2014 may oha presentation
TRANSCRIPT
1930 Request to Red Cross
1936 3-Bed Hospital Opens
1950 12-Bed Hospital
1971 New 12-Bed Hospital $2.2 Million
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Haliburton County
• 17,000 residents increases to 30,000
• 27% of population over the age of 65
• Low income, high poverty levels
• Million $ cottages
• Where is the money? 4
1984
Hospitals in Minden and Haliburton
operated by Red Cross
Ownership transferred to Sisters of St.
Joseph, Peterborough
Community Advisory Committee established 5
1985 - 30 long-term care beds allocated to
Haliburton
1991 - Haliburton Directional Study commissioned
1993 - Options for redevelopment of acute and
long-term care beds
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Proposed a new system of health care delivery in Haliburton An integrated health system
30 new long-term care beds in Haliburton
Minden acute care beds moved to 90 bed home for the aged
Continue to operate two Emergency Departments
A NEW governing Board
To own and operate all health services
Board to be comprised of Haliburton residents
Sisters of St. Joseph to transfer ownership to a new Haliburton
Board 7
Challenges of Forming a New Haliburton Board
Communities are competitive Rivalry
County Council - to give up control of the new
home for the aged
Convince Ministry of Health to form a new
hospital Board
Balance of power on the Board
Skills based Board 8
1994 – New Haliburton Highlands Health Services Board formed
1995 – First CEO hired
1996 – HHHS Foundation formed
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Haliburton Site
• Emergency • 12 acute care beds • 30 long-term care beds
Minden Site
• Emergency • 2 holding beds • 62 long-term care beds
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1995 Capital Redevelopment Plan
$20 million capital redevelopment plan
$10 million from Ministry of Health
$5 million from Federal Government
$5 million from local fund raising
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1996 Mental Health services added
Proposed ambulance services – not approved
Proposed CCAC – not approved
1998 Supportive Housing – several locations throughout
County
Diabetes Education added
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Total HHHS Revenues
$-
$5,000,000.00
$10,000,000.00
$15,000,000.00
$20,000,000.00
$25,000,000.0019
9719
9819
9920
0020
0120
0220
0320
0420
0520
0620
0720
0820
0920
1020
1120
1220
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Total RevenueMinistry Revenue
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1996 - HHHS Foundation Formed
$-
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00 $1,244,169.00
$1,007,536.00
TOTAL FUNDS RAISED
Total raised = $10 million
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HHHS Foundation
• Raised over $1 million from its
community
• In 1998, $30,000 in bequests
• In 2013, over $500,000 in bequests 15
Lessons Learned…
1) Governance is important
2) Board structure is critical – balance of power –
skills based
3) Foundation – Fundraising
4) Vision – A Vertically Integrated Health System
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December 2102 - CE LHIN Community Health Services Integration Strategy Cluster-based service delivery model through integration of
front-line services, back office functions, leadership and/or governance to:
improve client access to high-quality services, create readiness for future health system transformation make the best use of the public’s investment
Hospitals were included in the Northumberland and Haliburton
County – City of Kawartha Lakes Processes 17
HKL Integration Planning Team Organizations • Community Care City of
Kawartha Lakes • SIRCH Community Services • Community Care Haliburton
County
• Victorian Order of Nurses, Ontario Branch
• Ross Memorial Hospital • Haliburton Highlands
Health Services
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Convergence of Central East LHIN/Provincial Priorities
Coherent, Coordinated, Sustained Integration Strategy
Health Links
Small Rural Hospital
Transform-ation
Funding Initiative
Community Health
Services Integration
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Decision-making Criteria
Articulates goals for integration Aligned with:
• Local Needs & Priorities • The CHS Integration Guiding Principles • Central East LHIN 2013-2016 Integrated
Health Services Plan • The pan-LHIN Decision-making Toolkit
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Governance Models Evaluation Criteria Legislative BarriersStrategic AlignmentEconomics & Cost RealignmentQualityService enhancement including:
- increasing access-ensuring equitable access -improving population health-avoiding service redundancy-reducing a gap
Client Experience & Continuity of CareAutonomyAdaptability and SustainabilityImplementable/Practical RealitiesCapacity to Engage the Community in:
-Fundraising-Volunteering
Do no Harm
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Prioritized Governance Models Nine Governance Models were evaluated
against the Decision-making Criteria
Governance Models ranged from one single organization to six organizations
Each model was designated as Green, Yellow, Orange or Red for each decision-making criteria
Three Governance Models were prioritized for further consideration
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What was proposed? • The creation of One
Entity (one organization) in Haliburton County, with a single board of governors, accountable for providing the LHIN-funded hospital and community services.
• Confirmation of two existing entities in the City of Kawartha Lakes, Ross Memorial Hospital (RMH) and Community Care City of Kawartha Lakes (CCCKL), who will continue to provide the LHIN-funded hospital and community services currently delivered by their organizations
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One Entity in Haliburton County Voluntary merger between Community Care Haliburton County
and Haliburton Highlands Health Services One Entity to deliver hospice/palliative services currently
provided by SIRCH and Adult Day Program services currently provide by VON.
Accountability for coordinating Foot Care services would also be transferred from VON to the One Entity.
SIRCH and VON would continue to exist as ongoing entities, with their own boards, programs and services but would no longer have an Accountability Agreement with the CELHIN
Volunteer Co-ordination – SIRCH would investigate piloting a new model (Volunteer Match) that could be used by the One Entity in Haliburton County to recruit, screen, orient and train volunteers
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Strategic Alliance between Ross Memorial Hospital and Haliburton Highlands Health Services Established to facilitate existing and future shared services
opportunities, including: Laboratory Services Medical Device Reprocessing Medical Records Transcription Shared Information Technology Department Inventory Management System and Procurement Pharmacy Services Mental Health Leadership Cardiac Rehabilitation Diagnostic Imaging Management Document Management System for Policies and Procedures
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Benefits of the One Entity in Haliburton County local autonomy and local management over Haliburton
County-specific services potential cost savings for reinvestment local residents would not have to go through as many
“doors” and would have access to a broad range of services
streamlined volunteer opportunities for local residents who want to support their local health care organization.
more opportunities for staff in a larger organization “one voice” with an understanding of the health needs
of the residents of Haliburton County to advocate for/apply for new funding
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Transition Planning for Haliburton County Haliburton Kawartha Lakes Health Services Integration Plan
was presented to the CE LHIN Board for approval on December 18, 2013
The CE LHIN Board approved the Integration Plan and requested a 6-month status report on the implementation of the Plan
Discussions began between Community Care Haliburton County and HHHS related to their amalgamation in early January 2014, and more specifically about the governance structure for the amalgamated organization
A Transition Team, with executive representation from HHHS, CCHC, SIRCH and VON, was formed to begin planning for the implementation of the Integration Plan in Haliburton County
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Governance Plan Although the Integration Plan called for the formation of
a new Health Services Entity for Haliburton County, discussions were initiated with Community Care and HHHS since the governance of only these organizations were to be impacted
The two Boards agreed that the “new entity” would be HHHS and Community Care Haliburton County would wind-down as a corporation following the transfer of the community services on September 30, 2014
To facilitate the Governance Plan, vacancies on the HHHS Board would be held for Community Care Board members who wanted to move to the HHHS Board and would do so as of the HHHS Annual General Meeting on June 26th, 2014
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Next Steps…
Family Health Team
Ambulance Services
CCAC
Other 40 health and social service agencies
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