Report to the community hopital montfort.com

Transcription

1 Report to the community hopitalmontfort.com

2 Members of the Board of trustees Printed on 50% recycled paper. Elected members Alain-Michel Sekula*(Chair) Ronald Bilodeau* (Vice-chair) Jean-Marc Dubé* (Treasurer) Mona Fortier* (Secretary) General Maurice Baril (retired) Dr. Harvey Barkun* (until December 2011) Mariette Carrier-Fraser Suzanne L. Clément Charles Peter Daniel Rachel Décoste Richard Flageole* Claudine Girault Pierre Lanoix Jean-Vianney Renaud Ex-officio members Brigitte Legare Madeleine Joanisse Gilles Morin (Past President) Dr. Bernard Leduc* Dr. Guy Moreau* Dr. Claudine Michaud* Lucille Perreault Appointed members Bernard Grandmaître Sister Rita Denommée Jean-Yves Lalonde Ruby Heap *Members who are part of the Executive Committee

3 Table of contents Message from the Chair of the Association and Board of Trustees...2 Message from the President and CEO...3 Message from the Chief of Staff...4 Numbers that speak for themselves...5 Safe, quality care...6 Efficiency: a top priority...10 A work environment where employees can flourish...12 Research, Teaching and Professional Development...14 Strengthening ties with partners and communities...18 Financial statements...20 List of Chiefs Medical Departments...21 Year one of the Strategic Plan...22 Message from the Auxiliaries/Volunteers Association...23 Message from the Montfort Hospital Foundation...24

4 2 Taking charge of the future Message from the Chair of the Board of Trustees As evidenced by this annual report, Montfort has good reason to be proud of its achievements. It can face the future with confidence, courage and determination. This year we began implementation of our Strategic Plan. The plan is an essential tool that enables us to guide our institution s evolution, to help us meet challenges head-on, and to reach new heights of excellence from now until Drafted in 2010, the Strategic Plan s overarching goal is the pursuit of excellence, linked to five strategic priorities that reach into all facets of the institution. Throughout the year, Montfort s various teams and its board have worked to align their activities with these priorities in an on-going effort to improve quality of care as we continue to increase the volume of services we offer. In 2011, the Board of Trustees formed a special committee with a mandate to bring Montfort s governance in line with leading practices. Our new governance philosophy emphasizes transparency, equity and accountability at all organizational levels. It is our unwavering desire to always provide better care to the community, a prime motivation for board members in their deliberations and activities. Over the course of my first year as chair, I was constantly reminded how this motivation also drives each staff member to excel. Every day, these extraordinary people make Montfort s pursuit of excellence their personal and collective mission. I wish to thank all of Montfort s doctors, employees and volunteers, as well as the hospital management and my colleagues on the Board, for their exemplary work in assuring that the community receives the excellent health services it deserves. Finally, I would like to thank the past chair of the Board, Mr. Gilles Morin, for the outstanding work he carried out at Montfort over the years. It is truly an honour to receive the torch of leadership from such capable hands. Alain-Michel Sekula Chair of the Board of Trustees

5 Converging on quality 3 Message from the President and CEO Hôpital Montfort has known a year of success. Our numerous initiatives and efforts had one main focus: improving the quality of care we provide to our patients. In fact, quality is the common thread that guides all our actions and decisions. Not only did we offer the highest quality care to our clients, we did it while increasing access to our programs and services. Hôpital Montfort not only achieved all of its service volume targets for the past fiscal year it even surpassed them. Dr. Bernard Leduc President and CEO Montfort also managed to crown this achievement with the news that wait times for many of the services we offer were among the best in the region. This success can be attributed to the hard work of all departments from ER to the various care units as they strove to optimize our systems and procedures in an effort to increase access, efficiency, safety, and quality. The on-going reduction in wait times remains a priority towards which we continue to extend considerable efforts. We must not neglect to mention the excellent results we obtained following our inspection by Accreditation Canada in April Montfort achieved Accreditation with Commendation, the second highest level of distinction. Over the years, the standards set by Accreditation Canada have provided the framework and benchmarks upon which Montfort evaluates the quality of the care and services we provide. These also inform our on-going quality improvement initiatives. I am proud to note that Hôpital Montfort showed 96 per cent compliance with Accreditation Canada s standards. Over the past year, two achievements particularly stood out. First is the national recognition of Montfort s university teaching role, which we received in November 2011 from the Association of Canadian Academic Healthcare Organizations (ACAHO) who welcomed Montfort as a full member. The second is the inauguration of the Institut de recherche de l Hôpital Montfort (IRHM). In order to accomplish our mandate to fully meet the health care needs of francophones, it is essential that Montfort carry out its full scope of teaching and research activities and that the hospital obtain official recognition from the Ministry of Health and Long-term Care for its important role as a university hospital teaching centre. At Montfort, our patients are in good hands. Many of them tell us how much they appreciate the spirit of warmth and humanity that reigns here. Today, as in the past, compassion remains the cornerstone of Montfort s raison d être. Such a value cannot be imposed from the top down. It can only come into being through the positive attitude and daily gestures of staff members who are truly engaged, in body and spirit, in assuring the wellbeing of each patient. In closing, allow me to thank every member of the Montfort team for their passion, their engagement and their on-going commitment.

6 4 Doctors with a shared vision for their hospital Message from the Chief of Staff Dr. Guy Moreau Chief of Staff It is with great pride and solidarity that Montfort s medical team supports the hospital in this period of service expansion. Since the end of construction and renovations, we have contributed towards efforts to increase the volume of services. We are very pleased to announce that we have achieved the vast majority of our goals over the past fiscal year such as welcoming more than 3,000 new babies into the world at our Family Birthing Centre (FBC). Medical recruitment remains a priority. The community will benefit greatly from the arrival of family physicians and top-notch specialists in a number of disciplines. Over the past year, the medical staff has worked to increase recognition for the teaching activities carried out by Montfort s doctors. The acknowledgment of teaching as a fundamental part of medical practice is an important step in gaining official status as a university teaching hospital and the significant funding that accompanies this designation. This year ended with the launch of a cardiac rehabilitation program. The team expects to welcome its first patients in the coming months. For the fiscal year, the medical staff worked in collaboration with other clinical and administrative teams to implement the Strategic Plan. This tool will allow us to achieve our organizational goals surrounding quality, safety and improving the patient experience. Hôpital Montfort enjoys a medical team that is truly devoted to the well-being of patients. I wish to thank our medical staff for their outstanding engagement and collaboration.

7 Numbers that speak for themselves Legend 5 750,000 Total surface area (square footage) 300,000 22,000 ER surface area (square footage) 8,425 A - Today A - Prior to expansion Number of beds 198 9,730 Surgeries 6, Intensive care beds 7 1,700 Employees Operating rooms 7 16,164 Medicine teaching days Mental health beds 24 16,059 Professional development days 2, Medical residents 12 50,000 Emergency room visits 3,020 Number of births 2,098 16,762 MRI exams* 6,930 11,182 15,150 Interventions and surgical procedures ** 35,991 * Magnetic resonance imaging ** Figure not available prior to the expansion

8 6 Safe, quality care Quality and safety: two words that sum up Montfort s entire focus for These principles represent the magnetic north that guides our every step towards the future. The following achievements are but a few examples of the steady progress we have made over the past fiscal year. A high caliber hospital; leading practices that get results Hôpital Montfort has made it a priority to develop an organizational culture that systematically implements best practices based on solid clinical evidence. In , the hospital adopted a wide range of new practices and procedures enabling us to deliver the best possible clinical services, with a particular focus on: the prevention of venous thrombosis the prevention of constipation among elderly patients smoking cessation promotion of breastfeeding Continuous improvement of medical imaging Our medical imaging department combines technology and efficiency with the spirit of compassion that has long been the hallmark of Hôpital Montfort. This department has achieved significant results, particularly in the area of magnetic resonance imaging (MRIs). These include: 900 more hours of services added in order to shorten waiting lists (since September 2011). An average wait time of 65 days for patients awaiting an exam, which is significantly lower than the provincial average of 91 days and the regional average of 193 days. An eight per cent increase in service hours for MRIs, for a total of 16,730 examinations. One of Ontario s top efficiency rates (second place province-wide for hospitals having adopted Lean methodologies). Implementation of a new breast biopsy program The MRI department has launched a new breast biopsy program, which contributes to meeting an urgent need and advancing our goal to safeguard the health of women in the region. Access to care Colorectal cancer screening pilot project Hôpital Montfort, in partnership with Cancer Care Ontario (CCO), is participating in an innovative pilot project aimed at improving access to colorectal cancer screening examinations. Registered nurses (RNs)

9 Ontario has one of the world s highest rates of colorectal cancer, the second leading cause of death in the province. It is such a joy to know that registered nurses at Montfort can now participate in lowering the risks of people developing this type of cancer. 7 Judith Boileau, RN with specialized training can now carry out flexible sigmoidoscopy exams, which can reduce the risk of intestinal cancer death by some 60 per cent. Increase in operating room activity In , the operating room significantly increased its service levels. Four new operating rooms were added, for a new total of eleven, allowing us to increase the number of surgical procedures in urology, plasty, orthopedics/traumatology and otorhinolaryngology (ORL). Supporting patients and families Palliative care In October 2011, Montfort announced the launch of its palliative care department. This program was set up to accompany terminally ill patients, with the goal of alleviating pain and suffering while offering social, psychological, and spiritual support to patients and their loved ones. We want to recognize the excellent support, both practical and spiritual, that was provided by the palliative care team at the Montfort. This group of individuals provided comfort to our mother and to those of us who loved her. Deborah and Michael Zaks Personalized smoking cessation program A number of hospital departments have adopted a smoking cessation program developed by the University of Ottawa Heart Institute. It consists of a simple, yet effective system: all patients identified as smokers receive an intervention visit as well as an invitation to participate in a smoking cessation program adapted to their needs. Best practices in cardiology care The GAP tool is an example of a best practice that contributes to improving cardiology care. It is a standardized tool that is provided to patients suffering from an acute cardiac condition, and consists of a plan containing important information to guide patients through choices surrounding medication, diet, exercise, and lifestyle. This tool is designed to standardize care in the region and ensure that all patients receive optimal care related to their cardiac health. Cardiac telehealth service Montfort is an active participant in the University of Ottawa Heart Institute s cardiac telehealth program. Patients suffering from a heart condition receive clinical support without having to leave their home. Organ and tissue donor program Since June 2011, Hôpital Montfort has managed an organ and tissue donor program in collaboration with the Trillium In fully achieving its targets for service volume increases, Montfort s clinical teams have significantly improved patient access to care. Every department and every team worked diligently to improve services in terms of quality, patient safety and accessibility. Not only does Montfort care for more patients than ever, it offers superior quality care that puts best practices and leading-edge technology in the hands of highly effective care teams. Lucille Perreault Vice-President, Clinical Programs and Chief Nursing Executive

10 8 Network for the gift of life. The project s goal is to offer informed options regarding organ and tissue donation to the family of a patient who has died in the hospital. The year ended with a 100 per cent concurrence between the number of deaths and donation requests made to families. Positive patient experiences Expansion and optimization of obstetrics services In , the Family Birthing Centre (FBC) continued to see an increase in its volume of births. This year over 3,000 babies were born at Montfort. This represents a 44 per cent increase over five years. The FBC also reports the following achievements: The arrival of a sixth pediatrician, dedicated to the well-being of newborns. The pediatric team now offers specialized care for infants born at 34 weeks gestation or more. A pediatric clinic also offers postnatal follow-ups to ensure that newborns make a smooth transition into the community. Participation in a number of research and training projects, a direct contribution towards Hôpital Montfort s university mandate. The FBC ranks above the national average for patient safety. Mothers-tobe can rest assured that they are in the hands of a multidisciplinary team that is up on the latest best practices. End of year 3 of the MAPOROB (Multidisciplinary Approach to Preventing Obstetrics Risks) patient safety program, which aims to foster a culture of safety among care teams. I am very proud of the team s commitment and its active involvement in each initiative to improve safety and quality of care for mothers and newborns. Ann Salvador, director of the Family Birthing Centre Best practices regarding breastfeeding and skin-on-skin contact The benefits of breastfeeding and skin-onskin contact following the birth of a child have been demonstrated in a number of scientific studies internationally. Because Montfort believes in implementing best practices, expectant mothers who chose to give birth at the FBC are able to benefit from such discoveries. Montfort facilitates skin-on-skin contact immediately after the birth of each baby delivered by vaginal or caesarean birth. There was 93 per cent compliance for this best practice. Over the course of this year, the FBC adopted new practices aimed at increasing access to breastfeeding counseling during hospital stays. Caring rounds Since the fall of 2011, managers in each care and clinical services unit conduct visits to gather feedback from hospitalized patients. Each manager has made a

11 commitment to meet 12 to 15 patients per month in order to ask them about their care experience at Montfort and to solicit their advice on possible improvements. 9 These caring rounds are a valuable tool for evaluating patient satisfaction in real time and for using this information to design measures to improve the experience of each patient who receives care at Montfort. New speech therapy program with French focus Speech therapy services are in full expansion at Montfort. The new speech therapy program offers bilingual care for hospitalized patients and external clients experiencing communication difficulties. It is the first speech therapy program in the region with a French-language focus which means that it takes into account the differences in language and speech difficulties experienced by people whose mother tongue is French. The Family Birthing Centre A renowned Family Birthing Centre Every nurse, without exception, was able to establish a relationship of trust with us, which means we felt confident that they had our well-being and our baby s at heart. Julie, a mother who gave birth at the FBC According to quality indicators published by a number of authorities, including the Canadian Institute for Health Information and the Champlain Maternal Newborn Regional Program, Montfort s FBC is a top performer in the region with respect to caesarean section rates and the number of low-risk elective caesarean sections performed at less than 39 weeks of pregnancy. The FBC is a birthing centre where: the layout and room furnishings were designed to provide an optimal experience for families each patient is cared for by the same team for the entire length of her stay patients benefit from the LDRP model (labour, delivery, recovery and post-partum) of accommodation, which means they enjoy a single, comfortable room for the entire length of their stay

12 10 Making improvements to quality, efficiency, and effectiveness in not a one-shot deal. It is an on-going and integral part of running a hospital that has dedicated itself to delivering the best possible care to its patients. This year, we continued to innovate by implementing continuous improvements to the hospital s systems and processes. These changes have helped foster an environment that never ceases to evolve and perfect itself, at all levels. Philippe Marleau Vice-president, Quality and Organizational Performance Efficiency: a top priority The efficiency of a hospital reflects its capacity to offer patients the right care at the right time. Our Quality Improvement Plan (QIP) and our participation in Accreditation Canada s accreditation program are just two of the ways in which Montfort is able meet its strategic targets while fostering a culture of continuous improvement. Quality Improvement Plan (QIP) In accordance with the Excellent Care for All Act of 2010, Montfort implements a yearly Quality Improvement Plan (QIP). This plan tracks several key indicators that enable us to measure and evaluate the quality and safety of care at the hospital. The QIP has yielded very positive results. For the majority of indicators, Montfort has actually surpassed the targets it had set for itself. Below are just a few examples of the results that Montfort has obtained through its efforts to continuously improve quality. The first progress report for the QIP is available in its entirety on the hospital s website. Emergency Room Montfort has implemented Lean methodologies to improve patient flow in the ER, increasing efficiency and access to care. In a few short years, the total number of ER patients went from 36,000 to 50,000, with an ever-increasing percentage of complex cases, which went from 40 to 65 per cent of cases in the Emergency Department. Hand hygiene In reducing hospital infection rates, few indicators are as important as hand hygiene compliance. As part of its QIP, Montfort made a concerted effort in 2011 to instill rigorous adherence to hand hygiene protocols throughout the hospital. The results speak for themselves: the adoption of hand hygiene best practices before patient contact allowed Montfort to significantly decrease infection rates and contain outbreaks. As a result, most patients experienced a routine hospital stay accompanied by their loved ones, without having to be placed in isolation. Montfort has a new prize in hand! The graphic design of Montfort s hand hygiene campaign was awarded top

13 For more information, prize by the Canadian Patient Safety Institute in a national competition. The hospital s hand hygiene awareness campaign was cited as a model to follow for health care institutions across the country. 11 Reduction in infection rates: the QIP included the adoption of best practices to lower rates of hospitalacquired infections. Montfort s quality teams worked diligently on this QIP recommendation and were rewarded with very positive outcomes. Patient survey: the QIP now includes a patient survey. The number of patients who replied definitely yes when asked Would you recommend this hospital to your friends and family? went from 73 per cent to 76.7 per cent. Although this measurement has only been in effect for one quarter in , this positive result shows that Montfort is headed in the right direction. We congratulate your board, your staff, and the members of your accreditation team for their efforts and their commitment to deliver safe, high-quality care. Suzanne Larocque, Chair of Accreditation Canada s Approvals Committee Accreditation Canada Following our most recent inspection by Accreditation Canada in April of 2011, Montfort was awarded Accreditation with Commendation. We had demonstrated that our institution meets or surpasses all of the requirements set by Accreditation Canada, including the Required Organizational Practices (ROPs), reinforcing our culture of patient safety. This major accomplishment is the result of a collective effort, a number of quality improvement initiatives and special projects designed to promote excellence in care. Hôpital Montfort distinguished itself with a 96 per cent ROP compliance rate. L hygiène des mains... J mainplique Hand hygiene... It s in my hands Accreditation Canada is an independent national organization dedicated to the continuous improvement of care in Canada. Montfort has a new prize in hand! The graphic design of Montfort s hand hygiene campaign was awarded top prize by the Canadian Patient Safety Institute in a national competition. f f L hygiène des mains... j mainplique L'hygiène des mains est essentielle pour la prévention des infections. Pour plus d'information, Hand hygiene... it s in my hands Hand hygiene is essential for preventing infections.

14 12 A work environment where employees can flourish Hôpital Montfort s Strategic Plan calls for the continuous development of a healthy work environment where each person can flourish in the practice of his or her profession. This year, several projects and initiatives contributed to this important facet of our collective mission. Hôpital Montfort s development is a product of the engagement, quality, compassion and pride of its staff members. We can all count on a cohesive team of employees, professionals, managers, physicians, volunteers, students and researchers, each showing leadership in assuring the quality and safety of our care and services. The goal that Montfort has set for itself is to create a work environment that enables every team to contribute fully to the excellent care and services we provide patients and their families. Hélène Hamilton Vice-president, Human Resources A day to celebrate our people Employee Recognition Day is an annual event that strives above all to highlight the contribution of Montfort staff members who have distinguished themselves through their contribution to the advancement of the institution and the quality of its services. Recognizing the value of a quality work environment Since 2001, hospital management has benefited from the valuable contributions of Montfort s Quality Worklife (QW) committee, an employee-driven workgroup dedicated to the on-going improvement of the workplace experience at the hospital. This year, the committee once again offered advice, ideas and feedback to management through its participation in a number of projects. Their efforts were recognized at the pan-canadian Quality Worklife-Quality Health Care Annual Summit, held last March in Vancouver, where two Montfort teams shared their accomplishments. The Quality Worklife committee embodies the spirit of inclusion that is such an integral part of our organization s vision. A major recruitment drive In order to meet ever-increasing demand for health care among the population, the human resources department put an innovative recruitment plan into action. In searching for health professionals, the plan was rolled out nationwide. The strategy included: A Job fair in the hospital auditorium, which allowed students and health professionals of the region to visit us and discover the exciting career opportunities we have to offer. On-line candidate profiles a system that allows anyone interested in a job at Montfort to maintain a virtual profile in the hospital s recruitment database. The Montfort Roadshow, a project that brings Montfort recruitment teams into universities and colleges across the country. You can easily recognize Montfort employees by the passion they share for their work. Just imagine the power that is unleashed when a group of twenty or so employees is given a voice everything becomes possible. Éric Beaudoin, Co-Chair of the QW Committee

15 13 Recruitment is fueling Montfort s growth Hôpital Montfort is pleased to announce that it has met its recruitment targets for Here are a few examples that highlight Montfort s unique position. Growth rate In Ontario s health sector, the median human resources growth rate is of zero per cent. At the 75th percentile, the average is of 5.1 per cent. Bucking this trend, Montfort posted a 6.6 per cent growth rate for the last fiscal year. More than 300 new people joined our team in Turnover rate In previous years, the turnover rate for front-line managers at Montfort has reached as high as 12 per cent. This number has been reduced significantly, down to 4.25 per cent for Even though this is a vast improvement, the rate can be reduced even further. Staff retention, especially in care unit management positions, is a key factor in optimizing efficiency and the quality of work environments. Transfer rates Montfort s professional opportunities are not restricted to outside personnel. The hospital has a 16.1 per cent transfer rate, which translates to a 40 per cent increase in staff members who took on a new position elsewhere in the organization. The provincial median transfer rate is 9.7 per cent. The higher figure at Montfort illustrates the hospital s commitment towards maximizing professional development opportunities for staff. Growth pains Periods of extremely high growth present considerable challenges for an institution like Montfort. It is essential that we maintain the stability of our teams and promote employee engagement. In previous years, the turnover rate for front-line managers at Montfort has reached as high as 12 per cent. This number has been reduced significantly, down to 4.25 per cent for Even though this is a vast improvement, the rate can be reduced even further. Staff retention, especially in care unit management positions, is a key factor in optimizing efficiency and the quality of work environments.

16 14 Research, Teaching and Professional Development Research, teaching and continuing competence are, along with exemplary health care, the foundations of a university hospital. The following accomplishments represent major milestones in Montfort s progression towards its designation as the full-fledged university teaching hospital that the Franco-Ontarian community expects and deserves. A research institute for minority francophone communities The Institut de recherche de l Hôpital Montfort (IRHM) was launched on March 7, This new health sciences research centre is specifically dedicated to improving population health and wellness, particularly for francophones living in minority situations in Ontario or elsewhere in Canada. Several projects are already underway at IRHM, and Montfort s research teams are concentrating their efforts in the following four areas: metabolism and nutrition primary care and health of minorities family health mental health and psychological well-being The IRHM is the outcome of a close affiliation with the University of Ottawa. The launch of the IRHM was preceded by the establishment of a research ethics committee (REC) in May of A cornerstone of Hôpital Montfort s research mandate, the REC is an arms-length body that is not tied to the administrative or decision-making structures that govern clinical and research activities at the hospital. The mission of the Institut de recherche de l Hôpital Montfort will be to work to improve population health and wellness, particularly for francophones living in minority situations. Andrée Durieux-Smith, PhD, Vice- President of Research at IRHM and Scientific Director One-stop coordination for health science internships Having a single point of contact for all but the medical internships has facilitated the emergence of a positive learning culture at Montfort. The one-stop shop acts as an intermediary between the various hospital departments and teaching establishments.

17 Thanks to this initiative, Montfort has seen a 60 per cent increase in student days for the various health professions, for a total of over 16,000 days over the past year. Over the same period, teaching of future physicians increased by 12 per cent. Entretiens Montfort The Entretiens Montfort series was once again a great success in The third edition of these series of special conferences helps position Montfort as a major training hub for the community. Five times a year, Entretiens Montfort invites accomplished speakers to share their experience and expertise with about one hundred of health sciences students. Launch of the Centre Prométhée The Centre Prométhée, launched this year, is the hub for all of Montfort s professional development activities. It facilitates continuing competence among staff members by offering a service entirely dedicated to their professional development and career evolution. Continuing competence is a key element of Montfort s Strategic Plan and, as such, the hospital founded the Centre Prométhée in January The facility ensures the integration of all professional development activities offered to staff members. Inspired by centres of excellence in North America and Europe, the Centre Prométhée is a unique development in Ontario s health care 15 A university hospital is supported by three main pillars: teaching, research and professional development. Montfort ended the past fiscal year with these pillars solidly set in place. We have increased and enhanced the teaching that takes place within our walls. We have launched an extremely promising research institute. We have created an innovative training centre that can truly meet the continuing competence needs of our growing staff. These accomplishments form the basis of a transformation that has made Montfort a topnotch university hospital. André Bilodeau Vice-president Academic Affairs The Institut de recherche de l Hôpital Montfort

18 16 sector. With its operations now in full swing, the Centre Prométhée plans to integrate clinical training to its roster, becoming the first centre of its kind in the province. The Centre Prométhée works closely with Montfort s education partners, notably the University of Ottawa and La Cité collégiale, as well a number of other organizations and associations from across the country. Simulation Laboratory In , Hôpital Montfort developed a high-fidelity simulation laboratory, where a wide range of clinical training takes place. Developed over a six-month period, the laboratory makes a wealth of professional development activities possible within Montfort s walls using state-of-the-art technology. The Simulation Laboratory This training concept, borrowed from the aerospace industry, places Hôpital Montfort to the head of the pack among healthcare learning institutions. Dr. Bernard Leduc, President and CEO of Hôpital Montfort Journée Montfort The 10 th edition of Journée Montfort took place in April of This major event once again welcomed over 200 health professionals from across Eastern Ontario, West Quebec and several other provinces. It is the largest French-language conference of its type outside of Quebec. Invaluable collaboration between Montfort and teaching partners Hôpital Montfort has signed affiliation agreements with teaching institutions that include the University of Ottawa and La Cité collégiale. It is a member of the Association of Canadian Academic Healthcare Organizations (ACAHO), representing teaching hospitals and regional health authorities. Hôpital Montfort also enjoys close collaborations with the Consortium national de la formation en santé (CNFS).

19 17 ACAHO can only benefit from the experience of Montfort as a major teaching hospital. Dr. Jack Kitts, past-president of ACAHO, President and CEO of the Ottawa Hospital The Asteria Gala A gala to recognize Montfort s brightest stars On March 29, 2012, the very first Asteria Gala celebrated excellence in teaching, research, and continuing competence among Montfort team members. Six of Montfort s best received an award underscoring their contribution to the development of Montfort as a university hospital. Such professional recognition supports Montfort s Strategic Plan objective of rewarding excellence. Naos Prize Véronique Papineau, RN For un w avering su p p ort Antares Prize François Haman, PhD, researcher Outreac h Sirius Prize Dr. Alain Michon, emergency room physician and director of the simulation laboratory Ilios Prize Dr. John Joanisse, family physician For exceptional contributions to the development Polaris Prize Dr. Matthew Mulligan, internist F or bein g a n in spiratio n Orion Prize The obstetricians/ gynecologists of Hôpital Montfort For innovation of Hôpital Montfort s university identity Team contribution

20 18 Strengthening ties with partners and communities Montfort s Strategic Plan calls for the establishment of partnerships to enhance the efficiency and coordination of health services across the continuum of care for the national capital region and for Franco- Ontarians. Here are some examples of what was achieved in the past fiscal year with respect to this important part of our evolution. Last December, we celebrated the 10 th anniversary of the historic decision by the Ontario Court of Appeal that designated Montfort as an essential institution for French Ontario; and on March 22, the 15 th anniversary of the grand rally of S.O.S. Montfort, 15 Ontario municipalities proclaimed the day Franco-Ontarian Solidarity Day. Over the past year, Montfort participated in a number of community projects and initiatives, underlining the fact that today, as much as in 1997, our hospital takes community issues to heart by demonstrating action-oriented leadership throughout French Ontario. Michel Tremblay Chief of Governance and Executive Advisor The Orleans Family Health Hub is on track In August of 2011, the provincial government announced funding of 60 million dollars to support phase 1 of our project to create the Orleans Family Health Hub, a multidisciplinary centre that will deliver a wide range of services under one roof. The Champlain LHIN is in charge of this planning phase. Hôpital Montfort, which has played a leadership role in advancing this project from its very beginnings, remains fully engaged in the planning process. The Wabano Centre takes up temporary residence at Montfort The Ottawa Wabano Centre, which offers health services to the national capital region s aboriginal communities, temporarily made use of Hôpital Montfort facilities. We offered the space to the centre as its facilities underwent construction at its usual Montreal Road site in Vanier. This was the perfect occasion to get to know each other and to open discussions on forging a partnership between the two organizations. Montfort-affiliated withdrawal management centre opens new facility In January of 2012, the Ottawa Withdrawal Management Centre (OWMC) moved into new facilities on Montreal Road. The OWMC helps people struggling with addiction to drugs, alcohol and prescription medicines. This Hôpital Montfort service is managed by the Montfort Renaissance community group. Special partnership with the Canadian Forces The Canadian Forces Health Services Centre Ottawa (CF H Svcs C - O) is located in the D wing of Hôpital Montfort. Through its partnership with the Canadian Forces, Montfort offers military personnel a wide range of quality services and care. The hospital is very proud of this collaboration, which is based on trust and mutual respect.

21 Mr. Alain-Michel Sekula, Lieutenant-Colonel Gisèle Fontaine and Dr. Bernard Leduc 19 The partnership between Hôpital Montfort and the CF H Svcs O is a fine example of openness and teamwork. Lieutenant-Colonel Gisèle Fontaine The Ottawa Withdrawal Management Centre

22 20 Financial statements Distribution of expenses ,9 % 1,7 % 3,5 % Specifically funded programs Depreciation 21,1 % 9,2 % 57,6 % Drugs Supplies and other expenses Medical staff remuneration Salaries and benefits In all of its activities, the finance department aims to make an on-going contribution towards the efficient and effective use of available resources, with the goal of offering optimal care to patients. This year, we carried out this mission by protecting the hospital s financial assets and by supplying the right goods and services, in sufficient quantity, to those that need them while unfailingly respecting the principle of financial, operational and ministerial accountability. Our ultimate goal is to provide each of Montfort s teams with the right tools and environment to allow them to provide the best possible care. Source of revenue ,6 % 3,3 % 18,5 % 70,6 % LHIN Specifically funded programs Other revenus Patients Danny Purcell Vice-president, Finance

23 List of Chiefs Medical Departments 21 Anesthesiology Dr. Jean Blier (April to September 2011) Dr. Lucasz Bartosik (since September 1, 2011) Diagnostic Imaging Dr. Fabiano Taucer Medicine Dr. Allain Baldo Surgery Dr. Benoit St-Jean (April to September 2011) Dr. Chantal Beaulieu (since September 1, 2011) Medical Biology Dr. Michel Laurin (April to December 2011) Family Medicine Dr. Jennifer Douek (April 2011 to February 2012) and Dr. Marie-Noëlle Nicole and Dr. Chantal D Aoust-Bernard (February 2012 to March 2012) (interim position) Obstetrics- Gynecology Dr. Daniel Moreau Opthalmology Dr. Robert Chevrier Orthopedics Dr. Jean-Pierre Laflèche Mental Health program (Psychiatry) Pediatrics Dr. Julie Nault Medical Staff Executive Dr. Raymond Tempier (since July 1, 2011) Emergency Dr. Shaun Visser Chair Dr. Claudine Michaud Treasurer Dr. Jean-Pierre Laflèche Secretary Vacant

24 22 The planning and development department is responsible for implementing Hôpital Montfort s strategic plan. This job requires careful attention to detail as well as a capacity to coordinate several projects, measures and initiatives simultaneously. In , we have made crucial progress towards our ultimate goal: to put in place efficient and effective management for all operational and technology systems, enabling Montfort to optimize outputs in the best interest of every patient. Kathy O Neill Vice-President, Planning and Support Services Year One of the Strategic Plan Montfort s Strategic Plan will enable the hospital to achieve, by 2015, the bold targets we have set in every area of activity. This plan has one main objective: to achieve a vision of excellence based on personalized patient care and the quality of its workplace, teaching and research environment making Montfort the hospital of choice. And nothing will stop us! Here is a sample of the results achieved in our first year: Achievement of almost every service volume goal we had set for year 1 of the Strategic Plan, allowing us to meet the actual needs of the community. Attainment of almost every key performance indicator target set out in the Quality Improvement Plan. These indicators cover items such as infection rates, hand hygiene compliance and ER wait times. Achievement of 100 per cent of our goals surrounding the number of student teaching days in every health discipline including medicine, at all levels thanks to a concerted effort on the part of departments and staff.

25 Compassion and spirit 23 Message from the Auxiliaries and Volunteers Association Montfort s Auxiliaries and Volunteers Association is the beating heart of our hospital. In offering a range of supports to patients, families and care teams, volunteers make an important, ongoing and direct contribution to enhancing quality of care. In order to optimize its role, the Association has pursued the following goals over the past year: Increase our capacity to adapt to change and new situations. Maintain recruitment efforts. Enhance support to existing volunteers. Offer fuller support to the hospital s religious and spiritual services, and to Montfort s palliative care program. Pursue financing activities to equip a new operating room for minimally invasive surgery. In , our 302 volunteers have worked close to 55,000 hours and have collected over $150,000 for Hôpital Montfort. That is not counting our 73 young volunteer who have volunteered more than 4,800 hours. What s more, we funded the entire amount required to purchase equipment essential to the new simoidoscopy program for colorectal cancer screening. Nutrition services at Montfort are the purview of the Association, and I wish to thank Aramark, the contractor responsible for the management of these services. I would also like to offer my most heartfelt thanks to the Association s board members, to our manager, Marielle Beauchesne, and to our coordinator, Nicole Girard for their tireless contribution over the past year. Thanks also go out to my predecessor, Denyse Brisson. Through her dynamism and leadership, Mrs. Brisson is a role model and source of inspiration to us all. Finally, I wish to note what a privilege it has been to work with so many people who, every day, decide to make a positive difference in the lives of patients by volunteering at Montfort. From the bottom of my heart, I send thanks to each and every one of you. Brigitte Legare Chair of the Auxiliaries and Volunteers Association

26 24 Investing in excellence Message from the Montfort Hospital Foundation The Foundation financially supports Monfort through a range of activities. In addition to numerous on-going programs such as the Newborns program, the Angels of Montfort program, our mailing campaign and our annual charity golf tournament, the Foundation has carried out a number of special projects, such as: The Montfort Everest Discovery adventure, which resulted in a contribution of over $296,000 for the acquisition of a new C-arm imagery system for the orthopedics department. The formation of a new planned donations committee with a mission to secure immediate and future contributions. The creation of two new bursaries, in partnership with La Cité collégiale, for francophone students in respiratory therapy and medical electroneurophysiology. Investment in a bursary fund of $50,000 in partnership with the Fondation franco-ontarienne. Securing major sponsorships for Journée Montfort. Madeleine Joanisse Chair of the Board, Montfort Hospital Foundation The Foundation contributes actively to the acquisition of cutting-edge technology for our health teams, including financing for the hospital s magnetic resonance imaging (MRI) equipment. In December, 2011, the Foundation unveiled its Wall of Recognition in order to pay tribute to donors to the Building a unique institution together campaign, which allowed us to raise over 11.5 million dollars for the construction of New Montfort. Thanks in part to the fund-raising efforts of the Foundation, Montfort can offer patients the best possible care and services. Your generosity enables us to be a true health care leader. Wall of recognition Christine Sigouin President and CEO, Montfort Hospital Foundation