A document sent to Chatham-Kent Health Alliance staff, physicians and medical professionals addresses some of the points from Bonnie Adamson’s investigator’s report, and the progress the CKHA has made on these issues.
Fannie Vavoulis, the new director of communications for the CKHA, provides a series of updates in this new communication tool sent to CKHA staff, entitled: ‘Engage’.
“When I was appointed one of my priorities was to develop a communications plan that reflects our commitment to transparency, our pride in CKHA, our belief in the importance of information and our desire to connect through engagement,” Vavoulis wrote.
Four of the 15 ‘Facts and Findings’ items from Adamson’s report were addressed in Vavoulis’ report:
Point #9: “All three boards have demonstrated a lack of oversight regarding a serious financial deficit which has been accumulating over time and the current negative fiscal situation for the budget in its entirety.”
“Ken Deane, president and CEO, and Rob Devitt, supervisor, acknowledge that the financial situation at the CKHA is a very concerning issue,” Vavoulis wrote.
“Precious governance oversight has driven the organization into a financial position that requires much discussion and effort to realize a balanced budget. This must be a focus of the organization and we will be working together to get to that point. Ken and Rob have been working closely with the Erie St. Clair LHIN and the Ministry of Health and Long-term Care to come up with a short-term relief strategy.”
Vavoulis said a bench marking process has been launched and initial discussions are underway.
“This process allows the organization to see where we are in terms of our cost performance versus hospitals of similar size, demographic and other qualifiers,” she wrote. “It will provide information to see where there is room for improvement within our organization. In a world where Ministry of Health funding is all driven by formulas, performing well relative to other hospitals is crucial for us to operate.”
Point #10: The boards have been complicit in administrations long pattern of decision-making regarding resource allocations that have resulted in the deterioration of Sydenham District Hospital’s physical plant and related ability to provide the program and services to its community in accordance with the Rural and Northern Health Care Framework principles clearly set out in the Alliance Agreement.”
Vavoulis said in the last few months investments have been made in Wallaceburg.
“A series of significant investments have begun in Sydenham’s physical plant, approaching $750,000 in value, in an effort to bring back up to date some of the underlying facilities and systems at the hospital,” she wrote.
“Projects include installation of a new heat exchange unit to ensure the provision of hot water, security systems, water testing and filters and the like. These sorts of foundational investments are essential in order to keep the facility operating and must be made before program investments can be contemplated.”
Vavoulis added: “While there are more updates to occur, we need to be fiscally responsible on any capital investments we make in the future.”
Point #11: Three hospital administrative organizational structure charts dated June 2016 reflect a large number of leadership positions for a 200 bed community hospital.”
“The initial stages of the bench marking process have taken place,” Vavoulis wrote.
“This process allows us to see where our organization is measured against organizations of similar size and scope. We believe this process will allow us to understand how our administrative structure compares to other hospitals of our size.”
Point #12: “The medical leadership organizational chart indicates that there are over 20 medical administrative roles for a medical staff of 185 members.”
“Ken and Rob have worked with the medical staff leadership to craft a new organizational chart based on a program management model,” Vavoulis wrote.
“This new structure solidifies the role of physician leaders working with administrative leaders in providing oversight to clinical programs and services. Healthcare is a team-based activity and integrating the medical and hospital leadership structures is an important step in increasing teamwork.”
Vavoulis added: “Having crafted a new structure, positions have been posted and interviews are being arranged with interested candidates. Our goal is to announce a new Chief of Staff and new chiefs/medical directors in the coming weeks.”
Point #14: The CKHA organizational culture has been frequently described by both hospital staff and medical staff to be one of fear, intimidation, distress and an unsafe environment in which to voice their opinion’s without retaliation.”
“On November 24 we launched the confidential and anonymous NRCC Staff and Physician Engagement survey,” Vavoulis wrote. “This went to staff and physicians. The survey will continue until Thursday, December 22. Once we have the results they will be shared with all departments. From there we will develop plans to ensure our staff members and physicians voices have been heard and appropriate action is taken.
Vavoulis said the CKHA is in the process of establishing a Workplace Violence Committee.
“The committee will be made up of staff, patient relations advisers, and physicians. This allows us to provide a safe and secure workplace for all staff, physicians and volunteers.
Vavoulis said the CKHA is also working on a new ‘Whistleblower Hotline’.
“We will be launching a ‘Whistleblower Hotline’in early 2017, that will be managed and operated by a third-party vendor,” she said.
“In this way we can ensure that (staff) can report issues confidentially. There will be more information to follow on this once we have everything in place.”
Other areas being focused on by CKHA leadership
Vavoulis’s report discusses other items the new CKHA leadership has been working on as well, including:
– Rural Advisory Committee: A new committee is being formed to address the “unique issues” facing the rural communities of Chatham-Kent. The committee will includes members from Walpole Island, to Wallaceburg, to Wheatley, and everywhere in between
– CEO search: The search for a new CEO began six weeks ago. The interview process has begun and an announcement is expected soon.
– Capitol planning: CKHA staff hope to begin a capitol planning process in the early part of 2017, to help develop long-term plans for both the Chatham and Wallaceburg campuses. Re-development plans in the 20-25 year range will be explored for both campuses.
– Patient involvement: Patients have been involved in the decision making processes over the past number of months, including a patient representative sitting in on the CEO interviews. Patient reps will also be sitting in on the medical leadership interviews as well.
Vavoulis says in her report that special engagement sessions will be held in Chatham and Wallaceburg mid-way through January.
