The News

Latest

Parking exit fee will increase April 1

Parking fees are an important and necessary source of income to support the delivery of safe quality patient care. Following a fee increase on April 1, WPSHC will continue to have an appropriate rate in comparison with other hospitals in our region. Most users will also be familiar with even higher fees that are charged at larger hospitals in bigger cities.

Entering the new fiscal year, additional parking revenue will be used to help stabilize the health centre’s deteriorating financial position as funding transfers from government (1.34% increase this current fiscal year) are expected to remain well below known cost increases related largely to collective agreements, medical-surgical, pharmaceutical and other supplies.

A public awareness campaign at WPSHC began on March 14 to inform visitors that the parking exit fee will increase to $5 (from $4) on April 1, 2011.

We're working on our first QIP

WPSHC - In response to Ontario’s Excellent Care for All Act, staff and board members are currently at work creating WPSHC’s first legislatively-required Quality Improvement Plan. In order to meet the health centre's own commitment to using Accreditation Canada standards to guide the day-to-day delivery of safe quality care, the organization is combining ongoing quality improvement work with new standards and requirements being established by the provincial government.
All of this work will help WPSHC measure its successful delivery of safe quality care. 
The Excellent Care for All Act (ECFAA), which came into effect in June of 2010, requires hospitals to create and make public annual Quality Improvement Plans (QIPs). The legislation sets out a number of other requirements for hospitals that include establishing quality committees, implementing patient and care provider satisfaction surveys, developing a declaration of values following public consultation, and establishing a patient relations process to address and improve the patient experience.
The hospital sector will implement the legislative changes from ECFAA first, with the goal of extending ECFAA’s principles across the health care sector. Every hospital in Ontario is now required to set targets for improving the safety, effectiveness, access and patient-centredness of the care it provides.
QIPs that contain a number of indicators and targets for improvement must be created. QIPs must also outline how those targets will be achieved, and the results will be reported publicly. In addition to recommended core indicators, each hospital can set its own targets based on local health care priorities.
At WPSHC, the QIP is being developed with input from clinical teams under the oversight of the board’s Total Quality Management Committee. The QIP will enable WPSHC to showcase successes and enhance the measurement of the delivery of safe quality care.
The first QIPs must be submitted to the Ontario Health Quality Council (OHQC) on April 1, 2011. The OHQC will report on the province-wide results of the plans. The plan will also be available to the public on April 1.

Working to address financial challenges

As West Parry Sound Health Centre works to balance its budget for the fiscal year ending March 31, the organization is also preparing for the tough financial challenges that await in the subsequent financial year beginning April 1. As in previous years, this requires a diligent search for cost savings as well as new or additional sources of revenue.
That was the message shared by CEO Donald Sanderson during his February monthly open forum with staff. Discussion included a brief review of new revenue coming to support the Late Career nursing program and additional wait time funding for orthopaedic surgery recently received from the North East Local Health Integration Network (NE LHIN).
The CEO added that the potential for a benefits contribution holiday in March could provide savings for individual staff members as well as the health centre. This may be possible due to lower than expected expenditures from the health centre's group benefits plan. Additionally, the WPSHC laboratory services team is generating some much needed and appreciated revenue by providing home care laboratory services through the Community Care Access Centre (CCAC).
New sources of revenue are also needed to stabilize the health centre’s deteriorating financial position as funding transfers from government (1.34% increase this year) are expected to remain well below known cost increases related largely to collective agreements, medical-surgical, pharmaceutical and other supplies.
Senior management has recently completed an analysis of the health centre's parking rates and revenues indicating that WPSHC has low rates in comparison with its peers. It is estimated that a one dollar increase in the exit fee will generate approximately $55,000 in much needed additional revenue.
“I can assure everyone that I take no pleasure in the prospect of increasing the cost of parking,” said Donald Sanderson. “At this time we are left with making difficult decisions in order to do everything possible to preserve the provision of clinical care to our community.”
“I thank all of our employees, physicians and volunteers for all that they do. I encourage everyone to continue to share their ideas and perspectives with me and my leadership team.”

EMRAM score a measure of our success

WPSHC - We’re ahead of the curve but still anxious to improve.
That’s the message we can take from our ‘report card’ from the Ontario Hospital Association with its scoring system that measures electronic medical records adoption. In partnership with HIMSS Analytics, Ontario hospitals are now being provided with a quarterly HIMSS Analytics EMR Adoption Model (EMRAM) score.
West Parry Sound Health Centre’s most recent EMRAM score is 3.2590. The average score for an Ontario hospital is 2.0387.
The EMR Adoption Model was devised in order to track EMR progress at hospitals and inside larger health systems. The scoring mechanism tracks hospital progress through the completion of eight stages; from beginning to the eventual creation of a fully paperless patient record environment. Each quarter the score is calculated for the OHA with input received from member hospitals - thus creating a comparative provincial ‘snapshot’ based on standardized information. EMRAM assesses the types of data hospitals collect to form the digital health record and their ability to report that data.
The survey and assessment for WPSHC includes: Admission Discharge and Transfer (ADT); diagnostic imaging systems, Radiology Information System (RIS), and Picture Archive and Communication System (PACS); Laboratory Information Systems (Blood Bank, Histology, Microbiology and Pathology); and the Pharmacy Information System, drug history and treatment in the hospital and upon discharge.
The EMRAM measurement also gives considerable weight to a system’s ability to integrate and interchange information and data sets between modules, including the ability to interface and support the Enterprise Master Patient Index (EMPI) and other provincial systems - Ontario Drug Benefit, wait time measures, and patient transfer.
WPSHC scored extremely well, largely, only falling behind the province’s teaching hospitals. Our score of 3.2590 places us in the top 10 percent of Ontario’s hospitals, well above the provincial average.
We are building on this success and expect that our EMRAM scores will continue to rise as our EHR environment expands.

BIG Britt Walk another great step for quality care close to home

BRITT - On Saturday, August 28 the 2nd annual BIG Britt Walk for the Britt Area Nursing Services (BANS) Building Fund was held under sunny skies. Twelve-year-old organizer Madison Lacey continued to smile as the community turned out to support the event. 
MP Tony Clement, MPP Norm Miller, and CEO Donald Sanderson arrived to support and walk with Madison along with members of the Britt and Byng Inlet Recreation Committee, Fire Department, Lions Club, Henvey First Nations EMS, Legion Branch 591, and Britt and Byng Inlet residents. They were joined by many residents who access the nursing station from the outlying areas of Henvey and Magnetawan First Nations, Loring, Noelville, and Key River. They all gathered at the site of the present nursing station, where organizers and Nurse Practitioner Ann Palamar were extremely pleased at the turnout.  
At last count, the amount raised was $13,633.32, but more monetary support continues to come in. This beats last year’s total of $11,100.
In the last two years Madison has raised over $18,000. This year’s top adult fund-raiser was Robert Steele who raised $1,084.60. He took home the Napoleon Travel Q BBQ donated by Wright’s Marina. The iPod Touch purchased with event sponsor money was won by Stacey Lamore who raised $400.
• • • • •
Madison would like to thank those who pledged support for the future Nursing Station and to all the volunteers. A special thank you to the event sponsors of the walk for helping to make the event such a huge success!
With the support of the community and surrounding areas it is hopeful that we will see the vision of the building committee fulfilled. Funds are being sought from various government sources, but they are slow to materialize.
“Thank you for supporting our small community with a BIG heart. Together we can help build one step at a time.”

Celebrating our colleagues in Diagnostic Imaging

Medical Radiation Technologists (MRTs) include a diverse array of highly-trained professionals representing various technology-related disciplines in the health care field – all of whom are being acknowledged for their work during the week of November 7-13.
These nationally certified technologists and therapists use specialized clinical skills to provide the vital link between technology and patient care. Spearheaded by the Canadian Association of Medical Radiation Technologists (CAMRT), MRT Week raises awareness about this powerful area of health care to increase understanding of the contributions of the professionals involved in the clinical applications of medical radiation technology.
Radiological technologists use x-rays to produce images of body parts and systems, including CT scans, breast imaging, and operating room procedures. They are expert in the use of complex medical equipment which is used to better differentiate between normal and diseased tissue, while at the same time providing comprehensive, compassionate care to each patient.
Radiation therapists are responsible for accurately planning and administering the radiation treatment for cancer patients using radiation treatment units. Newer techniques, such as Intensity Modulated Radiation Therapy alone or in conjunction with Image Guided Radiation Therapy, offer the most advanced forms of treating cancer from outside the body. Therapists offer ongoing care and support to patients and their families during the course of treatment.
Nuclear medicine technologists have technical expertise in the use of radiopharmaceuticals and radiation physics, which allows them to perform diagnostic imaging procedures through SPECT and PET imaging. They acquire images of various body systems which aid in identifying normal and diseased tissue, and their attention to quality assurance ensures patient safety is of foremost concern.
Magnetic resonance technologists produce diagnostic images using equipment that generates radio waves and a strong magnetic field. They apply their extensive knowledge of anatomy, pathology and physiology as well as their patient care skills in order to obtain the necessary images and monitor patients during scans.               from www.camrt.ca

Quality program commends lab process

A process being used in our Laboratory has been professionally recognized as a ‘gold standard’ in the delivery of safe quality care for patients.
Immunohistochemistry testing is done to determine a cancer’s primary site, to confirm diagnosis and to determine treatments for patients (ie Estrogen and progesterone results for women/men with breast cancer).
One part of the reason there were related concerns raised in eastern Canada was due to improper control tissue evaluation which caused erroneous results to go out, adversely affecting the treatment paths for some patients.
The Quality Management Program - Laboratory Services (QMPLS) sent out a professional practice survey to see how things were being done in Ontario. As a result of this survey, the control material evaluation procedure being used at WPSHC was recognized and printed in the QMPLS committee’s comments.
These comments recommend ‘gold standard’ processes for Laboratory procedures.