DELIVERING ON OUR PROMISE Bluewater Health Annual Report 2010 / 2011 We Create Exemplary Healthcare Experiences for Patients and Families Every Time Contents Reaching Our Potential 2 Opening Our Doors 3 “Charlotte’s House” – Celebrating 4 our First Century of Health, Heritage and Community Enhancing Programs and Services 5 Measuring Our Performance 6 Highlights of Our Achievements 7 Quality Care Exceptional Relationships Outstanding Performance Inspired People A Culture Of Innovation The Foundations of Our Success 9 Financial Statement 11 We Create Exemplary Healthcare Experiences for Patients and Families Every Time 1 Reaching Our Potential In a year filled with very visible hospital enhanced our web site, and involved the activity, Bluewater Health made tremendous community in discussions about Emergency strides in delivering on our Mission: Department coverage at CEEH of Bluewater We create exemplary healthcare experiences Health and in the creation of our Patient for patients and families every time. Declaration of Values. We refreshed our strategic plan with goal-setting for 2011 and Our new community hospital was almost two 2012, and initiated a Quality Improvement decades in the making, but in June 2010, we Plan to advance our quality and patient safety celebrated its opening – and the fulfillment of culture. We continue to look for ways to involve a promise. The bright, new building features our healthcare partners, community leaders state-of-the-art technology and an eco-friendly and the public in our journey. environment to facilitate patient care. We are grateful for the community’s support and Our staff, physicians and volunteers remained patience as we settled into our new facilities. focused on patient safety and quality of care as we continued to advance our strategic priorities. The renovations to our facilities will continue through to fall 2011, when the remaining Less visible, but no less significant, we kept our patients and staff will move from the Mitton promise to act on opportunities identified in Site. Having all of our Sarnia staff and patients our Employee Engagement Survey of late 2009. in one location promises to be a significant In 2010/2011, we focused on some key activities positive step for our future development. to involve our hospital family in making meaningful changes – and we will report on The opening was not our only milestone this our progress, after our next employee survey year. In January 2011, through the efforts of a later this year. community-led planning committee, Petrolia and the Sarnia-Lambton community celebrated Our quest for quality is never finished – our 100 years of patient care at Charlotte Eleanor commitment to our mission is unwavering. Englehart Hospital (CEEH) of Bluewater Health. Sue Denomy, President and CEO We also delivered on our promise of greater Bruce Davies, Chair, Board of Directors transparency and accountability. We developed a community engagement framework, We Create Exemplary Healthcare Experiences for Patients and Families Every Time 2 Opening Our Doors After years of fundraising, construction and vehicles. The second phase of moves was “My room was bright and planning, the hospital team was joined by completed in 2 hours and 27 minutes, or an elected officials, donors, and community average of just under three minutes per patient. beautiful, painted in warm leaders in June 2010, to celebrate the opening It was an enormous undertaking, but together, colours and thoughtfully of the new seven-storey building at Bluewater our move teams rose to the challenge. Health’s Norman Site in Sarnia. The new The relocation company hired to manage the arranged for my comfort hospital features a number of welcomed moves, Health Care Relocations, characterized changes, including a larger surgical centre and and care. Through large the moves at Bluewater Health as among the Emergency Department (ED); expanded acute best in which they had participated. windows I could see the care units; and a consolidated Maternal/Infant/ Child program. The same day, Bluewater Health simultaneously trees and catch the sunlight. opened the doors of our new ED on the More than 18 months of preparations, including corner of London Road and Norman Street, It renewed me and made special orientation sessions for staff, physicians and permanently closed our ED location at the and volunteers, culminated in our patient Mitton Site. The new ED is three times larger, me feel better.” moves. It was “All Hands on Deck” as specialized with five new trauma rooms outfitted with new teams were formed to handle every aspect, equipment including articulating arms and including cleaning, information technology, and patient monitoring systems. lifting and portering patients, among others. In addition, various support departments moved Also three times as large as its former home in the week leading up to the patient moves. at the Mitton Site, Bluewater Health’s new Dialysis Unit can now treat more patients, In July, Bluewater Health moved current saving the anxiety and discomfort of driving hospitalized patients within the new Norman to London for treatment. Building. They were joined by 54 patients from our Mitton Site, with the use of 9 patient We Create Exemplary Healthcare Experiences for Patients and Families Every Time 3 “Charlotte’s House” Celebrating our First Century of Health, Heritage and Community In January 2011, Charlotte Eleanor Englehart CEEH of Bluewater Health’s development “My care at your Hospital (CEEH) of Bluewater Health celebrated over the years reflects commitment to the 100 years of providing quality, compassionate hospital’s continuing success, through an hospital was fantastic. care. Charlotte Eleanor Englehart, wife of Jacob enduring legacy of giving and local advocacy. The nurses were “Jake” Englehart, had bequeathed their home to In recognition of this historic milestone, the Town of Petrolia to be used as a hospital. wonderful and celebratory events have been scheduled “Charlotte’s House” opened with a staff throughout the year. I was well taken supported by two doctors and a capacity care of.” of 13 beds, governed by a Board of Trustees. In the years following 1911, Jake also donated funds for a maternity wing and an operating suite. We Create Exemplary Healthcare Experiences for Patients and Families Every Time 4 Enhancing Programs and Services Bluewater Health has undergone many We began planning for our new cancer “I have nothing but high changes in this reporting period. Some care program to shorten the time from are physical – the result of the largest suspicion to diagnosis and from assessment praise for the doctors reconstruction project in Sarnia-Lambton’s to treatment, as close to home as possible. and nurses who looked history. Others are due to changing trends Early steps included recruitment of a Patient in healthcare, and our endless pursuit of Navigator/Manager for the pending Cancer after me. The new quality and performance improvement. Care Diagnostic and Assessment Centre. This new role was designed to coordinate hospital is top-notch.” We have broadened our implementation timely care and provide patient and family of Releasing Time to Care© (RTC), an support, education and assistance as international quality improvement program. the patient moves through the cancer RTC is a patient-focused program that care system. helps clinical teams identify their vision for the provision of care on their unit and care We combined the surgical and medical critical processes that need improvement. care services in a new Intensive Care Unit, to more effectively provide life-sustaining After being chosen to participate, Bluewater interventions to an increasingly aging Health piloted the program on our Medicine population. Unit, where staff implemented best practices for shift handover, organized the unit to function The trend in healthcare is to provide this care more efficiently, improved patient satisfaction through an intensivist-led program for the and demonstrated a high degree of staff needs of all surgical, medical, Emergency engagement in testing and implementing Department, and primary care patients change to their work flow and environment. who become critically ill. The intensivist is a RTC expansion began in January 2011, with the specialist (in, for example Surgery, Medicine, Complex Continuing Care Unit. Anesthesia, or Emergency Medicine), with extra training in Critical Care Medicine. This The program will roll out to other inpatient approach has shown a 40% decrease in units over the next two years. mortality in the U.S. We Create Exemplary Healthcare Experiences for Patients and Families Every Time 5 Measuring Our Performance “I honestly can say my hospital stay was great, no, excellent.” Our efforts have resulted in measurable This means that beds are more readily available improvements in our performance. for patients requiring hospital care. Specifically, Bluewater Health has been In January 2011, the Honourable Deb Mathews, recognized by the Erie St. Clair Local Health Minister of Health and Long-Term Care (above), Integration Network (LHIN) and by the recognized Bluewater Health for significantly Minister of Health and Long-Term Care, reducing wait times for key healthcare services for the significant reductions made in our including hip and knee replacement surgery, ALC (Alternate Level of Care) rates. MRI and CT scans, and cataract surgeries. Since ALC patients no longer require the services 2005, Bluewater Health has reduced wait times of the hospital, but are waiting in a hospital for: hip replacement surgery by 77%; knee bed for another service or discharge location replacement by 63%; MRI scans by 48%, to become available. CT scans by 79% and cataract surgery by 91%. An average of 13.18% of inpatient acute To identify potential cases of colorectal cancer care beds were occupied by ALC patients earlier and save more lives, Cancer Care Ontario in December 2009 versus 5.54% in has urged improvement in colon cancer December 2010. screening. Bluewater Health has met and Improvements in our ALC rates have been exceeded this goal and is a provincial leader the result of hard work by the hospital team in colonoscopy wait times.