Mitchell Golf and Country Club Vision 2013 Update Presentation to the Huron Perth Healthcare Alliance’s Annual General Meeting June 18th, 2009 Mitchell Golf and Country Club

A Look to the Future… Our Goal Key Change Principles Critical Success Factors for Change Process to Date Key Platforms of Future Model Key Messaging Community Engagement

“Future Access to Local Healthcare is Going to Largely Depend on Our Willingness to Change Our Assumptions about how We Define a Hospital”

Our Goal Make decisions today that will positively influence our ability to continue to provide the high level of hospital-based care people have come to expect

Key Change Principles Retain Four Sites with Viable Roles Ensure Standards of Quality and Safety for Patients Support Equitable Access to Services for Patients Based on Clinical Priority Live within our means Current Balanced Budget

“The Healthcare System has 10 Years to Get It Right.” David Foot Author - Boom, Bust and Echo SGH Foundation AGM, June 10th, 2009

Ontario Population Pyramid, 2006 (%) www.footwork.com Source: Statistics Canada

Cerebrovascular Diseases Canada, Deaths, 2004 (per 100,000) www.footwork.com Source: Statistics Canada, CVSS

Unintentional Falls Canada, 2004 (Rate per 100,000) www.footwork.com Source: Health Canada, CCDPC

Alzheimer’s Disease Canada, Deaths, 2004 (per 100,000) www.footwork.com Source: Statistics Canada, CVSS

Pneumonia Canada, Deaths, 2004 (per 100,000) www.footwork.com Source: Statistics Canada, CVSS

Homes for the Aged Canada, 2004 (Rate per 100,000) Female Both Male www.footwork.com Source: Statistics Canada, RCFS

Critical Success Factors for Change Physician Support – Physician Leaders to be Comfortable with the New Model Model has to Create an Environment that will be more Appealing for Recruitment Staff to have option to move with the service/practice should services be re- located

Critical mass of services to be created to enhance skills, retention and career satisfaction Reasonable implementation plan and timeframe; staged or tiered approach based on clinical and business judgement Well executed communication plan

Process to Date Board Advances May 2008 and May 2009 Extensive Work Internally through Priorities and Planning Committee Extensive Physician Consultation Staff Forum Presentations in Fall 2008 and Spring 2009 Local Advisory Committee and Foundation Presentations Fall 2008 and Spring 2009

Board Direction to Initiate Detailed Clinical Planning, Confirm a Community Engagement Process and Present a Detailed Clinical Plan to the Board of Directors no later than December 2009

Key Platforms of Model Centres of Specialty (not only role) Ambulatory Surgery in Clinton Acute Care in Stratford Bed Distribution Acute Care in All Sites Enhanced at Stratford Site Rehabilitation in Seaforth and St. Marys Alternate Level of Care in Seaforth and St. Marys

Emergency Departments Maintain 4 Emergency Departments Assess St. Marys Hours Against Demand, Human Resource Availability and Proximity Assess Clinton and Seaforth in Conjunction with Local Health Integration Network Emergency Department Human Resources Study

Unscheduled ER by Triage Level HPHA 08/09 Immediate 15 Minutes 30 Minutes 60 Minutes 120 Minutes Total 7am – 7pm 83 2,459 10,825 22,214 4,418 39,999 7pm – 7am 55 1,450 5,001 7,181 833 14,520

Service Alignment with Beds Staffing Mix and Unit Sizing Repatriation Opportunities Regional Focus – 68:32 New Service Identification Child and Adolescent Mental Health Renal Dialysis Redevelopment MRI

“People are down on what they are not up on.” Carol Rock, SGH Foundation Member HPHA Board Advance, May 2009

Key Messaging Status Quo NOT an Option Process Not Driven by Funding No Such Thing As the Status Quo Process Not Driven by Funding No Hospital Closures Safety and Quality Paramount Equitable Access

All Services Currently offered through HPHA Remain Available within System Strong Staff Engagement Reduced Duplication (“Quadrication”) Strengthen Professional Practice Adjust to the Human Resource Reality We Face

Coordinated Transportation Infrastructure Live within Our Means Coordinated Transportation Infrastructure Aimed at Strengthening Hospital-Based Healthcare Delivery Enhanced Access to Secondary Care Better Use of Existing Facilities

Community Engagement Mid-July through End of September Gather Input Obtain Feedback on Analysis and Proposed Changes Provide Opportunities for Stakeholders to Voice Their Opinions, Express their Concerns and Articulate Issues Consult Seek Out and Receive the Views of Stakeholders on Policies, Programs or Services that Affect Them Directly or in which They Have a Significant Interest

Various Approaches being Considered, including: Individual and Group Meetings Editorial Boards Website Surveys Newsletters/Fact Sheets Town Hall Meetings Process to be Confirmed by Mid-July

“My interest is in the future because I am going to spend the rest of my life there.“ Charles Kettering