Hospitals - Interlake-Eastern Regional Health Authority€¦ · Hospitals Arborg & District Health...

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Hospitals

Arborg & District Health Centre 234 Gislason Drive 204-376-5247

Eriksdale-E.M. Crowe Memorial Hospital

40 Railway Avenue 204-739-2611

Pinawa Hospital 30 Vanier Drive 204-753-2334

Selkirk & District General Hospital

100 Easton Drive 204-482-5800

Ashern-Lakeshore General Hospital

1 Steenson Drive 204-768-2461

Gimli-Johnson Memorial Hospital

120-6th Avenue 204-642-5116

Pine Falls Hospital 37 Maple Street 204-367-4441

Stonewall & District Health Centre

589-3rd Avenue South 204-467-5514

Beausejour Hospital 151 First Street South 204-268-1076

Teulon-Hunter Memorial Hospital

162-3rd Avenue SE 204-886-2433

Community Health Offices/Primary Health Care Clinics

Personal Care Homes

Arborg PCH 233 St. Phillips Drive 204-376-5226

Fisher Branch PCH 7 Chalet Drive 204-372-8703

Oakbank-Kin Place PCH 680 Pine Drive 204-444-2004

Selkirk-Tudor House 800 Manitoba Avenue 204-482-6601

Ashern PCH 1 Steenson Drive 204-768-5216

Gimli-Betel PCH 96 1

st Ave.

204-642-5556

Pine Falls-Sunnywood Manor PCH 37 Maple Street 204-367-8201

Stonewall-Rosewood Lodge PCH 513 1st. Ave. North 204-467-5257

Beausejour-East-Gate Lodge 646 James Avenue 204-268-1029

Lac du Bonnet PCH 75 McIntosh Street 204-345-1222

Selkirk-Betel PCH 212 Manchester 204-482-5469

Teulon-Goodwin Lodge PCH 162 3rd. Ave. SE 204-886-2108

Eriksdale PCH 40 Railway Avenue 204-739-4416

Lundar PCH 97 - 1st Street South 204-762-5663

Selkirk-Red River Place 133 Manchester Avenue 204-482-3036

Whitemouth District Health Centre PCH 75 Hospital Street 204-348-7191

Arborg 317 River Road 204-376-5559

Fisher Branch 7 Chalet Drive 204-372-8859

Oakbank 689 Main Street 204-444-2227

Selkirk 202-237 Manitoba Ave. 204-785-4891

Ashern 43 Railway Avenue 204-768-2585

Gimli 120-6th Avenue 204-642-4587

Pinawa 30 Vanier Drive 204-753-2334

St. Laurent 1 Parish Lane 204-646-2504

Beausejour 151 First Street South 204-268-4966

Lac du Bonnet 89 McIntosh Street 204-345-8647

Pine Falls 37 Maple Street 204-367-4441

Stonewall 589-3rd Avenue South 204-467-4400

Beausejour-HEW Primary Health Care Centre 31 -1

st Street South

204-268-2288

Lundar 97-1st Street South 204-762-5469

Riverton 68 Main Street 204-378-2460

Teulon 3rd Avenue SE 204-886-4068

Eriksdale 35 Railway Avenue 204-739-2777

Whitemouth 75 Hospital Street 204-348-7191

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QuickCare Clinic - Selkirk 204-482-4399

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Our Vision Connecting people and communities to excellent health services — Today and

Tomorrow

Our Mission In partnership with our communities and through a culture of quality customer

service, we are dedicated to delivering health services in a timely, reliable and accessible manner. We achieve our success through an engaged and empowered staff.

Our Values

Collaboration

We will maintain the highest degree of integrity, accountability and transparency with our communities, health partners and our staff.

Accessibility

We will ensure timely and reasonable access to appropriate health programs and services.

Respect

We are committed to a health care environment that treats all clients, patients, staff and communities with compassion, empathy and understanding.

Excellence

We are committed to excellence in all of our programs, services, and initiatives built on a foundation of client, patient and staff safety.

Innovation

We will lead based on best practice evidence and have the courage to address challenges with honesty and creativity.

Quality Customer Service

We will cultivate and support a culture of quality customer service committed to providing a positive experience for clients, patients, staff and other stakeholders.

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Table of Contents

Letter of Accountability .................................................................................................................... 5

Regional Overview ............................................................................................................................ 7

Board Governance ............................................................................................................................ 10

Risk Management ............................................................................................................................. 10

Interlake-Eastern RHA Strategic Plan At-A-Glance ........................................................................... 14

Organizational and Advisory Structure ............................................................................................ 15

French Language Services Report .................................................................................................... 16

Achievements and Accomplishments .............................................................................................. 18

Building Today for Tomorrow ............................................................................................. 18

Innovation, Learning and Growth ....................................................................................... 23

Keeping it Going .................................................................................................................. 26

Expanding Opportunities ..................................................................................................... 29

The Best We Can Be ............................................................................................................ 33

Getting Better, Staying Healthy ........................................................................................... 39

Capital Projects ................................................................................................................................. 41

The Regional Health Authorities Act – Accountability Provisions .................................................... 42

The Public Interest Disclosure – Whistleblower Protection Act ........................................................ 42

Condensed Financial Statements ..................................................................................................... 43

Expenditures by Program .................................................................................................... 47

Expenditures by Type .......................................................................................................... 48

Administrative Costs ............................................................................................................ 48

What Lies Ahead? ............................................................................................................................. 49

Annual Report 2014-2015

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Letter of Accountability

We have the honour to present the annual report for the Interlake-Eastern Regional Health Authority, for the fiscal year ended March 31, 2015. This annual report was prepared under the Board’s direction, in accordance with The Regional Heath Authorities Act and directions provided by the Minister of Health. All material including economic and fiscal implications known as of March 31, 2015, have been considered in preparing the annual report. The Board has approved this report. Respectfully Submitted on Behalf of Interlake-Eastern Regional Health Authority ______________________________________ Oral Johnston Chair Interlake-Eastern Regional Health Authority Board of Directors

Board Chair, Oral Johnston (left) with Interlake-Eastern Regional Health Authority Chief Executive Officer, Ron Van Denakker.

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A Message from our Chair and Chief Executive Officer

This has been a year where we’ve made some considerable strides forward as a region. After the program review and evaluation that the merging of RHA’s necessitated, we’re beginning to see changes across our region that are contributing to our vision of connecting people and communities to excellent health services — Today and Tomorrow. This alignment of programs with our goals and objectives has taken time but it’s a very important reflection of our advancement as Interlake-Eastern. It shows that we’re recognizing needs and challenges in our delivery of health care. We’re gathering information to better understand what’s driving those needs and we’re modifying our programs to ensure our resources are available where they are needed most and where they will have the greatest affect in addressing the care needs of the region’s residents.

This report also shows evidence that community engagement in the delivery of health care is now starting to roll out and affect how we do business in Interlake-Eastern. From our very first days as a newly merged region it was obvious to us that in order to be effective we’d need the support of our communities and the people we care for. The implementation of our Local Health Involvement Groups that involve people from all over the region as well as the creation and success of community based and integrated health planning working groups in the Whitemouth and Teulon areas are very bright spots in our efforts to ensure our residents have a voice at the tables where health care delivery decisions are informed.

This report also reflects our Board’s increasing coalescence and the systems now in place to assist with focus on governance and monitoring that continue to ensure delivery of patient centered care and patient safety.

As with all evolving organizations, we too have experienced change in our leadership team over the past year. A special thank you to outgoing board Chair, Diane Kelly, for all of her efforts invested in the region immediately after amalgamation and through the creation and establishment of Interlake-Eastern RHA. We also thank former CEO, John Stinson, for working with us and our communities to establish a path for Interlake-Eastern RHA. As the region’s first CEO, John brought clarity of purpose from our Board to our staff and residents as we created a new framework for the operation of Interlake-Eastern RHA. In his last communication to staff before moving on to his new position, John left with us these words that hold equal value for staff and residents of Interlake-Eastern RHA:

Please continue to keep your hearts open to change. The health system needs to adapt and grow and become better. You are the only ones who can make this happen. Find the positives. Minimize the negatives. Continue to remember that our work is for the clients and patients and families we serve.

We are reminded daily about the privilege we have in working with dedicated and caring staff. We look forward to our continued work with communities and residents as we maintain our common effort to improve health care delivery for the people we care for.

Oral Johnston Ron Van Denakker Board Chair Chief Executive Officer

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Regional Overview With its abundance of natural lakes and forests, Interlake-Eastern RHA is home to cottage country and a thriving summer tourism industry. The extraction and harvest of natural resources is a major economic driver in the eastern part of the region with agriculture being the major industry in the western part of the region.

Just over 126,500 people resided in Interlake-Eastern RHA in 2014, a population growth of 11% in the period between 2000 and 2014. Interlake-Eastern RHA encompasses 17 First Nations communities. Almost 25 per cent of residents in the region self-identify as Aboriginal. There are Métis local offices in 24 communities in the RHA. English is mother tongue for 84 per cent of the region’s residents and 93 per cent most often speak English at home. There are three community areas in the region designated as French speaking: Alexander Rural Municipality, St. Laurent Rural Municipality and Powerview-Pine Falls where anywhere from 11 to 24 per cent of individuals identify French as mother tongue. Health centres in Pine Falls and St. Laurent are designated as bilingual facilities. Interlake-Eastern is particularly attractive to retirees. The portion of population represented by people over age 65 experienced the greatest increase in population. Our summer vacationers and cottage owners who enjoy the region’s tourism and recreational activities from May to October contribute to a doubling or tripling of populations within certain areas of the region. This has a direct impact on the demand for health care services.

Our population is characterized by diverse cultures and broad economic disparity requiring a variety of health services. Some First Nations communities located in the northern part of the region are accessible only by air, water or a winter road system. These communities generally have a younger, sparser population, with poorer health status, lower life expectancy, higher premature mortality and injury rate compared to more southern communities. Communities near Winnipeg’s perimeter experience heavy daily traffic flows on roadways to and from the city and represent the highest volume of Emergency Medical Service calls in Manitoba outside the city of Winnipeg. Many of these communities are experiencing population growth above the provincial average. The life expectancy of females in our region is 82.2 years, the same as the provincial average. For males, the life expectancy of 76.8 years is slightly below the provincial average of 77.5


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Board Governance

Back (left to right): Muriel Alexander, Dave Cain, Faye Goranson, Oral Johnston (Chair), Don Pepe, Andrea Gaffray, Ulrich Wendt Front: Steve Day, Ruth Ann Furgala, Debbie Thorsteinson, Denis Fitzpatrick (Vice-Chair), Therese Conroy, Donna Rudyk Missing: Randeep Saini

Board of Directors Oral Johnston, Chair Denis Fitzpatrick, Vice-Chair Muriel Alexander Dave Cain Therese Conroy

Steve Day Ruth Ann Furgala Andrea Gaffray Faye Goranson Don Pepe

Donna Rudyk Randeep Saini Debbie Thorsteinson Ulrich Wendt

Board Composition In accordance with provisions of The Regional Health Authority Act, the Minister of Health appoints directors to each Regional Health Authority (RHA) Board. The appointments represent a broad cross section of interests, experience and expertise with a single common feature of strong commitment to restructuring the health system and improving health for Manitobans. Directors are selected from nominations elicited from a wide range of individuals and organizations interested in and involved with health services. The Minister has indicated geographic representation will be considered when making appointments. General Responsibilities of Board Members The Board's responsibility is to provide leadership, allocate resources and be accountable. Boards have the authority to fulfill the mandate of the region, they provide the

constructive critic role in decision-making and are, at the same time, advocates of the RHA. Individual Board members need to be committed to the Board, involved and informed.

Important Activities and Decisions Adoption of Enterprise Risk Management Enterprise risk management includes the methods and processes used by organizations to manage risks and seize opportunities related to the achievement of their objectives. Interlake-Eastern’s Board has adopted a framework for risk management that involves identifying risks relevant to the strategic plan, assessing them in terms of likelihood and magnitude of impact, determining a response strategy and monitoring progress. By identifying and proactively addressing risks and prioritizing

https://en.wikipedia.org/wiki/Risk_management

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them on a risk register, the RHA is better able to focus on ensuring the activities we undertake remain consistent with our strategic plan, appropriately address risks in our region and enhance the region’s ability to completely fulfill its mandate. Board Governance Evaluation The Board continues to take an active role in ensuring that Board governance practices are meeting or exceeding industry standards. In addition to regularly established self-evaluation, in the past year the Board used Accreditation Canada’s Governance Functioning tool to evaluate its operations. This tool lets boards assess their structure and function against Accreditation Canada’s standards and helped the Board develop an action plan to address any concerns. With Interlake-Eastern’s accreditation planned for June 2015, a subgroup of the Board also undertook a self-evaluation of detailed governance standards as defined by Accreditation Canada. These governance standards help health organizations meet demands for excellence in governance practice. They are a response to system wide changes in health care delivery structures and an increasing need for public accountability. The results of the self-evaluation were shared with the entire Board and informed plans for further refinement of Board activities prior to the RHA’s first accreditation. Quality and Patient Safety Reporting and Planning Board members on the Quality and Patient Safety Committee reviewed and presented for Board approval the quality and patient safety annual plan. This plan defined the framework within which quality is reviewed and outlined the reporting process on quality and safety indicators. Taking into consideration the strategic plan and information from enterprise risk management process, the committee, with Board approval, established three “big dot” priority areas.

More Details on the RHA’s

Governance Standards Interlake-Eastern RHA has adopted Accreditation Canada’s governance standards that are grouped into four sections:

Functioning as an effective governing body: Addresses the internal development of the governing body, including composition, structure, and roles and responsibilities including the division of responsibility with organization leaders.

Developing a clear direction for the organization: Addresses the process for defining the organization's mission and long-term vision, including broad organizational goals and values.

Supporting the organization to achieve its mandate: Addresses the governing body's role in the processes that support the organization's achievement of its strategic goals and objectives. It includes the recruitment and evaluation of the chief executive officer (CEO), relationships with the CEO and the organization's other leaders, and resource allocation.

Being accountable and achieving sustainable results: Addresses accountability and organizational performance, including quality improvement and risk management.

Accreditation Canada also identifies the responsibility of the governing body to be engaged and involved in the activities of the organization, in particular those pertaining to quality, safety, and a culture of client- and family-centred care, is critical for the organization's success.


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Big dot indicators are ultimately intended to inform the selection of quality improvement initiatives to which everyone, from direct service staff to management and directors, can contribute. The Board is monitoring activities and challenging the leadership and staff to work towards:

Improved access;

Improved patient experience; and

Reduced human resource vacancy rates.

Each of these initiatives translates into better customer service in our region. Each big dot has affiliated with it a series of influential drivers that affect the region’s ability to achieve the priority. Measures affiliated with each driver help the Board evaluate the region’s effectiveness in managing areas of known influence as everyone works towards fulfilling the goals of the strategic plan. Experiential Learning with Community Partners The Board welcomes presentations from community members who will expand their understanding of relevant health care issues. Given that the region’s demographic profile is growing in populations that are 55 and older, the Board participated in a virtual dementia experience presented by the coordinator for the Interlake/Eastern region of the Alzheimer Society of Manitoba. Directors were exposed to what life may be like for those experiencing age-related Alzheimer’s and dementia. The experience is meant to enlighten caregivers on their clients’ behaviors and needs. The range of emotions directors expressed to the coordinator included confusion, insecurity, frustration, anger and defeat. They were in full agreement that the Alzheimer Society provided a better appreciation for the challenges and fears that dementia clients face. They supported the society in sharing further within the RHA this experiential learning opportunity.

Familiarization Tours Arrangements were made for directors to tour RHA facilities as part of east and west tours. Directors had many opportunities to interact with staff and community members and to experience firsthand some of the region’s hospitals and personal care homes. The stop in Arborg also included a meeting with residents who are eagerly pursuing the establishment of a community funded personal care home. All who attended agreed the tours were valuable opportunities to get an on-the-ground perspective of health care across the region.

Director Steve Day and former board Chair, Diane Kelly with Rebecca (Becky) Desjarlais, RN, while touring Eriksdale’s E.M.Crowe Memorial Hospital. Establishing an Interlake-Eastern Foundation Interlake-Eastern RHA has identified opportunities where additional support in generating funding, specifically community funding requirements for major capital projects, would be beneficial. To better address these needs and to coordinate a regional approach to fundraising, the RHA has moved forward with establishing a charitable foundation. The Foundation is a separate legal entity with its own Board of Directors. The Board noted community based foundations, guilds and other volunteer based philanthropic endeavors will maintain their significant role in benefiting patients and staff without interference or competition from the Foundation. The

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Foundation’s mandate is to work in tandem with community groups to complement work being done only when opportunities have been recognized and the Foundation’s contributions would be regarded as beneficial by community groups.

Major Consultations Annual General Meeting in Arborg Interlake-Eastern’s second Annual General Meeting held in Arborg in October attracted approximately 200 community members, staff and directors. Health and wellness displays featured regional and community based programs and a panel discussion on diagnostics’ contribution to sustainability in rural health care was well received. The audience interacted extensively with the CEO and people took advantage of the question period to discuss concerns. The next Annual General Meeting takes place in Pinawa in October 2015. Community Town Halls Board representatives attended RHA community town halls in Pinawa, Ashern, Teulon and St. Georges. An additional meeting was hosted for the RHA in Beausejour. The region’s town hall meetings have proven to be excellent opportunities for Interlake-Eastern’s directors and senior leaders to enter into community gyms and halls to discuss health care with community members. Approximately 600 people in total invested time in attending town hall discussions to contribute to conversations and to learn. Local Health Involvement Groups Established Twenty-six residents in the region are now members of one of the RHA’s three geography based Local Health Involvement Groups (LHIGs). Representing a variety of backgrounds, these individuals are unified in their desire to contribute to the guidance and improvement of health care in the region.

To determine the structure and function of LHIGs, regional health authorities hosted public consultations across Manitoba in 2012 and early 2013. In Interlake-Eastern RHA, public consultations in Ashern, Selkirk, Beausejour, Lac du Bonnet and Gimli attracted more than 100 people who shared their opinions. People also had the opportunity to provide comment online. A provincial working group reviewed feedback and created recommendations for LHIGs that were approved by the Minister of Health. Each region was responsible for submitting its own LHIG plan to the Minister of Health for approval. Interlake-Eastern’s approved LHIG plan consists of three geographic based LHIGs, east, west and central, and one regional patient advisory committee. The RHA called for LHIG applicants through local media press releases, direct communication with stakeholders, information in rural municipality and town council offices, displays in health facilities and application information on the Interlake-Eastern RHA website. Thirty-five individuals applied to sit on the LHIGs. A sub-group of the RHA’s Board evaluated candidates and proposed to the Board applicants for approval. When the LHIGs meet in June, they will be given a question, defined by the Interlake-Eastern RHA’s Board, for public consultation, discussion and response to the Board. Later in the year, each LHIG will have the opportunity to suggest to the Board a question they would like to focus on. Representatives from each LHIG will present their findings to the RHA’s Board. The Board will respond by identifying to LHIGs how their contribution informed the Board’s strategic planning process. Once the LHIG process is operational, the RHA will be incorporating online opportunities for public engagement with the LHIGs as this was a recommendation arising from the public consultations.


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Community Health Assessment In addition to the numerous third-party federal and provincial data sources that contributed to the development of content in Interlake-Eastern RHA’s 2014 Community Health Assessment, this report was also informed with the inclusion of 1,285 regionally generated feedback surveys received from youth and adults commenting on their personal health care experiences. Regional perspectives were further integrated with comments provided through 27 focus groups representing approximately 200 regional residents. The 700 page Community Health Assessment Report is the region’s premier planning tool. It’s available to the public at www.ierha.ca under “About Us” and “Reports and Publications”.

Board Assurances Every month, the Board continues to receive a comprehensive CEO narrative that outlines activities occurring within the CEO’s mandate as well as every program area. Vice presidents routinely attend Board meetings to respond to questions or elaborate on projects as requested by the Board. In addition, upon request or permission, the Board receives presentations from staff regarding specific programs and services to provide more in-depth Board understanding of these programs and services and to enhance overall Board understanding of RHA operations.

Two subcommittees of the Board, the Finance Committee and the Audit Committee, report on the RHA’s financial status and make recommendations to the Board as required. The Finance Committee meets at least 10 times a year for in-depth reviews of the RHA’s financial status. This committee also reviews budgets prepared by management and recommends budgets for approval by the Board. The Finance Committee is complemented with an Audit Committee that identifies external auditors for Board approval and together with the Finance Committee reviews the results of the annual external audit. The Audit Committee is also responsible for obtaining reasonable assurance that the Interlake-Eastern RHA has complied with laws, regulations and policies related to financial reporting and has established appropriate internal control processes. The RHA’s vice president of finance and chief financial officer regularly attends both committee meetings and Board meetings to provide the Board with an overview of the financial status and clarification on related issues.


partnership

Organizational Chart

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Organizational and Advisory Structure The biggest staffing change to occur this year was the announcement that CEO, John Stinson, was leaving the RHA in February to accept another position. The vice-president of corporate services, Ron Van Denakker, stepped into the role of acting CEO and it was Ron who was selected as the region’s new CEO in March. Ron’s extensive experience in health care, his educational background and his previous management experience, including his time as CEO of the former North Eastman Health Association, were factors in his favour with the Nominations Committee of the Board. With Ron’s acceptance of the CEO position, the vice-president of corporate services position became vacant. The position remained unfilled for the remainder of the fiscal year. Ron Janzen has since accepted this position. Vice president of finance, Cynthia Ostapyk, took on the role of acting executive director of human resources with the vacancy of this position. The senior leadership team took the opportunity to review the position, the portfolio and the

functions required. In recognition of the strong leadership required in the human resource portfolio, the senior leadership team and Board modified the position to become a vice president role. Randy Dallinger has since accepted this new role of vice president of human resources on the senior leadership team. The position of vice-president of primary care became open providing an opportunity to restructure it as an executive director position reporting to the vice president of medical and chief medical officer. This new structure provides greater opportunity for physician involvement in the integration of their care as cornerstones in the development of primary care teams. Recruitment is underway for this position. Pat Olafson, regional director of primary health care, mental health and crisis services has been acting in the executive director of primary care role. The position of vice president of acute care and chief nursing officer remains vacant after a staff retirement. Tracey Dowse, director of patient experience, has been acting in this role while recruitment is underway.

French Language Services Report

French Language Services Policy Highlights In effort to increase representation from the region’s French-speaking population, membership recruitment for Local Health Involvement Groups and the Board of directors was done in both official languages.

Interlake-Eastern RHA approved a general policy on French Language Services, a first for the region.

Applying the Principle of Active Offer The Active Offer is the set of measures taken by designated administrative bodies to ensure

that French language services are evident, readily available, easily accessible, and publicized, and that the quality of these services is comparable to that of services offered in English.

Two Active Offer training workshops were held in Interlake-Eastern RHA resulting in 36 employees being trained.

Policies for Active Offer and Translation were both approved in principal and are scheduled for implementation in 2015-2016. The RHA has made concerted effort to meet the requirements of Active Offer in designated facilities in St. Laurent and Pine Falls. The region’s town hall meeting held in St-Georges included bilingual promotion,


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simultaneous interpretation services and bilingual visual presentations. A bilingual version of the “Voice of the Client” client satisfaction form is available in both designated centres. Interlake-Eastern RHA Home Care newsletters are now also available in both English and French.

Relocation of the FLS coordinator’s office to the Pine Falls Health Complex has resulted in improved access to French interpretation services for clients in the clinic and increased awareness of French Language Services among facility staff.

Human Resources Data Interlake-Eastern RHA has a total of 24.6 designated bilingual (French and English speaking) positions, of which 17.3 were filled with bilingual incumbents as of March 31, 2015, 6.8 were filled with non-bilingual incumbents and 0.5 positions were vacant.

Active Offer training is provided twice a year and is available to non-designated sites via MB Telehealth.

French Language Services Plan Effectiveness As a result of French Language Services linking internally with our Cancer Care Journey team, the provincial standardized brochure was translated into French and is now available province-wide.

Evidence of collaboration with the Francophone community Our on-going partnership with the faculty of nursing at l’Université de Saint-Boniface (USB) was expanded to include projects in both St-Georges and St. Laurent with further support offered by the Conseil national de formation en santé (CNFS). An unexpected staffing shortage at USB put the St. Laurent project on hold.

Thorough efforts were made to connect with the Francophone community throughout the Community Health Assessment process. All on-line and print materials were available in both English and French and community consultations with the Francophone community were offered in St-Georges and St. Laurent.

Partnerships with la Fédération des parents du Manitoba, le Centre de la petite enfance, Wings of Power and Healthy Together Now resulted in school wide healthy eating presentations and a series of cooking classes for students in grades six to eight at École Communautaire St-Georges.

Greatest challenges Recruitment of bilingual candidates continues to be a challenge as does getting current French-speaking personnel to self-identify and provide service in French. A lack of confidence in their abilities with the language is the most cited reason for not declaring. Expanded efforts to promote French language training continue.

Development of an organizational culture of Active Offer takes time, however promotion to both staff and community is slowly resulting in an increased demand for French language service and improved service delivery. As a result of staff education around the active offer of FLS, internal requests for document translation doubled from 2013-2014 and uptake of French language training by staff increased six-fold.

Total bilingual capacity for the RHA far exceeds the numbers reported; however, statistics are not currently available due to the merger of the two different systems from the former RHAs.

Active Offer in Action! Staff members attending a Mobile Wellness event in St. Georges display their Hello-Bonjour badges, identifying themselves to community as bilingual members of the team. The event was also an opportunity for staff participating in French language learning to practice their skills! Left to right: Michelle Berthelette, Lori Carriere, Robyn Laurie, Heather Boers

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Achievements and Accomplishments Building Today for Tomorrow Dovetails with CAPACITY BUILDING in provincial priorities and goals: -Achieve strategic priorities through a sustained planning and alignment process. -Apply innovative human resources practices to help recruit and retain staff. Contributes to our MISSION of delivering health services in a timely, reliable and accessible manner – achieved through an engaged and empowered staff.

Program Highlights Population trends are clearly showing that the region is aging. Residents in Interlake-Eastern aged 50 and over are growing more rapidly than any other age category. The region’s growing aging population is gaining momentum and we’re working now to address the challenges and opportunities being presented. The percentage of the population that is aged 55 and older has shown the most considerable increase since the year 2000. The region’s population projections predict annual growth between 0.4 per cent to 1.03 per cent annually. Applying the higher growth projection leads to a population estimate of 169,500 residents by 2042.

Reducing Bed Pressures Demand for personal care home beds in the region is greater than the number of beds available. As a result, people awaiting placement in personal care homes who have no other care option find themselves in acute care beds effectively reducing the number of hospital beds available to patients who are ill. While plans are underway for a new 80 bed personal care home in Lac du Bonnet that will

contribute to offsetting demands for beds, Interlake-Eastern RHA has put in place a number of near term solutions and it’s working on long-term measures to ensure the patients most in need and most vulnerable are prioritized for access to beds. Part of this strategy includes alignment with the provincial Advancing Continuing Care – A Blueprint to Support System Change that promotes keeping people in their homes and communities, where they want to be, for as long as safely possible.


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Bed Management Strategy in Place Bed management in Interlake-Eastern RHA has been a bit of a misnomer. On a regular basis, hospital and personal care home staff are dealing with facilities that are 100 per cent full or very close to that. When options are so limited, clinical team managers have found themselves in the unenviable position of keeping up with demand for beds while trying to minimize the impact of their decisions on families and staff. “We don’t actually have a bed shortage. We have limitations in alternatives where people can be cared for. Acute care is the catch all for everyone who can’t be accommodated elsewhere,” said Tracey Dowse, Interlake-Eastern RHA’s regional director of patient experience. A former clinical team manager in Pine Falls, Tracey is the first to find herself in this new role that has been in place since November 2014. She is responsible for optimizing bed use practices, patient flow and follow up on patient experience. “We’re bringing programs together to manage patients. By working with the directors of our personal care home and home care programs, we’re putting processes in place to help patient flow in and out of the region more smoothly,” Tracey said. She oversees the four new nursing supervisor positions that provide support to acute care staff after hours and on weekends, assisting with critical decision making, staffing issues and patient repatriation and transfers within the region. Her team operates within the region wide interim bed placement policy and improved personal care home bed management policy that have been in place for a year. These policies were designed to ensure patients all over the

region who are awaiting long term placement in a hospital setting are consistently evaluated and presented with standardized options when an acute care bed is required. The nursing supervisors have an overall perspective of bed use and they work with staff in every acute care facility within the region to help find beds for patients when necessary. “In this regional position, my goal is to have all of our sites look at themselves as one piece of a bigger picture. It’s trying to look at our whole program as if we are one team and work collaboratively to help our patients in the best way we can,” Tracey said.

In the current landscape of bed utilization, patients often end up in sites that may be far from their home community. Patients and families who are concerned over their placement in the region are often directed to speak with Tracey. This is a huge relief for direct service staff who can focus on caring for their patients and know that people have an individual to discuss their concerns with. Tracey facilitates efforts to get people back to their home community as much as possible. A future focus for Tracey and her team is looking more in depth at who

is in the RHA’s beds and determining if they really need to be there or if they can be discharged sooner if appropriate supports are in place to ensure people’s care is aligned with their needs. “What processes can we put in place so we don’t have unnecessary delays in discharge and have unnecessary admittances,” Tracey said. “Where does it make sense to put our energy to get the results we need?”

We don’t actually have a bed shortage.

We have limitations in alternatives where

people can be cared for. Acute care is the catch all for everyone

who can’t be accommodated

elsewhere.

Tracey Dowse, Regional Director of Patient Experience

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Promoting Independent Living as Long as Safely Possible When older adults are given a choice between receiving personal care home services or living independently as long as possible, their overwhelming preference is for independence. Manitoba’s Advancing Continuing Care – A Blueprint

to Support System Change promotes the creation of living spaces for seniors that offer independence and, at the same time, provide social interaction, personal safety and basic amenities like community dining rooms, housekeeping and laundry assistance. As people’s needs change over time, options are available to gradually increase support and assistance while maintaining as much independence as possible. Interlake-Eastern RHA oversees and contributes to supports available within communities that help achieve the objectives of the provincial Continuing Care Blueprint.

Extending Support with Home Care Home care is a community based program that provides essential in-home support to individuals, regardless of age, who require health services or assistance with activities of daily living. This service extends and complements help and support available through family members and community groups. It promotes care in the home and assists with the transition from hospital to home or into personal care home. Self referrals are accepted as well as referrals from physicians, hospitals, family or friends or other programs/agencies. Services provided may include: direct service workers to assist with personal care, meals, and family relief; nurses may provide nursing care, teaching and counseling; therapy services may be provided to teach special exercises or assist with planning activities of daily living; provision of some supplies and equipment required for care; partnering with adult day programs that provide healthy meals; and opportunities to socialize and have fun.

Region Wide Home Care Training Program We have approximately 500 home care attendants who account for one of our largest groupings of staff. To ensure that home care clients all over the region are being cared for consistently and according to our standards, we’ve implemented a new, region wide home care orientation process. This process ensures that those individuals hired with certification as health care aides get an abbreviated orientation while those without certification spend over 60 hours in training before they begin working with clients. All health care attendants must attend a one-day annual education session where we focus on reviewing and updating relevant aspects of care.

Celebrating 40 Years of Home Care Manitoba’s home care Program celebrated its 40th anniversary in September 2014. Interlake-Eastern hosted recognition coffee parties at its 16 home care offices through the month of September.

We also created and posted three videos that share personal stories of how home care is touching and improving lives. In Mike’s Story we share how home care and family support help a 95-year-old widower remain in the family homestead on the farm; Hello Dolly shares the story of a husband and wife who use home care services to provide respite in caring for the wife with dementia; Family Affair shares the story of a mother and her two daughters who have all found fulfilling careers working in home care.

In addition, the home care management team as well as Betty MacKenzie, vice president of community services and chief allied health officer, and former CEO John Stinson stepped into client homes to support home care nursing and home care attendant services. Four of our home care clients and their families opened their doors to welcome our management, senior staff and media who wanted to capture home care in action. We showcased the hard work that our direct service staff do every day to keep our seniors healthy and in their own homes where they want to be!


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Quotes from Home Care Attendants Captured at 40th Anniversary Celebrations

“I had been away from work on holidays for

two weeks, and when I returned to work, one of my elderly clients said ‘I missed you!’”

“I love this job because I love to care for and

nurture people and make them feel good. This is the best gift you can offer anyone

when they are feeling the most vulnerable… at their time of need.”

“At the end of the day, it’s a great feeling to

have helped someone, even the smallest things we do can put a smile on a

client’s face.” Mental Health Services for the Elderly With staff additions to the mental health services for the elderly team, staff members are now responding to referrals within two to four weeks. The waitlist has decreased and staff members are collaborating with home care and long term care through active involvement in the process to panel people for personal care homes.

Supports to Seniors There are a number of programs operating in Interlake-Eastern RHA communities that provide older adults with connections to helpful resources, social interaction and exercise that are essential supports to the Continuing Care Blueprint. Recognizing the value of these programs for seniors' health and wellbeing, Interlake-Eastern RHA contributes funds to community seniors resource councils, congregate meal programs and adult day programs. Community volunteers are the lifeblood of many seniors programs but as volunteers themselves age, many of the programs are looking for other options to maintain programming.

A Realistic Look at What Lies Ahead Interlake-Eastern RHA created a working group to develop projections of personal care home beds required in the next 10 years as our aging baby boomers begin to access required services. The analysis included a review of housing, supportive housing and home care support required to allow seniors to age in place for a greater length of time in their community. Early indications show a significant deficit of beds in some areas of the Interlake-Eastern RHA geography. Respite and awaiting placement options are needed for individuals awaiting admission to personal care home beds.

Successful Partnerships

Interlake-Eastern RHA is actively encouraging communities to explore how they can contribute to keeping their senior members an active and engaged part of community landscapes by showcasing successful partnerships. We’ve already experienced a few successful partnerships in the region. Springfield Place Supportive Housing Springfield Place Supportive Housing project opened in August 2014 with no vacancies and a waiting list. The RHA’s home care program provides 24/7 support and supervision to clients. A restorative home care approach is goal oriented care to optimize function and independence of older adults receiving care. Community Bathing Program The community of Winnipeg Beach and surrounding areas celebrated the opening of Isfeld Villa’s community bathing program in October 2014. Through a collaborative partnership with the Gateway Foundation, and with the support of multiple individuals within the Interlake-Eastern RHA, the existing bath tub and tub room are open to qualifying home care clients. This facility meets the infection control and workplace safety and health standards that the RHA requires. Local residents who are unable to use bathing facilities in their own home now have an alternative that prevents required trips to local health care facilities.

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Bringing Health Care Training Closer to Home Peguis First Nations and Fisher River First Nations worked with Assiniboine Community College to host a licensed practical nurse training program in Peguis First Nations. We have employed 17 of the 23 individuals who took the training.

A health care aide course held on Peguis First Nations offered in conjunction with Red River College resulted in 14 graduates. To date, the RHA has successfully hired three individuals from this class. Offering training close to home in communities where positions are available is an excellent way to expand local health care resources.

Isfeld Villa’s community bathing program is a wonderful example of a community partnership that addresses a specific need and helps people remain at home longer.


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Innovation, Learning and Growth

Dovetails with HEALTH SYSTEM INNOVATION in Provincial priorities and goals: -Drive innovation in the health system and department to improve outcomes, contain costs, and support appropriate and effective services Contributes to our VALUES of Innovation and Collaboration.

Program Highlights

Establishment of Health Planning Working Groups The Eastern Region Community Health Committee was the first multi-community, health planning partnership established in Interlake-Eastern RHA. The goal of committee members was to bring stability to health care services without competing with each other for health care professionals. The committee now includes elected leaders from the Local Government District of Pinawa, the towns of Beausejour, Lac du Bonnet and Powerview-Pine Falls and the rural municipalities of Alexander, Brokenhead, Lac du Bonnet, Reynolds, Springfield, Victoria Beach and Whitemouth.

Based on this model that takes regional needs into consideration, Interlake-Eastern RHA has worked with communities in the areas of Teulon and Whitemouth to create health planning working groups in their respective areas. These groups work with representatives from the RHA to create plans for health care service delivery

that take into consideration their area’s unique challenges and opportunities that influence health care delivery.

The Teulon working group has evolved into a new health care sustainability committee that extends to include elected representatives from the Town of Teulon, Rural Municipality of Woodlands, Local Government District of

Armstrong, Rural Municipality of St. Andrews, Rural Municipality of Rockwood as well as

members of the former Teulon health care

working group. The RHA has been invited to sit on the committee as well.

Mobile Primary Health Care Clinic Planning The Province has earmarked Interlake-Eastern RHA as the third region to receive a mobile primary health care bus. A mobile clinic will bring health care services to select remote areas of the region where access to health care service is not consistent. Clients who access the mobile clinic will be able to call it their home for primary health care needs. Three staff will help the clinic operate: a nurse practitioner, a primary care nurse, and a medical assistant/driver. The proposed launch of this service is December 2015. In preparation, RHA representatives have been meeting with communities to plan, develop and support the program.

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Mental Health Liaison Nurse Consultation Emergency departments in Arborg, Pine Falls and, most recently, Pinawa have access to the expertise of a mental health liaison nurse. Eighty-five per cent of clients that benefited from a staff consultation with a mental health liaison nurse were discharged with connections to community based resources that could provide further help. This service has provided valuable connections for staff and clients.

Tailored Recreation Programs for Personal Care Home Residents A new standardized computer-based assessment tool that helps personal care home recreation professionals tailor programs to resident’s specific needs has been rolled out across the region after great success with pilot projects in Pine Falls and Ashern. The Measurable Assessment in Recreation for Resident-Centered Care (MARRCC) program guides staff in assessing residents’ functioning physically, cognitively, socially and emotionally as related to participation in recreation activities. Staff members gain an objective, assessment-based understanding of residents, including their strengths and limitations. A therapeutic recreation program is then designed for residents’ active engagement in leisure pursuits with the goal of maximizing each individual’s full potential. It’s progress that the region’s recreation manager, Lori Martin, is happy to embrace.

“We can easily see the interests of all the residents based on their past and present activities and we can develop programs based on what the residents want rather than what the staff members are comfortable providing,” Lori said. “It looks at developing programs that are meaningful to the residents.” Programs more effectively address a person’s full needs rather than focusing primarily on an illness or disabling condition. MARRCC enables therapeutic recreation professionals to place residents into appropriate activities with a holistic approach to wellness.

Recreation manager, Lori Martin (middle) with Debbie Mueller (left), recreation facilitator, and Sharon Pember, support service manager at Whitemouth personal care home Embracing LEAN Processes Interlake-Eastern RHA has applied a systematic approach to improve efficiency and reduce waste across the region. Known as LEAN Six Sigma, this process is based on team collaborations led by individuals trained and evaluated on their ability to successfully drive LEAN projects. LEAN processes have recently helped the RHA apply improvements to programs that address wound care, patient registration in acute care sites, staff travel costs in the region, use of e-mail in a more effective manner and procurement.

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MHLN Telephone Consultations

Arborg

Pine Falls

Pinawa *June-March


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The work has already proved beneficial in freeing up staff time for front-line care and ensuring effective resource use. Online Advancements Almost 90 per cent of Interlake-Eastern staff members are now accessing their pay statements online. This self-service module reduces staff investment in printing and preparing bi-weekly mailings and reduces RHA paper use by 83,200 sheets per year. When accessing pay statements, staff members are also encouraged to update personal mailing addresses, improving the efficiency of RHA communications with staff. All staff with email addresses can now be reached @ierha.ca. This consolidation of over 1,250 email addresses as well as 170 BlackBerries was a 10 month project for the region’s information technology staff. Improved staff communication and connection has arisen with easier access to calendars for planning and with directories of email users available to staff.

Conclusion of Windows XP In April 2014, Microsoft officially stopped supporting Windows XP operating systems. As a result, software and security system updates were no longer provided. Interlake-Eastern RHA is compliant with the provincial direction to move computers off the Windows XP operating system. Approximately 350 computers were updated or replaced.

At left, Johnathan Wasylik, regional coordinator of information technology infrastructure, with Mike Szalai, Electronic Patient Record application analyst

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"We are not sitting idly waiting for Ebola to show up in our region. Our processes for responding to any possible case of Ebola showing up in our region are either already in place or close to being implemented."

former CEO, John Stinson

Keeping it Going

Dovetails with HEALTH SYSTEM SUSTAINABILITY in Provincial priorities and goals: -Direct the development of a long term plan for system sustainability -Lead the development of a broad health system human resource plan. -Build sustainable service provider funding methods. -Enable information systems and technologies. Contributes to our VALUE of quality customer service and our MISSION of delivering health services in a timely, reliable and accessible manner.

Program Highlights Ebola Virus Disease Preparation In March 2014 the World Health Organization’s African Regional Office reported an outbreak of Ebola virus disease in Guinea. Since then cases have been reported in five other West African countries. Interlake-Eastern RHA was part of provincial, national and international efforts to ensure we have in place infection control systems and procedures to limit the spread of infection, protect health care workers and provide the best care possible for the patient. This included providing personal protective equipment packages to all facilities and briefing staff on the location of the equipment in facilities. Training was developed and delivered to staff most likely to encounter a patient infected with EVD. Training videos were created and available to staff to download. Upon completion of the first round of training, 80 per cent of nurses in the region had been trained along with 30 physicians. Other staff groups including support services, nurse practitioners and primary care nurses have also been trained.

Subsequent training sessions for new staff and staff members who were unable to attend training were provided on an ongoing basis. Review of Human Resources The merging of two human resources teams

provided a perfect opportunity for the region to review our human resources department and ensure we’re aligning the most appropriate resources to support excellent customer service.

The review identified opportunities where the region could better capitalize on meeting the many demands that health care delivery generates in our human resources department. Three departments have been

created within the human resources portfolio to streamline human resources support for staff and the region as a whole: retention and recruitment, labour relations and occupational safety and health. Community Wellness Team Rates of congestive heart failure and hypertension in Interlake-Eastern RHA are above provincial averages. Incidence of diabetes in the region continues to grow and cancer remains by far and away the leading cause of death. Chronic


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1725 1453 1575 2339

7092

3154 2274 2544

3587

11559

4879 3727 4119

5926

18651

0

5000

10000

15000

20000

Apr-Jun July-Sept Oct-Dec Jan-Mar 2014-15

Nu

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of

Clie

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Community Wellness Team Client Contacts by Quarter

Apr. 1, 2014 to Mar. 31, 2015

Clients SeenIndividually

Clients Seen inGroup/Class

Total Client Seen

diseases, like the fore mentioned and others, are often the result of unhealthy lifestyles and habits. The region’s community wellness team is a multidisciplinary team of health care professionals, including wellness consultants, dietitians, chronic disease and primary health care nurses and nurse educators and exercise facilitators. These teams work across the Interlake-Eastern region providing education for all ages, in groups or individually, on chronic disease prevention and management, healthy eating choices, physical activity, smoking

cessation and mental wellbeing. The team works in partnership with local, regional and provincial groups to inspire healthy lifestyles. The majority of courses are free of charge and tailored to community need and interest. A number of professionals on the team are certified diabetes educators who are allies in helping people better manage and live with diabetes. Incidence of diabetes ranges from 4.3 per cent in the northern part of the region to .69 per cent in the south.

Over the past year, the wellness team made 18,651 connections with regional residents interested in adopting healthier lifestyles.

Healthy Living – Power of Prevention Conference Every year Interlake-Eastern RHA’s Community Wellness Team hosts a conference designed to open people’s minds about new opportunities and approaches towards healthy living. The Healthy Living Power of Prevention conference attracts people interested in health, recreation, community development, and education and includes employees, volunteers & elected representatives. Recognition of individuals and

groups identified for receipt of a healthy living award took place on the awards evening of the conference. Awards recognize nominations of programs or activities that are based on partnerships, community participation, addressing needs, leadership, setting a positive example, contribution to the health of the community and educational impact. Six healthy living awards were presented at the awards evening.

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Selkirk Friendship Centre

Students Working Against Tobacco (SWAT), Warren

Leave No Child Inside, Selkirk Friendship Centre Daycare

Other winners included Our Daily Bread, Selkirk Soup Kitchen; Pickle ball in our Communities, Chris and Pat Bothe (with the support of Springfield Services to Seniors, Two Rivers Services to Seniors, Pinawa Secondary School and Winnipeg River Recreation District) and Yvonne Barker, vice principal at Wanipigow School in Hollow Water, in recognition of her commitment to the health and wellbeing of the school and community.

Public Health Adopts Panorama Recent measles outbreaks locally and Ebola virus disease outbreaks overseas, highlight the need for public health nurses to have the tools necessary to manage their mandated responsibilities. Our public health nurses are being trained as we prepare to start using Panorama, an integrated, web-based electronic public health record, to manage immunizations

and vaccine inventory in the region. Panorama lets public health nurses document and view immunization history, determine vaccine eligibility, report adverse events and order vaccine. All of these aspects contribute to a nurse’s ability to make informed client care decisions. Manitoba is one of five provinces implementing Panorama in their regions. It replaces the Manitoba Immunization Monitoring System that has been used since 1988. Through its expanded functions and its capacity to improve disease prevention, Panorama will help public health reduce the impact of communicable disease in Manitoba.

Adoption of the Electronic Medical Record

The electronic medical record system has benefitted with the addition of eHUB. eHub supports the transfer of lab results from Diagnostic Services of Manitoba, Unicity labs and Gamma Dynacare, directly into the electronic medical record. This improves the timeliness of information sharing across sites and improves the patient care experience. All sites using the electronic medical record are successfully using eHUB along with e-Chart that was rolled out simultaneously. EChart is a secure electronic system that allows authorized health-care providers to access individuals’ health information when needed. It pulls together information from many existing systems in Manitoba, including filled drug prescriptions, lab results, immunizations and diagnostic imaging. All sites using these systems are appreciating their benefits. Fluency Direct in Use for Medical Dictation Physicians in several clinics in the region are now using Fluency Direct that lets them dictate patient clinical notes directly into the electronic medical record. Information is captured on a timely basis and the time that physicians save can be invested in direct clinical care.

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Expanding Opportunities

Dovetails with IMPROVED ACCESS TO CARE in Provincial priorities and goals: -enhance and improve access to health services for all. -implement a strategy to enhance the primary health care system. Contributes to our MISSION of partnering with communities and delivering health services in a timely, reliable and accessible manner and our VALUES of Collaboration, Accessibility and Quality Customer Service.

Program Highlights Interlake-Eastern RHA struggles to attract physicians to its facilities that service rural residents. This difficulty increases proportionately with the distance away from Winnipeg that physicians are required to travel. Physician care has historically been the axis upon which all other health care services have revolved. Necessity to meet people’s ongoing health care needs in the face of physician shortages has spurred a number of health care evolutions in Interlake-Eastern RHA in terms of physician recruitment and the introduction of health care providers that complement or exchange physician care. These changes are helping physicians focus their expertise on those who need them most and we’re allowing other health professionals to align their care where it’s appropriate and beneficial. We’re doing what we can to ensure health care professionals in our region can operate to the fullest extent of their scope of practice to ensure that patients can access care when they need it.

Increased Physician Coverage and Support in Selkirk’s Emergency Department Selkirk and District General Hospital is Interlake-Eastern’s regional hospital. This is where the region’s surgical and obstetrics programs are located and where unique diagnostic resources like the CT scanner are housed. History has proven that if Selkirk hospital’s ability to deliver service is compromised by lack of physicians or

the ability to accept new patients, the rest of the region’s nine hospitals, and even those in Winnipeg, are affected. Knowing this, we’ve increased Selkirk’s emergency department physician coverage hours and increased physicians' availability at key times. We have also worked with emergency department physicians to develop Selkirk as a regional resource center. Physicians in Selkirk are available to physicians across the region for phone consultations. Minor Treatment Area in Selkirk Emergency We’ve also opened a minor treatment area in Selkirk & District General Hospital to attend to emergency patients not in need of critical care. This alternative to the emergency room is staffed by a nurse practitioner who can diagnose, prescribe, order and interpret lab work and diagnostic imaging and take care of minor wounds and injuries. The service has helped to reduce emergency department backlogs for those who would otherwise encounter long waiting periods to access care. A minor treatment area is also planned in the new Selkirk and District Regional Health Centre. Opening the area now gives staff members an opportunity to review and refine processes before services become available in the new facility.

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Physician Assistants Extend Care Adding physician assistants as care providers complements the work of physicians in emergency departments. Interlake-Eastern now has four physician assistants working in Gimli and Selkirk. Physicians in other hospitals are seeing the advantages of these relationships as the physician assistants assume care of recovering patients and report back if additional physician follow-up is required. These health care providers are also available in limited number so the RHA and its physician have been fortunate in securing physician assistants to work in the region to date. Nurse Practitioners Caring for Patients Across the Region Interlake-Eastern RHA has 14 nurse practitioners providing care in nine communities across the region. Selkirk’s QuickCare clinic has the greatest concentration of nurse practitioners as this clinic offers only nurse practitioner and primary care nurse services. Nurse practitioners can work independently or they pair up with physicians in practice. They provide medical expertise and health care to people of all ages through comprehensive health exams, illness diagnosis, ordering and interpretation of diagnostic tests, medication prescription and addressing reproductive health concerns. Interlake-Eastern RHA is privileged to provide its residents with this wealth of nurse practitioner expertise. Physician Recruitment Pilot Project Pays off in Interlake-Eastern RHA Through a pilot project with international recruitment firm, Waterford Global Inc., Interlake-Eastern RHA in conjunction with the Eastern Region Community Health Committee has recruited a physician to provide care for residents in Pinawa and Whitemouth. Dr. Manish Garg, of Northampton, United Kingdom, has committed to a long-term agreement that includes commitments to provide primary care and participate in the

rotation for on call in the emergency room at Pinawa Hospital. The Eastern Region Community Health Committee, composed of elected leaders from the Local Government District of Pinawa, Beausejour, Lac du Bonnet and the rural municipalities of Brokenhead, Lac du Bonnet, Reynolds, Springfield and Whitemouth, was established to work with the RHA to increase community involvement in doctor recruitment activities with the intent of bringing stability to health care services through a collective approach to recruitment. Committee chair, Blair Skinner, who is also mayor of Pinawa, believes Dr. Garg is going to be a particularly good fit into the area’s rural medical practice.

“Our first priority was to find a long-term solution for the physician shortage in the area. By partnering with our neighbouring municipalities, we are working together and eliminating competition for recruitment of physicians. Thanks to the leadership of Interlake-Eastern’s senior executives and Board of Directors, the Waterford Global pilot project will achieve all of these goals,” Skinner said.

He said he believes the teamwork of the Eastern Region Municipalities and Interlake-Eastern RHA and working together to identify solutions were key components to arriving at this innovative, long-term answer to a rural Manitoba wide problem.

This is the first time the RHA has used a recruiting firm to secure physicians and it may be the first time it has been done in Manitoba. Physicians are recruited from countries that the College of Family Physicians of Canada regards as having equivalent training to Canadian standards – meaning physicians can be licensed to practice upon arrival in Manitoba. Physicians recruited through this pilot project have expressed interest in setting down roots and becoming long-term members of the


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communities they care for, an important consideration for the communities involved and the RHA. This pilot project is being evaluated to determine if there is merit in continued investment in this method of physician recruitment to rural practice.

Dr. Manish Garg has agreed to emigrate from England to practice in Interlake-Eastern RHA

Increasing Physician Engagement in Regional Practice Vice president of medical services, Dr. Myron Thiessen, has been investing in physician engagement as a means of shoring up physician recruitment efforts to the region. Dr. Thiessen, who worked in Southern RHA prior to joining Interlake-Eastern, recognizes the significant role physicians play in attracting other doctors to practice. Among his efforts to unite physicians across the region’s broad geography is the establishment of regular region wide physician dinners that provide an open forum to discuss challenges and opportunities collectively. He is also working to create functioning practice groups by partnering up physicians within facilities and in adjoining

communities, where possible, so that coverage and support are available among physicians. “Rural practice can be alienating for physicians if they don’t have a collegial support network. The distance between our respective practices means we have to work at providing opportunities for connection that allow us to learn from one another and rely on one another as part of a network of care,” Dr. Thiessen said. Dr. Thiessen has also reinstated chief of staff roles for physicians who can address hospital administrative issues regarding physician practice and serve as mentors and role models for physicians who are new to practice. On the Track to Understanding FASD Conference In March, Interlake-Eastern RHA’s fetal alcohol spectrum disorder (FASD) team hosted a two day conference with educational sessions for parents, caregivers, family members and professionals who support children and youth diagnosed with FASD. Sessions included both clinical and personal experiences with the keynote speaker, Myles Himmelreich, receiving a standing ovation for his story on growing up with FASD. Visions and Voices also returned to share their personal stories and were available for a panel discussion. Sensory strategies for the home and classroom and speech and language trends and strategies were presented to the full house. All 135 seats for the conference were filled within days of registration going live and a large wait list was still growing days before the conference. Organizers received an overwhelming amount of positive feedback and requests for additional education events. Since 2010, FASD diagnostic coordinators in Interlake-Eastern RHA have connected with over 350 caregivers seeking information, education and assessment for children and youth living in the region.

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Family Doctor Finder The Province has announced its commitment to ensure that every Manitoban who wants a family doctor or nurse practitioner will have access to one by the end of 2015. In support of this goal, Interlake-Eastern RHA was one of two RHAs selected to pilot the Family Doctor Finder program. The region’s primary care connector has been working since June 2013. Her role is to connect with people who call the Province’s established phone numbers seeking a family physician, nurse practitioner or pediatrician. The callers’ contact information is recorded along with individuals’ preferences for service provision. This information is forwarded to the regional primary care connector who then works with health care providers in the region, who are accepting new patients, to find a good connection.

In the past year, just over 83 per cent of those registering with Family Doctor Finder were matched with a care provider. This service can be accessed by calling 1-866-690-8260.

Connections with care providers via Family Doctor Finder

April 1, 2014 – March 31, 2015

People registered 1,389

People connected 1,163

% matched 83.7%


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The Best We Can Be

Dovetails with IMPROVED SERVICE DELIVERY in the Provincial priorities and goals: -lead advances in health service delivery for First Nations, Metis, and Inuit Manitobans. -lead emergency management to meet needs in disaster situations. -realize customer service excellence through improving services. -guide processes to ensure services are delivered in the best way possible. Contributes to our MISSION of Engaged and empowered staff and Quality Customer Service and our VALUES of Accessibility, Excellence and Respect.

Program Highlights Promotion of Patient Privacy A quick reference Privacy guide has been developed for use in all sites and facilities. This guide supports staff when dealing with complex privacy issues to ensure that patients’ rights are appropriately protected. Cancer Navigation Services’ Permanent Office In May, over 50 people attended the opening of the permanent office of the cancer navigation services team at 237 Manitoba Avenue in Selkirk. Two-time cancer survivor, Karen Berube, who is also an oncology nurse, attended the event and attested to the need and benefit of cancer navigation service support. The cancer navigation services team includes two nurse navigators who are experienced registered nurses with specialization in oncology. They work closely with patients and health care providers to improve coordination of services and continuity in cancer care. They can track referrals and test results and help with preparation for appointments, explain medical information and provide resources and links to other supports. A community engagement liaison coordinator coordinates requests for service, helps communities access

The region’s cancer navigation services team is now operating from their permanent office. culturally safe care, manages the patient-family information and resource centre and provides communities with information about cancer awareness. The team’s psychosocial oncology social worker specializes in helping patients and families cope with cancer, offering emotional, psychological and social support as well as helping solve practical issues and identifying beneficial support programs. Primary care providers or any other health care professional can refer patients to navigation services or people can self refer.

Referrals to Cancer Navigation Services

2013 (program introduction) 129 (Sept. – Dec.)

2014 438

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Regional Cancer Program Hub Offers Expert Advice to Care Providers Interlake-Eastern’s regional cancer program hub, that includes the cancer navigation services team, has expanded to include family physician leads in oncology, a surgical lead in oncology and a medical lead physician. These leads will provide expert support to primary care physicians, surgeons and other health care providers in the region. The hub is modeled to meet the needs of patients suspected of having cancer and patients having received a cancer diagnosis. The work of hubs directly influences and strengthens the goals and deliverables of the provincial IN SIXTY, Cancer Patient Journey Initiative. Disaster Management Team Establishing Partnerships Interlake-Eastern RHA’s disaster management team has been working to establish internal and external partnerships that will contribute to streamlining response in the event of a disaster. Team members created disaster response manuals and plans for each facility in the region. Next, they will work with facility managers to place materials and educate staff. Formal disaster management training and education will be occurring for all staff as part of existing region wide training initiatives. Externally, the team has been connecting with town and municipal representatives to share information on resources available in the event of a disaster rural municipality. This information will be incorporated into regional response plans. Community Mental Health Program The community mental health program has several program components based on population. The community mental health program with the highest volume of referrals is the adult program. Approximately one-third of intakes

are currently assigned to a community mental health worker. Two-thirds of people who attempt to access services do not require a community mental health worker for long-term case management. The mental health program is addressing this challenge through a model review that indicates a different approach is required, specifically the ability to provide more options for treatment New program components include the introduction of a shared care position in Beausejour. This individual works with the primary care providers for mental health brief treatment approaches that include assessment and treatment recommendations. Planning is underway to introduce Bounce Back, a supported self-management approach for clients that requires a referral from a primary health care provider (physician or nurse practitioner). Four clinics were identified for a two-year Bounce Back demonstration pilot. Participating are clinics in Lac du Bonnet, Oakbank, Selkirk and Eriksdale/Lundar. We’ve also introduced a part-time position in Selkirk to assist with youth outreach in our Teen Clinic. Expansion of Nurse Initiated Emergency Department Protocols Interlake-Eastern RHA has developed protocols that will provide registered nurses with the ability to offer more extensive services in emergency departments where no physician is available to be on-call or when the physician has not yet arrived. The expanded protocols that have received regional physician endorsement outline the procedures to follow in addressing common emergency department presentations. For instance, under the expanded protocols, appropriately trained nurses can administer certain pain medications and inhalants that ease impaired breathing without physician order.


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The protocols go a long way to increasing nurses’ ability to administer care for people with conditions commonly seen in the emergency department that, when addressed expediently, can prevent the need for additional urgent care. The expanded protocols are being piloted in Beausejour and Pinawa with expected roll-out to other hospitals later this year.

Infection Prevention and Control Champions Established The region’s first day long infection prevention and control champion day was held in September 2014. Approximately 30 nurses who work in hospitals and personal care homes have agreed to be on-site contacts for infection prevention and control resources. These champions enhance communication within the program and better support staff at each site.

Chair’s Award for Customer Service At the region’s AGM in October, Board chair, Diane Kelly, was pleased to offer the region’s first awards to recognize excellent customer service. Eleven nominations were submitted to acknowledge staff from all over the RHA’s program areas and facilities. Two nominations were selected for recognition at the AGM. Tina Vandersteen, a crisis worker with the region’s mobile crisis unit, was nominated by her colleague Jacinna Munoz who is a clinician on that unit. This is the team that travels to people who need immediate mental health care. Here’s an extract of Jacinna’s nomination of Tina: Tina is an amazing role model for our team. She always goes above and beyond for everyone including clients and staff. Tina also provides excellent health services to our clients by giving

110% on the job. She will go the extra mile to find the best route for a client who is seeking guidance within our system. She lights up our workplace with her nonjudgmental and fun personality. Former Board chair, Diane Kelly (right) with customer service award winner Tina Vandersteen (middle) and nominator Jacinna Munoz.

The region’s infection prevention control team and facility champions

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Also recognized was Selkirk & District General Hospital’s perioperative team. In her nomination, Karen Warcimaga, clinical team manager of medical device reprocessing, operating and recovery rooms and day surgery, stated: This team works countless hours day and night and weekend. They have worked together to form a strong team focusing on patient priority as #1...The staff lean on each other,

support each other and work well together respecting all of their diverse and important functions in our program... I am a very proud manager of my entire team and commend them for their professionalism and dedication to our patients. Winners were presented with original paintings from artists in our region.

Customer service award winning team – Selkirk perioperative Teen Clinic Additions In 2014, Ecole Powerview School’s parent advisory council and school administration approached the RHA to explore a teen clinic idea. The two groups brought local objective and subjective data forward on teen pregnancy, student sexual activity, smoking rates and mental health needs. A working group was established to include public health and clinic and wellness staff to explore what has worked elsewhere, including the RHA’s existing teen clinics in Hollow Water, Oakbank and Selkirk. A site tour of the Oakbank clinic was also part of the shared learning for the group. A suitable room was found in the school and the school has invested in renovations while the RHA contributed clinic equipment. The parent advisory council consulted with parents at meetings during the school year and regularly communicated on Teen Clinic planning in the monthly school newsletter to parents. The Teen Clinic opened in April.

Suzy Q Steam Tables Increasing Residents’ Choices at Meal Times Support service managers and food service staff are working on rolling out table side service to our residents for breakfast, beverages and lunch dessert cart. These carts provide residents with an opportunity to be more engaged in decision making around meal choices. The result is increased food consumption as residents have an opportunity to select their preferences and there is increased opportunity for staff to socialize with residents. It takes approximately four to six months to have the beverage and breakfast carts running smoothly and a lot of team work with nursing staff. Eventually the region will have these steam tables and table side service in all personal care homes as they make meal time more enjoyable for residents and staff.


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28%

23%

15%

12%

7%

6%

3%

2%

2%

2%

1%

0% 10% 20% 30%

Health Care Aide

Nurse

EMS

Home Care

Hskpg

Dietary

Other

Community Health

HR/Payroll/Sched…

Mental Health

Primary Care

Injuries by Worker Type, April 1, 2014 to March 31, 2015

Workplace Safety and Health • A total of 62 injuries were reported; 11% (7)

were Time Loss Injuries and 89% (55) were No Time Loss Injuries.

• Top reporters of workplace injuries across the region were health care aides (28%) and registered nurses and licensed practical nurses (23%).

• The majority of workplace injuries involve the upper body: Back (16%) and Shoulder (15%).

Exertion injuries reported were primarily related to patient handling 153 (25%). The exertion injuries account for 62 (65%) of all time loss injuries reported to WCB.

Home care workers are attending training on the new muscular-skeletal injury prevention (MSIP) program, that includes proper body mechanics and safe patient handling techniques, such as techniques to transfer and reposition clients, what to do when client starts to fall, etc. MSIP training for acute, long term care and EMS staff was re-established in the later part of 2014 for new hires or current staff requiring a refresher. Training to reduce muscular-skeletal injuries in the workplace significantly decreases the number of exertion and time loss injuries in the region.

16%

15%

10%

9%

9%

9%

5%

5%

5%

5%

5%

3%

3%

1%

0% 5% 10% 15% 20%

Back

Shoulder

Wrist

No Injury

Hand

Other

Arm/ eblow

Leg

Knee

Head/ Eye

Neck

Hip/ Pelvis

Foot/ Ankle

Trunk

Injuries by Body Area April 1, 2014 to March 31, 2015

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46%

18%

16%

8%

4%

3%

2%

1%

1%

1%

1%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Exertion

Violence/Abuse/Aggressive or Reactive

Slip, Trip, Fall

Exposure to Hazardous Substance/Agent

Contact with

Struck/Bumped/Banged/Hit By/Rubbed/Abraded

Other

Allergic Reaction

Caught in/Under/Between Wall, Equipment

Inclement Weather

Motor Vehicle Incident

Injuries by Cause April 1, 2014 to March 31, 2015

Top causes of reported injuries were: Exertion (46%), Violence/abuse/aggressive or reactive behaviour (18%) and Slip, trip, fall (16%).

Violence Prevention The ultimate goal of the provincial health care violence prevention program is to decrease injuries to health care workers resulting from violent or responsive behaviours from patients, visitors or family members while ensuring caution and respect to all entrusted to our care. Manitoba Health approved a provincial policy and operating procedure that met the minimum requirements of the Manitoba Workplace Safety and Health Regulation that all RHAs are responsible for implementing. The region’s violence prevention program implementation team meets on a monthly basis as it actively works to implement the program elements that include: workplace violence physical risk assessment, person of interest, patient risk screening, alert systems and training. An important element of the program is the screening of all patients at the first point of contact. A regional patient screening tool was developed, along modified versions for acute,

personal care home and primary health that meet the specific needs of those programs. When the risk of actual/potential violence is identified an alert system shall be implemented, and communicated to all clinical and non-clinical healthcare workers who may have contact with the patient. A provincial alert symbol was created consisting of two purple, interlocking rings. Education and training are vital elements of the violence prevention program. All health care workers will receive violence prevention training and may be assigned to units based on training status.

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Getting Better, Staying Healthy

Dovetails with IMPROVING HEALTH STATUS & REDUCING HEALTH DISPARITIES AMONGST MANITOBANS in the Provincial priorities and goals: -innovative action plan to reduce health disparities and improve the health of Manitobans Contributes to our MISSION of Partnership and our VALUES of Collaboration, Accessibility and Respect.

Program Highlights First Nations Community Partnership and Collaboration Tables Interlake-Eastern’s geography is large and First Nations clients can move through all areas of Interlake-Eastern RHA, Winnipeg RHA as well as the federal system. In January 2014, Interlake-Eastern RHA, in partnership with our First Nations communities, created three collaborative committees. Each collaboration table meets on a quarterly basis and is comprised of representatives of: the 17 First Nations communities within the RHA, RHA programs and services, Health Canada, First Nations and Inuit Health Branch; Manitoba Health; Northern Medical Unit; Percy E. Moore Federal Hospital (under Health Canada), and the Winnipeg Regional Health Authority. All collaboration tables have jointly created one draft Terms of Reference with a main goal of streamlining clients’ access to care. As we move into our second year, positive gains are evident. Identified service gaps encourage collaboration to streamline processes that result in better outcomes for the clients and improve communication among jurisdictions. Jurisdiction of governments is one of the most difficult areas to maneuver First Nations clients through. Jurisdiction also involves vast levels of

Interlake-Eastern’s First Nations Community Partnership Collaborations

Northwest: Approximately 50 members with priorities that include establishing a working group to focus on streamlining discharge planning and developing communication strategies for e and a cultural diversity strategy.

East: Approximately 30 members with a primary focus on streamlining discharge planning in the area of palliative care and future development of a mental wellness strategy.

Northern Remote: Approximately 20 members, involving Interlake-Eastern and Winnipeg RHAs. Each of the five First Nations fly-in communities have nursing stations not health centres and, while most are Interlake-Eastern communities, many residents choose to access Winnipeg RHA health services. government that impede First Nations client access to health care. Most Interlake-Eastern RHA health care providers do not fully understand what programs and services are available in our First Nations communities. Most FN Communities do not fully understand what programs and services are available within the Interlake-Eastern RHA. With Interlake-Eastern’s Aboriginal population

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accounting for over 27 per cent of the region’s total population, the collaboration tables remain an important alliance to create better outcomes for First Nations clients and move them seamlessly through difficult health care jurisdictions by working together. This has been a positive step in creating and sustaining trusting relationships. Some key discussions on gaps in service include discharge planning, palliative care, mental health and cultural diversity. Due to the large representation at the three tables, smaller working groups have been created with a formalized reporting process to the larger groups. Although the smaller working groups are relatively new, they are moving issues and concerns in the right direction for maintaining the goal of client centered care in a safe manner. Regional Response to the Brian Sinclair Inquest With the release of the Sinclair Inquest Report, all RHAs are working with Manitoba Health to identify how recommendations that have emerged in this report will be addressed. The response is being outlined in initiatives that are defined as short term (three to six months); medium term (six to 18 months); and long term (>18 months). Many of these initiatives will be provincial in nature and will require coordination across RHAs. Changes and enhancements are recommended for hospital emergency departments, primary care, mental health and other services areas offered within regional health authorities.

Knowledge Network with Manitoba Metis Federation (MMF) In partnership with the MMF’s health and wellness team and Interlake-Eastern RHA programs and services, we are working with the community of St. Laurent to gather information on health services that are available and the community’s economic structure. Once services are outlined, gaps can be identified and planning for change can begin. Teen Talk Peer Leadership Teen Talk sessions are held annually each year. These sessions are offered in conjunction with Klinic, and offer peer leadership training in the following areas; sexual health, body image, mental well-being, communication, suicide prevention, and healthy relationships. Last year 62 students from all over the region were trained to act as peer leaders in their own schools. Youth Health Survey Report We are pleased that after very low response to our youth health survey questionnaire distributed in Sunrise School Division, the division agreed to resurvey their students. This information can now be archived for historic reference and integrated into findings to ensure we have a more fully reflective view of youth health habits in the survey area.

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Capital Projects Selkirk Regional Health Centre – Construction got off to a great start this spring with the dry weather. There are approximately 100 workers on site daily. User group meetings are being planned and staff will have opportunities to experience room mock ups in the new building so they can refine layout and design based on their needs. Crews are working to have the building enclosed by fall so that interior work can take place during the winter. The MRI for the new facility has been awarded to Siemens.

The new Selkirk Regional Health Centre is located between the current hospital at 100 Easton Drive and the Selkirk Recreation Complex at 180 Easton Drive. Construction began in spring 2014 on the health centre that has been designed to better accommodate the needs of Interlake-Eastern residents who require hospitalization or more specialized acute care and out-patient services.

The project is on budget and on schedule for completion in spring 2017. Personal Care Home in Lac du Bonnet – This project has proceeded to design development phase. User groups have been established to assist with design planning. It’s anticipated that the design development will be complete in mid-October and ready for cost estimation. The 80-bed, 71,000 ft2 facility is estimated to cost $32 million. To be situated in a new location in Lac du Bonnet, it will replace the existing 30-bed personal care home. The expansion of 50 beds will contribute to meeting the needs of the community and surrounding region.

Architect’s vision of the personal care home in Lac du Bonnet Primary Health Care Renovations at 237 Manitoba – Work will be underway in the fall to renovate this building to better accommodate primary health care services. It’s anticipated that construction will be complete by the New Year. This clinic space will house public health, mental health and other primary care providers. Lundar Primary Clinic – Clinic renovation will proceed into design development phase that should be completed in the fall. Construction is anticipated to begin in late 2015. Pine Falls Primary Health Care & Traditional Healing Centre – Construction has started on the new, 17,000 ft2 primary health care and traditional healing centre that will be connected to the existing health complex for easy access to and integration with the existing health-care team and the services delivered. The redevelopment will provide space for traditional healers and elders, an additional nurse practitioner, a First Nations and Métis outreach liaison, a medical lab assistant and spaces for maintenance, food services and housekeeping. When complete, this project will be unique in Manitoba. St. Laurent EMS – The RHA has worked closely with the rural municipality of St. Laurent to secure land for the construction of a design build EMS station. The project has been awarded for construction with work to start in the fall of 2015.

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The Regional Health Authorities Act – Accountability Provisions Sections 22 and 51 The employment contract of the Interlake-Eastern RHA CEO incorporates terms and conditions established by the Minister. Section 23 (2c) Interlake-Eastern RHA’s strategic plan is posted on www.ierha.ca under “About Us”, “Publications & Reports”. Sections 23.1 and 54 The most recent accreditation reports from the two former regions comprising the Interlake-Eastern RHA are posted on www.ierha.ca under “About Us”, “Publications & Reports”. These reports will be updated as they become available. Sections 51.4 and 51.5 Interlake-Eastern RHA’s Board of Directors have noted in their Policies the hiring restrictions noted in the Act.

Public Sector Compensation Disclosure In compliance with The Public Sector Compensation Disclosure Act of Manitoba, interested parties may obtain copies of the Interlake-Eastern RHA public sector compensation disclosure (which has been prepared for the purpose and certified by its auditor to be correct) and contains the amount of compensation it pays or provides in the corresponding fiscal year for each of its officers and employees whose compensation is $50,000.00 or more. This information is available in hard copy by contacting Dorothy Forbes, CA, Regional Director of Finance, 204.785.7467, [email protected].

The Public Interest Disclosure – Bill 34 (Whistleblower Protection) Act

The Public Interest Disclosure (Whistleblower Protection) Act came into effect in April 2007. This law gives employees a clear process for disclosing concerns about significant and serious matters (wrongdoing) 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.

Wrongdoing under the Act may be: contravention of federal or provincial legislation; an act or omission that endangers public safety, public health or the environment; gross mismanagement; or, knowingly directing or counseling a person to commit a wrongdoing. The Act is not intended to deal with routine operational or administrative matters.

Employees of the Interlake-Eastern Regional Health Authority have a clear process for disclosing concerns of significant and serious matters. All disclosures receive careful and thorough review to determine if action is required under the Act, and must be reported in the health authority annual report in accordance with Section 18 of the Act. During April 1st, 2014 to March 31st, 2015 no disclosures were identified or reportable.

As per subsection 18 (2a): The number of disclosures received, and the number acted on and not acted on need to be reported. No disclosures received, no action required.

As per subsection 18 (2b): The number of investigations commenced as a result of a disclosure must be reported. Nil.

As per subsection 18 (2c): In the case of an investigation that results in a finding of wrongdoing, a description of the wrongdoing and any recommendations or corrective actions taken in relation to the wrongdoing, or the reasons why no corrective action was taken must be reported. Nil.


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Expenditures by Program

Expenditures by Program

2015

2014

Acute care services 58,663,945 54,402,944

Personal care home services 48,561,948 46,269,092

Home based care 30,963,579 30,509,800

Community health 16,934,229 15,066,269

Medical remuneration 14,291,528 12,873,477

Diagnostics services 12,653,996 12,067,238

Emergency response and transport 17,562,282 16,832,883

Mental health services 8,046,078 7,719,244

Regional undistributed expenditures 13,704,419 11,664,323

Dialysis 3,454,444 3,134,903

Other 1,918,605 1,405,142

Total expenditures before amortization $226,755,053 $211,945,315

Amortization of capital assets 6,494,291 6,343,936

Total expenditures $233,249,344 $218,289,251

26%

21%

14%

7%

6%

6%

8%

4%

6%

1% 1%

Acute care services

Personal care home services

Home based care

Community health

Medical remuneration

Diagnostics services

Emergency response and transport

Mental health services

Regional undistributedexpenditures

Dialysis

Other

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71%

6%

3%

9%

1% 2%

1%

7% Salaries and benefits

Medical remuneration

Supplies

Contracted services

Drugs and medical gases

Medical and surgical supplies

Utilities

Other

Expenditures by Type

Expenditures by Type 2015 2014

Salaries and benefits 160,018,301 152,029,469

Medical remuneration 14,167,759 12,452,578

Supplies 7,334,562 6,958,961

Contracted services 19,566,659 16,652,834

Drugs and medical gases 2,927,151 2,906,056

Medical and surgical supplies 4,213,537 4,179,662

Utilities 2,585,091 2,500,532

Other 15,941,993 14,265,223

Total expenditures before amortization $226,755,053 $211,945,315

Amortization of capital assets 6,494,291 6,343,936

Total expenditures $233,249,344 $218,289,251

Administrative costs (% of total) 2015 2014

Corporate operations 3.89% 3.96%

Patient care related functions 0.42% 0.20%

Human resources and recruitment functions 1.93% 1.60%

Total 6.24% 5.76%


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What lies ahead? With the time that we’ve invested in Interlake-Eastern RHA, it’s now becoming more apparent what areas of health care, prioritized based on strategic goals and objectives, will benefit from concerted cross program focus and monitoring. Vice presidents and program managers are aligning actions and efforts to address these priorities. Physician recruitment, community engagement, patient experience and patient safety are just some of the elements that we’ll bring together as we achieve these goals. The leadership team that will soon be operating at full capacity with the closure of recruitment for two key positions at the leadership team table will be enhanced and strengthened as they identify the work that needs to be done and further refine and develop the processes that will evolve the health care experience for our residents. The RHA enters its first accreditation cycle with Accreditation Canada in 2015. Since day one as Interlake-Eastern RHA, staff members have been working towards this point of evaluation that identifies how Interlake-Eastern will compare to other similar health care providers across Canada. While there is always work to be done to improve, we know we have the benefit of staff who are committed to being all that we can be for the people we care for. Major construction efforts are underway in our region. Our staff can witness the daily progress in Selkirk and Pine Falls as we move towards grand opening celebrations on these two health care facilities that will be instrumental in our plans to attract and retain physicians in our region and expand the services and health care experiences that we can provide to residents. Our efforts to work with communities and engage them in our regional perspective on health care has been a rewarding process with elected representative and invested individuals rolling up sleeves to work with us to take on some of the longstanding challenges we’ve experienced in this region. We are buoyed by this community support that has at its very foundation care for each other. We are committed to capitalizing on every potential these opportunities afford our residents.

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Compliments, Concerns & Questions Call us at 1-855-999-4742 to share your compliments and concerns. You can also communicate with us online at www.ierha.ca, click on “About us” and “Compliments & Concerns”. Community Wellness Team A complete listing of community wellness programs can be found at www.ierha.ca under “Care in Your Community” and “Wellness & Chronic Disease Education”. Email [email protected] or call 1-877-979-9355 (WELL) for programs available in or near your community. This report is also available in French. Ce rapport est également disponible en franҫais. Veuillez vous addresser à la Office régional de la santé d’Entre-les-Lacs et de l’Est : 233A rue main, Selkirk Manitoba R1A 1S1 sans frais: 1.855.347.8500 courriel: [email protected] site web: www.ierha.ca Corporate Office 233A Main Street, Selkirk, Manitoba R1A 1S1 Toll free: 1.855.347.8500 Email: [email protected] Website: www.ierha.ca

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