Dec 20, 2024 | Leadership, Faces of HDGH
As the year draws to a close, I find myself reflecting on all the incredible moments we’ve shared at Hôtel-Dieu Grace Healthcare this past year. We have experienced a journey of growth, resilience, and community spirit. I want to take a moment to celebrate our achievements together and extend my heartfelt gratitude to each and every one of you—our dedicated staff and physicians, compassionate volunteers, community partners, and the Windsor-Essex community for their support.
In January, HDGH in collaboration with the Canadian Mental Health Association Windsor-Essex County Branch (CMHA-WECB) were thrilled to be selected for a national demonstration project focused on advancing, strengthening care delivery and improving the outcomes for those living with schizophrenia. Partnering with the Mental Health Commission of Canada and Ontario Shores Centre for Mental Health Sciences is an honour, and it allows us to implement standards that will truly change lives for the better.
Heading into 2024 brought its own set of challenges, as we continued to deal with the aftermath of a cyberattack. I’m incredibly proud to say we successfully rescinded the Code Grey in March, thanks to the tireless efforts of our IT, clinical, and back-office teams. Your patience and support, along with our frontline staff and physicians efforts to continue to serve our patients and clients during this time, has made a world of difference, and I cannot thank you enough.
May was a beautiful month of connection and purpose. HDGH, along with the Métis Nation of Ontario, Ska:na, and Hiatus House, to host our inaugural Moose Hide Campaign, promoting healing and solidarity in the fight against violence towards women and children. Additionally, the launch of HDGH and Windsor Police’s new Crisis Response team (CRT) was a testament to our commitment to the community. The program pairs crisis intervention (CIT) trained frontline police officers with dedicated CIT-trained social workers to provide compassionate support to those in acute crisis situations.
In June, we relocated key programs to the HDGH Downtown Campus, offering private office spaces for one-on-one support, as well as large bright and welcoming rooms. In addition, the Mental Health and Addictions Urgent Crisis Centre (MHAUCC), which supports those in crisis, relocated adjacent to the Windsor Regional Hospital’s Ouellette Campus Emergency department, helping to divert clients from the emergency department and ensuring they receive the appropriate support in a timely manner.
August marked the beginning of an exciting new chapter as we broke ground on our Outpatient Rehab Clinic. Set to open in October 2025, this facility will offer specialized rehabilitation services for patients with complex neurological and physical disorders. I can’t wait to see the positive impact this will have on our community!
Throughout the year, we celebrate and acknowledge one another not only for the support we provide our clients and patients, but also for the encouragement we offer each other. From honouring our dedicated nurses and the transformative impact they have in our community during the annual Nurses Week in May, to fostering the wellness and well-being of our staff and physicians at our annual Wellness, Health and Safety Fair, we truly demonstrate our commitment to working together.
In October, we celebrated Employee Appreciation Week with activities that were as much fun as they were meaningful. From the Hot Wing Challenge kick off to the Service Awards & Retiree Recognition event, and daily trivia games and scavenger hunts, it was a joy to honour the hard work and dedication of our team. You all truly make HDGH a special place!
This year, our community giving initiatives have been nothing short of inspiring. In February, we received generous donations of pickleball equipment for our Regional Children's Centre, bringing joy to our young clients. In July, our "Donate Your Kicks" campaign collected over 170 pairs of running shoes, making a difference in countless lives.
When the Adventure Challenge fundraising event called, our community answered! The event was filled with fun, teamwork, and laughter as we raised essential funds for our Outpatient Rehabilitation Centre. It was great seeing our community come together in such a spirited way.
And let’s not forget our Big Night Party in November, where we raised over $134,000 for Mental Health and Addictions programs. The evening was a beautiful celebration, honouring those who have contributed so much to our mission. The event featured an inspiring speech by former Team Canada Women's Hockey goalie Kendra Fisher, who shared her personal mental health journey, encouraging the crowd to overcome the stigma surrounding mental health and seek help when needed.
As we look forward to the new year, I’m filled with excitement about what’s to come. Our unwavering commitment to innovation and excellence in patient care, all while embodying our core values of Kindness, Teamwork, Expertise, and Social Responsibility. Guided by our vision of being a trusted leader transforming healthcare and cultivating a healthier community, we strive to ensure that every step we take is infused with compassion and collaboration.
Thank you for being part of this journey with us. Your support, dedication, and compassion make all the difference in the lives of those we serve. Together, let’s continue to create a brighter future for our community.
Wishing you and your loved ones a joyful holiday season and a New Year filled with hope and promise!
Bill Marra is the President and CEO at HDGH and brings his 35 years of honourable leadership experience in health, public affairs, and community service to the HDGH executive team. Since joining HDGH in 2011, Bill has been steadfast in his goal to make HDGH the safest hospital in Ontario. He created an in-house security team to ensure the safety of patients and healthcare workers. Bill took on the role of President and CEO in January 2022 and in just one year, he led a person-centered model of care change in the Complex Medical Care and Palliative Units, introduced Personal Support Workers to the healthcare unit, established a HDGH Wellness Committee, and formed an EDII Alliance.
Oct 28, 2024 | Leadership
As the Director of Human Resources and Occupational Health & Safety at Hotel-Dieu Grace Healthcare, Employee Appreciation Week is my favorite time of the year. This week exudes excitement and a profound sense of pride for our incredible team and the specialized care we provide as a specialty hospital. This year, we kicked off the festivities with our much-anticipated Hot Wing Challenge, where colleagues brought their competitive spirit to the table. The laughter and friendly rivalry created an atmosphere that reinforced our strong community. To keep the energy high, we treated everyone to refreshing Booster Juice, and our Wellness Trolley made rounds filled with healthy (and not so healthy) snacks, emphasizing our commitment to employee well-being. And who could forget the sweet indulgence of Dari-De Lite ice cream and the delicious “What’s Poppin” popcorn? These treats brought smiles and a sense of camaraderie as we took a moment to enjoy together.All employees received a new HDGH t-shirt, with our specialty programming listed on the back, as a small token of our gratitude. We hope employees wear them with pride, as a reminder of our appreciation for all their contributions to Hotel-Dieu Grace Healthcare. A highlight of the week was our annual service recognition event, held at the Ciccario Club. This beautiful gathering celebrated our Service Awards, honoring employees for their significant service milestones. It was heartwarming to see colleagues come together, sharing laughter and joy as we recognized the dedication of our employees. We also presented the prestigious President’s Awards, spotlighting those who have gone above and beyond in their roles. Additionally, we honored our retirees, who have made invaluable contributions to our organization and whose commitment has shaped our culture. This week wouldn’t have been possible without the incredible Employee Appreciation Week Committee, whose hard work and dedication pulled together this celebration with grace and efficiency. Their efforts ensured that every detail was perfect, allowing us to focus on what truly matters: appreciating our remarkable team. We also launched our WorkLife Pulse Survey during Employee Appreciation Week, providing a valuable opportunity for our employees to share their feedback. This initiative encourages everyone to voice their thoughts on our organizational successes and areas for development. By continuously seeking input, we aim to evolve and strengthen our culture of kindness, ensuring that our workplace remains supportive and enriching. At the heart of all our efforts are our core values: Teamwork, Kindness, Social Responsibility, and Expertise. These principles guide us in everything we do, fostering a collaborative environment where everyone feels valued and empowered. Employee Appreciation Week serves as a reminder of the dedication and hard work our employees put in every day. It’s a week where we celebrate not just individual contributions but the collective spirit that makes Hotel-Dieu Grace Healthcare a place of excellence.As we wrapped up the week, I felt immense pride in being part of such a dedicated team. The enthusiasm and joy during this celebration reaffirmed that our commitment to employee appreciation is not just a one-week event but a year-round mission. Here’s to many more successful celebrations and to our exceptional team!
Aug 31, 2023 | Mental Health, Leadership, Community and Partnerships, Faces of HDGH
Every August 31st, we recognize Overdose Awareness Day, and I can’t help but reflect on the impact and stigma surrounding substance use. It’s crucial that we talk about these issues and shed some light on harm reduction and how individuals can access available supports and services.
Substance use continues to be a growing problem within our community, but it’s important to remember that we are not alone in this struggle. Communities across Canada and beyond face similar issues. Discussing the collective impact of substance use is vast and worthy of a blog in itself!
Let’s take a moment to remember the lives we have lost in our community from overdose. It’s heartbreaking to think about the lives we have lost as a result of overdoses. Each number represents a human being, a life, each with a unique story to be told, heard and remembered. These individuals are loved and deeply missed by their families.
While there is a delay in confirming overdose data, it is estimated that there were nearly 100 overdoses in 2022. It will unfortunately be a similar number for 2023. If the current trends continue, in 2026 it is forecasted that there could be 150 annual deaths from overdose in our community.
Overdoses can be intentional or unintentional and 98% are accidental. They can be fatal or non-fatal, with a staggering 70% of overdoses occurring in private dwellings. It’s essential to note that most overdoses can be reversed and prevented from death by using a medication called Naloxone.
I’ve had the opportunity to speak with families who have lost loved ones and each story is devastating. Some cope with their loss by giving back and becoming advocates for change. They develop a strong moral duty to do better and prevent others from experiencing the pain and suffering they have endured.
It’s important to understand the stigma addiction plays and the effect it has on individuals with addiction. The stigma is rooted in the misguided belief that addiction is merely a personal choice; that someone lacks willpower or has failed morally. Despite addiction being recognized as a treatable medical condition, it’s frustrating that the stigma persists. The stigmatization inevitably leads to feelings of shame and hopelessness, making it less likely for individuals to seek help and creating a major barrier for access to care. It’s important we work together to educate and influence those around us to end the stigma around addiction.
It’s important to understand that individuals with addiction can vary in their motivation to change. The best indicator of achieving recovery is the motivation for change. We know there are many individuals living with substance addiction and have no plans or motivation at the present time to change their behaviour. For this group, harm reduction methods are important because it offers methods for reducing known harms associated with substance use. For example, taxi cab and designated driver programs help reduce the harms associated with alcohol consumption. Similarly, providing clean supplies for medication use and distributing Naloxone can reduce harm for opioid users.
Mental health and addictions are often associated with one another, but there are unique elements with each disorder. If an individual has both a mental health and addiction issue, they should ideally be treated for both simultaneously.
The addiction system is designed in a way that there is no “wrong door”. This means that individuals should be able to access services independently, or get connected to other services through any various local addiction service providers. There are a variety of addiction treatment and service options available, ranging from less intensive treatment, such as a digital tool like Breaking Free Online, which uses cognitive behavioural therapy, to a more intensive treatment such as live-in addiction treatment program like those offered by the House of Sophrosyne and Brentwood.
Treatment options include inpatient or bedded treatment, outpatient counselling, day treatment, medication-assisted treatment, withdrawal management services, harm reduction, family and/or group counselling, mutual aid/self-help, and digital resources. The best addiction treatment strategy is one that is mutually established between the individual and their care team. I’ve spoken to many individuals in recovery. Each journey is unique, as is the treatment and services that aid them in achieving and maintaining recovery.
For an individual with an opioid use disorder, the best practice supported by medical evidence is the use of medication-assisted treatment, prescribed by an addiction specialist or primary care provider, along with psychosocial treatment. The most common medication used for opioid addiction is suboxone. A lot of people are hesitant to have to take medication to address an addiction. It’s important to understand that suboxone will satisfy the body’s dependence on opioids without the euphoric or “high” feeling. It is also possible to slowly stop using the medication as the individual becomes more resilient in overcoming relapse through psychosocial care, changes to their environment and supports.
Please take the time to reflect on the impact of substance use and the stigma that surrounds addiction. It's important that we recognize harm reduction strategies and the availability of support services. By working together, we can create a more compassionate and understanding community for individuals struggling with addiction.
There are many local resources available to help an individual access addiction treatment and services. At Hôtel-Dieu Grace Healthcare, the Withdrawal Management Services (WMS) program is often a natural access point for adults aged 16 years or older who are driven make healthier lifestyle changes, and are looking for support in their recovery process. Individuals who access WMS are offered brief supportive motivational counselling, case management, and positive client-centered discharge planning that supports holistic, positive life changes.
HDGH’s Addiction Assessment and Referral Program (AAR) is also a good non-urgent service that’s available on a walk-in basis. AAR helps individuals, aged 16 years or older, navigate community resources for addiction.
Patrick is HDGH’s Director of Mental Health and Addictions, overseeing inpatient Mental Health and Addiction (MHA) beds, bedded and community Withdrawal Management Services (WMS), inpatient (provincially accessible) and outpatient problem gambling and digital dependency services. Since 2017, he has been the Chair of the HDGH Mental Health and Addiction Patient and Family Advisory Council (MHA PFAC). In 2022, he received HDGH President’s Award for Excellence in Leadership Award. Outside of HDGH, Patrick is the Co-Chair of the Windsor Essex County Opioid & Substance Strategy (WECOSS) Leadership Committee and most recently a participant with the Windsor-Essex County Health Unit’s (WECHU) Stakeholder’s Advisory Committee for the proposed Consumption Treatment Services (CTS). Patrick continues to be actively engaged in various opportunities to discuss, raise awareness and improve mental health and addictions services in our community.
Jul 25, 2023 | Leadership, Faces of HDGH
Over the years I’ve seen a lot of changes and improvements made in our healthcare system. Notably, the realignment of Windsor Regional Hospital and Hôtel-Dieu Grace Healthcare. HDGH transitioned to being a specialty hospital, catering to patients with complex medical needs and caring for those struggling with their mental health or addictions. Through all the developments, HDGH has remained committed to its mission, to provide physical, emotional, social and spiritual care, and vision of being a trusted leader transforming healthcare and cultivating a healthier community.
Recently, HDGH was awarded Exemplary Standing, the highest award from Accreditation Canada, marking the second consecutive time the organization has achieved this designation. This is a testament to HDGH’s dedication to providing the best, high quality, person-centred care possible to our patients, clients and their families. This is a great accomplishment that all the staff, physicians, volunteers and the entire community can take immense pride.
Accreditation Canada is an independent, not-for-profit organization that consults with experts to develop health care standards based on best practices. They survey a wide range of health care and social services providers, including hospitals, nursing homes, long-term care facilities, clinics, and community health programs by thoroughly evaluating the quality and safety of those organizations. We’re proud to share that HDGH consistently met 100% of the Required Organizational Practices (ROPs) as well as 98.99% of Accreditation Canada standards, the criteria and guidelines required to provide high-quality care and service.
The Accreditation process involves measuring HDGH’s health services against standards, to identify what is being done well and what needs to be improved. Accreditation Canada Surveyors were onsite from June 5-9 to examine and engage with frontline staff, leadership, physicians, our Patient and Family Advisory Committees, community partners and my fellow board members who were also able to participate. During the visit, they evaluated over 1300 criteria from governance and leadership to infection control and clinical care.
A few of HDGH’s strengths recognized by the surveyors include our:
Thank you to Accreditation Canada for their invaluable dedication to upholding rigorous standards. Their commitment to quality improvement has pushed us to continuously strive for excellence and deliver the highest level of care possible. I also want to extend a heartfelt appreciation to the staff and physicians at HDGH whose dedication, compassion and expertise shine through in every interaction, ensuring that our patients, clients and their families receive exceptional care and support on a daily basis.
Dr. Ken Blanchette is the current HDGH Board Chair, and has been a member of the Board of Directors since 2015. He is also the Chief Executive Officer (CEO) of the Windsor-Essex County Health Unit. Ken previously served as the Associate Vice President (Academic) and Chair of Health Sciences at St. Clair College and more recently as the Executive Director at ConnexOntario.
Prior to joining St. Clair College, Ken spent 12 years as a health care professional providing chiropractic patient care including neurological EMG, MRI and interdisciplinary referrals, spinal decompression as well as spinal x-ray diagnostics.
Ken is actively involved in the Windsor and Essex County communities. He has over 10 years executive level leadership and board governance experience. He has served as the Vice Chair of the board of directors for the Windsor-Essex County Health Unit, Co-Chair for the Health Standards Organizations Academic Health Centers and Clinical Research Technical Committee, Co-Chair for the Southwestern Academic Health Network (SWAHN) and a CMA accreditor.
Jun 13, 2023 | Leadership, Faces of HDGH
In an ever-changing world, healthcare continues to play a vital role in our lives. As a specialty hospital and trusted healthcare provider, we understand the importance of adapting to the changing landscape to meet the needs of our community. With that in mind, we are thrilled to introduce Hôtel-Dieu Grace Healthcare’s 5-year strategic plan—a roadmap that encompasses our Mission, Vision and Values, with initiatives focusing on driving Culture, Care and Connections.
As we prepared for this new journey, we sought input from our staff, physicians, patients, clients, their families and the public. We also engaged with other health care and system partners to help shape our future. As you learn about our 2023-2028 Strategic Plan, we hope you see that the needs and priorities of our HDGH community and the Windsor-Essex community are reflected in the plan.
As we embark on this new journey, our Mission, Vision and Values stay with us and guide us every step of the way. At HDGH, we aspire to be a trusted leader in healthcare, cultivating a healthier community. By embracing innovation, collaborating with partners, and focus on patient-centered care, we can make a lasting impact on the lives of those we serve.
In keeping our values of Kindness, Teamwork and Expertise at the heart of everything we do, we ensure our staff and physicians work together, ensuring our patients, clients and their families receive the highest quality of care, and are shown compassion and empathy throughout all interactions. Our Social Responsibility compels us to give back to our community and address the health needs of society.
Our first driver is Culture. We recognize that our staff is our most important asset because without them, we can’t do any of the work here at HDGH. We want to ensure that we provide a positive and safe environment for all and a culture that supports the growth and development of our staff. To do this, we have identified strategic initiatives such as the Health Human Resources (HHR) Strategy, Leadership Development, Culture of Kindness and Staff Development. These investments in our people give them the skills and tools to provide exceptional care to our patients and clients.
Our patients and clients deserve to receive the best care possible. With Care as one of our drivers, we strive to ensure they feel safe and comfortable throughout their journey with us. Our strategic initiatives focusing on Patient Transition and Navigation, Optimizing Resources to Patient Outcomes and Best Service for Patients and Clients are a few of the ways we can achieve this.
We believe that we have a responsibility to the community we serve. Our last driver, Connections, is about working with community partners to create a more equitable and accessible healthcare system for all. Our strategic initiatives, including System Partnerships, Patient Transition and Navigation, and Embedding an Equity Diversity and Inclusion Framework, are just some of the ways we can collaborate with others to improve the health outcomes and quality of life for those we serve.
Overall, we have 12 strategic initiatives that will help us achieve our goals. We invite you to explore our strategic plan further by visiting our website and watching our video to see highlights from the last few years and where we’re going. Together, let us live our mission and strengthen our legacy.
If you have any questions or feedback, please reach out to me at [email protected].
Bill Marra is the President and CEO at HDGH and brings his 23 years of honourable leadership experience in health, public affairs, and community service to the HDGH executive team. Since joining HDGH in 2011, Bill has been steadfast in his goal to make HDGH the safest hospital in Ontario. He created an in-house security team to ensure the safety of patients and healthcare workers. Bill took on the role of President and CEO in January 2022 and in just one year, he led a person-centered model of care change in the Complex Medical Care and Palliative Units, introduced Personal Support Workers to the healthcare unit, established a HDGH Wellness Committee, and formed an EDII Alliance.
May 2, 2023 | Leadership, Faces of HDGH
It’s National Safety and Health Week from May 1-6! At HDGH, we promote a culture of safety and wellness and believe that everyone shares the responsibility for Occupational Health and Safety.
HDGH is committed to providing a safe and healthy work environment. We strive to provide and maintain a work environment that exceeds acceptable industry standards and complies with legislative requirements under the Occupational Health and Safety Act (OHSA) and other specific Regulations for Health Care Facilities.
It is HDGH’s priority to be the safest hospital in Ontario. To achieve this everyone at HDGH must commit to considering health and safety in everything we do. This commitment forms the Internal Responsibility System (IRS) – a key concept of the OHSA that says everyone has a direct responsibility for health and safety as an essential part of their job.
The Occupational Health and Safety Act (OHSA) is a set of laws that define the duties of employers, supervisors and the rights and duties of workers. It requires HDGH to provide awareness of actual or potential workplace hazards, provide training and personal protective equipment and to take every precaution reasonable for the protection of a worker. These are all good things.
In Ontario, the OHSA is enforced by the Ministry of Labour, Training, Immigration and Skills Development (MLTISD). (Formerly called the Ministry of Labour - MOL.) Inspectors from the MLTISD can show up for an inspection at HDGH at any time, while on site they can gather evidence, question anyone, order tests, take photos, take samples, and issue orders to HDGH to address any hazards that they identify.
When inspectors show up at HDGH it’s a big deal. The Occupational Health and Safety Department meets with them. Our goal is to ensure the inspectors have all the information that they need and that they are satisfied with our organization’s health and safety programs. If the inspectors find something they don’t like, we commit to fixing it!
Prevention is the most important concept we practice in Occupational Health and Safety. We focus on identifying any potential risks in your work area that could result in a physical injury or an act of workplace violence. We want to have control measures in place that eliminate the chances that you could be injured or harmed while at work.
We let you know about risks that you might encounter in your work, provide you with training, personal protective equipment and can assist if you do become injured or ill from or at work. We ensure that our Leadership is trained and understands the importance of Occupational Health and Safety in their departments and the importance of prevention.
We are here to provide First Aid if you need it while on shift and can provide medical consultations and support if you are injured or ill with a non-occupational issue.
We want you to be well, to be safe and to maintain optimal health here at work, so that when you’re enjoying time with friends and family after your shift, you’re at your best.
We really do want to be the safest Hospital in Ontario.
Why do we read rules and regulations that are boring and complicated and sometimes difficult to understand? Why do we fill out forms and paperwork and keep records of everything? Why do we create sign-off sheets, training modules, policies, procedures and safe operating procedures? Why do we ensure that workplace inspections are being completed and that control measures are put into place? Why do we audit to ensure departments are following recommended health and safety and violence risk procedures? Why do we make sure your N95 mask fit is correct? Why do we monitor your immunization and bloodwork? Why do we create mandatory reports? Why do we audit what we do as a department and make more work for ourselves?
Why do we do it?
We do it for you! We do it because we want you to be safe, to go home after a day at work well and unharmed. We want you to have quality time for yourself doing the things you enjoy with those that you love.
We do it because we care and because we are passionate about prevention!
Yes, we also do it because it’s the law. But, we really just do it because it’s what we do. We do it for you!
Heidi Petro joined HDGH as the Manager of Occupational Health and Safety in 2021. She is a Canadian Certified Professional Ergonomist (CCPE) and Registered Kinesiologist (R. Kin.) with the College of Kinesiologists of Ontario with over 29 years of professional experience. Heidi graduated from the University of Windsor with a Bachelor’s of Human Kinetics, Honours Movement Science degree in 1994 and has continued to pursue certifications in the areas of Industrial Job Analysis, Functional Anatomy and Biomechanics, Functional Assessment, and Office and Industrial Ergonomics. Heidi has had extensive experience as a Consultant to both private and public sector organizations and has been a speaker at numerous professional conferences and seminars regarding the development of best practice Disability Management, proactive Return to Work Programs, Ergonomic Design Standards, and Occupational Health and Safety.
Heidi, her husband Jason, and their family, have been organizing fundraising events to support hospital rehabilitation programs since the year 2000. They look forward to organizing the final Heart Breaker Challenge event on May 27, 2023. In her free time you can usually find Heidi outdoors being active in some way, shape or form, or indoors baking, cooking or watching anything related to Formula 1!
May 1, 2023 | Mental Health, Leadership, Community and Partnerships
This week we’re recognizing Mental Health Week from May 1-7, 2023. Each year, 1 in 5 Canadians experience a mental illness or mental health issue, but we all have mental health and need to care for our well-being. In this blog, Dr. Andrea Steen will share HDGH’s efforts to continue supporting those experiencing mental health and addictions illnesses in our community.
HDGH is known for its expertise in Mental Health and Addictions, providing a wide range of services for both inpatient and outpatient mental health and addiction diagnoses. People come to HDGH to receive help when they are in crisis, battling addictions, to see a psychiatrist and for support for chronic mental health problems. We have compassionate and well trained frontline nurses, social workers, crisis workers, occupational and recreational therapists and staff with lived experience to help those who are struggling. We work with so many great partners around the city and county, all with a special interest and knowledge in helping those experiencing a mental health and addictions crisis. Our partners include CMHA (Canadian Mental Health Association), our local police and EMS, the Windsor Essex Public Health Unit and many local counselling and support agencies.
As most Windsor-Essex County citizens are aware, we are working hard to get a new hospital for the region. But what many people may not know is the equally exciting news ahead for the Mental Health and Addictions space. To bring all the mental health services together into one space, for centralized care, smoother hand overs, quicker access, and a place that makes mental health and addictions a priority. As part of the provincial announcement in October of 2021, HDGH received news of the 68 Mental Health Inpatient Bed expansion to our hospital. This will be a new space, built within existing buildings that is built for the patient needs, comfort and safety. The other exciting part of the plan is devising a new space for Urgent Mental Health and Addictions patients to come when in crisis or need of service. HDGH has been working with community partners like Windsor Regional Hospital, local police and EMS, CMHA and frontline staff to devise the plan for this expansion. The plan is going to be submitted to the government in the next few months to wait on the approvals and next steps.
To have one hospital like HDGH be the hub for mental health and addictions services for Windsor and Essex does several important things for our community. It brings experts together who are truly passionate about caring for persons with mental health and addictions issues. It keeps the care in one place, which will improve communication between the staff and allow a better path of care for those who are struggling with an often confusing and disjointed system to navigate. It is our hope that our specialty hospital will grow with new physicians, nurses, support staff and peer workers, as well as attract medical learners of all kinds who are interested in this very special field of medicine.
This will truly be transformational for Windsor Essex and its residents and HDGH is very excited to be part of this project to bring better mental health and addictions care for all.
Dr. Steen is the Vice President of Mental Health and Addictions, Medical Affairs, Quality, and Research, and Chief of Staff at HDGH. She has over 31 years of clinical experiences and has worn many hats from providing hands-on tertiary inpatient psychiatry and outpatient services, to now overseeing the Mental Health and Addictions department. She has always been driven by her passion to care for patients and educates the community about mental health issues. In addition to her roles at HDGH, Dr. Steen is an Adjunct Professor at the Department of Family Medicine at the University of Western Ontario and Schulich School of Medicine and Dentistry.
Mar 8, 2023 | Leadership, Faces of HDGH
Every year on March 8 we recognize International Women’s Day. It is a day to celebrate women’s social, economic, cultural and political achievements and a call to action for accelerating women’s equality. Jenniffer Clifford, Operations and Clinical Practice Manager of Specialized Geriatrics Program and Senior Friendly Care initiatives, is just one of many great female leaders at HDGH. Most recently, she has done an exceptional job managing a patient unit that was opened to support additional hospital capacity within the Windsor-Essex hospital system.
In this blog, Jenniffer shares the qualities she has gained that helped contribute to the success in her personal and professional life.
I am told I have been recognized as being a “strong female leader” and have been asked to share what it means to me to be a strong female in leadership. To be honest, I was a little surprised that someone thought that of me at all, but the more I thought about it, the more humbled I am to be recognized in this way.
I truly believe that who I am today and where I am currently in my professional career because of the many personal and professional experiences, both good and bad, that I have encountered and have made me grow stronger. Before my time in social work, I worked in the community for many years in group homes. Supporting some of the most vulnerable people, I spent a lot of time in hospitals as a care-partner battling and advocating for those I supported within the “medical model” field. My voice was often overlooked by medical teams as myself and the people I supported never really included me in any type of treatment planning and the treatment decisions were made based on what others felt the value of life was; when in reality, they had no idea about what quality of life really meant. Years of these professional experiences across our healthcare system led me to further pursue my education in Social Work and gain some graduate level credentials behind my name, so that I could advocate and be seen as a valuable contributor to the discussion. The same messages and ideas I tried to convey to upper management earlier in my career were now being heard. I consider the 11 years I spent in the community as my “foundation years”. They were some of the hardest and most rewarding years of my professional life.
With every experience I had, I walked away learning something about myself, and my passion began to ignite. As time went on both personally and professionally, I grew more comfortable with who I was and what I needed, and I learned to be unapologetically myself. I learned it was okay to take risks, to advocate for what I believed in, to question things I wasn’t sure about, to tell people exactly what I needed from them and realized I can only control myself and my actions in any situation.
Fast forward 12 years to when I moved into a leadership role, I quickly realized there is no handbook on how to be the perfect leader; nor does any exist. To boot, there are only a few of us in the clinical leadership team who are not nurses— that’s a whole other mindset of standards that a “social model” social worker like myself felt needed to figure out how to live up to – how could I lead NOT being a nurse? Two plus years in and I am still learning everyday how to navigate my many roles and responsibilities, and can now appreciate the fact that it’s awesome that I’m NOT a nurse, because I bring a different perspective and mindset to the table, and that’s not a bad thing!
- Sheryl Sandberg, former COO, Facebook
Here are the qualities I have gained from my experiences that helped me become a strong female leader.
Jenniffer is a Registered Social Worker (RSW) and holds both a Bachelor (BSW) and Master’s Degree (MSW) in Social Work from the University of Windsor. Jenniffer also holds a diploma from St. Clair College as a Developmental Services Worker (DSW). With over 20 years of experience in a variety of settings, Jenniffer has a passion for Specialized Geriatrics with areas of expertise that include Dementia/Alzheimer’s, Geriatric Mental Health, Caregiver Support, Developmental Disabilities, Dual Diagnosis, and Responsive Behaviours. Her passion for this population has led her to different opportunities around the organization, and provincially. In her current role, she is the Operations Manager of HDGH’s Specialized Geriatrics Teams, GAP & GMHOT, and she also acts as the Specialized Geriatrics Clinical Practice Manager for the organization. When she’s not at work, she enjoys spending time with her husband, their two children, many friends and family and golfing.
May 6, 2022 | Mental Health, Leadership
I have always worked in healthcare and most of my career has been spent in mental health. I began working in Children and Youth Mental Health when HDGH was first applying to become the Lead Agency. I fell in love with the work and went from working on the application to being the operational lead supporting the work from a project management perspective. I had a great mentor in Dr. Mary Broga who was the Executive Lead at the time. The strategic system-level work was a perfect fit for me and things evolved from there.
A lead agency is an organization that both delivers Child and Youth Mental Health Services and is responsible for working with other providers to ensure that the right services are in place within the community.
Lead Agencies work with other agencies that receive funding for children and youth mental health services and other community partners to improve the local C&Y mental health system. Together with our partners, we develop plans in which we identify several key priorities aimed at improving access and/or services. We then work together to achieve the goals and objectives outlined in those plans. We are also often responsible for making recommendations regarding funding allocations and where new investment should go to address system pressures or gaps.
This work is so important because mental health is health and it all begins in childhood, in fact, it begins even before. Continually assessing the needs of the children, youth and families of our community and ensuring the system is responsive to those needs is key. The unique aspect of the Lead Agency model is that it allows for those closest to the work – with boots on the ground - to assess the gaps and challenges and to be able to collaborate with system partners in an attempt to respond to those gaps and challenges.
The next three years will be about strengthening our partnerships so that we can improve pathways into and through services. Increasing access to the right kind of care, at the right time, is essential. All of this needs to be done using data and evidence to drive our decisions. We also need to make sure that the voices of those with lived experience have an opportunity to not only have their voices heard but to be part of co-creating solutions with us as they are equal partners in the building of a strong system for Children and Youth Mental Health.
WEConnectKids is about helping families who don’t know where to go for help get connected to the right mental health and addiction services. One of our goals as a community is to make it easier for families to find the help that they need. When you are struggling, or your child is struggling, the last thing that you need is to have to call several different places before you find the right program. The WEConnectKids team will take that burden off of those seeking help and work with our system partners, work to get folks connected to the right services. That being said, it’s important the community knows that this new central access doesn’t mean that families can’t contact any of our children and youth mental health organizations directly. It’s not meant to create an added layer but instead assist those who don’t know where to start and get connected right away to the right services.
As a Lead Agency, we not only have a responsibility to our local community, but we also work closely with colleagues across the province to improve the quality of and access to CYMH services across Ontario.
Collaborative, family-centred, and system-focused.
Collaborative because we cannot meet the needs nor improve our system, our community by working in silos. Working together with our partners is the only way to move the system forward.
Family-centred as we are working to create a better system based on the needs of children, youth and families. By working with those with lived experience, we hope to learn from them and co-create programs and system improvements that make sense for families.
System-focused because we are focused on breaking down silos. Focused on the broader continuum of care and ensuring that the various core services are in place across the system and that they work together to ensure continuity and that when required, services are wrapped around the family providing a greater, integrated plan of care.
There is a bit of the perfect, or not so perfect storm, that is happening right now in the CYMH sector. As a result of the pandemic, we are seeing the needs increasing while at the same time organizations across the province are struggling with significant Health Human Resource issues. Recruiting and retaining qualified staff has been a longstanding issue in the sector but has recently risen to a point of crisis. This increased need coupled with a lack of clinical staff is resulting in increased wait times for services. The system is seeking new and innovative ways to deliver care that will enable greater throughput and reduced wait-times but more will need to be done.
I’m very proud to be launching WEConnectKids. It’s something that our CYMH partners have been working towards for several years. The first step was getting the technology in place to support the referrals. Once we did that, we had to make sure we had the pathways, protocols and partnerships in place to make it work. I’m very grateful to our partners at Children First, Maryvale, Family Respite and weCHC Youth Addictions Program for sticking with the vision and continuing to work together to make this a reality for our community.