Jan 25, 2018 | Mental Health, Leadership, Community and Partnerships
Remarks presented by President and CEO, Janice KafferAs an organization, we appreciate and acknowledge the government’s recent investments in our community with the commitment to the new acute care hospital.We are actively working to establish a Centre of Excellence in Rehabilitative Care. We have made some difficult decisions, we have done a lot of hard work to benchmark ourselves against our peers and invest in our clinical resources but more must be done to better address the health needs specific to our local community. As an organization we know our obligation to our patients expands beyond the walls of the hospital. We have been developing programs and services to meet the needs of patients where they need it most – at home – in the community. But to do this well, partnerships and innovative collaborations are key and while the government strategy speaks to the need for inter-sectoral collaboration on the ground, the reality of old funding models and service agreements are creating barriers to true collaboration and system transformation. From urban hospitals in the biggest cities to community hospitals such as ours, we are all struggling with the disconnect between mandatory regulations, legislation and increasing expectations within our current funding reality. Rising costs are continually eroding the base funding of our organization and therefore our stability. Whether it be salary increases mandated through arbitration, the impact of Bill 148 and the costs associated with new mandatory regulations, these rising costs are having a profound impact on our bottom line. While we support new legislative standards for pharmacy oversight as evidence informed practice is the cornerstone, applying these standards come at significant costs to hospitals who are already struggling to keep up. In addition, technology demands are coming at a high cost. The need to move to electronic health records and a new Health Information System which will improve access, safety and the patient experience are adding material expenses to an already stretched budget. Workplace Violence and Prevention is a top priority for HDGH. We are proud of the work that we have done to support a workplace free of violence and are representing the efforts of our organization as a member of the provincial workplace violence committee. We have committed a major dollar investment both in capital and in enhancing training and support to our people to provide a safe environment for our staff, patients and visitors. While we know this is the right thing to do it does put further financial pressures on our hospital.We have made significant progress in the establishment of a recognized Centre of Excellence and a more integrated Mental Health & Addictions system. As the Windsor-Essex Hospital leader in Mental Health and Addictions, together with our partners, CMHA WE Branch, we are breaking down silos that have historically been a barrier to true system transformation. Even without new funding, HDGH is ready to work to create a stronger, more seamless mental health system but we are at a tipping point, collaboration and innovation alone cannot create the system our community needs.We have the expertise, and the infrastructure to significantly change the face of mental health and addictions. With the movement of 60 acute care beds to Hôtel-Dieu Grace Healthcare, the creation of urgent assessment for mental health and addictions and added resources for children and youth who are waiting for services, we know we can create a healthy, vibrant community but operating and base investment is required to make this vision a reality.In closing I would like to leave you with three key messages:First … Like my colleagues across the province I am concerned about the sustainability of HDGH without significant new investment to the base. Second HDGH is ready, willing and able to take new investments and substantively improve care in rehabilitative programming and Mental Health and Addictions services. And third and finally we need government to connect the dots between regulatory, legislative and practice changes and the impact to hospitals.Thank you for the opportunity to speak with you today.
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