Health and Wellness for All

Transcription

1 Health and Wellness for All Annual Report

2 Table of Contents Letter of Transmittal/Accountability Page 1 Board Governance Page 2 PMH Board of Directors Page 2 Annual Report Overview Page 3 PMH Communications Page 4 Organizational Structure Page 4 Prairie Mountain Health at a Glance Page 5 Executive Team Message Page 6 -Mobile Clinic Feature -Improved Service Delivery -2016/2017 Feature Stories -Health System Innovation -Improved Health Status -Health Equity Feature Page 11 Page 12 Page 13 Page 14 Page 15 Page /2017 Year in Pictures Page 17/18 Financial Position and Operations Page 19/20 Expenditures by Program/Service Page 21 Administrative Costs Page 22 Accountability Provisions Page 22 Our Results: -Capacity Building -Health System Sustainability -Capital Projects Feature -Improved Access to Care Page 7 Page 8 Page 9 Page 10 Compensation Disclosure Page 22 French Language Services Page 23 Public Interest Disclosure (Whistleblower) Page 23 Letter of Transmittal and Accountability e are pleased to present the annual report for Prairie Mountain Health for the fiscal year ended March 31, W 2017 as approved by the Board of Directors on September 19, The annual report was prepared under the Board's direction in accordance with the Regional Health Authorities Act and directions provided by the Minister of Health. All material, economic and fiscal implications known as of March 31, 2017 have been considered in preparing this annual report. This report reviews the actions and initiatives of Prairie Mountain Health from April 1, 2016 to March 31, As with all health care organizations, the years ahead will continue to present many challenges. However, with the assistance of our staff, our community partners and of course, Manitoba Health, Active Living and Seniors, we will continue to strive to meet the Vision and Mission we have articulated. In April 2012, three health regions (Assiniboine, Brandon and Parkland) were merged to form our new health region. While we have made great strides since then, transitioning continues to be challenging and a significant amount of work. However, amalgamation has allowed us to use the strengths of the three previous regions to build capacity and ultimately improve the quality of service in many areas. We acknowledge our staff, management, and physicians across Prairie Mountain Health who have embraced and forged ahead with the opportunities that amalgamation afforded. Through a collective effort with our partners, employees and physicians, much progress has been made toward ensuring that the highest quality care is accessible to our residents. We would like once again to acknowledge the Board of Directors and the Executive Management Team for their shared leadership over the past year. To all staff, thank you for your contribution each and every day to making sure the best possible care and service is delivered. To our community stakeholders, we express gratitude for working with us, challenging us and keeping us motivated to do the best job possible. Respectfully submitted, Catheryn Pedersen Board Chair Board of Directors Penny Gilson Chief Executive Officer 1

3 Prairie Mountain Health (PMH) operates under the direction of a 10 member Board, appointed by the Minister of Health, Seniors and Active Living. The Board s mandate and responsibilities arise from the Regional Health Authorities Act. The Act provides the legislated responsibility and authority to plan, manage, deliver, monitor and evaluate health services within the region. The Board does this in a variety of ways, including providing sufficient oversight measures, ensuring the organization s accountability by monitoring and evaluating its performance, and interacting and communicating with its stakeholders and partners, which includes the general public. Although Board members reside in various communities throughout the health region, they represent the entire region at the Board table. The PMH Board meets monthly (except for July and December and meetings vary from in-person, through the Telehealth Network and by teleconference. The Board is responsible for establishing the Regional Strategic Priorities, contained within the Strategic Plan. Strategic priorities are constant over a five-year period, however, associated indicators, performance measures and major initiatives are monitored and revised annually by the Board. The Board has four standing committees to assist it in carrying out its legislated responsibilities. They are: Executive Committee- Acts on behalf of the Board in urgent situations, when it is not feasible or practical to convene a meeting of the entire Board. The Committee must report any actions taken at the next meeting of the Board and it does not have the authority to change Board bylaws or policies. Finance Committee- Reviews options and implications for the Board s consideration regarding finance and capital planning issues. It advises the Board on annual budget, monthly financial statements, and various financial policies and procedures. Audit Committee- Reviews the audit plan and results of external financial audits. Also reviews statutory and regulatory obligations and monitors policies related to financial reporting and controls. Quality and Patient Safety Committee- Advises and makes recommendations on standards and practices aimed at improving quality, patient safety and innovation. It reviews performance related to quality, patient safety, patient and community input and feedback and compliance with accreditation standards. Advisory Structure PMH continues to work with its Local Health Involvement Groups (LHIGs). They are made up of citizens who have an interest in health, health programs and related health services. Their purpose is to explore and provide advice to the PMH Board of Directors on issues that impact the delivery of local health services. Information about the four geographical LHIG areas can be found on the PMH website. In terms of additional advisory structures, a Regional Medical Advisory Committee and three Area Medical Leadership Councils continue to meet. Updates are provided to the Board through the Chief Medical Officer. Stakeholder/Health Partner Consultation PMH continued its focus on partnerships, visibility, linkage and communication within and across the region. The region developed a regular PMH stakeholder newsletter, which is distributed to an extensive list of health partners. Executive Management Team members, along with PMH Board members, participated in the region s annual stakeholder tour undertaken in May/June There were 12 key community stakeholder meetings, visits in 13 First Nation communities, and general staff meetings held across the Region with over 640 PMH staff attending. 2016/2017 Board of Directors Front left: Murray Parrot, Franklin, Catheryn Pedersen, (Chair) Holland and Jonathan Murray, Brandon. Back left: Lorne Henkelmen (Vice-Chair), Swan River, Wanda Sandy, Canupawakpa, Gwen Drul, Oakburn, Cheryl Bjornson, Ste. Rose, and Duane Whyte, Swan River. Missing from the picture are Barry French, Stockton and Dean Dietrich, Neepawa; 2

4 The 2016/17 year marked the first year of the new Strategic Plan for PMH, which will be in effect from April 1, 2016 until March 31, Every five years health authorities review and revise their Strategic Plan in response to trends in demographics, health status, and health service use. The renewed Strategic Plan was developed by the Board through a consultative process. This new plan, which was built upon the previous interim Strategic Plan, was based on findings from the 2015 comprehensive Community Health Assessment (CHA) with input from staff that were familiar with the needs of clients and staff. This report describes actions and accomplishments from the Strategic Plan priorities from 2016/17. The four operational priorities for this past year were to: Facilitate communication and transfer of clinical information; Implement strategies to improve client flow; Recruit and retain staff proud to work for PMH; and Standardize policies, procedures, models and tools where appropriate. The Strategic Plan identifies specific goals and operational strategies that are aligned with each strategic priority. Operational strategies will be implemented as resources allow and annual status reports will be procured to assess the health authority s progress toward each strategic priority. The complete PMH Strategic Plan can be found at: The new Strategic Plan includes the following Vision, Mission, and Values: VISION: Health and Wellness for All MISSION: Together, we promote and improve the health of people in our region through the delivery of innovative and client-centered health care VALUES: Integrity, Accountability, Equity, Respect, Responsiveness, Engagement The strategic priorities align with those of the province of Manitoba: Capacity Building Health System Innovation Health System Sustainability Improved Access Improved Service Delivery Improved Health Status and Reduced Health Disparities Prairie Mountain Health continued to enhance both its internal and external communication processes in 2016/2017. An extensive internal staff communication survey took place in As a result of some of the findings, PMH enhanced a few of its communication methods and strategies during the past year. Some of these are listed below. As part of the you spoke, we listened internal communication survey, extensive work went into improving the PMH Staff Intranet. The updates helped staff be able to quickly find policy information, health program and service information, education updates and career information. PMH launched a new e-newsletter in January Health Plus replaced two former print versions of health newsletters and also allowed people to subscribe to the monthly electronic version, which reduced the need for printed copies. Those wishing to subscribe to the Health Plus monthly newsletter can visit the PMH website to register. PMH has active Facebook and Twitter accounts, which are used to share information in real time. The PMH website is always being improved upon so that our residents and the general public can easily access news, events, public alerts, program and service information as well as career information. PMH has digital signage in various health care sites, including Brandon, Dauphin, Swan River and Virden. A review will be completed to determine next steps with this information service. Work continues on the overall PMH communication plan that is used by the organization to reach goals and objectives set out in the Strategic Plan ( ). As part of the plan, ongoing reviews will be undertaken to evaluate the effectiveness of some of the region s communication methods, both internally and externally. 3

5 Penny Gilson Chief Executive Officer Lara Bossert Exec. Dir. Corporate Op & Communications Janet Wilcox McKay VP Corporate Services Jayne Troop VP Community & Long Term Care Dr. Shaun Gauthier VP Medical & Diagnostics Debbie Poole VP Acute Care & EMS Brian Schoonbaert VP Finance / COO Brandon RHC Maggie Campbell VP Planning, Quality Improvement Human Resources Payroll / HRIS Recruitment & Organizational Development Labour Relations Information & Communications (ICT) Technology Health Information Mgmt Privacy Transitional/ PCH Services Primary Health Care Primary Health Care Centres Nurse Practitioners Midwifery Health Promotion Chronic Disease Education Program My Health Teams Teen Clinics URIS Home Care & Seniors Programs Physician Services Diagnostic Services Research Pharmacy Services Acute Care Emergency Medical Services Emergency Preparedness Disaster Mgmt Clinical Programs Clinical Education Infection Prevention & Control Wound / Ostomy Care Palliative Care Spiritual Care Finance Capital & Infrastructure Security, Facility Engineering Services Bio Medical Services Support Services Nutrition Services Environmental Services Materials Management Planning & Innovation Community Health Assessment Strategic Planning Health Plan Program Planning & Evaluation Process Improvement LEAN Risk Management / Patient Safety Accreditation Client Relations Volunteer Services Mental Health Public Health Cancer Care Rehab Services Regional Policy Management Aboriginal Health 4

6 Prairie Mountain Health region (approx. shaded white) is one of five Regional Health Authorities in Manitoba. For more information on RHA programs and services, or to review the official PMH map, visit: /2017 Population within PMH: *169,760 Percentage of MB Population: 12.9 % Geographic area: 67,000 sq. kms Number of municipalities: 55 Number of Cities: (2) Brandon / Dauphin First Nation communities: 14 PMH Aboriginal population: 16% MB Aboriginal population: 16.7 % Northern Affairs communities: 15 Hutterite communities: 32 Acute care sites: 20 Acute care beds: *795 Long term care sites: 43 Long term care beds: *2,003 Transitional care sites: 9 Transitional care beds: *91 Community Health Service offices: 33 Mental Health Centres: 2 Primary Health Care Centres: 6 Primary Care Centre: 1 Community Cancer Programs: 7 EMS (ambulance) facilities: 38 Telehealth communities: 27 Non-devolved (Affiliate) facilities: 9 Dialysis Units: 4 Orthopedic Rehab Unit: 1 MRI machines: 1 CT Scan machines: 3 Number of employees: *8,700 Number of family physicians: *154 Number of specialists: *70 Nurse Practitioners: *19 * numbers subject to change 5

7 project involved renovating space and providing significant enhancements for a new pediatric ward. In early February 2017, the Province officially awarded the contract tender for a $23 million construction project to redevelop the Emergency Department and Special Care Unit at Dauphin Regional Health Centre (DRHC). The last major renovation for DRHC took place in (More on Page 9). PMH Executive Management Team 2016/2017 From back left to right: Dr. Shaun Gauthier, Lara Bossert, Maggie Campbell, Jayne Troop, Penny Gilson and Brian Schoonbaert. Front left to right are Debbie Poole and Janet Wilcox-McKay. The Executive Management Team of Prairie Mountain Health (PMH) is pleased to report back on the fiscal year of 2016/2017. As we look back on our fifth year of operation since the RHA amalgamations of 2012, we continue to move forward with advancing the organization. Important items of note which transpired throughout the year include: 2016/2017 Year-end Financial Position The region s audited financial statements showed a small surplus of $120,000. More information on the region s financial position can be found on Pages 19/20. Board of Directors New appointments In November 2016, the Province appointed a new PMH Board Chair, Catheryn Pedersen, as well as five new members to the Board. New members appointed included: Cheryl Bjornson (Ste. Rose), Gwendolyn Drul (Oakburn), Lorne Henkelman (Swan River), Murray Parrot (Franklin) and Duane Whyte (Swan River) Strategic Plan 2016/17 marks the first year of the new Strategic Plan ( ), which was developed following the comprehensive 2015 Community Health Assessment. The refreshed Strategic Plan, which was built upon the previous plan, continues to align with the provincial goals and objectives. The six regional priorities are: improved service delivery, improved access to care, capacity building, health system innovation, health system sustainability, and improving health status and reducing disparities. Actions taken in 2016/17 which contribute to these priorities are described within this report. Patient and Family Engagement Patient and family engagement is supported by a strong body of evidence that shows the practice can result in improved health outcomes for patients, enhanced patient and provider experience, better financial performance, fewer errors, more diligent decision-making, better risk management and a more knowledgeable public. Capital Projects Several key capital projects are in varying stages across the region. Two of the larger ones involve our regional centres in Brandon and Dauphin. Construction on the $13.75 million Brandon Regional Health Centre (BRHC) redevelopment project commenced in May One of the initial phases of the New Telehealth sites In 2016/2017, provincial approval was given for additional PMH communities to join the MBTelehealth Network. The new communities, who raised funds for capital equipment and five years of operating costs, included Erickson, Glenboro and Melita. The Ste. Rose Primary Health Care Centre would also be receiving a new Telehealth unit as part of the new Centre s construction. With the approval of the new sites, it brings the total number of communities within PMH to host Telehealth services to 27. Community Health Assessment Planning is underway for the 2019 Community Health Assessment (CHA). A Community Health Assessment is an ongoing process to gather information about the health of the population and to provide evidence to inform health service planning. Using a population health approach, it provides information about the health status of community residents, tracks health outcomes over time, and examines health system characteristics and system performance. The most recent CHA for the PMH was released in Accessibility Planning Effective November 1 st, 2015, the provincial Accessibility Standard for Customer Service came into effect. It is the first of five standards under The Accessibility for Manitobans Act. PMH has until November 1, 2017 to comply with this standard. This includes identifying barriers to accessible customer service, looking at ways to remove barriers or providing alternatives. PMH has posted our first accessibility plan on our website. As we evolve and accessibility standards are introduced, the plan will be updated to reflect these changes. Partner of the Year Award PMH was very pleased to partner with Manitoba (MB) Start on a project for Westman Nursing Home in Virden. MB Start connects businesses/organizations to career development services for provincial newcomers. The project involved matching internationally-trained health care professionals to vacant health care aide positions. Nine clients accepted offers and relocated to Virden to work. In May 2016, PMH was honoured with the MB Start, New Employer Partner of the Year award. Our thanks In closing, on behalf of EMT and our Regional Leadership Team, we thank all of our staff, physicians, volunteers and board members for the dedication and commitment you bring to your work. We remain as committed as ever to working towards our region s Vision of Health and Wellness for All. Penny Gilson, Chief Executive Officer (CEO) Prairie Mountain Health 6

8 Recruitment and Retention (Primary Care) Recruitment and retention of primary care providers has been consistently identified as a priority by clients and communities through the Community Health Assessment process and meetings with partners. In 2016/2017, 6 Nurse Practitioners were hired in Prairie Mountain Health (PMH). Additional physicians were also recruited to the following communities: Dauphin (3) family physicians and a general surgeon), Grandview, Killarney, Neepawa, Roblin, Ste. Rose, Shoal Lake, and Swan Valley Primary Care Centre. The following specialists were recruited to PMH within the last year: Cardiologist Radiologist Pediatrician Psychiatrist Orthopedic Surgeon Medical Officer of Health Geriatrician At the Brandon Regional Health Centre, there have been several additions and improvements to the Emergency Room schedule, recruitment of a hospitalist, 4 family physicians, and 4 physician/clinical assistants. We continue to work closely with the Manitoba Locum Tenens Program to secure locum physicians throughout the region. PMH continues to work with the University of Manitoba Medical School and Graduates of the U of M s Brandon Satellite Medical Residency Program in Manitoba s Office of Rural and Northern Health on a variety of recruitment initiatives geared at Manitoba graduates. The region continues to participate in the provincial International Medical Graduate (IMG) program. Cultural Awareness Implementing cultural awareness and competence training was a priority in PMH in An online learning module, Indigenous Cultural Awareness: Creating a Foundation for Cultural Safety, was designed and created by a working group represented by PMH Aboriginal Health, Aboriginal Human Resources and the Aboriginal Spiritual Care Provider, with guidance and assistance from PMH Aboriginal Board Members. The purpose of this training is to provide all staff the opportunity to learn about the rich culture and diverse Indigenous populations within the PMH region. Due to the nature of their work this module is required for security staff and employees working in Emergency Departments. Nurse Practitioner Team Members of the Nurse Practitioner (NP) Team gather just before NP Week in November PMH was pleased to successfully recruit 6 new NP s in 2016/2017. Telestroke Program Staff from Emergency Medical Services (EMS), the Emergency Department, CT, Lab, switchboard, neurologists and radiologists all participated in mock stroke protocol trials in 2016 at Brandon Regional Health Centres (BRHC) and Dauphin Regional Health Centres (DRHC). The new stroke protocol will enhance the specialized emergency care for stroke patients. Patients who are presenting with stroke symptoms in the Parkland area will not be taken to their local hospital; instead they will go straight to DRHC for advanced treatment options. The same protocol will be used for residents in the Westman area as they will be transported directly to BRHC. The Telestroke program allows emergency physicians at both Centres to work with stroke neurologists and radiologists 24 hours per day through videoconferencing. Telestroke Program The Brandon and Dauphin Regional Health Centres are now the two hospitals within PMH offering advanced treatment care through the Manitoba Telestroke Program. 7

9 With many facilities built several decades ago, one of the challenges related to sustainability in Prairie Mountain Health (PMH) is aging infrastructure. This requires investment through renovation and redevelopment in order to meet evolving standards and to deliver health care services in a safe, well-organized environment. A number of redevelopments and capital projects continued or were completed within PMH in 2016/2017. More information on some of these projects can be found on Page 9. While these redevelopments contribute to sustainability, they represent a significant financial investment. The health authority strives to manage assets and spend public money wisely by adhering to the direction outlined by the province and using our resources efficiently. Over the next five years we will continue to assess regional infrastructure and processes while developing a capital plan that meets current and future needs. Telehealth Telehealth continues to be well-utilized within PMH and has expanded to 26 communities within the region. Access to MBTelehealth continues to mean less travel for patients, more access to medical specialists and overall, better health care services closer to home. The number of clinical sessions increased from 10,902 in 2015/16 to 12,498 in 2016/17. The non-clinical sessions decreased slightly this fiscal year down to 3,638 from 3,687 the previous year. The most utilized specialty using the service was oncology at 4,082 sessions, then psychiatry at 2,127, anesthesia at 1,599 and general surgery at 1,114 sessions. Topping the list for site usage is Dauphin at 4,472 sessions, the Western Manitoba Cancer Centre in Brandon at 2,277 Swan Valley Health Centre at 1,954, Brandon Regional Health Centre at 1,459 and then Roblin District Health Centre at 778 sessions. Diagnostic enhancements With support from Manitoba Health, Seniors and Active Living, and Diagnostic Services of Manitoba, the Dauphin Regional Health Centre received an upgrade to its CT Scanner in 2016/2017. Nursing overtime and agency costs In 2016, the PMH Overtime and Agency Costs Oversight Committee was established with the purpose of providing monitoring, oversight and problem solving around overtime and agency costs. Its aim is to reduce the current worked nursing hours identified as either agency or overtime. The committee has undertaken a comprehensive review of the use of overtime and agency resources at the unit/facility level and established a reporting and tracking mechanism for real time monitoring of performance and costs. Source MB Telehealth Utilization Report April 1, March 31,

10 P rairie Mountain Health was pleased to move forward with a number of key capital projects during the 2016/2017 fiscal year. All of the projects that are featured below certainly assist PMH as it works through goals and objectives outlined in its Strategic Plan. BRANDON REGIONAL HEALTH CENTRE (BRHC) Construction on the $13.75-million BRHC Redevelopment Project commenced in the spring of The project calls for over 53 thousand square feet of redevelopment of the pediatric and acute medical areas. The first phase of the project, relocating the pediatric ward to the second floor annex, was completed in May Work continues on phases that will see 12 new medical in-patient beds created to bring the total number of acute medical beds at BRHC to 60. The project is expected to continue into May Brandon Regional Health Centre Redevelopment Project BRHC MRI REPLACEMENT PROJECT Manitoba Health, Seniors and Active Living announced in early 2017, that the province was investing more than $3.4-million to purchase and install a replacement magnetic resonance imager (MRI) at Brandon Regional Health Centre (BRHC). The former scanner in operation was over 10 years old and in need of frequent repairs. Work on installation of the new unit was to begin in the spring of 2017 and completion estimated for the fall. The total cost of the project includes $2.9-million for equipment costs and nearly $490,000 in capital construction costs for the installation DAUPHIN REGIONAL HEALTH CENTRE (DRHC) Manitoba Health, Seniors and Active Living awarded the construction tender on the $23-million DRHC Redevelopment project in early February The project calls for 16,000 square feet of new and renovated area for the Emergency Department and Special Care Unit (ED/SCU). The plan also calls for an enhanced, enclosed ambulance garage for patient drop off. Construction commenced in late March A temporary Emergency Department is part of the initial phase of the project, which is anticipated to be complete by fall The entire redevelopment project is anticipated to take at least two years to complete. ft3 Architecture Brandon MRI Replacement Project DRHC DIAGNOSTICS A new digital x-ray suite was installed at DRHC in August The diagnostic enhancements included installation of a new digital radiography unit, which offered improved image quality and reduced radiation doses to patients. The project cost was about $500-thousand. Dauphin Regional Health Centre Redevelopment STE. ROSE PRIMARY HEALTH CARE CENTRE Construction on the $3.6-million project (8600 square feet) was completed in January The new centre includes space for primary care services, public health care, chronic disease management education, home care and mental health services. A Nurse Practitioner position was also created to work out of the new site. PMH acknowledges support of municipal councils, the Turtle River Development Centre and East Parkland Medical Group with this project. Ste. Rose Primary Health Care Centre 9

11 Client Flow A key priority for 2016/17 was identifying and addressing barriers to client flow. There are many factors that influence how easily a client or patient can move through the health system: availability of a hospital bed when needed, timely discharge with sufficient home supports, and availability of alternate care options when someone requires chronic or long term care. A team was established to examine factors influencing client flow in our two largest acute care facilities: Brandon Regional Health Centre and Dauphin Regional Health Centre. Through this work it was discovered that some clients experience longer than expected lengths of stay and many clients are waiting in acute care centers for a personal care home bed. When this happens there are fewer beds available for acutely ill clients. Emergency Departments are affected by client flow when there are no beds available for new admissions. This team has been reviewing information about the factors impacting client flow in Brandon and Dauphin. Future directions for this team include refining and monitoring client flow information and planning ways to make improvements. Wait Time Measures Meeting Targets While waiting for care is a normal part of any health system (such as waiting to see if a patient s condition improves); it can become problematic when waits increase due to increased demand for services, limited health care resources or inefficient use of existing resources. Improved access to care is a strategic priority for our region, including a benchmark indicator for hip, knee and cataract surgeries. It is our goal to complete at least 90% of priority surgeries within 16 weeks (for cataract) and 26 weeks (for hip or knee). This measure calculates the number of weeks between receipt of the booking form (following all pre-op testing; when the patient is healthy enough for surgery to occur), and the date of surgery. It includes scheduled services only. Patients who require emergent care are booked as soon as possible and not placed on a wait list. HIV care and services - PMH partnered with the Manitoba HIV Program to develop the province s third site (the first outside of Winnipeg) where individuals could receive specialized HIV care and services. Specialized HIV Care and Services PMH partnered with the Manitoba HIV Program to develop the province s third site where individuals could go to receive specialized HIV care and services the first outside of Winnipeg. Effective October 2016, the 7 th Street Health Access Centre in Brandon began providing a full-range of HIV and primary care services, which included established Centre services related to housing resources, outreach and social supports. Access to HIV care and treatment continued with the provincial HIV Program and individuals that have received a positive HIV diagnosis will now have a choice of receiving care and treatment in Winnipeg or Brandon. Family Doctor Finder The Family Doctor Finder is designed to connect clients with a regular primary care provider, who can provide them with a home base for their health care needs. Since 2013, 4,308 clients have registered with the Family Doctor Finder program in PMH and just over 90% (3,489) have been successfully matched with a primary care provider. As reported to Health, Seniors and Active Living, we realized a regression in the percentage of cataract surgeries complete within 16 weeks (from 81% in 2015/16 to 78% in 2016/17). As reported by the Canadian Institute for Health Information, we realized an improvement in the percentage of hip replacements complete within 26 weeks (from 85% in 2015 to 89% in 2016), but a regression in knee replacements meeting the target (from 79% in 2015 to 77% in 2016). The complete 2016/2017 Annual Wait Time Report is available on the PMH website. Go to Our Region section and click on Regional Reports. 10

12 P rairie Mountain Health (PMH) was pleased to recognize that the Mobile Clinic was rolling right along after passing the three-year milestone in February Mobile Clinics (MCs) are buses that have been designed to be fully functioning primary care clinics. They come complete with two exam rooms, a wheelchair lift, and the same medical equipment and technology you would find in any other clinic. The Mobile Clinic the province s first started visiting select sites in early February Tootinaowaziibeeng First Nation, between Grandview and Roblin, was the very first stop for the Clinic. The other communities involved in the initial schedule were Binscarth, Birdtail Sioux First Nation, Keeseekoowenin First Nation, McAuley and San Clara. All of the communities, except McAuley, remain part of the MC route schedule. After conversations with community leaders in the McAuley area, the route was discontinued because of low client volumes. Recent and exciting changes took place in late 2016, when two new communities joined the MC schedule. Communities added were O-Chi-Chak-Ko-Sipi First Nation (Oct. 2016) and Ebb and Flow First Nation (Nov. 2016) both in the northeastern part of the health region. The MC is now providing service on a five-day/week schedule. The MC is staffed with a Nurse Practitioner (NP), Community Health Nurse and a Driver. The Driver is generally the greeter who welcomes and registers people to the MC. Community Health Nurses are registered nurses. NPs are registered nurses who have completed advanced education and training and have a wide scope of practice. Some of the services provided on the MC include: Regular health check-ups; Treatment for minor ailments; Prescribing medications; Ordering and managing results of screening and diagnostic tests (eg. lab/x-ray); Help managing with a chronic disease or condition; Immunizations; Health promotion and education; and Referrals to other health services or specialists. One of the areas PMH continues to work on involves enhancing the staffing complement so that the MC can offer services closer to home for PMH residents. PMH works closely with Community Health Nurses and Nurse Practitioners to ensure they are utilizing their full scope of practice so they are complimenting each other s service, not duplicating it. The overall result is more coordinated care for clients and maximizing the time spent in each of the communities. PMH continues various initiatives to recruit and retain NPs within the region. In recent years, the number of NPs employed by PMH has grown to 19. More information about the Mobile Clinic, and monthly schedules, are available on the PMH website (under the Programs and Services section). 11

13 Patient and Family Engagement Patient and Family engagement refers to encouraging clients, families and members of the general public to be active partners with service providers during their healthcare journeys. This concept is supported by a strong body of evidence that shows engagement can result in improved health outcomes for patients, enhanced patient and provider experience, better financial performance, fewer errors, more diligent decision-making, better risk management, and a more knowledgeable public. "My Patient Passport" has been rolled out to every facility, program and service in PMH. It is a useful communication and patient engagement tool designed to assist patients and their families throughout the care transitions. It is owned and managed by the patient, resulting in improved patient safety and care. The passport is generic and is not intended to replace existing tools (My Cancer Notebook, ERIK, Medication Card, etc). Voice of the Customer Hearing from the clients and families served by PMH programs and services is vital in assisting PMH to meet the needs of the population. There are a number of avenues from which information is collected including Client Experience Questionnaires, various surveys, incident reports, complaints, compliments and queries reports. These reports are analyzed by the various service areas in order to identify where and how improvements can be made. During the 2016/17 fiscal year, there were 470 complaints and 155 compliments reported. Common complaints related to poor communication, patient safety, unsatisfactory care provision and negative experiences with healthcare personnel. These complaints were themed, with dignity and respect being the most common at 31% and access being the second most common theme at 23%. Compliments are often shared by clients and/or their families who have received exceptional care. Declaration of Patient Values The region continues to finalize the Declaration of Patient Values this is a document that will be shared with staff regarding what patients value most when seeking health care. The document was drafted by using feedback from patients, families and Local Health Involvement Group (LHIG) members over the course of several focus group sessions and a public survey. With staff having a better understanding of the values of the patients under their care, communication and health outcomes will certainly improve. Information Transfer at Care Transitions Required Organizational Practice The Information Transfer at Care Transitions Team continues working to meet the goal of this Required Organizational Practice: to effectively communicate information relevant to the care of the client during care transitions. Transitions in care can occur in many different situations, such as when a patient is moved from one hospital to another, or from a hospital to a community Prairie Mountain Health continued with its Services to Services meetings with First Nations stakeholders in 2016/2017. program, or when there is a change in who is providing care. For example, nurses provide report to one another at shift change. Policies including information transfer and/or documentation tools have been developed. They have been implemented in a limited number of hospitals and community program locations as it was important to trial and evaluate new procedures and tools before implementing in the entire region. A revised provincial Manitoba Information Transfer/Referral form was successfully implemented which has helped to standardize the information that needs to be communicated regardless of where the transition occurs in the province. The Emergency Medical Services (Ambulance) program has now implemented the Information Transfer policy region wide. Standardized tools have been implemented in surgery locations to ensure necessary information is given from the OR/Recovery Room staff to the Surgical Unit staff. Disaster & Emergency Preparedness Program (DEPP) During the fiscal year, there were approximately 233 actual disaster code activations and responses. The information is summarized from the PMH Incident Report System, and DEPP recognizes that many more incidents have occurred within PMH than what were reported in the database. We continue to work with staff to ensure event documentation following disaster code activations. This continual quality assurance has enabled the region to provide updated guidance and direction for various emergency response plans including; Code Alert-Tornado, Code Yellow-Missing Client and the development of a Code Alert-Communications Disruption plan. 12

14 Every year, starting late January, Prairie Mountain Health (PMH) starts to connect with the graduating nursing classes and coordinates a Regional approach to hiring graduate nurses. The applicable nursing classes at Brandon University, University College of the North, University of Manitoba, Red River College and Assiniboine Community College are approached by PMH by means of class presentations and/or career fairs throughout the year to engage and inform students of employment opportunities. From the Bachelor of Nursing (BN) programs, PMH hired approximately twenty students in various positions throughout the Region. Rural Graduate Registered Nurse Mentorship positions were posted in rural facilities that were experiencing higher vacancy needs. The Mentorship positions are 4-month term positions that allows for an easier transition from student to graduate nurse to fully registered nurse in a rural facility. Of the twenty Grad Nurse positions posted, nine students accepted Grad Nurse Mentorship positions. Twenty-two students from the Bachelor of Psychiatric (BPN) program participated in Regional Grad interviews and fourteen RPN s from this class are employed with PMH. From the Practical Nursing classes, PMH saw thirty-seven new hires in various Licensed Practical Nurse (LPN) positions and facilities. ACC Parkland Campus Nursing Grads 2016/2017. PMH provides a rewarding nursing career in a rural and/or an urban setting. The well-rounded experiences in all areas of nursing is perceived as a great benefit for all nurses pursing employment in PMH. Newly graduated nurses are an inspiring asset to our health care team as new and innovative nursing skills and practices are always welcome! Prairie Mountain Health (PMH) is committed to continually improving our services; part of this commitment involves participation in accreditation with Accreditation Canada. This participation identifies both strengths in our health region and opportunities for improvement. PMH received its national accreditation award following a comprehensive week-long regional survey in mid-june of Accreditation Canada affirmed that the health region had achieved the Accredited Report level, meaning PMH is required to report back on certain organizational practices, standards and quality improvements relating to patient safety, within established timeframes. Accreditation is a continuous quality improvement process that evaluates PMH programs and services against national standards. Over 50 PMH Teams prepared quality improvement plans, self-assessment evaluations and Required Organizational Practices/ standards to be ready for the survey. The final accreditation review indicated that PMH met just over 89% of surveyed criteria. The accreditation onsite survey that was completed in June 2016 was the first for PMH as an amalgamated region. This required merging of three former accreditation review processes and contributed to the development of a successful PMH framework. An accreditation decision is valid for four years and PMH will participate in another onsite survey in The detailed Accreditation Canada report is available on the PMH intranet: Accreditation-Final-Report-2016.pdf. One of the PMH strategic priorities for 2016/17 was improving health service delivery for First Nation, Metis and Inuit residents through policy and programs, with a focus on prevention, primary health care, public health and education. Each year the Executive Management Team (EMT) meets with communities to discuss our programs and services and to learn about local health matters. Over the years leaders in First Nation communities have frequently mentioned mental health and wellness as a priority. As a result of these conversations, a Mental Health Forum was held on January 17, The forum was planned in partnership with First Nation communities to identify ways to improve mental health and wellness within existing resources. A scan of mental health and addictions services was developed by the Planning Group with significant community input. Brief presentations regarding federal mental health services and PMH mental health services were provided. Participants identified gaps, challenges and strengths regarding mental health programs and services, priorities, potential solutions and actions. Where possible, the groups identified responsibility areas and timelines for follow-up. Next steps were discussed, such as : Education about the Mental Health Act and discharge planning, including PMH community health services staff in health service sharing meetings, knowledge exchange and information sharing on current health systems (federal/provincial), providing information to communities about Mental Health First Aid training, and collaborating to improve access to mental health services. Continued dialogue is planned to monitor progress and identify ongoing priorities. 13

15 Physiotherapy Wait List Management Project The Dauphin/Grandview Physiotherapy team identified concerns with a long wait list for services, and decided to implement a successful initiative from Newfoundland involving the elimination of the wait list. A dedicated appointment line was set up and referred clients were provided with the information on how to call the line and set up their own appointment. The new process greatly reduced time spent on wait list management and calling people for appointments resulting in an increase in direct client care. Plans are underway to roll the project out across PMH. Lean Six Sigma Yellow Belt Course As part of PMH s commitment to improving both the efficiency and the effectiveness of the care we provide, the provincially developed Yellow Belt Lean Six Sigma training program was again offered to staff. The goal of the program is to train participants to a level of Lean Six Sigma knowledge so that they can implement improvements through project work within their department. To date, 39 staff have completed the course. The projects are assessed to ensure that they are relevant to the department and also of an appropriate scope for the Yellow Belt students. Once the trainee has received certification they must continue to complete a project at least every two years to maintain their certification. One of the projects completed looked at the supply ordering process in Therapy Services. The project saw a 62% reduction in the frequency of ordering and a 79% reduction in the staff time spent ordering therapy supplies. This freed up more time for client care. The Five Principles of Lean What is Lean? Lean thinking is the belief that there is a simpler, better, easier way to complete our work. It is about eliminating waste, inefficiencies and errors. It is about making our work environments efficient and effective. Lean improves safety, quality, costs, efficiencies and service delivery. What is Six Sigma? Six Sigma is a set of statistical tools and techniques for process improvement. Six Sigma projects follow a defined sequence of steps called DMAIC (Define, Measure, Analyze, Improve, Control). A project completed in the Human Resources department saw 50% reduction in the time spent analyzing Disability and Rehabilitation Reports along with a reduction in overall defects in the reports. Community Health/Primary Care Inventory Management Project A project was completed in the northern section of PMH at the various Community Health/Primary Care sites with a focus on organization and inventory management. The goal was to create efficiencies, reduce waste and reduce overstocking of supplies. Many medical supplies have expiry dates, and projects such as this try to minimize this to save valuable resources. Some expired products discovered during the project were donated to an organization that sends items to under-developed countries. Falls Prevention Preventing falls is an important patient safety priority in PMH. A Green Belt project was completed in Carberry in 2015 and the learnings from that project were spread to additional facilities. From March 1st to September 1st, 2016, the use of non-slip socks was trialed with new admissions in nine inpatient sites to determine effectiveness as a falls intervention. The use of non-slip socks as a falls intervention directly aligns with our strategic goal to improve client safety and reflects best practices as outlined by our regional Falls Prevention and Management Policy, the Accreditation Required Organizational Practice and Healthcare Insurance Reciprocal of Canada (HIROC) risk resources. Analysis of falls rates determined that an overall combined reduction of 37% occurred at the 9 trial sites between baseline (2014/15 fiscal year) and the trial period (March 1st September 2016). All 9 trial facilities recommended continued use of non-slip socks, which has been shown to be effective in preventing client falls with minimal cost. 14

16 This workshop set the foundation for creating a communitybased harm reduction network in the Swan River area. Building on this success, planning commenced for a harm reduction training workshop, in partnership with the Addictions Foundation of Manitoba (AFM), in Ste. Rose du Lac for the spring of Harm Reduction Training - PMH continued with hosting Harm Reduction Training Workshops during 2016/2017. Harm Reduction in Prairie Mountain Health A presentation on Harm Reduction was made to the PMH Board of Directors at the May 2016 meeting. In September 2016, the PMH Harm Reduction Steering Committee met in person for the first time, beginning with a training session on harm reduction. The mandate of the Steering Committee is to guide the development, implementation and evaluation of organizational policies and procedures, position statements and staff education, clinical practice, supply distribution and safe sharps disposal across PMH. A research project related to community sharps disposal was completed by 4 th year nursing students as part of their community health practicum. A report was presented to the PMH Harm Reduction Steering Committee in December The committee continues to work on the development of regional policies and procedures for community sharps disposal. Dr. Amy Frykoda, Medical Officer of Health, presented on Harm Reduction at the PMH Annual General Meeting, October In February 2017, a Memorandum of Understanding was signed with The 595 Prevention Team, Winnipeg MB, to support harm reduction training activities throughout the region. The 595 Prevention Team provincial mandate is to work with peers, policy makers, network members, academics and community leaders to make recommendations regarding the development, implementation, and evaluation of sexually transmitted and bloodborne infections (STBBI) prevention initiatives based on evidence and best practice with priority populations. Swan River hosted a three-day Harm Reduction training workshop for PMH staff and community partners in conjunction with the Winnipegosis Community Paramedicine Project in late January An ad-hoc committee with representatives from Primary Health Care, Public Health, EMS, Pharmacy and Communications oversaw the development and implementation of policy, training and distribution processes for specific sites in Public Health and Primary Health Care to distribute Take Home Naloxone Kits as part of the provincial program. The physicians and Community Health Nurse at Swan Valley Primary Care Centre participated in a self-audit of the Swan River Primary Care Outreach Clinic (PCOC) with the College of Physicians of Manitoba in November Since August 2015, the PCOC provides outreach to people who use drugs and are at risk for associated harms, to connect them to appropriate resources. It also provides primary care to people with Hepatitis C and HIV infections. Care includes opiate replacement therapy for those who are dealing with opiate addiction, as well as other supports. Dialogue is underway within PMH and with AFM and physicians, regarding potential for a Primary Care Outreach Clinic (PCOC) in Dauphin, similar to the PCOC in Swan River. In addition to harm reduction, a number of initiatives have been implemented with partners in PMH to improve health status and reduce health disparities. These are described in more detail on the following page. PMH rolled out its program to distribute free take home Naloxone kits within the region in 2016/2017. Initial sites during the fiscal year that would have the kits available included 7th Street Health Access Centre and the Public Health Sexual Health Program (Brandon), Camperville Primary Health Care Centre, Waterhen Primary Health Care Centre, Dauphin Public Health, Roblin Public Health and Swan River Public Health. 15

17 Not everyone shares the same opportunities to be healthy. Some people are disadvantaged because of their social or economic situation, race, disability, age, or many other reasons. These unfair and avoidable differences lead to inequities in health status. Some people need additional supports to thrive and flourish while others may not require the same supports. Addressing inequities means offering resources based on need versus providing the same level of support to everyone. Equity is a core value for Prairie Mountain Health (PMH). Therefore improving health status and reducing disparities are key priorities for action. The Health Promotion and Community Development program identified a specific district in each zone where health inequities are the greatest resulting in a higher burden of illness and lower life expectancy. Several initiatives were implemented in these pilot communities to address health inequities. Nicotine Replacement Therapy (NRT) Provision Central Zone With a grant from Manitoba Health, Seniors and Active Living, PMH has been able to provide NRT at no cost to people who are ready to quit using tobacco, in partnership with the Tobacco Dependence Program at Brandon Regional Health Centre, Samaritan House, and 7 th Street Health Access Centre. Community Volunteer Income Tax Program (CVITP) (Central and South Zones) 7 th Street Health Access Centre in Brandon has coordinated the past 12 years, recruiting and training more than 22 volunteers per year for Brandon and Rural sites, to offer free tax filing for people who meet the criteria below: Family Size (Income Level) -Single person ($30,000 or less); -Couple (with combined income of $40,000 or less); -One adult with a child (income $35,000 or less). In addition to residents of Brandon, the following rural communities also benefitted from community partnerships and the CVITP volunteers: Birtle Medical Clinic Carberry Services for Seniors Elkhorn Leisure Centre Virden Branch Border Regional Library Minnedosa - Adult Learning Centre Neepawa HAND Office / Services for Seniors Souris Valley Recreation District Rivers Riverdale Municipality Brandon- 7th Street Health Access Centre Killarney Tri Lake Health Centre Deloraine Prairie Skills Centre A total of 2,411 tax returns were completed for the 2015 tax season (March Sept 2016), up from 1,957 for 2014 tax season (March Sept. 2015). The 2016 tax year returns (March September 2016) were in process at the end of The Better Access to Groceries (B.A.G.) project (PMH North Zone) Health Promotion and Community development staff worked with residents in the communities of Camperville and Duck Bay to examine challenges with access to fresh vegetables and fruit. The Camperville and Duck Bay Healthy Food Action Committee was formed and, in collaboration with community volunteers, launched the new initiative in July B.A.G. programs aim to bring healthy food closer to home for community residents who live in areas that do not have a grocery store and experience limited access to transportation. In December 2016, a short paper-based survey was completed by 41 participants of the B.A.G. program. Participants were asked to rate the value of their investment on a scale of 1 (poor) to 5 (excellent) when purchasing vegetables and fruit through the program. The average rating was 4.8. A total of 89% of participants reported that they eat more vegetables and fruit as a result of the program. Healthy Food Environment project (PMH South Zone) In June 2016, PMH Health Promotion and Community Development staff partnered with the Birtle Collegiate Institute to support the development of a healthy food environment. The project included a pre-survey of student behaviour regarding food and nutrition, a food skills lesson plan delivered during class time for one hour per week over six weeks and a postsurvey to evaluate student learning. Lesson plans included a grocery store tour to teach food and nutrition label reading, proper handwashing, kitchen and food safety, opportunities to practice cooking skills and positive body image/self-esteem. 16

18 In pictures information 1) Baldur Health Centre Telehealth- A recognition event was held at Baldur Health Centre in May 2016 to recognize the community support for the Telehealth Program. 2) Tiger Hills Health Centre-Treherne A recognition event was held in Treherne in May 2016 to thank the community for their support of the Telehealth Program. 3) Rural Week-Dauphin First year medical students participate in provincial Rural Week in the spring of 2016 coordinated by Manitoba s Office of Rural and Northern Health. 4) BRHC Auxiliary recognized- PMH officials recognized and sincerely thanked the Brandon Regional Health Centre Auxiliary for donating more than $4-million to the BRHC since ) Melita Doctor recognized Doctor Al Dizon was recognized for his 45 years of service and dedication to the Melita Health Centre and contributions to Melita and the surrounding area. Dr. Dizon Drive is now the name of the street that runs past Melita Health Centre from Main Street to Townsend Drive. 6) St. Paul s Home Dauphin- The St. Paul s Personal Care Home in Dauphin took part in the MB Alzheimer Society s Touch Quilt Project in January Quilts are crafted by numerous volunteers in communities and provide individuals, who reside in personal care homes and live with dementia, with the opportunity for sensory stimulation which increases happiness and relaxation. 7) PMH Paramedics provide education- Paramedics in Dauphin provided public education on bike and car seat safety as well as tours of the ambulance during the Dauphin Street Fair in July From left are Bryan Jacobson, Max the Bear-O-Medic and Michelle Skipper. 17

19 In pictures information 8) Brandon Doctor honoured Brandon s Dr. Guillermo Rocha was named one of 10 influential Hispanic Canadians in December 2016 by the Canadian Hispanic Business Alliance. Dr. Rocha introduced an innovative piece of laser surgery equipment for cataract patients in ) Dauphin Doctor honoured- Dr. Allan Lysack retired after over 50 years of service as a general surgeon at Dauphin Regional Health Centre. A recognition event was held to honour him in February ) Partner of the Year Award PMH was recognized with the prestigious Manitoba Start New Employer Partner of the Year Award in Accepting the award were Virden Westman Nursing Home Care Team Manager Lindsay Cooper (l) and Larissa Kominko (r), PMH Recruitment Supervisor. 11) Ste. Rose General Hospital- The Ste. Rose General Hospital held an opening and blessing for its new chapel in May The new chapel received support and funding from the Prevost Foundation in Ste. Rose. 12) Brandon Pride held its second-ever March for the local lesbian, gay, bisexual, transgender, two-spirited and queer (LGBTTQ*) community in June PMH Public Health Services were proud to be a part of this celebration along with about 500 other people. 13) Brandon s Operation Walk- From left Rachelle Lesy, Stephanie Phillips and Dr. Norman Klippenstein took their surgical skills to Nicaragua in November 2016 as part of Operation Walk. The humanitarian medical adventure saw the trio as part of a team that provided 70 new joints, mostly knees, provided for needy patients in one of the poorest countries in the Americas. 14) Brandon DASH Tent- The DASH Tent in Brandon celebrated its 20th Anniversary in June Some 963 children and their families went through Dudley s Ambulatory Surgical Hospital, thanks to support from community sponsors and the Brandon Regional Health Centre Foundation. 15) PMH Paramedics honoured- Four PMH paramedics received the Emergency Medical Services Exemplary Service Medal from the Lieutenant Governor of Manitoba in October Killarney s Barb Cameron (l) received her honour from Lt..-Gov. Janice Filmon. The other recipients were Chris Dobson of Killarney, Dwayne Campbell of Hamiota and Jim Duthie of Rivers

20 (In thousands of dollars) For the year ended March 31,

21 (In thousands of dollars) For the year ended March 31, 2017 A complete set of financial statements, which includes accompanying Notes listed in the previous two pages, can be found on the Prairie Mountain Health website. They can be found under the About Us section Regional Reports. 20

22 In thousands of dollars Acute $253, % PCH $141, % Medical Remun. Mental Health Home Care Com. Health $ 43, % $ 24, % $ 40, % $ 25, % EMS $ 22, % Reg. costs Cap. Assets Empl. Benefits $ 36, % $ 18, % $ 3, % Therapy $ 9, % Anc. Exp. $ 2, % TOTAL $623, % To the Members of Prairie Mountain Health: We have audited the accompanying consolidated financial statements of Prairie Mountain Health, which comprise the consolidated statement of financial position as at March 31, 2017 and the consolidated statement of operations, changes in net assets, cash flows and remeasurement of gains and losses for the year then ended and a summary of significant accounting policies and other explanatory information. Management s Responsibility for the Consolidated Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditors Responsibility Our responsibility is to express an opinion on the consolidated financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditors judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of Prairie Mountain Health as at March 31, 2017 and the results of their consolidated operations, (including remeasurement gains and losses) changes in net assets, and its cash flows, for the year then ended in accordance with Canadian public sector accounting standards. MNP, LLP Chartered Professional Accountants Brandon, Manitoba 1401 Princess Avenue, Brandon, Manitoba, R7A 7L7, June 24, 2017 Phone: (204) ,

23 Recent amendments to The Regional Health Authorities Act include provisions related to improved accountability and transparency and to improved fiscal responsibility and community involvement. As per Sections 22 and 51 The establishment by the Minister of terms and conditions of employment (compensation, etc.) to be included in the employment contract of the chief executive officer and designated senior officers of a regional health authority. Employment contracts have been established for the CEO and all Senior Leaders of the organization. These contracts contain all terms and conditions of employment as set out by the Minister. Prairie Mountain Health adheres to standardized coding guidelines (MIS) as defined by the Canadian Institute of Health Information (CIHI). All primary cost centres include costs related to salaries, benefits, travel, telecommunications, insurance, audit & other fees, office supplies and other supplies and expenses. Administrative costs include corporate operations (including hospitals, non-proprietary personal care homes and community health agencies), as well as patient care-related functions such as infection control and patient relations and recruitment of health professionals. The figures presented are based on data as of 2015/2016. The most current definition of administrative costs determined by CIHI includes: As per Section 23 (2c) The preparation, implementation and posting on the website and updating of the regional health authority s strategic plan. Prairie Mountain Health s Strategic Plan, that took effect the first day of the new fiscal year (April 1, 2016) is posted to the PMH website. As per Sections 23.1 and 54 The establishment by the Minister of requirements relating to accreditation of a regional health authority and the accreditation participation in RHA accreditation of health corporations and certain health care organizations and publishing of the results. Prairie Mountain Health has been continuing efforts related to Accreditation. Results of recent Accreditation Canada surveys can be found on the region s website. Administrative Expenses % of Total 2016/2017 Expenses % of Total 2015/2016 Expenses % of Total 2014/15 Expenses Manitoba Health, Seniors and Active Living requires that health authorities report on steps taken and plans to meet the requirements under this Act. Corporate Operations: Includes the primary cost centres of general administration, Executive, Board of Directors, public relations, planning, risk management, Advisory Councils, Community Health Assessment, finance and communications. Patient-care Related: Includes the primary cost centres of quality assurance and accreditation, infection control, patient relations, bed utilization management, privacy office and visitor information. Human Resources and Recruitment: Includes the primary cost centres of Human Resources, recruitment & retention, labour relations, employee benefits, health & assistance programs and occupational health & safety prevention. TOTAL In compliance with the Public Sector Compensation Disclosure Act of Manitoba, interested parties may obtain copies of the Prairie Mountain Health public sector compensation disclosure (which has been prepared for this 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, or more. This information, along with the complete set of financial statements, including the auditor s report, is available in either electronic or hard copy by contacting Prairie Mountain Health at (204) , Toll-Free , or by pmh@pmh-mb.ca. 22

24 Healthy employees making a contribution to the organization within a healthy workplace environment. This is the goal of the PMH Workplace Wellness Framework that guides the direction of the Employee Wellness Team. The team s objective is to promote a healthy workplace culture that provides opportunity for all employees to achieve their maximum level of health and wellness. Site Wellness Ambassadors regularly assist with the promotion of various health and wellness topics such as cancer awareness and mental health. A robust Employee Wellness intranet site offers staff access to valuable health and wellness materials, informative videos, contact information and the Framework. Prairie Mountain Health maintains a bilingual designation. The following facilities are designated to provide French Language Services: Birtle Health Centre; *Ste. Rose General Hospital; *Dr. Gendreau Personal Care Home (Ste. Rose). * (These are affiliate facilities owned and operated by the Catholic Health Association of Manitoba and governed by their Board of Directors) Prairie Mountain Health undertakes to provide health care services to its French-speaking population in accordance with the Government of Manitoba s French Language Services Policy, Regulation 46/98 of the Regional Health Authorities Act (C.C.S.M. c R34). Work is underway on the French Language Services Plan for Prairie Mountain Health. The Regional Health Authorities Act (section 38.1) requires that regional health authorities publish on their website expenses paid to and on behalf of the Chief Executive Officer of the health authority, as well as the senior officers of each health corporation (non-devolved hospitals and personal care homes) located within the health region. This requirement also applies to Diagnostic Services of Manitoba, CancerCare Manitoba, and the Addictions Foundation of Manitoba. Expense reports must be published on the regional health authority website no later than June 30th following the end of the fiscal year for which the report applies. The information and expenses to be published are defined by provincial regulation, and can be found be accessing the Prairie Mountain Health website, under the About us Regional reports section. The Public Interest Disclosure (Whistleblower Protection) Act came into effect April This law gives employees a clear process for disclosing concerns about significant and serious matters (wrongdoings) in the Manitoba public service, and strengthens protection from reprisal. The Act builds on protections already in place under other statutes, as well as collective bargaining rights, policies, practices and processes in the Manitoba public service. As per reporting requirements regarding Section 18 of the Act, Prairie Mountain Health did not receive any disclosures in 2016/2017 under the legislation, therefore, no investigations commenced as a result. Contact Information Mailing address Phone: st Avenue West Toll-Free: Box 579 Fax: Souris, MB R0K 2C0 Follow us on pmh@pmh-mb.ca Website: 23