and Merle Kathy, who was nominated by Sharon Young, received Teetaert (PMH). recognition from the Registered Psychiatric Nursing Foundation for education excellence.

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Consolidated Statement of Financial Position For the year ended March 31, 2015

2015 2014

ASSETS Current Assets Cash and cash equivalents $ 48,073,504 $ 60,291,168 Short-term investments (Note 7) 1,941,761 1,085,065 Accounts receivable (Note 4) 7,597,930 6,778,578 Due from Manitoba Health (Note 5) 37,468,424 23,421,064 Current portion of loan receivable (Note 6) 29,697 28,680 Inventories held for use 4,953,417 4,269,951 Prepaid expenses 1,320,109 2,159,028 101,384,842 98,033,534

Due from Manitoba Health (Note 5) 21,933,303 21,933,303 Loan receivable (Note 6) 220,435 250,132 Investments (Note 7) 6,230,685 6,822,267 Capital assets (Note B) 286,464,781 293,019,154 314,849,204 322,024,856 $ 416,234,046 $ 420,058,390

LIABILITIES Current Liabilities Demand loans (Note 9) $ 386,699 $ 476,699 Accounts payable and accrued liabilities 40,925,645 36,361,493 Employee future benefits (Note 10) 31,417,201 30,282,536 Current portion of obligation under capital lease (Note 12) 627,518 340,696 Current portion of long-term debt (Note 11) 235,302 346,878 73,592,365 67,808,302

Employee future benefits (Note 10) 49,388,000 50,226,000 Obligation under capital lease (Note 12) 1,354,667 679,231 Long-term debt (Note 11) 1,149,480 1,384,857 Deferred contributions (Note 13) 286,734,214 292,901,498 338,626,361 345,191,586 $ 412,218,726 $ 412,999,888 Commitments and contingencies (Note 19)

NET ASSETS Invested in capital assets (Note 15) 8,477,350 6,440,986 Internally restricted (Note 16) 5,393,845 4,484,878 Externally restricted (Note 16) 84,964 34,162 Unrestricted (9,940,839) (3,901 ,524) 4,015,320 7,058,502

$ 416,234,046 $ 420,058,390

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Consolidated Statement of Operations For the year ended March 31, 2015

2015 2014

REVENUE Manitoba Health operating income (Note 17) $ 502,459,882 $ 495,607,835 Authorized/residential charges 31,595,502 31,503,826 Amortization of deferred contributions 17,205,076 18,746,439 Non-insured income 2,190,691 2,426,370 Ancillary revenue 2,543,319 3,266,062 Other income 12,844,248 6,226,555 Province of Manitoba 4,602,185 4,025,581 Investment income 993,125 957,740

574,434,028 562,760,408

EXPENSES Acute care services 235,829,854 225,227,004 Personal care home services 134,368,922 131,431,557 Medical remuneration 40,359,923 38,364,137 Community based mental health services 22,151,897 21,608,095 Community based home care services 38,435,109 36,655,015 Community based health services 23,743,462 21,845,157 Emergency medical services 17,694,462 16,793,134 Regional undistributed costs 35,461,950 31,587,563 Amortization of capital assets 18,892,388 19,366,035 Future employee benefits 2,943,774 2,245,556 Therapy services 7,869,964 7,765,042 Ancillary expenses 2,098,126 2,777,863

579,849,831 555,666,158

EXCESS (SHORTFALL) OF REVENUE OVER EXPENSES $ (5,415,803) $ 7,094,250

A complete set of financial statements, which includes accompanying notes listed in the previous two pages, can be found on the Prairie Mountain Health website.

They can be found under the ―About Us‖ section–Regional Reports.

www.prairiemountainhealth.ca

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Expenditure by Program/Service 2014/2015

1 2014 / 2015 1 $235,829,854 41% 2 2 $134,368,922 23%

3 3 $40,359,923 7%

4 4 $22,151,897 4%

5 $38,435,109 7% 5 6 $23,743,462 4% 6 7 $17,694,462 3%

7 8 $35,461,950 6%

$18,892,388 3% 8 9

10 $2,943,774 .5% 9 11 $7,869,964 1% 10 12 $2,098,126 .5%

11 Total

12 $579,849,831 100% Auditor’s Report To the Members of Prairie Mountain Health: We have audited the accompanying consolidated financial statements of Prairie Mountain Health, which comprise the consolidated statement of financial position as at March 31, 2015 and the consolidated statement of operations, changes in net assets, cash flows and remeasurement of gains and losses for the year then ended and a summary of significant accounting policies and other explanatory information.

Management’s Responsibility for the Consolidated Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditors’ Responsibility Our responsibility is to express an opinion on the consolidated financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditors‘ judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity‘s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity‘s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of Prairie Mountain Health as at March 31, 2015 and the results of their consolidated operations, changes in net assets, cash flows, and their remeasurement gains and losses for the year then ended in accordance with Canadian public sector accounting standards.

M N P, LLP Chartered Accountants Brandon, Manitoba 1401 Princess Avenue, Brandon, Manitoba, R7A 7L7, June 13, 2015 Phone: (204) 727-0661, 1-800-446-0890

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AdministrativeAdministrative Costs Costs 2013/14 Accountability Provisions Corporate Patient Care Related Human Resources & Recruitment Recent amendments to The Regional Health Authorities Act include provisions related to improved accountability and transparency and to improved fiscal responsibility and community involvement.

34% As per Sections 22 and 51, the establishment by the Minister of terms and conditions of employment (compensation, etc.) to be included in the employment contract of the chief executive officer and designated 57% senior officers of a regional health authority. Employment contracts have been established for the CEO and all Senior Leaders of the organization. 9% These contracts contain all terms and conditions of employment as set out by the Minister.

Prairie Mountain Health adheres to standardized coding guidelines As per Section 23 (2c), the preparation, implementation, (MIS) as defined by the Canadian Institute of Health Information posting on the website and updating of the regional (CIHI). health authority‘s strategic plan. Prairie Mountain Health‟s Strategic Plan was updated and completed in Administrative costs include corporate operations (including May 2013 and was posted on the PMH website. , non-proprietary personal care homes and community health agencies), as well as patient care-related functions such as As per Sections 23.1 and 54, the establishment by the infection control and patient relations and recruitment of health Minister-of requirements relating to accreditation of a professionals. The figures presented are based on data as of regional health authority and the accreditation participation 2014/2015. The most current definition of administrative costs determined by CIHI includes: in RHA accreditation of health corporations and certain health care organizations and publishing of the results. Administrative Expenses % of % of % of Prairie Mountain Health has been continuing efforts All primary cost centres include Total Total Total related to Accreditation and regular updates have been costs related to salaries, benefits, 2014/2015 2013/14 2012/13 submitted to Accreditation Canada. Results of recent travel, telecommunications, Expenses Expenses Expenses Accreditation Canada surveys can be found on the insurance, audit & other fees, region‟s website. office supplies and other supplies and expenses. Manitoba Health requires that health authorities report Corporate Operations: 2.49 2.52 3.16 on steps taken and plans to meet the requirements under Includes the primary cost centres this Act. of general administration, Executive, Board of Directors, public relations, planning, risk management, Advisory Councils, Community Health Assessment, finance and communications.

Patient-care Related: .40 .43 .27 In compliance with the Public Sector Compensation Includes the primary cost centres of quality assurance and Disclosure Act of Manitoba, interested parties may obtain accreditation, infection control, copies of the Prairie Mountain Health public sector compensation patient relations, bed utilization disclosure (which has been prepared for this purpose and certified management, privacy office and by its auditor to be correct) and contains the amount of visitor information. compensation it pays or provides in the corresponding fiscal year Human Resources and 1.45 1.39 1.08 for each of its officers and employees whose compensation is Recruitment: $50,000.00 or more. Includes the primary cost centres of Human Resources, recruitment This information, along with the complete set of financial & retention, labour relations, statements, including the auditor’s report, is available in either employee benefits, health & electronic or hard copy by contacting Prairie Mountain Health assistance programs and at (204) 483-5000, Toll-Free 1-888-682-2253, or by email occupational health & safety prevention. [email protected]. TOTAL 4.34 4.34 4.51

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Expense reporting The Regional Health Authorities Act (section 38.1) requires that regional health authorities publish on their website expenses paid to and on behalf of the Chief Executive Officer of the health authority, as well as the senior officers of each health corporation (non-devolved hospitals and personal care homes) located within the health region. This requirement also applies to Diagnostic Services of Manitoba, CancerCare Manitoba, and the Addictions Foundation of Manitoba.

Expense reports must be published on the regional health authority website no later than June 30th following the end of the fiscal year for which the report applies.

The information and expenses to be published are defined by provincial regulation, and can be found be accessing the Prairie Mountain Health website, under the “About us” – Regional reports section. Public Interest Disclosure (Whistleblower Protection)

The Public Interest Disclosure (Whistleblower Protection) Act came into effect April 2007. This law gives employees a clear process for disclosing concerns about significant and serious matters (wrongdoings) in the Manitoba public service, and strengthens protection from reprisal. The Act builds on protections already in place under other statutes, as well as collective bargaining rights, policies, practices and processes in the Manitoba public service.

As per reporting requirements regarding Section 18 of the Act, Prairie Mountain Health did not receive any disclosures in 2014/2015 under the legislation, therefore, no investigations commenced as a result. French Language Services Although Prairie Mountain Health serves a mainly English-speaking population, it maintains bilingual designation. The following areas within Prairie Mountain Health are designated to receive French Language Services:  Rural Municipality of Ellice and the Village of St. Lazare;  Ste. Rose du Lac, surrounding municipality of Ste. Rose, Laurier and Ste. Amelie.

The following facilities are designated to provide French Language Services:  Birtle Health Centre;  Ste. Rose General Hospital;  Dr. Gendreau Personal Care Home (Ste. Rose).

Prairie Mountain Health undertakes to provide health care services to its French-speaking population in accordance with the Government of Manitoba‘s French Language Services Policy, Regulation 46/98 of the Regional Health Authorities Act (C.C.S.M. c R34).

The French Language Services (FLS) plans for Prairie Mountain Health can be accessed by contacting the Regional Office at 1-888-682-2253.

Contact Information

Mailing address Phone: 204-483-5000 Follow us on Twitter 192-1st Avenue West Toll-Free: 1-888-682-2253 @PrairieMtHealth Box 579 Fax: 204-483-5005 Souris, MB R0K 2C0

Email: [email protected] Website: www.prairiemountainhealth.ca

Health and Wellness for All

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