Connect Summer 2012 by Eastern Health

Summer 2012

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Chronic Disease Self-Management Helping Individuals Take Control

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Long Term View for Long Term Care

Toxic Talk Eastern Health Leads the Country in Hazardous Medication Practice

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Meditech Consolidation â&#x20AC;Śto boldly go where no one has gone before

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Please Take a Number Reporting Wait Times on easternhealth.ca

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Employee Recognition Event June 13, 2012

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Connect is published by the Corporate Communications department of Eastern Health. Connect is printed internally by Printing Services. Please address any comments or suggestions to Susan Bonnell, Editor:

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From My Province to Yours: One Nurseâ&#x20AC;&#x2122;s Professional Journey

Corporate Communications Administrative Office Waterford Bridge Road St. John's, NL A1E 4J8 (709) 777-1412 susan.bonnell@easternhealth.ca

Contributors 1

Deborah Collins Corporate Communications St. John’s

Sarah Halfyard Home and Community Care St. John’s

Susan Bonnell Corporate Communications St. John’s

Robyn Lush Corporate Communications St. John’s

Stephanie Barrett Corporate Communications St. John’s

Angela Greenslade Corporate Communications St. John’s

Phil Simms Corporate Communications St. John’s

Angela Lawrence Corporate Communications St. John’s

Jackie O’Brien Corporate Communications St. John’s

Cover Photography by Phil Simms On the Cover: Shirley Fagan, Oncology Nurse, Cancer Care

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Chronic Disease Self-Management Helping Individuals Take Control by SARAH HALFYARD

hronic disease is a growing issue in our communities. Results from the Canadian Community Health Survey, which is used to gather information regarding health risks and conditions of the people by province and specific subregions, showed that 90 per cent of the individuals surveyed in the Eastern Health region reported having one or more risk factor for chronic disease and 67 per cent reported having at least one or more chronic diseases. It should come as no surprise that developing an effective approach to chronic disease prevention and management is an important goal for Eastern Health, and a priority identified in our strategic plan. Karen Milley is now the Interim Regional Director for Home and Community Care, but Karen was

originally tasked with developing the organization’s chronic disease strategy. Karen, her team and the advisory committee are excited to be sharing the strategy publicly this summer. “It’s been a lot of hard work, but we realize the importance of putting in writing a plan to guide us into the future,” says Karen. “Our aging population and the high prevalence of chronic disease is placing a tremendous burden on the health-care system,” says Vickie Kaminski, President and CEO. “We need to take a proactive approach to health care rather than a reactive one; as health care providers we need to encourage our clients to take control of their own health.”

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Did you know that about 70 per cent of all deaths in the Eastern Health region are the result of a chronic disease?

What is Chronic Disease? Chronic diseases are of long duration and slow progression; have many causes but often share common risk factors; can occur at any age but usually becomes more common later in life; and can impact quality of life and limit daily activities. Examples of chronic diseases include diabetes, heart disease, arthritis, asthma, chronic pain, and depression. This definition is based on the World Health Organization’s definition and is taken from the Department of Health and Community Services policy framework for chronic disease prevention and management. Chronic disease requires long-term management not only by the healthcare provider but also by the individual, their family, and the community. These individuals are our clients, patients and residents and we have a role to play in helping them manage their chronic disease.

The Importance of Self-Management There are many lifestyle changes that accompany a chronic condition. Self-management involves the client engaging in activities that promote health and well-being; monitoring his/her symptoms and signs of illness; managing the impacts of his/her condition on physical and psychological functioning; and adhering to treatment regimes. It is up to clients and their caregivers to self-manage; our role as health care professionals is to develop support strategies to help the client manage their condition and organize resources to provide that support. Providing chronic disease prevention and management support requires us to adjust our approach to the client. We need to not only focus on collaborating with and educating our clients but also teaching them problem solving skills. Dr. Mercedes Penton, a general practitioner in St. John’s, states, “Self-management is extremely important because when a client becomes an active partner in their health care they have a better understanding and acceptance of their situation. Using chronic pain as an example, positive self-management allows them to live with a certain level of pain and when they are educated about the disease process they feel more in control of their life.” There are many tools that health care providers can use to support the

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client’s progression to action – motivational interviewing, goal setting, action planning, and building self-efficacy. Research indicates that peer-led self-management programs assist clients to self-manage their chronic conditions. Eastern Health is now offering peer-led chronic disease self-management workshops, called Improving Health: My Way, to help people live better with their chronic illness. Workshops are two and one half hours long once a week for six weeks and they are free. For more on these workshops, please visit the website, www.easternhealth.ca. Chronic Disease is an issue, not only for the communities we serve but for the Eastern Health community as well. Many of our colleagues are living with chronic diseases, and we asked some of them to tell their stories.

Cathy Howlett – MS Changed My Life wo weeks after her wedding, Administrative Assistant Cathy Howlett fell ill – literally. When Cathy fell in her driveway and progressively went numb from the chest down, she knew right away that there was something wrong. Two MRIs and a lumbar puncture later revealed that what Cathy thought was a damaged spine was really Multiple Sclerosis (MS). After hearing her diagnosis, she felt both shocked and determined. “I really didn’t see a diagnosis of MS coming,” says Cathy. “However in the end, I couldn’t change what was written in the test results so I had no other choice but to deal with it head on. It changed my life.” While she looks perfectly healthy on the outside, Cathy’s body is fighting a hard battle on the inside. Chronic pain, fatigue, balance issues, numb hands,

blurred vision, brain fog and cognitive issues are just a few of the many symptoms she experiences on a day-to-day basis. “It’s difficult for others to understand your illness when you look healthy,” says Cathy. Although the issues associated with MS are difficult to understand as an outsider and can present tough challenges at the work place, Cathy is thankful to have an understanding employer and colleagues. “A positive attitude in dealing with the difficult times is very important,” says Cathy, “and I’m blessed to have such a great support system.” Now, eight years since her diagnosis, Cathy has developed effective strategies to deal with the many hurdles that come along with MS. “When you are diagnosed with a chronic illness, you listen to your body,” she says. She walks everyday, maintains a healthy diet, rests when needed, and most importantly keeps positive people around her. “I cope by pushing through the bad times; taking advantage of the good days; accepting that there are things I can’t do and realizing that I’m not wonder woman.” ANGELA GREENSLADE

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Here are more stories from Eastern Health employees living with chronic disease. To read the complete story, visit www.easternhealth.ca and go to the“Did You Hear?”section. Lori Hewitt – Crohn’s Doesn’t Deﬁne Me t just 20 years old and with an exciting future ahead, Lori was diagnosed with Crohn’s disease. While Lori admits that some days are better than others, Crohn’s disease has presented her with many challenges. “I knew Crohn’s disease was something that wouldn’t go away, that the pain and related symptoms could rear their ugly heads at any time without warning.”

Raylynn Ralph - I’m Learning to Adapt to a Rare Disease s a social worker with the Mental Health and Addictions Program, Raylynn Ralph was familiar with stressful situations, but nothing could have prepared her for the stress of a chronic illness. Raylynn has Relapsing Polychrondritis (RP) which causes breathing difficulties, hoarseness, throat pain and chest pain.

Olive English – I Chose to Change hen one of her patients lost their balance, nurse Olive English was quick to react, and suffered severe spinal damage as a consequence. Unable to return to work and in chronic pain Olive felt a strong disconnect between what her mind wanted and what her body could do. “I felt like hiding from the world.”

Pamela Brown – I’m Grateful for Support ecretary Pam Brown was diagnosed with Type-1 diabetes at the age of 10, and rheumatoid arthritis and osteoarthritis at 39. Although the progression of Pam’s diseases has thankfully been slow, she is faced with an abundance of daily challenges. “When you have a disease like arthritis, the little things you once took for granted become big things that present a lot of difficulty.”

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LONG TERM VIE W FO

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R LONG TERM CARE by DEBORAH COLLINS Photography by Phil Simms f you’ve had an opportunity to take a recent stroll around Quidi Vidi (or the “lake”, as it is affectionately known by St. John’s locals) you would have noticed a large new structure rising into the architectural skyline of Pleasantville. Located on the site of the former Janeway apartments, the new long-term care facility continues to make great progress. The emerging four-storey building with two distinct residential towers represents Eastern Health’s long-term view of long-term care. It is also a testament to the provincial government’s commitment to long-term care infrastructure and meeting the needs of the province’s target population. It is well known that the Newfoundland and Labrador population is aging; however, the fact that our population is aging faster than the rest of Canada may come as a surprise to some. In 2007, men and women over the age of 65 made up approximately 14 per cent of the provincial population. This is projected to grow to over 28 per cent by 2026. So it seems quite fitting that in 2011, the year that the first ‘baby boomers’ turned 65, construction commenced on the new St. John’s long-term care facility. Designed to replace the existing HoylesEscasoni Complex, the 460-bed building will include various bedroom types: private, semi-private, and double rooms that are larger to accommodate residents

FRONT ROW LR: LAURIE ADAMS, RECREATION SPECIALIST, HOYLES ESCASONI COMPLEX; ALICE KENNEDY, VP, LTC; CAROL ANN MASON, RN, HOYLES ESCASONI COMPLEX; BACK ROW LR: SEAN PARDY, REGIONAL MANAGER, THERAPEUTIC RECREATION, LTC; ARTHUR MORGAN, PROGRAM MANAGER, LTC; GLENDA COMPTON, REGIONAL DIRECTOR, LTC

who wish to share accommodations with spouses or siblings. The modern facility is designed to create maximum flexibility for staff and residents in order to accommodate the various cognitive and physical abilities and the care required for each. The building is slated for occupancy November 2013. Carol Ann Mason is a nurse at the HoylesEscasoni complex, and has already toured the new site in Pleasantville. “There’s a lot of excitement around this project among our staff and also the families of our residents,” says Carol Ann. “The availability of services like pipedin oxygen and suction for our complex care unit will enhance the care we provide to our residents. The increased space will offer residents greater privacy and dignity, while staff will also have more room to do what we do more effectively.” Placement within the facility will be based on an assessment where the resident’s needs will be matched to the most suitable care environment. In addition to medically complex care, specialized care will also include protective care and secure units for residents with dementia. Special design features for the latter group include a wandering path and an outside garden, which is accessible to residents, but self-contained. The new design will feature a larger recreation area with a games room for young adults (those under 65 years of age) and for those with severe physical and intellectual disabilities. Laurie Adams is delighted at the prospect. The recreation therapist says the new facility will offer the appropriate environment for both individual and group therapies, based on the residents’ needs. “There will be more opportunities to participate in

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There’s a lot of excitement around this project among our staﬀ and also the families of our residents.

outdoor activities such as horticultural therapy, intergenerational activities and walking programs,” Laurie adds. “The unique, on-unit multi-purpose room will give the young adult population the freedom and the resources to engage in independent leisure activities.” Glenda Compton, Regional Director with Eastern Health’s Long-Term Care program, is responsible for leading infrastructure development projects. “It is very exciting to be working with other departments and programs and to be leading the planning and implementation process,” says Glenda. “There is a real opportunity to make a difference that will positively impact residents, families and staff.” While the Pleasantville project is the closest to completion, Eastern Health is also partnering with the Department of Health and Community Services on other long-term care infrastructure projects as well. In February of this year, a contract for the construction of a new 227-bed long-term care facility in Carbonear was awarded. This facility will be located on the site of Carbonear General Hospital and construction is well underway. Funding has also been committed for the development of a dementia care bungalow in Bonavista which will provide specialized care and accommodations for individuals with mild to moderate dementia as well as Alzheimer’s disease. This facility will accommodate 12 people and is presently in the final design stage.

According to Alice Kennedy, Vice-President with responsibility for long-term care, Eastern Health recognizes that planning now for future long-term care services and programs is the key to addressing the needs of the aging population. “The present infrastructure initiatives are evidencebased, progressive and state-of-the-art,” says Alice, “and are an important part of Eastern Health’s strategic plan. “As we plan for the future, we are striving to develop comfortable environments that will support the needs of all the men and women we serve and provide access to the most appropriate and highest level of care possible,” she says. This is an exciting prospect for staff members like Carol Ann Mason and Laurie Adams, as they prepare to make the transition to the new ‘home’ – both theirs and the residents they‘ll serve there. ‘There’s a real sense of pride in a new facility,” says Carol Ann. “When I toured the site, other staff members wanted me to get pictures so they could also see what it was like. There are such wide open spaces in the building – and the views are amazing! It’s a place where potential residents will want to come.” “I feel very privileged to have the opportunity to work in the new facility,” says Laurie. “To make the move with my colleagues and residents makes the transition more meaningful. I’m looking forward to the new comfortable and home-like environment and all the opportunities it will present for staff, and the residents and families within our long-term care.”

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Toxic Talk Eastern Health Leads the Country in Hazardous Medication Practice by STEPHANIE BARRETT Photography by Phil Simms

t Eastern Health, we strive to provide a healthy work environment for our employees and are committed to implementing programs and initiatives that support this approach. As we work towards our goal of bringing together the two sides of safety – staff and client – Eastern Health is set to introduce enhanced Personal Protective Equipment (PPE) requirements for all medications classified as “hazardous.” “Right now, there are no definitive guidelines for the handling of hazardous medications that are

non-cytotoxic in the country,” says Tom Godden, Manager, Occupational Health and Safety. “We should be extremely proud that we are leading practice in this area.” Shirley Fagan has been an oncology nurse with Eastern Health for 16 years. She knows all too well the importance of using PPE when handling hazardous medications. For her, using PPE is not an option but a necessity. “As frontline nurses we are in a position to protect ourselves, staff, patients and visitors from any toxicity,” says Shirley. “The main point when

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handling hazardous meds is: protect yourself. “Using gowns, double gloves, and a face shields when there is a risk of splash are important to maintaining a safe environment for you, your patient, visitors and any person in the environment where cytotoxic agents are being administered,” she says.

Widening the Net on Hazardous Medications “Protecting employees from the risks associated with handling hazardous drugs is just another element in creating a culture of safety in a health care organization,” says Tom. He goes on to explain that in 2010, PPE requirements for the handling and administration of all cytotoxic medications were introduced. “Through our phased approach we are now looking at the possibility that other medications may pose some health risk to employees and in turn, are ensuring the proper precautions are taken to minimize risk,” he says. “Such drugs require special handling because of their inherent toxicities.” So what is considered hazardous? Dr. Vincent Wong, Occupational Health Physician with Eastern Health, explains. “Any drug or substance that has the potential to cause harm to a person’s health upon exposure can be classified as hazardous medications,” he says. “Some of the drugs we administer are extremely beneficial to our patients but they can also pose some risk to us as health care providers.” In an attempt to

further categorize all hazardous medications, the Hazardous Medications Management Committee conducted a thorough review. “The assessment consisted of a review of all medications designated as hazardous by the National Institute of Occupational Safety and Health (NIOSH) and categorized them as high or low risk,” says Vincent. “This was no small task as we had close to 160 medications to review. “A challenge here is the fact that, although several studies have demonstrated a possible relationship between exposure in the workplace and health effects, determination of an absolute cause and effect can be difficult.” He goes on to explain the PPE requirement will be established in relation to the level of risk. “The overall goal is to provide safe, quality care for patients, while being mindful of our own health.” While Shirley deals on a daily basis with cytotoxic medications, she believes that any medication deemed hazardous requires the appropriate use of PPE.

DR. VINCENT WONG, SONYA STANFORD, TOM GODDEN

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We should be extremely proud that we are leading practice in this area.

“Education is key,” she adds. “Educating staff and patients of the risks involved when handling hazardous medications and the dangers of not using PPE will help to further support the use of PPE in the working environment. “Changing attitudes and ideas is also an important step and when people have an ingrained belief such as ‘this is how I’ve always done it’, it is hard to change that,” says Shirley. But that is exactly what Eastern Health intends to do. “Ultimately, our goal is to keep our staff safe and encourage them to take a leadership role in worker safety and health,” says Tom. “If we work together to foster a healthy, safe work environment, we are reinforcing our commitment to provide the highest possible quality of care to the people we serve.”

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UPDATED: JUNE 8, 2012

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Hazardous Medications List Occupational Health & Safety

Hazardous Me dications Lis t UPDATED: JUNE 8, 2012

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Aldesleukin Alefacept Alemtuzumab Alitretinoin Altretamine Amsacrine Anastrozole Arsenic trioxide Asparaginase Azacitidine Azathioprine Azathioprine

B Dosage Form

Eastern Health Designation

Injection injection injection capsule capsule injection tablet injection injection injection tablet injection

LOW LOW LOW LOW HIGH HIGH LOW HIGH

DRUG

Dosage Form

BCG vaccine Bexarotene Bexarotene Bicalutamide Bleomycin Bortezomib Bosentan

HIGH

Busulfan

HIGH

Busulfan

HIGH HIGH

topical gel

HIGH

tablet injection injection tablet injection tablet

HIGH

Eastern Health Designation

injection capsule

LOW HIGH HIGH LOW HIGH HIGH

HIGH

__________________ __________________ __________________ Known antineoplast ___________ ics as per NIOSH NOTE: This list will be reviewed and updated on as a guide and a periodic basis. is based on the This list is to be best current availabl considered e information.

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…to boldly go where no one has gone before by ROBYN LUSH Photography by Phil Simms

Space…The final frontier…These are the voyages of the Starship Enterprise, its five-year mission to explore strange new worlds; to seek out new life and new civilizations; to boldly go where no-one has gone before. ho can forget Star Trek – even if you’re not a fan! The opening monologue is iconic, with Captain Kirk’s distinctive voice echoing through the light years. Turns out the crew of the Enterprise discovered there was much more to outer space than meets the eye! At Eastern Health, we have our own crew of explorers and discoverers, “boldly going where no health care team have gone before”. And while they may not be exploring space, they are learning that there’s more to this project than anyone anticipated: • “It’s a more complex project than any I have ever been involved in.” • “Over 200 systems are tied in or linked, each of which must be investigated and processes developed.” • “It was a real discovery for those involved.” The crew in question is the Meditech Consolidation team. And their mission? One, standardized, electronic health record for all.

The Final Frontier

By now, most Eastern Health employees have heard about Meditech Consolidation – the merger of several different versions of Meditech into one version. But, what does this really mean? You know how annoying it is when your internet browser gets updated and it looks different? It becomes

more difficult to find what you’re looking for, or you now have to do the same thing differently? That’s an example of what staff experience when they go from one version – or region - of Meditech to another. Each Meditech system was designed separately to meet the needs of the users in that area and over time, evolved to look differently and, in some cases, speak variations of the same language. Today it is possible that patients, who can present at any facility in Eastern Health, can have multiple electronic health records, or files, in any of the existing Meditech systems – systems that currently don’t speak to each other. For example, if you become sick in the Peninsulas region and your medical records are in the city hospitals Meditech system, your health care providers in Bonavista will not have electronic access to those records. This can result in duplicate testing, such as repeating blood tests or other more expensive and high demand tests. In cases where clinicians have access to all three clinical Meditech systems, they must log in to each system separately to look for information for that one patient. When Meditech Consolidation is complete, all clinical information that has been entered into Meditech from anywhere in the region will be available to authorized clinicians throughout the region. This will mean only one password for staff and physicians, and more importantly, one hospital card and one unit number for each patient.

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“However, it’s even more than that,” says Change Manager Jill Phillips. “It’s really about the future health of our children, grandchildren and the health of the community at large.” She adds, “Think about it – one system will not only allow us to streamline and improve our processes, but will also allow us to track health trends, research and manage chronic diseases and potentially live healthier lives. The sky is the limit!” The Meditech Consolidation project is part of a national initiative supported by the federal and provincial governments that, once complete, will allow our health-care information to be available wherever in the country we need it to be. Many other health authorities in Canada are at various stages in the consolidation process, with Newfoundland and Labrador and Eastern Health farther ahead in the process than most.

Strange New Worlds

What you may not have heard about this project is its sheer complexity. Simply stated, the framework that supports and drives this project is standardization standardization of dictionaries (test names), processes and computer infrastructure – so that all programs and departments speak the same language. The project also includes the standardization of process so that procedures are managed the same way throughout the

The benefits include: One system and one password for staﬀ One hospital card and one unit number for each patient, no matter where they get care

The Reduction of duplication Improved continuity of care: as patients move

through the system (admission, testing, appointments) their clinician will be able to access their information from anywhere in the Eastern Health system Improved eﬃciency, like accessing test results

Team Members Include: Project Manager: Sharon Mullet, HIS&I; Project Manager: Dawn Shea, HTDM; Change Manager: Jill Phillips, HIS&I; Admission/ Registration: Kelly Appleby; Billing/ Accounts Receivable: Wayne Lewis; Community-Wide Scheduling: Renee Porter, Danielle Leaman; Diagnostic Imaging: Yvonne Barbour; Laboratory: Barry Dyer, Ruby Haines, Maxine Drover, Natasha Seymour, Lucy Fowler; Medical Records: Blake Collett; Patient Care: Pat Osmond, Marylynn Corbett, Betty Murphy, Tina Pike, Joanne Oldford; Pharmacy: Norm Lace, Dion Ross, Ashley Brown, Sheila Hickman region. “When the planning for this project started three years ago,” says Renee Porter, team member responsible for community-wide scheduling, “in a way, we really didn’t know what to expect because our discussions were based on the experiences we had when the Grace closed back in 2001, and the city hospitals merged into one Meditech system.” A lot has changed since 2001, and the use of electronic tools has exploded. Here at Eastern Health, for example, over 200 independent electronic systems are linked to Meditech. An example of this would be glucometer readings for patients with diabetes, whose

electronically instead of waiting for paper results to be mailed to the clinician Better access to care Standardization of all allied health consults and referrals, and a tracking system that shows at what stage a client is in the process Improved communications and collaboration: at this time staﬀ who use MOX email can only email those within their own Meditech system; when the consolidation is complete staﬀ will be able to email throughout the region One central source for information

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results are up-loaded to the Meditech system. For the team, this means that each of the 200 tools linked to Meditech has to be investigated, and a management process developed around each one. As Renee sees it, this has added significantly to the challenge: “A good visualization is an iceberg – the part you see represents only a percentage of the whole. In some cases almost 85 per cent of the iceberg remains hidden below water – which – while not nearly as extreme, is what we discovered as we investigated.” In addition, because the project crosses so many programs and departments, the consolidation team has to engage with many groups and individuals. “In some cases, we were creating practice,” says Pat Osmond, the Patient Care Manager. “In other cases, practices were outdated. So we collaborated with professionals across the region - from front-line staff and managers to clinicians - to incorporate evidencebased practice, safer practice and new accreditation standards as we move through the project.”

New Civilizations

When Ron Johnson first came into the Healthcare Technology and Data Management (HTDM) Department there were multiple IT projects underway. Many of those projects involved modifications to some of the 200 systems – which meant triple the work for the HTDM staff as the modifications would have to be applied across multiple Meditech versions. To further complicate matters, if the HTDM Department maintained the same path of project development, once Meditech Consolidation was a reality, those systems would have to be revised yet again. In Ron’s mind, that left the HTDM Department chasing their tails, duplicating work and wasting valuable resources. A major change of strategy was required. In an unprecedented move, Ron decided to suspend work on the majority of existing HTDM projects to focus

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SEAN FARRELL, DEREK MOORE, RON JOHNSON, STEPHEN GREENE AND KIM DADD

primarily on Meditech Consolidation. “It’s a very complex project and we’re now putting all our focus into getting it done,” he says. “We dropped a lot of stuff to focus on Meditech Consolidation. The project is all-consuming, from the Project Manager level right down to the IT staff level. It was the only way.” He even installed a countdown clock in the department showing project deadlines so that HTDM staff could see it as a constant reminder of the importance of the project. “I wanted to put our feet to the fire and actually establish timelines and try our best to adhere to them, because once we get this done, we can do a lot of good things for a lot of people.”

Join the Mission!

Completing a project as large and as complex as Meditech Consolidation will take a team effort. If you’d like to play your part, watch for communications messages from the Meditech Consolidation team. Get involved: offer your opinions and ideas to the team. Be a part of the change! Together, we can boldly go where no one has gone before.

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Reporting Wait Times on http://www.easternhealth.ca/

by SUSAN BONNELL Photography by Phil Simms

ELIZABETH KENNEDY, CINDY PARSONS, JACKIE TRENCHARD, KATHY FOWLER, MELISA VALVERDE AND SUSAN BONNELL

roviding timely and appropriate access to service is an important issue for everyone at Eastern Health. That’s why reducing wait times has been identified as a key priority in our strategic plan for 2011-2014, Together We Can. The challenges associated with timely access to health care services are certainly not unique to our organization, but the way we address those challenges and report on our actions can be an opportunity for us to be a leader and set an example from which other organizations can benefit. Elizabeth Kennedy is the Director of Eastern Health’s Clinical Efficiency department. She and her

team are tasked with monitoring wait times and developing strategies to help the organization improve access to service. According to Elizabeth, collecting wait time data benefits both patients and the organization. “From the organization’s perspective, measuring wait times is a key performance indicator in determining how well we are providing timely access for service,” says Elizabeth. “And from the patient’s perspective, knowing how long they have to wait for service is key to planning to reduce those wait times.” Take diagnostic imaging, for example. For Director Shawn Thomas, collecting wait time data is one way for him to evaluate the effectiveness of the service his staff provides. “We need to keep track of our responsiveness,” he says. “We also need to understand the demand for certain tests, and be able to respond to

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Publishing wait time data is a step in that direction.

the changes in demand over time.” Shawn goes on to say that “…wait time data also helps us plan resources, identify opportunities for improvement, benchmark our service delivery against others, and facilitate improvements where there are delays.” Kathy Fowler has worked in health care for 35 years, first as a critical care and perioperative nurse before moving over to waitlist management in 2004. She’s been there since the beginning, and as the Regional Wait Time Manager, no one knows more about the benefits of measuring and reporting wait time information than Kathy. “Collecting this information is at the heart of improving our health care system,” says Kathy. “It’s how we address the root causes for delays in access to service.” So, Eastern Health has been collecting and analyzing wait-time data for some time now, but we have not had a way to regularly report that data to the public. Although our data appears as part of the Department of Health and Community Services reporting and

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in annual reports and other public forums, we haven’t had an easy way for the public to read and understand our complete wait time picture. Last summer, Elizabeth and her team approached Corporate Communications to see how we could report this information on an ongoing basis, and after a year of intense development, a new wait times website is in the final developmental stages. The site is the result of a collaboration between Clinical Efficiency, Decision Support and Corporate Communications and includes information not only on wait times for priority areas in surgery and diagnostic imaging, but also on understanding wait times and strategies patients can use while they wait. Over time, the site will grow to include other wait times that we have committed to reporting, like access to long-term care beds and speciality services, as well as data such as the number of people who leave one of our emergency rooms without being seen. The Wait Time team has been guided by simple yet powerful goals. As Decision Support lead Jackie Trenchard says, “If my mother was to check our website to find this information, what would she want to know, and would it make sense to her?"

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Making sure the data is easy to access and easy to understand are two key goals of the new webpage. The team has also been challenged to ensure that there are good explanations around what the numbers actually mean. “Any wait time is really just a snapshot in time,” says Shawn. “So many day-to-day things can impact a wait time – our goal is to make this less complicated and easily understood.” Surgery Wait Times Manager Cindy Parsons agrees with Shawn, and she and all the members of the team also recognize that the public has a right to this information. “What is a reasonable wait time for surgery? And, if we are not meeting national benchmarks, why not? We are accountable to the public, and simply put, they have a right to know.” “Eastern Health should be transparent in its operations,” says Web Designer Melisa Valverde. “Publishing wait time data is a step in that direction. Making information easily accessible builds confidence and trust in our organization and in what we do.” The wait will soon be over! Stay connected to learn when the wait times website will go live.

Summer 2012

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Summer 2012