1. 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

2. 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

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

4. 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

7. 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

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

9. Ontario Population Pyramid, 2006 (%)
Source: Statistics Canada

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

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

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

13. Pneumonia Canada, Deaths, 2004 (per 100,000)
Source: Statistics Canada, CVSS

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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

22. 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

23. 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

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

25. 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

26. 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

27. 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

28. 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

29. 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

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