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Contributors
Translating Kindness
Right on Track Improvements for Medical Device Reprocessing
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To Serve and To Protect The Full Scope Adopting a Total Resident Care Model Vickie Kaminski Talks about Senior Leadership Two of a Kind Cancer Care Employees who Make a Difference On the Home Front Employees Talk about Working in the Community
Connect is published by the Employee Communications department of Eastern Health.
Connecting the Dots Getting Ready for Accreditation 2010
Connect is printed internally by Printing Services.
Supporting the Journey Employees Helping to Build Healthy Communities
Please address any comments or suggestions to Susan Bonnell, Director of Employee Communications:
A Sweeping Success
Employee Communications Administrative Office Waterford Bridge Road St. John's, NL A1E 4J8
Managing Our Impact
777-1412 susan.bonnell@easternhealth.ca
Editor’s Note
...the sense of pride and teamwork that was felt by each and every employee. am privileged in my role as a communicator to hear stories that give me goose bumps. So many of these stories often go untold and it’s my job to change that. Last January, I sat around a table with several community health nurses in CBS who were involved in the mass immunization clinics during the H1N1 pandemic. They shared stories about pots of soup being delivered during their long shifts. They talked about the kindness and support they received from the general public. But most of all, they focused on the tremendous team of Eastern Health employees they got to work with day in and day out. If there is one thing I took away from the H1N1 experience and the many stories I heard, it’s the sense of pride and teamwork that was felt by each and every employee – whether they were directly involved in the pandemic response, or were back at the office keeping our normal operations in check.
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By finding opportunities for sharing and team building as we move forward, we can continue to cultivate the spirit that was awakened in all of us last Fall. This issue of Connect, like other past issues, is a tribute to all employees who bring Eastern Health’s values to life everyday by doing their jobs with pride and a commitment to being part of the team. This will be my last issue for a while as I’m expecting a new addition to my family in June. I wish you all a great year and look forward to returning and continuing to share stories about what makes me feel proud to be an Eastern Health employee – the people.
Jeanette O’Keefe Editor
Contributors
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Susan Bonnell Employee Communications St. John’s
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Phil Simms Strategic Communications St. John’s
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Robyn Lush Employee Communications St. John’s
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Amanda Hancock Human Resources, Program and Policy Development St. John’s
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Jeanette O’Keefe Employee Communications St. John’s
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Mervyn House Human Resources, Client Services St. John’s
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Angela Lawrence Strategic Communications St. John’s
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Lisa Browne Planning, Quality and Research Clarenville
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Translating
s s e n d n Ki
by AMANDA HANCOCK Photography by Phil Simms hen the mayor of Saint-Pierre left a voice mail on Sharon Dominic’s telephone, her first reaction was worry that a patient was sick and needed her help. Little did Sharon know the phone call was to advise that she had been unanimously chosen as Honorary Citizen of the Town of Saint-Pierre. “I couldn’t believe it,” says Sharon. “I didn’t know
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how it had happened or why.” Having overseen the successful operation of the Office of Bilingual Services for almost 20 years, Sharon, Nurse Coordinator of Bilingual Services, has worked hard to establish a friendly connection between healthcare professionals at Eastern Health and Saint-Pierre and Miquelon as well as patients and their families.
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Sharon is granted with an original personality. Devoted, enthusiastic with infinite kindness she always has at heart the interest and comfort of the patients she welcomes. Forever modest, Sharon seems to be a natural fit for this position. “I do it as a reflex,” she says. “Being compassionate is part of being a nurse. It just comes naturally.” The Town of Saint-Pierre extends honorary citizenship to those whom they consider to be especially admirable or worthy of the distinction. The honour is rarely given; in fact, Sharon is only the fourth woman to receive this award since its inception some 50 years ago. Turns out, the mother of a patient Sharon had helped through 10 years of hospital stays nominated her for the award. More than 100 French dignitaries, family members, and colleagues gathered at the awards reception last September where Sharon’s efforts were described by the people of SaintPierre and Miquelon as “over and above” what was required.
“Sharon is granted with an original personality. Devoted, enthusiastic with infinite kindness she always has at heart the interest and comfort of the patients she welcomes,” stated Mayor Karine Claireaux. Receiving her degree from the General Hospital School of Nursing in 1975 was only the beginning for this Botwood native. Most impressively, Sharon became fluent in French in her 30s when she was working to support her young family. She also holds a degree in vocational education from Memorial University. Her outside volunteer and community involvements include the Royal St. John’s Regatta Committee, Bally Haly Golf and Curling Club, and the Lebanese Association of NL. She enjoys gardening, travelling, and even has a hand in running her own travel agency.
There’s never a dull moment in Suite 2764, the home-base for a team of four full-time employees working hard to serve the needs of Eastern Health’s French-speaking patients, residents, and clients. For more information phone 777-7763.
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K C A R T N O T H G , accuracy RI y t i v i t c u d o r p s e v o r p m i m e t s y s e r a w g n i s s e c New soft o r p e R e c i v e D l a c i d e M r o f y and accountabilit by JEANETTE O’KEEFE Photography by Phil Simms
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Every instrument set and piece of equipment is bar coded and scanned at each step so we can track where the equipment is, who used it, and on what day. acks of shiny medical instruments line the walls; bright blue packages sit neatly wrapped and ready for sterilization; and carts containing reprocessed equipment are gathered for delivery to the operating room. There isn’t much time for chit chat here – there’s too much to be done. The Medical Device Reprocessing (MDR) service (formally known as CSR) is set up supermarket-style at St. Clare’s Mercy Hospital and the Health Sciences Centre with aisles of equipment and surgical instruments which are essential to providing care to our patients. The majority of medical devices used in the operating room (OR) and other clinics throughout our hospitals go to this department to get reprocessed (i.e. cleaned, inspected, and sterilized, etc). With the recent introduction of the new T-DOC asset management, tracking, and documentation system, employees are able to continue to focus on providing safe, quality service while at the same time increasing productivity, accuracy, and accountability. The new system went live on November 11, 2009 at both the Health Sciences Centre and St. Clare’s. Just one month after start-up, approximately 31,000 items were reprocessed at the Health Sciences Centre alone. Having the ability to track items electronically, which is only one of the many benefits of the T-DOC system, has made a significant impact on accuracy and productivity.
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ROBYN MURPHY
“Every instrument set and piece of equipment is bar coded and scanned at each step so we can track where the equipment is, who used it, and on what day,” says Ron Swain, Regional Manager of MDR.
Embracing something new Employees have fully embraced this new system and make every effort to make it work, even though some have never even used a computer before. “They are committed to improving the system which at the end of the day means our patients are safer and the quality of the work we do is improved,” says Michelle Davis, Site Supervisor, MDR at the HSC. Sterile Supply Technician Robyn Murphy says the old method of tracking items was quite time consuming. “We used to spend a lot of time looking for instruments,” says Robyn. “Now we can enter in the system and in about two minutes we can track where the instrument was last used which helps make our work much more accurate and efficient.”
Aside from the commitment of staff in the MDR department, many employees from throughout the organization played a key role in helping to successfully implement the new system. Mark French, Management Engineering Technologist and Project Manager for T-DOC, says he was impressed with the level of commitment from the team. “Given the amount of change involved in introducing this new system, staff accepted it with open arms,” says Mark. “All team members recognized the benefits of an automated instrument tracking system and this served to create a cohesive and dedicated team which was instrumental to the project’s success.” Another key player who led the technical side of the project was Jackie Trenchard, Project Manager in the IM&T department. “The T-DOC project involved the purchase and installation of about 100 pieces of hardware to a department that had not used much in the way of
T-DOC, a PC-based software system, offers many benefits, including: •
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tracking the location and quantity of medical and surgical instruments throughout the facility; reducing the risk of improper tray configuration; managing inventory of instruments; benchmarking team and individual productivity; informing staff when instruments and equipment are scheduled for maintenance; and providing on-screen reference for proper tray configurations with pictures, video or voice which helps with training and reduces the likelihood of errors.
computerized technology in their day-to-day operations,” says Jackie. For example, the system uses specialized label printers that generate customized barcode labels which allow the 3D barcode scanners to scan for each step of the process. “To staff that had never used this kind of technology on a daily basis, they were very willing to learn and adapt to a new way of doing things,” says Jackie.
Future phases Jackie, along with Programmer Analyst Jeff Cluney – a key part of the implementation and support team – is looking forward to the next phase of the project which involves setting up the interface from the current OR booking system to the T-DOC system. “There will then be an automated link to each patient’s booked surgery with a list of equipment and supplies needed for each procedure to be performed on the patient,” says Jackie. “All the benefits of this project are still yet to be realized but from the positive feedback so far, the sky is the limit.” Phase 3 will provide a system of individual instrument coding so every instrument can be traced through the system and linked to a specific case. This system will be implemented regionally within the next several years. Eastern Health is the only health authority in the province using the T-DOC system and is one of only four other health authorities across the country currently using this system.
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To Serve and To Protect
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by ROBYN LUSH Photography by Phil Simms
s you walk into an Eastern Health facility and are greeted by a friendly security guard, you might imagine the job consists of lonely hours walking the corridors in the dead of night. However, if you were to stop and chat with Frank Haskell or Wanda Butt you’d soon find out that the security staff at Eastern Health are part of a highly qualified team who serve and protect the Eastern Health community through a wide range of activities.
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Connecting with People In Frank’s case, from his 26-year career as a law enforcement officer, to his two year stint as maintenance man at the Burin Peninsula Health Care Centre (BPHCC), to his current role as Security Supervisor, he’s a wellseasoned professional. As with all our security personnel, Frank’s primary responsibility is to ensure the safety of the 350 staff, as well as the many patients and visitors that come to the facility. However, a large part of his day-to-day responsibilities involve policy enforcement. He and his team of five security officers ensure that Eastern Health policies, such as parking and smoking, are being adhered to at all times. “When we were directed to begin enforcing policy, particularly the smoking and parking policies, I talked to my staff about the importance of how to use conversation skills and social skills to connect with people in a respectful way,” says Frank. A true indication of success came when one of Frank’s security officers recently reported that during an extremely busy weekend he didn’t have to ask anyone to move their car from the fire lane – not even once. Frank’s team also played a substantial role in supporting the delivery of services during the H1N1 pandemic. “When nurses had to deal with an upset client, we were there to support them. On the flip side we were also there to answer the public’s questions and concerns which was very important to the person waiting to get that needle,” says Frank. Frank emphasizes the importance of working as a team with the other staff at the BPHCC. “We take pride in having an open relationship with staff and we work closely to share ideas that assist in the safety and security of everyone at the hospital,” says Frank. “It’s so important for us all to work together and the staff have really stepped up to the plate. I want the employees of the BPHCC to know – we have your back.”
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We take pride in having an open relationship with staff and we work closely to share ideas that assist in the safety and security of everyone.
The Best Job of Her Life
Regional Security Program
Wanda Butt recently returned to Newfoundland after working away for almost 30 years. She is ecstatic to be home, and says she now has the best job of her life. As security officer with the Methadone Clinic in St. John’s, Wanda is a prime example of how security services have evolved at Eastern Health. “It used to be a security guard was just someone who checked your ID when you were going into a building,” she says. “Now we’re involved in everything from handling threatening situations to planning how best to enforce policy.” Wanda works closely with the health care team at the Methadone Clinic and says teamwork and open communication are the root to their success. “I just love it here. The more I learn, the more I love it,” she says. “The staff here makes you want to learn more about [addictions treatment]. They exemplify the circle of care.” Wanda also believes that when it comes to getting help with addictions, every client who comes through the clinic doors are there because they want to get help – and they deserve to have a safe place to do it. “I want to have Addictions Services as a facility where both staff and clients are always going to feel safe walking through that door. This might not be a family clinic but there’s no reason it can’t feel like one.”
In 2006, the Eastern Health executive team made a strategic decision to establish a Regional Security Program with a mandate to review the current security arrangements within Eastern Health, develop a model of service delivery, and implement the program region wide. A significant component of the service delivery model was the requirement to have a world class security company providing security officer services, where appropriate, in Eastern Health facilities. In addition, the successful company would have to demonstrate the capability to provide call-in security officers as needed. As a result of a public tendering process, Securitas was awarded the contract. They currently provide security officers at the following Eastern Health sites: • Waterford Hospital • St. Clare’s Mercy Hospital • Dr. G.B. Cross Memorial Hospital • Burin Peninsula Health Care Center • Community Services Building 532 Pleasantville • Hoyles/Escasoni Complex In addition, Securitas provides security officers to escort Eastern Health clients, attend high-risk supervised visitations, and provide other required services such as security during the H1N1 pandemic response.
Editor’s Note: Wanda has been promoted to the role of Security Supervisor for the Addictions Department which covers the Rowan Centre, Recovery Centre and the Methadone Clinic. Congratulations Wanda! 12
The Full Scope by JEANETTE O’KEEFE Photography by Phil Simms and Ed Vincent
Eastern Health optimizes and enhances the skills of Registered Nurses (RNs), Licensed Practical Nurses (LPNs), and Personal Care Attendants (PCAs) by adopting a Total Resident Care Model in all long term care facilities across the region, which will result in a change to the current staff mix.
or the first time in her 26-year career, Diane Ryan, LPN, is finally working to her full scope of practice. “When I first started as an LPN we weren’t functioning to our full scope,” says Diane. “We were providing basic care and we never heard tell of medication administration – we were basically functioning as PCAs.” Diane works at the Hoyles-Escasoni Complex which was one of the sites involved in a pilot study on staff mix change in 2008. She will be the first to admit that the introduction of staff mix wasn’t easy and there have been many challenging days, but she sees the potential the new staff mix brings to providing care, and that’s what keeps her motivated. “It’s a good system,” says Diane. “You feel that your opinion is valued and you have some say. You’re involved in the care of the residents, and it makes you feel more worthwhile.” In order to maintain licensure, LPNs are required to complete the Medication Administration course and the Health Assessment course by April 2012. Staff mix change means that LPNs can work to their full scope of practice.
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LILLIAN WHALEN
Registered nurse Lillian Whalen works at the Dr. Albert O’Mahony Memorial Manor which opened in Clarenville in April of 2009. As part of the transition to a new facility, nurses were also introduced to staff mix change. “I saw a big difference from the beginning,” says Lillian. “Moving into this new facility was kind of like setting up a new house.
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“Programs had to be established and the new staff mix change was introduced. But it’s almost a year ago now and things are starting to come together.” Although Lillian’s role as an RN has been impacted, she says for her it’s a welcome change and a positive change for nursing as a whole. The RN now has responsibility for coordination and leadership with a team of LPNs and PCAs who look to the RN as the clinical lead. “I still practice in some of the personal care,” says Lillian, “but [the new staff mix] allows me more time to look at the overall picture of each resident, prepare for and participate in team rounds, family meetings, and determine what issues need to be taken care of.”
what she was trained to do. “It’s a positive role for me,” she says. “I’m enjoying it.” Penny’s duties include providing morning care to residents, bathing, helping with meals and snacks, making beds, checking vital signs and weight, and assisting residents on outings and appointments. At first, Penny explains, there was some confusion about the new role of the PCA as a permanent position. “It’s a matter of being aware of what the roles are and it allows people to work within their scope,” says Penny. “I think it’s starting to work out, I’m doing what I was trained to do and working with the RNs and LPNs as a team to provide care.” Penny adds “when you walk into a resident’s room and you see the smile on their face, you know you’re giving the best care you can provide.”
About the Change
PENNY BURDEN
Penny Burden was hired as a full-time PCA at the Veteran’s Pavilion in September 2009 and is also working in the new staff mix. Coming from the acute care environment as a casual PCA, Penny says she is now able to do more of
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The care principles of the Total Resident Care model will result in a change in the current staff mix. RNs will be the clinical leaders and be responsible for coordinating the care of all residents; RNs and LPNs will work to their full scope of practice; and PCAs will work under the direction of either the RN or LPN, while remaining accountable for the care they provide. This model may result in more than one level of worker involved in the direct care of a resident; however one employee will be assigned to the resident and will be accountable to ensure care is provided. This model will enable the LPN to utilize his/her skill set more effectively and allow the RN to fulfill the role of advocate, leader, practitioner, program planner, educator, and researcher. The impact of this change in long term care is significant. The “old” way of doing things must be altered in order to achieve success. However, at the end of the day, the intent is to provide total resident care through a team-based approach, allowing employees to do what they were trained to do, while at the same time improving quality, effectiveness, and efficiency.
The intent is to provide total resident care through a team-based approach, allowing employees to do what they were trained to do, while at the same time improving quality, effectiveness, and efficiency.
No one said it was going to be easy and there are still many challenges to overcome, but Diane Ryan, Lillian Whalen and Penny Burden have seen the benefits of staff mix change in long term care, and they have embraced it with open arms.
Implementation Plan Implementation of nursing staff mix change will take place throughout Eastern Health’s 16 long term care sites over the next two years. An implementation plan has been developed which includes a detailed education plan and communication plan for managers and employees. The plan includes an evaluation component to monitor the quality of care throughout the change, and to provide feedback from residents and staff. Initial discussions and presentations have taken place throughout the various sites and the focus for the next several months will be to determine site readiness and steps for moving forward.
As part of the implementation plan, workshops were offered in the spring of 2010 to managers to support their staff with the change. If you would like more information on the workshops, or other opportunities to support the new staff mix, please contact Betty Lundrigan at 570-2714.
Pilot Project Recognizing the potential impact of the nursing staff mix change, a pilot project of the newly developed care model was conducted to measure outcomes. The pilot study was conducted for a six-month period in 2008 (two urban sites and one rural site).
To read more about the findings from this study, visit Eastern Health’s intranet site and click on the What’s Hot section
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Vickie Talks about Senior Leadership Q
Results from the employee engagement survey came down hard on senior leadership in this organization. What’s your response to this?
It was harsh, but I think it was the reality of how employees were feeling and as senior leaders we needed to know that. It means we have lots of work to do to improve our communications with employees and to improve the level of trust employees have in our senior team. We need to start communicating better, and we need to be clear about the directions we are taking as an organization.
Q I would like each and every employee to become the face of Eastern Health – a confident, welcoming, and trustworthy face.
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Are there any concrete plans in place to address the areas of concern raised in the employee survey?
Our senior executive team needs to be more visible throughout the organization, which means we have to start getting out to more events and meeting with employees. One of the initiatives I’m excited about is the initiation of town halls throughout the region. The town halls will provide an opportunity for senior leaders to meet with employees in a face-to-face format, share important organizational information, and provide employees with the opportunity to ask questions and provide input into important organizational discussions and decisions. Employees will also be hearing more from members of the senior team through Connect and we’ve also developed a new format for the Loop newsletter which is now being printed monthly for all employees and will be distributed through each director’s office. These initiatives were developed by the steering committee that has been established to ensure the issues identified in the employee engagement survey are addressed in a timely fashion. Members of the committee include representatives from across the organization.
Front - Back: Fay Matthews, Pat Coish-Snow, Vickie Kaminski, Beverley Clarke, Norma Baker, Louise Jones, Stephen Dodge, George Butt and Wayne Miller. Missing from the photo are Alice Kennedy, Carmel Turpin and Oscar Howell
Over the coming months you will hear more about some of the other actions we will take to improve our interaction with our employees.
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It has often been said that Vickie Kaminski is the face of Eastern Health, and that’s who people want to see and hear from. What’s your reaction this statement?
Employees and the general public need to understand that Eastern Health is more than just one person. Eastern Health has nearly 13,000 faces and each and every one of us is part of the same team. Senior leadership is only one piece of the bigger picture – we are responsible for providing clear direction as we look to the future and determine how best to provide safe, quality care and service to our patients, residents and clients. However, it’s our frontline employees and managers who are on the ground, interacting with the public, and bringing our vision and values to life. We have to start working together, talking more, and learning from each other. That’s what I hope we can accomplish. I would like each and every employee to become the face of Eastern Health – a confident, welcoming, and trustworthy face.
If you have comments, or if you have suggestions as to how senior executive could better communicate with employees, send your thoughts to communications@easternhealth.ca
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Two of a Kind
by MERVYN HOUSE Photography by Phil Simms
SHEILA CRAWFORD SUZY POWER
he word “engagement” has been resonating within the walls of Eastern Health for the past several months and, although there is much work to be done in this area, you can certainly find employees around every corner of this organization who take pride in their work and are committed to providing exceptional care and service. Managers and physicians in Eastern Health’s provincial Cancer Care Program regularly receive
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letters, emails, and phone calls from patients and their families, thanking them for the tremendous care and support they have received from the cancer care team. “There are a large number of outstanding people here,” says Dr. Jonathan Greenland, Radiation Oncologist with the Cancer Care Program. “Sheila Crawford and Susan (Suzy) Power are two wonderful examples of individuals who always take patient care above and beyond what is expected.”
Two wonderful examples of individuals who always take patient care above and beyond what is expected. s Divisional Manager, Radiation Therapy, Sheila works hard to ensure patients are treated efficiently in a timely fashion regardless of the obstacles placed in her path. “If patients have to travel, or have other logistical problems with attending their appointment, Sheila routinely bends over backwards to make the treatment fit them instead of the other way round,” says Dr. Greenland. In addition to managing direct patient issues, Dr. Greenland says Sheila does an outstanding job of managing her staff. “She never complains nor has a bad thing to say about anyone. She’s been doing this through times when we’ve been severely handicapped by equipment and staff shortages, and she somehow manages to keep everything afloat. She’s pouring her heart and soul into her work and it shows.” Incredible people skills make Suzy, Primary Nurse, Radiation Oncology, stand out as an exceptional employee, according to Dr. Greenland. “She goes a step beyond the actual medical care of the patient and deals with the social and
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psychological aspects of their illnesses,” says Dr. Greenland. “She, in my opinion, is the best example of why a nurse-physician team in oncology is the way to go in cancer treatment. She brings professional and personal skills that are often more valuable to the patient than my radiation is.” Sheila and Suzy both say they get a great deal of job satisfaction from their work. “I am inspired by the strength of patients having to deal with not only a cancer diagnosis, but with work, friends and family during this most difficult time,” says Sheila. Suzy agrees, adding “although cancer is a difficult journey, I am most satisfied when patients go home feeling content and accepting that they have received the best possible care.” Suzy and Sheila have 35 years of combined experience with the Cancer Care Program and acknowledge they have both seen many advances in technology, treatment, survival rates and delivery of care over those years. “The Cancer Clinic is growing in leaps and bounds and in 25 years I have seen cancer care in this
province evolve into a leader within Atlantic Canada. I am very proud of this evolution,” Sheila explains. In addition to the science of cancer care, there is also an art, according to Suzy. “There is a special skill-set required to deliver care to cancer patients. We are lucky to be working here,” says Suzy. Neither Sheila nor Suzy are content with being singled out as “outstanding individuals” and point out the “village of outstanding people” it takes to deliver care to cancer patients in this province. They both speak highly of their team and feel that everyone is well supported by their colleagues, including clerical, personal care attendants, nurses, radiation therapists, and physicians. It is clear that the main goal of the Cancer Care Program is to do what’s best for the patients and, as indicated by both Sheila and Suzy, they have confidence that each member of the team shares in this same goal everyday.
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On the
home front
by LISA BROWNE Photography by Ed Vincent and Cynthia Farrell
ou’ve recently made a new friend who invites you to his house. As you prepare for your visit, how do you feel? Apprehensive? Excited? A number of things run through your mind. Will you be able to find the location? When you get there, will you take off your shoes? When is the right time to leave? Most of us have faced these questions when we go to someone’s house for the first time. Now imagine that’s your job – everyday. This is the case for many Eastern Health employees who work in the community. And they wouldn’t have it any other way. Duane Pauls is a Behaviour Management Specialist (BMS) based in Clarenville who works with children, youth and developmentally delayed adults. “I like working in the community and getting to see my clients in their home environment. It gives me a unique perspective,” says Duane. Using a BMS is voluntary, so most of Duane’s encounters are very positive. “My clients have to do the work in order to see behavioral change,” says Duane. “I’m there to guide them and help to present solutions but they do the work between my home visits. It’s really a partnership.”
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DUANE PAULS
I like working in the community and getting to see my clients in their home environment. It gives me a unique perspective.
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Duane’s sentiments are echoed by Mental Health Nurse/Case Manager Mark Alyward who works with clients who have severe and persistent mental illness. “Typically, my clients don’t respond well to traditional treatment,” explains Mark who is based in Bonavista, “and because of the nature of their illness, it makes sense that I make home visits.” Many of Mark’s clients face barriers to going to an office, such as no transportation, or they tend to seclude themselves because of the stigma associated with mental health issues. While most of Mark’s visits are scheduled, he does drop-in on clients at times. “If I have an established relationship with a client and I’m in the area, it might be appropriate to drop-in. Sometimes, it’s a necessity if clients don’t have a phone to be able to schedule an appointment.” For Burin-based Continuing Care Nurse Joann Pittman, respect and adaptability are important to consider when making home visits. “When I’m in a client’s home, I’m very aware that it is their environment and it’s where they are comfortable. I respect their values and how they choose to live.” Joann also brings out the practical side of making home visits. “If there’s bad weather and I’m visiting an elderly client whose post-cardiac, it’s quite possible that the driveway won’t be shoveled or salted. Then you must think of things like where can you park your car. I remember one elderly client who couldn’t shovel and used to put the shovel by the steps so I could shovel my own way in!” Joann also reflects on the challenges of working in the home. “We don’t have access to things like lifts so we have to be very adaptable in terms of how we do things. Animals are another aspect to home visits that can cause concern,” says Joann. For Duane, Mark and Joann, the rewards of working in the community far outweigh the challenges. Showing empathy and respect for clients and establishing a rapport are keys to success in each of these roles.
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MARK ALYWARD
JOANN PITTMAN
An Eastern Health manager uses her surveyor experience to get us ready for accreditation
Connecting the Dots by SUSAN BONNELL Photography by Phil Simms
t’s going to be a big year for Carla Williams. At work, Accreditation Canada will be here on September 12 to conduct our 2010 survey and at home, Carla’s daughter is getting married. “Time flies when you’re having fun,” she says, smiling. Carla is not only the Manager of Accreditation with our Quality and Risk Management Department, but she is also a surveyor for Accreditation Canada. Carla was the Director of Resident Care at St. Patrick’s Nursing Home when she was first approached about the idea of
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It’s been such a privilege to see inside other health care organizations, and to share practices and learnings.
becoming a surveyor. Since that time, she has conducted surveys all across Canada and abroad. “I’ve had the opportunity to go to pretty much every other Canadian province; I’ve had the chance to teach; and I’ve had the opportunity to do international surveys. She counts among her most interesting trips visits to Kuwait and Bahrain: “It’s just so interesting to see how they ‘do’ health care!” So how has being a surveyor impacted her work for Eastern Health? For Carla, it’s a perfect opportunity to “connect the dots.” “It’s been such a privilege to see inside other health care organizations, and to share practices and learnings. The struggles are the same everywhere – health care delivery is challenging today. But it’s such a reciprocal experience. I learn from other organizations and it helps you be more creative and bring different perspectives back to your own organization.”
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Accreditation has changed many times over the years, says Carla, but the main focus has always been on providing quality service and care. “Accreditation is a purposeful and very relevant opportunity for an organization. We’re all very busy in health care but accreditation makes us periodically put the brakes on and look at standards and best practices, to do a checkpoint to ask ‘how are we doing?’ and ‘are we on the right road?’ I’m not sure that would happen otherwise. “In the beginning, accreditation was very compliance-oriented. I remember as a young nurse, the surveyors were very ‘you must, and you will, and I’m checking to see if you did’ – it could be very intimidating! I remember in my day heading to patient rooms when the surveyors were around because the last thing you wanted was to be put on the spot! “It’s still a lot of work and there is this test called the survey, but accreditation has really evolved.” This year, accreditation is going to look different again. With the transition from the old AIM program to the new Q-mentum program, frontline employees are far more likely to find themselves involved in the process. In the past, accreditations were focused on accreditation teams – “the disciples” as Carla calls them – who prepared for the surveyors and were their primary point of contact during the survey period. This year, the whole philosophy around accreditation has changed. The goal is to make people from all across the organization more aware, more involved and more engaged in the process.
“We still have regional interdisciplinary teams focused on 29 different sets of standards, but this time, with the many changes to the accreditation program – the self-assessment is not only completed by the accreditation team, but also by many of our front line staff. Accreditation Canada then electronically generates a Quality Performance Roadmap, which has coloured flags as triggers to the team and the organization as to what it should be working on to improve quality, risk and safety. Teams will use their roadmaps on an ongoing basis – this work does not end.�
During survey week, frontline employees across the organization may find themselves being approached by a surveyor. This may still sound intimidating, but Carla offers another perspective: “In my experience, most often staff appreciate the opportunity to meet with the surveyors, because they felt excluded from it before. “I always say to our accreditation teams that the role of a surveyor is to be a sponge – absorbing as much of the organization and its people as you can so that you can do a good job evaluating compliance. And you can only do that by talking to the
people, to get their story.� Our surveyors will be colleagues like Carla, working in other organizations, with the same challenges and focus we have— improving the quality of service provided. “It’s got to translate to the bedside, because that’s where it really happens.�
To learn more, visit Eastern Health’s intranet site and click on the Accreditation button
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Supporting the Journey Employees Helping to Build Healthy Communities by JEANETTE O’KEEFE Photography by Phil Simms
s a newborn baby draws its first breath and begins the fascinating journey outside its mother’s womb, the parents begin a journey as well. The journey is filled with ups and downs as parents and children learn to adapt to their new worlds together. Helping to support children and families through this important journey are employees like Renee Williams. Renee’s role as a social worker with Child, Youth and Family Services made her the perfect fit for involvement in the development of the first ever Family Resource Centre (FRC) for Conception Bay South (CBS) and surrounding area. As a member of the CBS and Area FRC Steering Committee, Renee brings knowledge and experience from her job and ideas that make sense for the children and families of CBS. “I have seen the benefits to families when they have supports available to them in their own community and that’s what a family resource centre will bring to the residents of CBS,” she says.
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An FRC enables communities to create and expand programs that address priority health and social development needs. Children and families receive support and education throughout prenatal, postnatal, infancy and childhood. Some of the benefits include: • providing families with a supportive, child focused place to bring their children; • having programs for parents and children to avail of within their own community; • providing a support network for parents to connect with other parents; and • providing parents and families with relevant information on parenting, child development, nutrition, etc. Jillian Callan, Developmental and Behavioral Practitioner, also sits on the FRC Steering Committee and says, “Working as a team with employees from other disciplines provides the committee with increased knowledge about how to best meet the needs of several groups within the community.” Renee echoes Jillian’s statement.
RENEE WILLIAMS
JILLIAN CALLAN
“We can help build the foundation of the centre by bringing our professional knowledge and experience forward,” says Renee. “Also I feel my knowledge of the geographical area and resources available in the community are a benefit.”
Health Promotion happens when we:
Provide support, education and information to help people make healthy choices; Create safe and enjoyable environments for work and play Encourage people to get involved and take action in decisions that affect their community’s health Make public laws and rules that keep health in mind; and Create services that change the focus from illness to wellness.
Source: Ottawa Charter for Health Promotion, 1986.
COLLEEN KEARLEY
The CBS and Area FRC Steering Committee also includes interested parents, representatives from the Town of Holyrood, Town of CBS, Chamber of Commerce and other community groups. Colleen Kearley, Child Health Coordinator with the Health Promotion Division, sees how involvement in the FRC Steering Committee is not only benefiting the community but also employees. Staff learn that their work contributes to building healthier communities. “Having this experience gives our staff the opportunity to participate in a process which allows the community to build its capacity and allows for people to take control over their own health – this is health promotion in action,” says Colleen. This FRC Steering Committee is in the process of hiring someone who will complete a needs assessment for the catchment area (Topsail to Makinsons).
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A Sweeping Success by MERVYN HOUSE Photography by Phil Simms
Volunteer Trainers include (L-R): Geraldine Pike, Vickie McGrath, Rosalind Keats, Phyllis Stanley, Dave Power, Loretta Steele, Darlene Murphy, Linda Patey and Dianne Miller. Missing from the photo is Arlene McDonald, Betty Murray, Joan Reid, Lillian Hynes, and Wes Mercer.
aving worked on the front lines early in his career, Dave Power, Manager of Environmental Services at the L.A. Miller Centre, understood the value of involving frontline employees to enhance the training experience for new hires. “It is our frontline employees who are the real experts,” says Dave, who coordinates all training for the Environmental Services Department in St. John’s. Frontline staff, in collaboration with the management team, have developed a mentorship-style training program for new
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employees which is very different from anything that has been done in the past and has proven to be a sweeping success. The five-day training program includes extensive in-class training on the equipment and chemicals used at Eastern Health, along with the detailed safety procedures to be followed. Mentors then take new employees through the process of bed and patient room cleaning which takes place in mock patient rooms located at the Miller Centre. The remainder of the training is provided on-site where the new employees are assigned, and a
senior staff or mentor/trainer is close by their side, right up to the end of the fifth day of the training period. “Without [frontline] involvement, knowledge and expertise, the mentorship program would not be the success that it is today,” says Dave. “The frontline staff that came on board to support and assist with this program receive nothing for their role as mentors and yet they have embraced the program whole heartedly.” Geraldine Pike and Darlene Murphy are two of approximately 12 volunteer trainers involved in the program. “The training offered today is far better than what was in place when I started 15 years ago,” says Darlene. “Staff today should have no problem going into the ICU to clean the area after their training is completed.” Geraldine has been working with Eastern Health for 25 years and notes that when she started there was no training provided to her at all. “Today, new staff are more confident workers as a result of their training and less intimidated than we were years ago,” she says. Geraldine and Darlene say
DARLENE MURPHY
GERALDINE PIKE
Without front-line involvement, knowledge and expertise, the mentorship program would not be the success that it is today.
they, along with the other trainers, share the same work values in wanting to do their very best each day and help provide new staff with the skills and confidence required to do their job. “I treat my floor as if it was my home and the patients here are my own family,” says Geraldine. Darlene adds, “When I look back into a room, I want to know that it is clean. I want to make sure there is no dust in the corners or anywhere else.”
The training program demonstrates a commitment to providing quality service to employees and to the patients, residents and clients we serve. At the end of each training year, managers and trainers meet as a group to discuss their successes and what improvements need to be made for the following year. “This program would not exist but for the involvement and hard work of these staff and I am very proud of each of them,” says Dave.
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Managing Our Impact by JEANETTE O’KEEFE Photography by Phil Simms
s we drift into the summer season and take time to embrace the beauty of the earth’s new life, we must also take time to consider how our daily habits at work and at home are impacting the environment. Maria Parmenter, Regional Waste Management Coordinator, is responsible for developing, implementing, and evaluating waste management programs for Eastern Health. Part of Maria’s role is to address areas of concern such as biomedical, pharmaceutical, chemical, hazardous, confidential and general waste – with an emphasis on developing new avenues to promote recycling for all of Eastern Health. Maria works closely with occupational health and safety coordinators to promote safety within the organization through such things as training on sharps and biomedical waste. She is also involved in the development of policies and safe work practices and procedures within the organization. Paper, cardboard and plastic have an impact on the environment and the amount of waste we produce as an organization. “Paper is huge,” says Maria. “We’re currently working on a shredding contract which will standardize
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the paper shredding process throughout the region. All paper will be shredded on site and then brought to a recycling depot.” Although Maria is responsible for overseeing waste management for Eastern Health, she says all employees have a role to play in managing the waste in their area and ensuring we are acting in an environmentally responsible way. “Employees should be aware of the amount of paper they are using during their work day and try to find ways to cut down on that,” says Maria. “By printing double sided, filing emails electronically instead of printing, and ensuring all paper is placed in the appropriate grey recycle bins, we’ll make a big impact on the amount of waste that’s actually going to the landfill.” If you have questions relating to waste management issues in your area, contact Maria Parmenter at 777-3004 or maria.parmenter@easternhealth.ca.
Celebrate Canadian Environment Week
MAY 30 - JUNE 5, 2010 Help contribute to a greener future by: Buying locally grown food. Take some time to visit local Farmers Markets and learn more about the benefits of choosing locally grown foods!
Changing at least one light bulb to a compact fluorescent. Those qualified to ENERGY STAR速 use about a quarter as much electricity as a conventional light bulb to produce the same amount of light. Compact fluorescents cost a bit more than incandescent, but they last up to ten times longer. Taking a walk on the wild side. Go for a day hike on a local nature trail and revel in the beauty and serenity you are trying to preserve for future generations. Turning off your computer when you are not using it. A home computer, monitor, and printer can use up to 200 watts of electricity. At both work and home, set your monitor to go into "sleep" mode if it is idle for more than 5 minutes, and your computer to do the same after 15. Carrying a cloth bag or keep one in your car. Avoid traditional plastic bags in favour of reusable totes. Most plastic bags wind up in landfill sites, where they can take up to a thousand years to biodegrade. A cloth tote is durable, easy to carry and much more ecofriendly!
D I D YO U KNOW
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From April 1, 2009 to February 28, 2010 1,861,195.3 lbs. of shredded paper and 240,600 lbs. of cardboard was collected from Eastern Health sites and sent to a local recycling depot.
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From April 1, 2009 to February 28, 2010 122,615.5 kg of biomedical waste was shipped from Eastern Health sites to New Brunswick for incineration.
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