Agenda Item 1.3.2 Board Report From CMH President & CEO June 2018 This report provides a brief update on some key activities within CMH as an FYI. While it is organized by our wildly important goals (WIGs) and our 2017-19 strategic themes, it may include other appropriate projects. As always, I’m happy to answer questions and discuss issues within this report or other matters. Here is a quick “snapshot” of some of the key work underway as of June 20, 2018. Page 1 of 7
Transcript
Agenda Item 1.3.2
Board ReportFrom CMH President & CEO
June 2018 This report provides a brief update on some key activities within CMH as an FYI. While it is organized by our wildly important goals (WIGs) and our 2017-19 strategic themes, it may include other appropriate projects. As always, I’m happy to answer questions and discuss issues within this report or other matters.
Here is a quick “snapshot” of some of the key work underway as of June 20, 2018.
WIG: Patient Experience (PX)By March 31, 2019 we will improve the performance of patients answering to the questions “Did you receive enough information from staff…” and “Would you recommend...” Liane and Kunuk drafting a PX
WIG: Staff EngagementBy December 31, 2019 we will improve the performance of staff answering the question”…How would you rate CMH as a place to work?”
Baseline: 36% Target: 53% (very good to excellent)
May 23 – 50%
Wing A Handover Official: Aug. 30 Likely: Sept/Oct Super-user training tentatively
mid-August Training Material: Need completed
resolution on nurse call, Olympus, RTLS and systems
Move Integration Workshop completed June 20; info will update Patient Move Plans, Support Services Move Plans towards creating the integrated Move Manual
FFE deliveries slated for Aug 1/18
Defining our Role Approved growth plans for Woman &
Child, Focused Mental Health, Specialized Surgery, Specialized Medicine (GI & Liver Health) to be finalized in summer for Board approval in fall 2018
Improve Quality Deepen co-development
processes with patients ED treat and release
pathway/fast track pilot underway
Recruitment of strong operational leaders with QI backgrounds
Huddle refresh on track with clinical units. Quality & Ops commenced with new format
Drive Value and Affordability Implement new models of care in
Medicine A complete, mental health outreach, redesign paths for congestive heart failure and palliative care services
e-referral project for DI
Strengthen People 360 degree leadership survey April
30 – May 27 Distributed to leaders – June Next steps: June Operations
Financials Target surplus: $ 2.4M May YTD Actuals: $ 360k Sick :$65K over budget YTD Overtime : $ 126K over budget
YTD
Special Dates
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Patient experience
Staff engagement
Leadership survey – next steps
In May, a leadership feedback survey was offered to all staff as a way to provide anonymous, constructive feedback to any CMH leader. This was a recommendation of the “Count Us In” council, which was formed to enhance staff engagement at the corporate level.
When the survey closed on May 27, more than 370 staff who took the time to provide CMH’s leadership with their feedback.
This feedback was reviewed by senior leadership and shared with leaders mid-June along with specific actions for them to follow.
The goal is for CMH leaders to use the feedback to develop learning and action plans that will enhance their working relationship with their teams.
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ED presents at quality improvement symposium
A CMH Quality Improvement effort for the Emergency Department (ED) was spotlighted at the Waterloo Wellington Clinical Research and Quality Improvement Symposium on May 30 in a poster presentation.
The poster describes a multidisciplinary approach to a workshop offered to ED physicians, staff and management on mindfulness strategies and emotional intelligence with practice on trained, standardized patients to help deepen their learning.
Dr. Andrea Alvarez, Gillian Dyck, Dr. Arthur Eugenio and Linda Rodrigues developed and presented the poster at the symposium.
Improve Quality
Drive Value and Affordability
Wing A: Handover pushed to August 30
ProjectCo announced in early May that the handover of the new patient care wing will be delayed to August 30. We believe it will be sometime in September or later.
This is the sixth delay this year. The original schedule noted November 2016 as the handover month.
CMH surplus for 2017-18
We are pleased to have generated a surplus for 2017-2018, the eighth in as many years. The $3.3M surplus is the result of hard work from our staff and
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physicians, who have made it priority to reduce waste and make our hospital more efficient for patients.
This year’s surplus was partly due to: o New positions that have been budgeted for, but were not filled last year
(e.g., Medication Reconciliation experts). These positions will be filled this fiscal year.
o Increased revenue from WSIB (private/uninsured revenue) and parking; interest from unspent cash for equipment.
o One-time reductions in utility costs and maintenance contract. Generating a surplus is important strategy that affects the hospital’s day-to-day
operations. As we have done with past surpluses, we invest these funds into new medical equipment, supplies, upgrades to existing infrastructure and to reduce debt. This ensures our community the care it needs, when there is a need. Some of the things we are planning:
o Pharmacy upgrades to meet new safety standardso Heating upgrades ($3M over 3 years) for wings C & Do Information Technology Strategic Plan
Having a surplus does not reduce our need for fundraising through our Foundation. Donated monies go to support the local share of the new build, and purchase the necessary equipment and furnishings that will go into the new patient care wing.
Strengthen our People
Sonya Kochanski – interim manager, Rehabilitation
Sonya Kochanski is the acting manager of the Rehabilitation Unit. A long time CMH employee, Sonya is an experienced professional practice
lead for Allied Health as well as a dedicated occupational therapist providing services across a number of programs including employee rehabilitation and workplace ergonomics assessments.
Julese Chesney - interim manager, Inpatient Surgery Julese Chesney is stepping into the role of Interim Manager for the Inpatient
Surgery unit. As a nurse with a strong clinical background, Julese has been the Charge Nurse in that unit for over 12 years and with the organization for almost 30 years!
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She will transition to a full time capacity, once her Charge Nurse replacement is recruited.
Missing Type Campaign
Between June 11 and 17, CMH participated in the Missing Type Campaign for the Canadian Blood Services.
CMH’s logo was changed on our public site and social media as we dropped the 'a', 'b' and 'o'.
#MissingType is a global campaign to encourage more people to register to become blood donors.
