Joseph Brant Memorial Hospital Presentation to the HNHB LHIN Board of Governors April 26, 2011
Agenda • The Joseph Brant Memorial Hospital (JBMH) • New Priorities & Directions • Change is Happening • Performance Targets • Successes
Joseph Brant Memorial Hospital Hospital Type: Full-service Community Hospital; first opened in 1961; serves catchment area of > 250,000 people in Burlington and surrounding communities of Flamborough, Stoney Creek, Grimsby, Waterdown, Halton and Hamilton Core Programs: Acute Medicine, Surgery, Emergency, Maternal & Child Care, Mental Health, Rehabilitation & Complex Continuing Care • 249 funded beds • 145+ million Hospital Budget • 48,000 ED visits (5% increase in patients > 80 yrs.) • 12,000 annual admissions • 1,500 annual births • 11,000 surgical cases per year (including day surgery, elective surgeries and emergent/urgent cases) • 70,000 Ambulatory Clinic visits • 1,500 staff • 185 active physicians • Over 500 volunteers in 40 areas of the hospital
New Priorities • The Board of Governors & Senior Leadership Team have focused on 4 Priorities over the past 22 months: 1. Quality, Safety, and Service 2. Financial Stewardship 3. Approval for Redevelopment 4. New Strategic Plan
New Directions • Integration & Collaboration • Partnerships • Academics & Teaching • “Systems Thinking”
Change is Happening • Transformational Change Agenda – Quality and Safety Reviews – Culture – Patient Flow – Redevelopment – Clinical Collaboration
Change is Happening Improved Patient Flow: • Action Plan to date includes: – Medical Staff By-Law Changes – Daily Rounding – Physicians, Interdisciplinary morning rounds, weekends – Care pathways & Order sets – Conservable Beds Days/EDD/ELOS\ – Culture change - Discharge planning begins on admission – LHIN/CCAC/JBMH Partnership – Escalation Measures – New discharge planning process – Consultant Response times in the ED – Operating 15-30+ over census beds – Repatriation Policy – New Bed Management Policy – GAITE Clinic – Family Physician engagement – Admission and discharge criteria
Performance Targets • ALC • ED Admitted Patients LOS 90 th percentile • Wait Times • Top Operational Priority for JBMH to improve in all areas
Our Successes • Organization focused on Quality, Safety, and Service – Hospitalist Model – Intensivist Led ICU – Primary Percutaneous Coronary Intervention (PPCI) By-Pass Protocol with Hamilton – Hospital Standardized Mortality Ratio (HSMR) JBMH at 76 - well below “100” level; 2 nd Lowest in LHIN • – C-Section rates reduced from 35% to 22% – Antibiotic resistant organism (ARO) and C-diff rates consistently lowest in the province – ALC rates reduced from 32% June 2009 - 18.5% February 2011 – Surgical Safety Checklist – 99.94% compliance! – GAITE Clinic Emergency Dept – from pilot to 5 days per week
Our Successes • Financial Stewardship – After 2 years of successive deficits ($3.4M, and $2.1M respectively), we balanced our budget in 2009/10 ending the year with a small surplus – No further drain on our working capital reserves – In 2010/11, we have ended the year in a balanced operating position, and we have a plan in place to balance in 2011/12 • Redevelopment – We are project ready! – MOHLTC Business Case approved – MOHLTC approval to proceed with Functional Plan – $60 million civic contribution from City of Burlington
Our Successes New Vision, Mission, and Strategic Plan Vision Mission We are committed to exemplary Compassionate Care. healthcare. Exemplary Service. We are focused on clinical Every Time. excellence, quality, and patient safety. We have a passion for service.
New Strategic Directions To fulfill our Vision we have built a framework that will inform everything we do. We have defined five Strategic Directions or areas that we must focus on. Each of these will drive specific action plans that will ensure that our community consistently receives excellent health care that meets their needs.
Our Journey Has Begun • Transformational change is underway and noticeable progress has been made in a number of critical areas • JBMH is currently in a period of transition with a clear focus of becoming a leading practice hospital • JBMH redevelopment and expansion is long overdue and urgently needed to keep pace with the health care needs of the Burlington and area community
Thank you!
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