2023-2024 BH MSA Annual Report

2023-2024 BH MSA Annual Report

Table of Contents Strategic Overview ..............................................................................................02 MSA President's Message .......................................................................................03 Site Medical Director & Executive Director BH & Health Services Message............................. 05 Message from Foundation ...................................................................................... 06 Alignment & Operation Subcommittee .......................................................................08 Communication Subcommittee ............................................................................... 09 Quality Improvement Subcommittee ......................................................................... 10 Information Technology Subcommittee ..................................................................... 12 Wellness Subcommittee ........................................................................................ 14 Education & Leadership Subcommittee ...................................................................... 15 Redevelopment Project .........................................................................................17 Program Manager ................................................................................................18 Financial Report ..................................................................................................19 The People Behind the MSA .....................................................................................20

01 l TABLE OF CONTENTS 01 | TABLE OF CONTENTS

BH MSA Executives

STRATEGIC OVERVIEW VISION Engaged medical staff providing exceptional patient care

MISSION Dr. Donna Sue MSA President

Dr. Rebecca Nelson Vice President

To inspire medical staff to connect, collaborate & advocate for excellence in patient care and medical staff wellness

STRATEGIC PRIORITIES

Dr. Helena Lee Treasurer - Society

Dr. Joanne Rowell-Wong

Connect: maintain a culture that emphasizes collaboration and teamwork amongst medical staff and with site and regional leadership

Treasurer - Association

Collaborate: working together as a team to provide comprehensive, patient- centered care with best outcomes

Dr. Scott McGuffin Secretary

Advocate: speaking up on behalf of medical staff and patients – for their rights, needs and well-being

Our Core Values Patient – Centered Care Collegiality Wellness Transparency

02 | STRATEGIC OVERVIEW

President's Message Dear Burnaby Medical Staff and Stakeholders,

Dr. Donna Sue, MD MSA President

It is with great pleasure that we present the Annual Report for the year 2023-24. This report highlights the accomplishments, challenges, and initiatives undertaken by BHMSA over the past year. Despite the ongoing challenges in the health care system, our commitment to engaging our medical staff and providing exceptional patient care remains steadfast.

Key Highlights: 1. Patient Care Excellence: BHMSA continued to prioritize patient care excellence in 2024. Our dedicated medical staff were leaders in a pathway for improving arthroplasty care; worked on improving the provision of care to patients dealing with substance use; provided multi-disciplinary teaching and care for patients with interstitial lung disease; and overall ensured the health and well-being of patients were always the top priority.

2. Well-Being: BHMSA prioritized medical staff well-being with a focus on supporting each other through Peer Supporters, highlighted mental health by reducing the stigma of asking for help, and continued to nourish our medical staff through the Doctors Lounge Coffee and Snack program.

3. Innovation in Healthcare: BHMSA embraced new avenues to enhance healthcare delivery by developing a virtual outpatient platform in the MS/Neurology Clinic; and worked with site leaders to deliver a new model of care with the Graduated Care Unit; 4. Professional Development: Continuous learning and professional development remained integral to BHMSA’s ethos. An update on MAID, in-situ Simulation in the ED, and hospital-wide Grand Rounds were conducted to ensure our medical staff stayed abreast of the latest medical advancements and best practices.

The Supporting Medical Women Leaders project encouraged the development of new leaders and enhanced gender equity.

5. Regional Engagement: BHMSA actively engaged with site leadership, collaborating to optimize the pathway for unscheduled surgical patients; collaborating to create new paediatrics and respiratory clinics; and reaching out to senior medical and regional leaders to advocate when patient care was compromised. These initiatives aimed to promote better quality care for our patients.

Challenges Faced: 1. Resource Constraints: The healthcare sector faced resource constraints, including shortages of medical supplies, staffing challenges, and increased patient demand. BHMSA navigated these challenges through collaboration with regional leaders and bringing our voices to decision-tables. Initiatives for recruitment and retention were advanced by department members, and connecting with the regional recruitment team.

2. Mental Health Impact: The prolonged effects of the pandemic took a toll on the mental health and well-being of both patients and healthcare professionals. BHMSA implemented a peer supporter program and collated resources to address mental health concerns and foster resilience within the medical staff.

3. Redevelopment: The Burnaby Hospital campus is undergoing a major renovation in Phase 1 impacting every area of clinical work and requiring constant changes in work flows as well as traffic flows. Communication remains key to navigating the demands as we approach the conclusion of Phase 1 and enter the new build of Phase 2.

03 | PRESIDENT'S MESSAGE

President's Message Future Directions: Looking ahead, BHMSA remains committed to advancing patient care excellence by engaging with site and regional leaders. Key focus areas for the future include: Dr. Donna Sue, MD MSA President

1. Enhancing Patient Experience: Continuously striving to enhance the patient experience through advocacy for improve access to services.

2. Health Equity and Accessibility: Promoting health equity and accessibility by addressing disparities in healthcare access and outcomes, particularly among underserved populations.

3. Redevelopment and Renewal: Building sustainability and resilience to effectively respond to future challenges and crises, ensuring continuity of care and service delivery as we complete Phase 1 and progress into Phase 2 of rebuilding and building the new Burnaby Hospital.

Conclusion: In conclusion, the year 2023-2024 was marked by resilience, innovation, and unwavering dedication to patient care excellence. BHMSA extends heartfelt gratitude to all our members, site leaders, regional leaders and stakeholders for their continued support and collaboration. Together, we remain committed to our vision of engaged medical staff providing exceptional patient care.

Sincerely, Donna Sue

04 | PRESIDENT'S MESSAGE

Message from BH Senior Executives

Dr. Ish Amhed, MD

Ms. Leanne Appleton

Site Medical Director Burnaby Hospital

Executive Director Burnaby Hospital & Health Services

This year, we have experienced system-wide pressures such as a surge in patient admissions, a shortage of health care professionals, and challenges brought on by the redevelopment of our entire campus.

These factors have led to increased site occupancy, congestion at our hospital, and heightened demand for Burnaby community health services. Yet despite all of the things that we have weathered over the

past year, our medical staff continue to go above and beyond to advocate for and deliver high-quality patient care.

In response to these ongoing challenges, we are developing and implementing innovative solutions to improve the patient and provider experience. We are proud to highlight initiatives that push the boundaries of health care delivery at Burnaby Hospital and ensure our community receives the proper care from the right provider, fostering a sense of hope and optimism for the future.

2023/2024 Highlights To enhance patient access to care, we have adopted a focused strategy that centres on expanding outpatient care services while increasing funding for the proportion of medicine beds.

The Community Outpatient Services clinic, a service that fosters timely discharges and prevents unnecessary repeated visits to the emergency department, saw an 8.5 per cent overall increase with 1,404 more visits than last year.

Burnaby Hospital launched two new services to reduce hospital stays and avoid unnecessary emergency room visits.

Opened in the Fall of 2023, the Graduated Care Unit allows eligible patients to transition home early with access to necessary diagnostics and interventions. The Respiratory Rapid Access Clinic offers timely referrals to respirologists and enhanced access to diagnostics for patients needing respiratory assessment and pulmonary function testing.

Launched in February of this year, the preliminary results are encouraging.

We also implemented enhancements for the Chest Pain Clinic, and improved access to cystoscopy time for our gynecology and urology surgeons. In the last quarter 480 additional patients had improved access to cystoscopy, and this additional minor OR time continues.

The Diabetes Health and Outpatient Nutrition Centre in the community, opened in August 2023 offers expanded space for patients to be seen in person or virtually.

Chénchenstway, a long-term care home that opened in October 2023, offers residents access to dignified care in a more private, home-like environment to meet the growing needs of seniors in our community.

As our community's health care needs continue to grow, we are committed to expanding our services. In line with this, an increase to our funded bed base at Burnaby Hospital was approved, resulting in a total of 285 beds. This significant increase in our bed capacity underscores our dedication to meeting the health care needs of our community.

05 | SITE MEDICAL DIRECTOR & EXECUTIVE DIRECTOR BH & HEALTH SERVICES MESSAGE

Message from BH Senior Executives What’s next for Burnaby Hospital

Dr. Ish Amhed, MD

Ms. Leanne Appleton

Site Medical Director Burnaby Hospital

Executive Director Burnaby Hospital & Health Services

We wanted to share some updates on the recent developments at Burnaby Hospital.

With phase 1 of redevelopment aiming for completion within the following year, our focus for 2024-2025 will be on preparing our teams to transition to the new Health Care Pavilion and the expanded Support Facilities Building.

We are proud to announce that Burnaby’s Orthopaedics program has launched a new robotic-assisted surgical system for hip and knee arthroplasty. Donated by the Burnaby Hospital Foundation, this ground-breaking tool allows our surgical teams to perform hip and knee replacements with greater precision and accuracy.

We have integrated new technology as our hospital grows. We recently incorporated Voicera into the emergency department to better foster efficient communication across the department.

To increase capacity, we have adding 20 long-term care beds at Fellburn Care Centre and are working to open them as soon as possible.

We are working on and planning programs that provide enhanced, 24/7 support to patients transitioning home while waiting for long-term care placement. Burnaby is the second-highest user of these supports in the Fraser Health region.

We want to thank all our medical staff for their unceasing efforts and advocacy, to ensure that our patients and families receive the best possible care possible at all times.

As a hospital and community, our greatest strength is our shared dedication to a community approach. We look forward to new innovative ideas from medical staff and teams and integrating new ways of delivering patient care.

06 | SITE MEDICAL DIRECTOR & EXECUTIVE DIRECTOR BH & HEALTH SERVICES MESSAGE

Message from Foundation As we look eagerly forward towards 2025, when Phase One of the hospital’s redevelopment is scheduled to complete, I speak on behalf of the entire community to share our excitement.

The Foundation takes great pride in our community’s generosity, especially in these last four years of our Bright Future redevelopment campaign. Our supporters have continued to step up to help us raise funds, which has now exceeded $47 million for the entire campaign. Our physicians have a Kristy James CFRE President & CEO large part to play in helping further the Foundation’s mission to raise funds to support outstanding Burnaby Hospital Foundation

healthcare in Burnaby, and for that we cannot express enough gratitude. You are the faces that patients see and the ones they trust to provide care to them when they need it most.

The past year has been full of challenges and changes, requiring you, our doctors, to show ingenuity and innovation. I am encouraged by the positivity and compassion at all levels of our hospital, and that starts with you and your teams.

I have heard from numerous patients and donors who have experienced just a fraction of your frustrations through their interactions with the hospital. Navigating through our hospital to get where they need to be, they have witnessed some of the challenges you face. Many have chosen to support your work through donations, and some of their gratitude is displayed on our ever-growing Cheers to You wall, recognizing the impact that you have on their lives.

Our donors’ stories reinforce what I already know – the fact that our dedicated medical staff show incredible resilience and compassion so that every patient who receives care at our hospital feels like they are family. The feeling of being supported at Burnaby Hospital is a feeling that that I am proud to share with my community and I’m certain that’s something you connect with as well.

With the support of our donors, we are thrilled to continue to fund new and upgraded equipment and technologies to make your jobs just a bit easier. This past year, we raised $2.3 million to bring a Mako Robotic-Assisted Surgery System for our OR, the first of its kind in Western Canada. In addition to the extensive list of equipment the Foundation is funding for the redevelopment, we continue to look for ways to support our physicians. That’s why our Bright Future redevelopment campaign is so crucial – it allows us to bring better equipment to our medical staff and teams, providing you with access to resources that contributes towards better patient care.

The Foundation also celebrated a number of milestones this year, including the topping-off of Phase One of the redevelopment project and the successful launch of our Phase Two fundraising campaign - Bright Future: Better Care Close to Home. With the generous support of Betty Beedie and her son, Ryan, every gift towards the redevelopment – for a limited time – will be matched, meaning every dollar donated will go twice as far.

On top of being our frontline champions, the Foundation thanks our physicians for being dedicated donors, strong supporters of our fundraising events, and passionate advocates for our mission. Your support at all levels resonates throughout the community. There is no stronger message to the public to encourage their support than our physicians championing the cause.

Once again, thank you for playing such a crucial role in healthcare and in supporting your hospital.

With warmest regards, 07 | ALIGNMENT & OPERATIONS SUBCOMMITTEE

Alignment & Operations Subcommittee

Dr. Rebecca Nelson, MD Vice President

Dr. Donna Sue, MD MSA President

The Alignment and Operations Subcommittee worked to update the strategic priorities of the BHMSA to guide and align the work we do with that of Burnaby Hospital site and Fraser Health region. Open communication between the MSA and site leadership was achieved through attendance of the monthly MSA Working Group meeting by Site Executive

Director, Leanne Appleton. A triad partnership of MSA President, Site Executive Director, and Site Medical Director met monthly to discuss ongoing challenges and issues facing medical staff and the hospital site.

The A&O Subcommittee met twice over the year to review projects submitted by MSA members. Highlighted projects included Engaging New Medical Staff which held 2 meetings to welcome new medical staff, the Kickstarter Project which funded 13 explorative projects/activities, the Department Head project which funded 7 departments in supporting the engagement of department members, and the Unscheduled Surgery Optimization project led by anesthesia and surgery collaborating with the OR Director and Manager to improve the care of emergency patients requiring surgery.

08| ALIGNMENT & OPERATIONS SUBCOMMITTEE

Communication Subcommittee The Communications Subcommittee aims to focus on the Doctors Lounge as our primary communications hub for medical staff. Offering morning coffees and lattes, as well as snacks to sustain energy levels throughout the day and night, coupled with relevant notices and posters detailing activities and events, the Doctors Lounge plays an important role in the daily lives of medical staff.

Stay connected with local events and activities by following our BHMSA Instagram account, perfect for those who are social media-savvy.

Additionally, the BHMSA website serves as an available resource for medical staff, providing updated information on activities, events, projects, and processes. Despite the myriad challenges and changes we've encountered this year, our commitment is to ensure the website remains consistently updated with relevant content, serving as the go-to digital information source. Go to bhmsa.ca.

Utilizing personal, digital, and traditional printed mediums, the Communications Subcommittee is committed to providing timely updates on all things BHMSA, aligning with our vision of Engaged Medical Staff Providing Exceptional Patient Care.

Delve into the latest updates and news of your medical staff community through our monthly newsletter, the Drs Digest, offering another avenue to keep you well-informed.

Dr. Donna Sue, MD MSA President

09 | COMMUNICATION SUBCOMMITTEE

Quality Improvement Subcommittee

Dr. Brenda Van Fossen , MD QI Subcommittee Lead

As the fiscal year 2023/2024 comes to a close, I would like everyone to take a moment to review the projects that have been supported by the Quality Improvement (QI) Subcommittee. Throughout the past year, there has been a shift in focus among our medical staff, from predominantly prioritizing COVID-related matters to embracing projects aimed at enhancing patientcare at BH. The QI Subcommittee successfully supported a total of 7 projects, consisting of 4 Kickstarter projects and 3 full projects.

Following are the highlights of a few of these projects: Project: Improving Physician Staffing of BH ED Project Lead: Dr. Joanne Rowell-Wong Aim: To improve recruitment and retention of physicians staff.

Background: BH needs at least 10 additional FTE emergency physicians to fully staff the BH ED. The team started with the emergency physicians. They also aimed to share their learnings with other departments so that they may pursue submitting for similar projects.

Results: Interviews were conducted with 13 residents, 4 American boarded, and 3 local Eps candidates. Outcome: 2 locums were hired, and recently 3 local locums were added too!

Next steps: Continuing with the remaining interviews, following up on offers of positions, welcoming, orienting, and monitoring new hires. The team aims to highlight their work at the Regional Recruitment Team and Regional Leadership.

Project Title: Life-Saving Measure: Improving Provision of Take-Home Naloxone Kits Project Lead: Dr. Lingsa Jia Aim: Optimize the referral process such that all patients with substance use disorders (SUDs) are brought to the attention of the AMCT physician on Kme. The overarching goal is to ensure seamless patient care from the ER to discharge, with the provision of evidence-based treatments and connection with community follow-up.

Background: The Burnaby Hospital Addiction Medicine Consult Team (AMCT) started in July 2021 to meet the needs of patients struggling with substance use challenges. Over the past year, several areas of improvement have been identified with the overarching goal of optimizing our hospital's patient care.

Results: by July 2023, the team was able to achieve and sustain their goal of increasing the provision rate to over 80% in wards 3B and 3D. Challenges: workload and staffing challenges throughout the hospital, increasing burnout when QI projects are discussed.

10 | QUALITY IMPROVEMENT SUBCOMMITTEE

Quality Improvement Project Highlights Project: I'm Getting More Sick waiting Project Lead: Dr. Melissa Allan Aim: To explore what is under our control in the emergency department and our workflows to see if any changes we can make will improve this. We are looking to reduce the Time to ED Care for patients presenting to Burnaby Hospital ED. Background: BH patients are experiencing delays getting ED physicians and appropriate nursing care Her registration and triage. Staff reported several negative patient outcomes, including patient deaths. ED staff expresses the greatest concern for the potential harm for patients who are triaged as CTAS 2 or 3 and remain undifferentiated. The ED has been running at higher than 110% capacity for the past 6 months. Many ED care spaces are occupied by patients admitted to the hospital and ED nurses are occupied taking care of the patients.

This prevents us from having a quick assessment and management of incoming undifferentiated emergency patients who may have to wait in the hallways, with EHS, or in the waiting room.

Creating increased inpatient capacity and improving the transition from ED to inpatient is not currently under our full control and while we advocate for this we also want to explore what we can do in the ED environment.

Method: Made a change to our physician availability in ED to match higher wait times.

Results: ED Physicians now report improved staffing conditions and the ability to support patients quicker than the previous staffing model.

11 | QUALITY IMPROVEMENT SUBCOMMITTEE

Information Technology Subcommittee

Dr. Marketa Van den Elzen IT Subcommittee Lead

The Information Technology (IT) subcommittee is dedicated to helping our colleagues to be involved in advancing development and implementation of new technologies in healthcare solutions. In recent years, the subcommittee has organized IT workshops, offered recommendations on Virtual Healthcare, promoted the adoption of new FHA Information Management/Information Technology (IMIT) products like Front End Speech Recognition and Microsoft Office 365, and played a pivotal role in the enhancement of our BHMSA.ca website.

Over the past two years, the IT committee has strengthened collaboration with the FHA IMIT team and Dr. Pierre Camateros, our Associate Chief Medical Information Officer (ACMIO) for Burnaby Hospital. Driven by the leadership of Dr. Camateros and our MSA President, Dr. Donna Sue, the committee established an Electronic Health Record (EHR) Task Group comprising MSA staff representatives from various departments. This Task Group collaborates with FHA IMIT to monitor the Meditech Expanse/ADVANCE rollout at pilot sites and prepare for its eventual implementation at Burnaby Hospital.

Additionally, the IT committee has worked closely with the FESR project team and local leadership to facilitate training and utilization of FESR among our MSA staff. Below are some of this year’s highlights…

Project 1: Outpatient clinic automation - Patient portal for BH Neurology outpatient clinics Background: Before appointments at outpatient clinics, patients fill out multiple questionnaires. MOAs have to email forms to patients and receive and scan responses to archives with limited access. During appointments, physicians need to review different sources (archive + Meditech). In case of any corrections done during the appointment, forms need to be re-scanned.

Aim: we will develop a patient portal with forms sent automatically to patients at the time of booking and saved in Meditech directly. Physicians can see and correct forms on Meditech during patient visits.

Method: 1. We reviewed and finalized multiple forms and discussed the most appropriate placement.

2. One of the testers started to test them.

Next steps: 1. Complete testing by all other testers, 2. start to use it for all our patients, 3. Implement staff and patient satisfaction scales for assessment.

4. We are also considering adding an option for the electronic referral process.

5. When the project is completed, we may need help to share it with other departments.

Lessons learned: Multiple players' involvement is beneficial and makes the project more reliable, but it also takes time because of limited time and availability.

12 | INFORMATION TECHNOLOGY SUBCOMMITTEE

Information Technology Subcommittee Project 2: Raising Physician’s awareness and engagement in IT Subcommittee activities Background: Clinicians may have many ideas on how technology can improve their working environment and patient care. The demands on their time, however, can be overwhelming and lack of compensation for their involvement and promoting new technologies and their implementation is often the biggest barrier.

Aim: 1. Increase physicians and staff awareness of IT subcommittee presence and the support that we can offer.

2. We hope that by raising awareness we will improve staff engagement and their desire to participate in eligible IT subcommittee activities Measures: 1. We will increase in the number of staff members communicating with us regarding starting their IT projects 2. Increase the number of interactions between staff members with the IT subcommittee.

3. Increase in the number of staff-generated ideas for projects that we can support.

4. Increase in the number of IT Kickstarter proposals 4. Increase in the number of IT Project Proposals

13 | INFORMATION TECHNOLOGY SUBCOMMITTEE

Wellness Subcommittee Dr. Jack Jay, MD

Dr. Chris Wu, MD

Wellness Subcommittee Co-Lead

Wellness Subcommittee Co-Lead

It’s been our privilege to lead the MSA wellness subcommittee since Jan 2022.

Our subcommittee’s strength is in its 12 members. We have amazingly different backgrounds and experiences from early to late career physicians in 7 different specialties including hospitalist, internal medicine, emergency and nuclear medicine, urology, psychiatry, and general surgery.

We are proud of our subcommittee’s accomplishments in the last two years. Our successes are numerous including peer support, meditation training, a kickstart project to de-stigmatize mental health, and social events like a postpandemic healing concert, and a picnic at Central Park for staff and families.

We promote health through exercise by participating in a 10K run and various hikes during the summer.

I’d like to highlight peer support training spearheaded by Drs Anna O’Malley and Yunus. We are grateful to receive teaching from experts like Drs Mayhew, Ruffo, and Ayi-Bonte in both level one and more recently additional training with level two. Many Burnaby physicians are now in a position to provide peer support to our MSA members.

Another success story is the Financial Masterclass series. Through several Zoom sessions with Alphil Guilaran and the Financial Literacy Council, we received financial advice from early, mid, and late-career physicians. Four more sessions will take place in late 2023 and 2024.

We will have more peer support training in 2024. Our members will promote peer support by introducing the program in department meetings.

We have updated the wellness section of the MSA website with member bios so staff who are seeking help will know more about who they are reaching out to.

Thank you for your interest and support in wellness! Our 2 year term will end shortly. I know the incoming leads Drs O’Malley and Lobo Pradhu will do an outstanding job.

Drs Jack Jay and Chris Wu

14 | WELLNESS SUBCOMMITTEE

Education Leadership Subcommittee Over the past year, the Education and Leadership Committee has made significant progress in enhancing the professional growth and development of our physician community. Through a series of innovative and impactful projects, we have fostered a continuous learning culture at Burnaby Hospital. These initiatives have not only provided valuable educational opportunities but Dr. Tym Frank, MD have also cultivated a spirit of collaboration and knowledge sharing among our medical staff. By Subcommittee Lead promoting ongoing learning and professional development, we aim to ensure that our physicians remain at the forefront of medical knowledge and practice. Below are some of our highlighted projects: Project: Interstitial Lung Disease (ILD) Project Lead: Dr. Tiffany Winston Background: Interstitial lung disease (ILD) is a challenging condition to diagnose and treat.

Only a handful of formally trained ILD specialists in the province Multidisciplinary discussion (MDD) is the gold standard to diagnose ILD Superior and more accurate than lung biopsy alone and has saved many patients from unnecessary procedures Various specialists are needed to make this diagnosis. ILD rounds provides a space for connection and discussion leading to expedited diagnosis and management Summary:

Feedback: The best thing is that the rounds are very collegial, educational, and at the end of each meeting I feel part of a group of physicians focused on the same goals” “The involved discussions with respiratory physicians along with radiologists and other specialists are extremely useful and have played a very instrumental role on how I manage these patients” “Great venue for a multidisciplinary discussion on complicated care for ILD patients. Valuable resource for the community” “The best feeling is the support provided to each physician when managing these complex patients

15 | EDUCATION LEADERSHIP SUBCOMMITTEE

Education Leadership Project Highlights Project: Supporting The Women Medical Leaders Project Leads: Dr. Julia Stewart & Dr. Lauren Roberts Objective: 1. To support and develop women medical staff in their leadership Journey 2. To increase medical women's leadership presence at Burnaby Hospital and in related work areas Summary of sessions 1. Inspiring Leaders in Early & Later Career 2. “Balance” -an around-the-room sharing about balancing different roles 3. Serendipity: The Story of One Career in EM 4. The Lady Doctors Soap Box 5. Empowering Fearless Leadership for Uncertain Times 6. Celebrating How Far We’ve Come!

Results: 100% of participants felt this project helped develop their leadership skills 92.3% of participants felt more confident in their leadership potential due to this project Project: Medical Assistance in Dying (MAID) Update with Dr. Grace H Park, Regional Medical Director for Community Health Services and MAID Project Lead: Dr. Allan Jone Purpose: To provide an opportunity for BH Medical staff to learn about the process of MAID and new updates coming in Spring 2024 Topics covered: Regulatory Body Recommendations Eligibility Criteria Practice Change Recommendations Provincial/Health Authority in BC Case Review Panel Q&A Outcomes: 31 multidisciplinary participants with several specialists, nurse practitioners and midwifery.

The discussion generated during the question-and-answer period helped participants reflect on their knowledge and how to apply it to their own practices.

Survey Data reviewed had an increased knowledge regarding MAID and the new changes coming in 2024.

16 | EDUCATION LEADERSHIP PROJECT HIGHLIGHTS

Redevelopment Project Phase one of the redevelopment project has achieved significant milestones this year, including the completion of designs and the building structure. Major renovations within the hospital started with successful relocations for numerous departments and units.

Furthermore, the phase two business plan has been approved, paving the way for the addition Dr. Brian McGowan, MD of a new tower featuring 160 beds, a BC Cancer Centre, a medical imaging department, and Redevelopment Physician Lead renovations to the emergency, laboratory, and endoscopy areas.

In any renovation project, unexpected events can arise. I have witnessed remarkable collaboration among teams to pivot quickly. Despite the challenging circumstances, teams have remained dedicated to providing high-quality, patient-centered care. Additionally, we have established a committee and developed a planning framework to ensure the continuity of perioperative services during operating room renovations.

With phase one's opening just one year away, the focus for the upcoming year will be on operational readiness as teams prepare, train, and transition into their new spaces. Meanwhile, the design development for phase two will commence, further advancing our efforts to enhance health care services for our community.

What a big year for the Burnaby Hospital team and redevelopment project. In 2023-24, we: Began major renovations in the hospital Hosted a series of open houses and engaged over 500 staff and medical staff Concluded Phase 1 designs Completed Phase 1 concrete pour and building structure Removed Phase 1 construction cranes Received Phase 2 business plan approval Concluded Phase 2 procurement

What’s ahead for 2024-25:

Phase 1 operational readiness Phase 1 opening to patients Phase 2 preferred proponent (builder and designer) selection and signed agreement Phase 2 design development

17 | REDEVELOPMENT PROJECT

Program Manager

Janice Eng Program Manager

As we pause to reflect on the journey of the past year, it's with a deep sense of gratitude and appreciation for the collective efforts of our dedicated staff, physicians, local site administration, and partners. Together, we've navigated through challenges and celebrated achievements, all while striving to uphold our commitment to excellence in patient care.

Throughout the year, our team has undertaken numerous projects, each fueled by passion and dedication. From innovative research endeavors to impactful community engagement efforts, the impact of your hard work and unwavering dedication has been truly remarkable.

We extend our sincerest thanks to each and every member of our staff, physicians, and local site administration for your invaluable contributions. Your creativity, resilience, and commitment to our shared mission have been the driving force behind our success. As we look ahead to the opportunities and challenges that the coming year may bring, let us carry forward the lessons learned and the camaraderie forged during the past year. Together, we stand ready to continue our journey towards excellence, knowing that with each step forward, we are advancing the quality of care we provide to our patients and the communities we serve.

Thank you for your dedication, passion, and unwavering commitment. Here's to another year of making a difference, together.

Warm regards, Janice Eng

18 | PROGRAM MANGER

Financial Report Report

19 | FINANCIAL REPORT REPORT

Financial Report Report The People

Behind the MSA 2023-2024 THANK YOU FOR ALL OF THE TIME AND EFFORT SPENT TO SUPPORT OUR MEDICAL STAFF ASSOCIATION

EXECUTIVE TEAM Dr. Donna Sue, President Dr. Scott McGuffin, Secretary Dr. Joanne Rowell-Wong , MSA Treasurer Dr. Tia Liu, Director at Large

Dr. Rebbecca Nelson, Vice President Dr. Helena Lee, Society Treasurer Dr. Lingsa Jia, Director at Large Dr. Ananta Gurung Director at Large

WORKING GROUP Dr. Andy Chan Dr. Buldip Khosa Ms. Dawn Henderson Dr. Donna Sue Dr. Debbie Basco Dr. Ethan Reiner Dr. Gavin Gracias

Dr. Helena Lee Dr. Joanne Rowell-Wong Dr. Julia Stewart Dr. Kara-Marie Nedd Dr. Kristel Lobo-Prabhu Ms. Leanne Appleton Dr. Lingsa Jia

Dr. Maria Wu Dr. Melissa Allan Dr. Rebecca Nelson Dr. Scott McGuffin Dr. Sheela Minstry Dr. Tia Liu Dr. Tiffany Winstone

PROGRAM SUPPORT STAFF Janice Eng, Progaram Manager Katarina Gajic, Project Coordinator Angela Sue, Physician Lounge Coordinator

Maryam El Tawil, QI Consultant Davis Sue, Finance Consultant Rita Cormier, EHR Consultant

* 20 | THE PEOPLE BEHIND THE MSA

BH MSA Photos Events

BH MSA Photos Events