Identity Matters 2019/2020

YEAR IN REVIEW 2019/2020

OUR IDENTITY CENTRE OF EXCELLENCE

HOW DO WE ACHIEVE THIS? Inspiring

understanding and trust in our programs and services.

Being the safest hospital in the province.

Being the cleanest hospital in the province.

Partnering to create a healthier community.

Using resources wisely to support advancement of our vision and mission.

A MESSAGE FROM JANICE KAFFER, PRESIDENT & CEO It has been a year since our last edition of Identity Matters.

The world has changed in many ways and from our lens here at HDGH, the differences we are feeling almost daily are directly related to adapting to the new world of COVID-19. Although much of this edition of Identity Matters will reflect our Hôtel-Dieu Grace Healthcare (HDGH) life pre-pandemic, in the early months of 2020 our roles, responsibilities, and worklife changed within our organization as we planned and implemented processes for the world we are experiencing today. We are also planning for the world and the work ahead as we anticipate further waves of COVID-19 across our community, our province, our country and our world.

It is indeed a changed existence.

COVID-19 brought a lot of tough decisions for us here at HDGH. There were many very challenging conversions had by our teams, our leadership, our patients and their loved-ones. Through all of these conversations maintaining the health and safety of our staff and patients was, and will continue to be, the top priority of our hospital. We were and are focused on maintaining our commitment to be the safest hospital in Ontario and that means for our staff and for our patients. Throughout many of the tough conversations, and the challenging decisions that we had to make, it wasn’t uncommon to hear four words uttered by our HDGH Team- “IT’S WHO WE ARE” I want to talk more about these four simple, yet important, words and their relevance to this edition of Identity Matters. When I say IT’S WHO WE ARE, I am referring to our culture of caring, our culture of safety, our culture of putting our patients and staff at the forefront of our decision making, and our culture of doing the right thing. These words represent, for me,

Janice Kaffer President and CEO

the history and the legacy left to us by our founding sisters; The Religious Hospitallers of St. Joseph (The RHSJ). These words do more than just exist at our hospital. They are a grounding force in many of our decisions, they are a touch point in tough times, and they remind us that we stand for something bigger than our own problem of the day. For HDGH, who we are as an organization has always been more than the mission, vision and values plaques hung throughout our buildings. The HDGH story is our shared story – a story of how we have come together as a family to serve our community in new and innovative ways. We have always done that and we always will. It’s who we are.

Throughout this edition of Identity Matters, you will be reading about ways in which Hôtel-Dieu Grace Healthcare continues to inspire trust in its programs and services. We can’t talk about all of the amazing work done here in the past year but we have selected some stories and highlights that really speak to who we are as a hospital and as a family. Since the onset of COVID-19 we have learned so much – as an organization, as individuals and as a community. Today, we will continue to respond to this crisis, and continue to proactively initiate the processes, practices and policies to maintain the safety of our people and our patients. We will inspire, create and sustain excellence here at HDGH because… IT’S WHO WE ARE.

...it's who we are.

H E R I TA G E WA L L

TA K E T H E B E ST O F T H E PA ST A N D B R I N G I T FO R WA R D Preserving our heritage is not merely holding on to a snapshot of the past, it is the seed that will bring forth the success of our future. Taking a closer look at our HDGH heritage really began in 2017. In 2018, we launched our rebranding work,

centered on our 130-plus-years as one of Windsor-Essex’s most longstanding organizations and first ever hospital.

In conjunction with celebrating the 100th Anniversary of Grace Hospital in February 2019, HDGH also unveiled the “Heritage

Wall� - a wall that proudly exhibits the story of our HDGH history in one of the busiest hallways on campus. This work of art is more than a wall with images. It is a creative mastery of visual language melded with expression; all helping to shape and mold meaning of a proud journey for the patients, clients, loved-ones, visitors and staff that walk this area each and everyday.

When treating the mind, body and spirit, we do so as a Catholic Sponsored organization that serves all faiths. The Heritage Wall Project would not have been possible without the financial support from our sponsors at Catholic Health International (CHI)l, who funded a portion of this work.

HDGH is always profoundly grateful to CHI who continues to ensure an enduring Catholic presence in healthcare organizations like HDGH.

ABORIGINAL LAND

On Saturday, February 8th, 2020, over 400 Grace Hospital Graduates, former employees, and community members with connections to the beloved Salvation Army Grace Hospital gathered to celebrate its 100 year legacy.

Army’s first general hospital was opened to carry on the Army’s mission of mercy.

Dieu Grace Healthcare stands proud to carry the Grace name now and into the future.

With Windsor experiencing a population boom early in the 20th century, there was a greater need for more hospital beds.

Fredrick Martin, an Officer with the Salvation Army, convinced Windsor’s magistrate, Henry Ellis to sell his home and land to be used and expanded upon for a new hospital

Grace quickly became the place for patient-centred care and had a lasting impact on all those who walked through its doors. Grace is the Place quickly became the hospital’s mantra.

Before its doors were officially closed in 2004, over 1,500 nurses were graduated from the hospital’s School of Nursing, tens of thousands of babies were welcomed into the world, and the entire Windsor-Essex community benefited from the care of Grace Hospital.

The Anniversary Celebration welcomed a number of dignitaries and special speakers who helped capture the essence of Grace and the truly special place that it was.

Laughter, reunions, and love filled the halls of HDGH throughout the joyous afternoon.

On February 1, 1920, Windsor’s second hospital, and the Salvation

Today, over 100 years and numerous changes later, Hôtel-

Additionally, Amazing Grace, built on a Shoestring and a Showering of Faith and Prayer, the story of Grace Hospital written by Marty Gervais was officially launched at the event. The publication beautifully captures the history of the hospital and the individuals who made it “The Place.”

Grace, and all its stories, people and memories, will always be a strong part of our HDGH Identity.

INSPIRING

UNDERSTANDING AND TRUST IN OUR PROGRAMS AND SERVICES

Confidence and trust are two of the fundamental elements of fostering meaningful relationships between HDGH, our staff, patients, partners and community. At its core, organizational trust and identity co-exist in a space that is paramount to the patient/client experience and building on the values that HDGH has come to represent for over a 130 years. In 2019-2020 our hospital took great strides in the continuation of developing meaningful relationships with our community partners and celebrating the anniversaries of programs and services that our community has come to trust and depend on. We also instill this trust through work done in our Research and Evaluation Department - through data, research and evidence informed practice.

HDGH REHAB OUTREACH TEAM RESTORING LIVES OF ST R O K E PAT I E N TS I N T H E CO M FO RT O F T H E I R H O M E S; Hospital releases data in their first impact report

In February of 2020, HDGH’s Research and Evaluation Team released its first Impact Report on the positive outcomes experienced by Windsor-Essex stroke patients through care provided by HDGH Rehabilitation Outreach Team - in the comfort of the patient’s home.

Most notable, the Impact Report numbers indicate a reduction of inpatient stay days. Since program launch, stroke patients have returned home an average of seven days earlier knowing the services of the Rehab Outreach Team would follow in the very real environment of their homes. From a patient’s social, physical and psychological perspective the report showed that stroke patients seen by the Rehabilitation Outreach Team experienced a 30% increase in engagement in work, social and recreational activities, decreased the minutes needed for assistance and saw a 14% improvement in quality of life.

The report demonstrated HDGH’s ability to put “research into practice” and show how measuring outcomes truly enables healthcare organizations to provide the right care, in the right way, and in the right place.

7 DAY REDUCTION IN INPATIENT STAY

CENTRE FOR PROBLEM GAMBLING AND DIGITAL DEPENDENCY CELEBRATES 25 YEARS Once a modest room occupied in Market Square now an almost 20,000 square foot facility nestled at the back of HDGH’s 33-acre campus, the hospital’s Centre for Problem Gambling and Digital Dependency (CPGDD), formally Problem Gambling Services, celebrated its 25th anniversary in September of 2019.

The program provides free, confidential and professional treatment services to both individuals, their family and friends impacted by gambling, gaming and/or problematic internet use. Over the last 25 years, the program has evolved to offer support for our tech-driven, online culture. Today, the team sees clients struggling with video game, social media and internet dependencies.

At its day-long anniversary event, the team welcomed more than 50 of its past clients and words from a current outpatient, Wayne, who spoke about the life changing impact he experienced from the team. “The first time I remember feeling unconditional love was from the staff at CPGDD,” he said during the formal portion of the anniversary celebration.

The program is Ontario’s only residential gambling addition program.

ASSESSMENT & TREATMENT CENTRE

HDGH celebrated the 10th Anniversary of its Bariatric Assessment Program in October. The Centre is part of the Ontario Bariatric Network and is 1 of 13 across the province. HDGH is home to one of two Regional Assessment and Treatment Centres where we prepare clients for surgery and monitor them postoperatively. While the surgeries take place in London or Toronto, having this service here allows for

“Closer to Home” access to the resources patients need to be successful in their journey for those living in Southwestern Ontario.

Since 2009, the program has grown to also include a nonsurgical approach to safe weight management with our Medical Program.

The Medical Weight Management program, led by a healthcare team, focuses on healthy lifestyle and behaviour changes and initiates the active weight loss phase with meal replacement shakes and supervised exercise activities.

Extends Services to Essex County In February, dignitaries, community members, staff and Board members of HDGH, The Bridge Leamington Youth Resource Centre and Harrow Health Centre: A Family Health Team were on hand to celebrate two recent Memorandums of Understandings that were signed which will enable RCC to provide services closer to home for families of Essex County.

At The Bridge Resource Centre in Leamington, the HDGH RCC program now provides counselling services to youth ages 14-21, who are involved with the youth justice system. The Youth Services Mental Health Social Worker of the RCC program will provide this counselling on Wednesday afternoons. In addition to being a support for those in the youth justice system, this social worker will be able to assist with facilitating referrals for mental health counselling programs.

In addition to offering services in Leamington, the Harrow Health Centre: A Family Health Team also serves as a location HDGH RCC provides services. This is not a walk in service; instead, those families who reside in the county and are referred to services at RCC now have the option of attending the counselling and therapy sessions on Friday at the Harrow Health Centre: A Family Health Team.

The two MOU’s are new examples of how HDGH is looking to provide services closer to its clients and their families. We will continue to ensure that we are innovatively seeking the best way to provide services TO and WHERE patients, clients, and families need them most.

WITH EXEMPLARY STANDING & HSO LEADING PRACTICE AWARD

ACCREDITATION

LEADING PRACTICE AWARD

In June of 2019, HDGH welcomed surveyors from Accreditation Canada on site to measure our organizational quality efforts, and help identify what our organization is doing well and where to focus improvement efforts. The entire process is known as Accreditation. The accreditation survey cycle happens every four years and requires a great deal of preparation from each and every staff member at our hospital. It also allows us to proudly share our HDGH story; a remarkable story that continues to become further entrenched in WHO WE ARE, and further testify to our identity as Windsor-Essex’s only community-based hospital. In 2019, HDGH was proud to announce that we had successfully been Accredited with Exemplary Standing, the highest designation with Accreditation Canada. HDGH met 100% of the Required Organizational Practices as well as 99.4% of Accreditation Canada standards, the criteria guidelines required to provide high-quality care and service.

In addition to being awarded the highest status by Accreditation Canada, HDGH was awarded with a Health Service Organization (HSO) Leading Practice Award for our work on Workplace Violence Prevention.

The report highlighted the work that HDGH has done in a number of areas but identified the following as true strengths of our organization: -

Patient and Family Advisory Councils Identifying Patient Safety is a Strategic Goal The Patient Experience Framework Unit Based Councils Leadership Education and Coaching Medication Reconciliation Performance Appraisals and Recognition Program Development of Brand Recognition and Reputation

HDGH strongly believes that all patients and staff deserve to feel safe and be in an environment that has no harassment and violence. We enforce a zero tolerance approach to violence, harassment, and any other disrespectful conduct. Any person who verbally or physically abuses another person, or threatens to do so, is liable, with possible consequences including being temporarily or permanently removed from the property, and if warranted, reported to the police.

The Award was granted based on our submission entitled “Embedding A Culture of Safety via a Workplace Violence Prevention Program.” Our hospital’s commitment to this important work remains strong and is embedded to our strategic plan under the OUR IDENTITY driver with the goal of being the safest hospital in Ontario.

WORKPLACE VIOLENCE PREVENTION COMMITTEE

Being The

SAFEST

HOSPITAL IN THE PROVINCE HDGH strongly believes that excellence in patient/client care starts with employees who are and feel safe when they are at work. In 2019/2020 HDGH continues its work in developing and nurturing culture of safety while maintaining our commitment in “being the safest hospital in the Province.”

“Safety is not just a word at Hôtel-Dieu Grace Healthcare it is a culture, commitment and expectation” – Bill Marra, VP External Affairs

Investing in hospital safety; welcoming security team in-house It’s now not uncommon to see the men and women that make up the HDGH Security Team wearing the hospital logo on their protective vest. In December of 2019, we officially welcomed the more than 30 men and women as staff members, no longer contracting out these services.

As only one of a handful of hospitals in the province to complete this progressive transition, it not only results in hiring and retaining high quality individuals, but also allows for specialized program-specific training for the unique complexities of HDGH programs and services, as well as physical size of main and offsite HDGH campuses.

The security team’s mission statement commits to conscientious professionalism, compassion and fairness in all interactions with the community where safety and security are a result of clear communication.

Community Safety Grant Announced In December of 2019, HDGH and the Essex County OPP officially announced the creation of a Youth Crisis Response Team (YCRT) and a Mobile Crisis Rapid Response Team (MCRRT). These teams, which consists of two dedicated Crisis Intervention trained (CIT) OPP officers and two dedicated CIT trained Social Worker/Crisis Worker (one from HDGH’s Regional Children’s Centre (RCC)) and one from the Community Crisis Centre (CCC)), is a three-year pilot program made possible through the Community Safety and Policing Grant (CSP).

Both teams will be first responders to emergency mental health related calls in Essex County (Lakeshore, Tecumseh, Essex, Kingsville, Leamington) for youth up to age of 16 for the YCRT team and then 16 and up for the MCRRT team who are experiencing a mental health and/or addictions crisis. These teams help to de-escalate crisis situations, provide an immediate on-site mental health needs and risk assessment and will assist youth, family and adults to access appropriate services. The YCRT team also provide follow-up to the youth and family after the initial crisis has resolved to ensure they are connected to the appropriate services.

HOSPITAL IN THE PROVINCE Using innovative environmental services techniques, our goal is to maintain safer, cleaner and more sustainable healthcare spaces to protect our patients and staff, build trust in our facilities and enhance patient and staff satisfaction

1,000,000

APPROXIMATELY

SQUARE FEET/WEEKLY

OF PATIENTS RATING CLEANLINESS AS EXCELLENT (9 OR 10) - 363 HOUSEKEEPING AUDITS PERFORMED - TOTAL TOUCH POINTS AUDITED: 1,815 - AVERAGE AUDIT SCORE – 90.81%

12,000

PIECES OF LINEN RECEIVED FROM LHLS/MONTH

- 2,463 CURTAINS CLEANED IN 2019 - 6 FOCUS GROUP ES UBC MEETINGS - 2621 DISCHARGED PATIENT ROOMS IN 2019

DO YOU CHOOSE OUR PLANET ? 2SOUTH DOES! Planet or plastic?That’s the question staff on HDGH’s Complex Medical Care, 2 South Unit asked those who walk through their doors.

The idea for November’s environmentally friendly initiative on the unit was sparked after a visitor noticed many of the staff drinking and using plastic water bottles. The visitor challenged the staff to make a change.

And so through the team’s Unit Based Council (UBC), the group challenged each other, patients, visitors, and all throughout our organization to do their part in keeping our Earth free from plastic water bottles by going green with reusable ones.

The UBC decorated their unit bulletin board to inspire others to make the pledge to ditch the plastic. Wrapped in recycled newspaper and dotted with sticky notes for passersby to sign their name and commit to plastic-free beverage containers, the board also gave statistics and thoughts on ways to be more environmentally friendly in small ways that have big impacts!

PA R T N E R I N G To Create a Healthier Community

When we speak of the HDGH Identity, it is impossible to truly celebrate WHO WE ARE without recognizing the important work done with our partners. It would be impossible to create a healthier community alone. We are proud of the innovation, collaboration and creativity that comes from these integral relationships.

MOBILE OUTREACH SUPPORT TEAM (MOST) RECEIVES PERMANENT FUNDING Our community received good news in July of 2019, as the partnered organizations involved in launching MOST announced that the team would be on the road permanently, receiving permanent funding.

Intended to be a demonstration project that began in January of 2019, MOST was the product of collaborative problem solving by Hôtel-Dieu Grace Healthcare (HDGH), Family Services Windsor-Essex (FSWE), Canadian Mental Health Association Windsor Essex County Branch (CMHA WECB), Assisted Living Southwestern Ontario (ALSO) and the City of Windsor responding to the local homelessness as well as the mental health and addiction needs in downtown Windsor.

“Working on the MOST Van has been a seamless transition and extension of outreach services. It has provided us with the ability to connect with individuals after hours that outreach may not have been able to connect with during regular 830-430 work hours,” said MOST outreach worker Adrienne Payne. “We are really building that sense of comfort and trust in the community - that is truly the purpose of this initiative and I’m thankful we can continue to build upon that.”

CAN KINDNESS GO VIRAL? HDGH AND BELL MEDIA PARTNER TO MAKE KINDNESS COOL In November of 2019, HDGH alongside media partner Bell Media launched its annual Pledge Campaign, but this year with a new goal - making the act of kindness viral.

In its seventh year as Gold sponsor, HDGH has been involved in the original direction as the Pledge to End Bullying. They spent the first five years ensuring the community and their more than 1,100 staff understood the definition

of bullying as well as their role and responsibly in ending it.

year old Liam Dutot, son of an HDGH staff member.

2019’s Pledge, now called the iPledge Challenge, asked participants to take to social media to spread one very important message – the power of kindness.

Instead of birthday presents, Liam reminded local youth that “kindness is cool” and asked for donations to three local charities. While the Pledge has evolved over the years, it has always remained intact with WHO WE ARE. Our HDGH values of Respect, Teamwork, Compassion and Social Responsibility.

Speaking at the launch event were veteran CTV News Anchor Jim Crichton, HDGH Physiotherapist Sue Grebe, President and CEO Janice Kaffer, and 11-

USING RESOURCES WISELY TO SUPPORT ADVANCEMENT OF OUR VISION AND MISSION 2019-20 Operation Revenues Excluding one time (%) Ontario Ministry of Health and Long-Term Care

90

Ontario Ministry of Children, Community and Social Services

4

Ontario Ministry of Children and Youth Services

0

Other Patient Revenue

2

Other Revenue and Recoveries

4

Grant Amortization

0

Using our resources wisely is a large part of who we are and also the ongoing work of our HDGH Finance team. Our HDGH Finance team continues to plan for a significant investment of the transformation of its Health Information System (HIS), launching in November of 2020.

2019-20 Operation Expenses Excluding One-time and Net Building Depreciation (%) Salaries and purchased services

61

Employee Benef its

15

Medical Staff

3

Medical and Surgical supplies

1

Drugs and medical gases

1

Supplies and facilities

19

Amortization of capital assets

1

Energy Saving and Facility Renewal Program Launched HDGH has embarked on an Energy Savings and Facility Renewal Program. A partnership with Honeywell, we are investing $6,986,848 into this program. The program is designed to implement strategies for conserving energy, while reducing utility costs and greenhouse gas emissions.

Construction is underway, greening our buildings, improving energy efficiency and comfort conditions for staff, patients, and visitors. The program with Honeywell will support these

initiatives over the long term and allow us to demonstrate our environmental stewardship to the community.

We expect to save over $10-million in utility and operational costs over 16 years. In additional to financial savings, this program is expected to reduce carbon dioxide emissions by 324 tonnes annually, or 8.5% of the total site GHG emissions; just another way HDGH is doing our part to cultivate a healthier community.

SOLCZ FAMILY FOUNDATION MAKES TRANSFORMATIONAL DONATION As a result of a transformational $350,000 donation made by the Solcz Family Foundation to the HDGH Foundation, HDGH and the Ontario Telemedicine Network (OTN) announced the future availability of Breaking Free™ Online, a virtual care solution for those experiencing substance use disorder in Windsor-Essex.

Breaking Free™ Online will be available in 2020 to clients of HDGH, with the roll out to local service providers following this launch. The tool can assist with early intervention, prevention, or rehabilitation, using electronic behaviour management programs, eliminating the need to attend in-person sessions. Addiction service providers can integrate Breaking Free™ Online as part of their client’s overall treatment and be involved through their own online dashboards.

This past year, the HDGH Foundation embarked on an ambitious and very inclusive wide spread consultation and engagement process in order to develop the very f irst Strategic Plan for the HDGH Foundation. The three overarching strategic drivers include; Strengthening our Base; Growing Our Brand; and Increasing our Support. While the strategic planning process was undertaken before the pandemic, it is interesting to note one of the directions under the third strategic driver, “Increasing our Support” is to expand major gifts, planned giving programs and other opportunities for diversif ication. While this is a path the Foundation’s fundraising professionals were already looking to take, not only is it valuable that the Board is supporting the exploration of new opportunities, but now with COVID-19 restrictions, reducing the number of events and expanding our fundraising initiatives is a necessity.

Name change As part of the Foundation Board of Directors’ strategic planning process, key stakeholders were engaged in a series of surveys, conversations and focus groups. As a result of these f indings and in an effort to alleviate any confusion in the community, the Foundation’s public facing name was changed to the Hôtel-Dieu Grace Healthcare Foundation. This name change also helps to show that the Foundation raises funds to support only the programs and services at HDGH. A Clear Vision Evolving from the Strategic Planning discussions, the HDGH Foundation Board arrived at Vision Statement – a Shared Purpose Statement, connecting our efforts to the relationship and support for HDGH

“A trusted Foundation supporting HDGH in transforming healthcare and cultivating a healthier community through generous giving.”

Monies Raised….

Due to the onset of COVID-19, the Foundation had to make the diff icult, yet necessary, decision to cancel all remaining 2020 scheduled events. This is signif icant in that two large signature events take place just before the Foundation’s f iscal year end of June 30. The Heart Breaker Challenge has been rescheduled to May 29, 2021 and the Bob Probert Ride to June 27, 2021. As a result the total funds raised in 2019/2020 was $866,000.

A TRANSITIONAL NORMAL … FUNDRAISING DURING COVID-19 Notwithstanding the transformative nature of fundraising under typical circumstances, we now are in an era of a complete seismic shift to how funds will be raised and the nature of donor relations. With the cancellation of all 2020 events it has been necessary to look at new and creative fundraising opportunities for our organization. The Foundation has enjoyed great support in regards to the spring appeal letter which was focused on HDGH’s role in our community’s response to the pandemic. As is best practice, there will be a follow up letter to those who haven’t responded to date.

Plans are in the works for a Big Night Campaign which is inspired by our annual gala event. In addition, we are working on some added elements for our long standing Tree of Lights Giving Campaign. In fact, the fundraising team is pulling together details on a number of upcoming initiatives that will adhere to the recommended physical distancing guidelines but still allow us to raise much needed funds for HDGH’s various programs and services. The need has not diminished with the pandemic and in many areas, the demand for client and patient support has increased. One area of particular focus for the HDGH Foundation is a relocation and expansion of the Outpatient Rehabilitation program. A location has been identified in our Tayfour building and architectural plans are being drawn up. This new location allows our patients easier access and new equipment and therapies to help our healthcare professionals offer the best recovery guidance possible.

BELOW ARE JUST SOME OF THE PROGRAMS AND SERVICES SUPPORTED BY THE HDGH FOUNDATION OVER THE LAST YEAR:

2020

EXPERIENCE

- ACT 1, 2 and Chatham ACT - patient activities and client transportation - Bed Replacement Project, incl. TNI mattress replacement - Courtyard music activity panels - Foundation Scholarship Awards - Grace Hospital History book - Healing Garden donor bench - HealthHub cable TV for 3 South - Heritage Wall Project including Nursing Grad photos - Hope in the City Windsor shared sponsorship - Unit Ice maker machine - Jeanne Mance Bronze Replacement - Camera and software for Withdrawal Management - Pergola construction - Petro Family Exercise Centre mirrors, spinner and cross trainer - Problem Gambling Anniversary expenses - RCC “Be Safe” magnets - RCC Greenhouse supplies - RCC Ontario Nutrition Program support - RCC outdoor play gym shades - Residential Rehab Gardening program support - Residential Rehab Sunroom furniture and bariatric recliner - Sara Lift for Inpatient Rehab services - Sinks and Faucets at Withdrawal Management - TNI patient activities and Holiday party - TV for Rehab patient sunroom - United Way ‘On the Track to Success Program’ sponsorship - Withdrawal Management client medical support - W-PEP client picnic, holiday party and coffee maker for client use - Youth in Partnership Program Support

$866,000 For 2019-2020

NOVEMBER 13, 2020

NOVEMBER 17, 2020

NOVEMBER MAY 29 17,2021 2020

JUNE 27 2021

VID-19 C

WE STOPPED… AND LEARNED WE COULD TOUCH THE WORLD In March of 2020, life changed as we knew it.

We all learned new ways to see the world, but more importantly, how to feel it.

Humankind as a sum learned we were connected by one virus that had the ability to halt us in our tracks and become not just a public health crisis but a crisis that would touch every sector. It is hard to put into words the way the healthcare sector experienced, and continues to experience, this pandemic. Words do not do justice to the emotions felt. At HDGH, our experience with COVID-19 became very public when we had a physician return from out of country travel who was experiencing symptoms. On March 12, we held a press conference to announce this news and the safety measures put in place.

While the physician’s results were negative, from this point forward, we knew as an organization, that whatever we were called upon to do, then we would do it and also get through it - IT’S WHO WE ARE.

IMPLEMENTING A PROVEN STRUCTURE On March 17, HDGH transitioned to an Incident Management Response Team as a model of response. The Incident Management Structure has been proven to be most effective in dealing with crisis situations. The team of 12 responds to the crisis while minimizing adverse impact on healthcare operations. The team is structured, nimble and scalable with distributed decision making.

Incident Management Response Team

PROJECT SUPPORT

INCIDENT MANAGERS

Rachel Gough

Clinical Operations Lead Rob Moroz

Pat Keane Terra Cadeau

CEO

Janice Kaffer

Safety & Security Lead

COVID-19 Control Officer

Information & External Liasion

Colin Hebert

Sarah Picco

Bill Marra

Logistics Lead/ Non Clinical Operations Justin Quinn

Planning Lead Joe Karb

FIRST IN As a non-acute hospital, HDGH’s role during the first wave of COVID-19 is to alleviate the bed pressures within our broader Windsor-Essex acute care hospital system.

Our role is the “first in and last out”. “First in” because of the extensive number of admissions we accepted from our acute care partners throughout March and into April.

“Last out” because at some point, there will be the need for HDGH to accept patients post-COVID-19 who are recovering and involved in rehab and restorative care due to the deconditioned state of patients who survive.

Over the month of March, HDGH saw an influx in patient transfers. From March 1st to April 14th, we accepted a total of 285 new admissions, bringing us to

HR/Finance Lead Mary Benson-Albers

Communications Lead Nicole Crozier

LAST OUT an occupancy of 84%. Over the span of a few weeks, and thanks to our generous partners at St. Clair College for donations of beds and medical equipment, the team at HDGH opened a 32 bedded unit on its 1N to support the transfer of recovering COVID-19 field hospital patients, majority being long-term care residents.

Additionally, we saw 213 discharges and 92 internal transfers throughout the month of March, a 27% increase from March 2019.

Today, HDGH remains in a state of readiness, including maintaining the 40 overflow beds to respond to further patient care demands related to the on-going challenges of the COVID-19 pandemic.

PFAC LETTER TO STAFF Not only did our PFAC stand strong besides our patients and families, they stood proudly next to our HDGH People. A letter to all HDGH Staff was issued on April 8th from PFAC Chair Barb Masotti: Dear Hôtel-Dieu Grace Healthcare Family,

PAT I E N T A N D F A M I LY A D V I S O R Y COUNCIL A CULTURE OF SHARED LEADERSHIP, ESPECIALLY IN A PANDEMIC From the onset, we engaged our Patient and Family Engagement Council (PFAC), knowing the decisions and safety protocols that would soon follow would have a drastic impact on our HDGH patients and their loved-ones. An international pandemic was NOT the time to eliminate the patient and family voice.

As the impact of COVID-19 grew, so did the involvement of HDGH’s PFAC. There was NEVER a moment when PFAC was not consulted or engaged. They were actively involved in the hospital’s Incident Management Response Structure and corresponding working groups.

HDGH would not be the organization it is, or have had the ability to lead through this COVID-19 pandemic without our Patient and Family Advisory Council, ensuring that the voice of patients and their loved-ones are at the centre of our decisions.” Janice Kaffer, HDGHPresident & CEO Upon the onset of COVID-19, a group, including members of PFAC, came together to discuss the ethical considerations, as well as practical considerations given our current pandemic state.

What did it mean for patients not to physically see their loved-one? How would it affect them? How could our hospital ease this struggle?

We are reminded during these times of uncertainty, how valuable our personal and professional relationships are. We also become extremely aware that these relationships should be acknowledged and appreciated without the occurrence of an unparalleled event, "The Storm of Our Lifetime", as a fellow Patient Family Advisory Committee (PFAC) member described COVID-19. With that in mind, I feel an overwhelming need to apologize to all of you for not writing these words in happier times, a lesson I will remember. On behalf of HDGH’s PFAC, please know that we have always valued and been most appreciative of the work that each and everyone one of you do.

Words cannot express enough gratitude for your commitment to serve, for being a team member in the f irst and most vital line of defence and for making much needed diff icult decisions.

Your extraordinary efforts in all areas of HDGH ensure the safety and health of patients, families. staff and physicians.

Helen Keller wrote, “The best and most beautiful things in the world cannot be seen or even touched – they must be felt with the heart”; all at Hôtel-Dieu Grace Healthcare, you are the beautiful things and you have touched our hearts. Thank you for all that you do and will do in the coming days and months ahead. Stay safe, stay strong, stay hopeful.

Con tanto Affetto

Barb Masotti

Barbara Masotti on behalf of HDGH Patient and Family Advisory Council

CO-DESIGNING THE COORDINATED CARE PROGRAM – RESHAPING THE CARE MODEL FOR PATIENTS AT HDGH In an effort to welcome friends and family back onto the campus, HDGH launched a Coordinated Care Program. This program was developed by staff and members of the HDGH PFAC team, who were originally involved in co-designing the Family Presence Policy 5 years ago. The CCP enables HDGH to welcome Designated Care Partners (DCPs) on site to provide specific aspects of the care plan to a patient.

DCPs are family or a close friend, whom a patient identifies as their support in care. We are happy to report that over 130 DCPs are regularly on site and providing care to their loved ones.

Each DCP has undergone specific training associated with enhanced precautions for COVID-19 safety and are able to provide specific aspects of the care plan to a patient. Each DCP is given an ID Badge, along with an orientation booklet with important information.

Should HDGH need to temporarily suspend visitation if COVID-19 numbers increase, DCP’s will continue to be welcome on the campus as a result of this training.

LOVE THY NEIGHBOUR Supporting Long-Term Care With COVID-19 outbreaks increasing in varying Windsor/Essex long-term care and retirement homes, the Ministry of Health, Ministry of Long-Term Care and Ontario Health requested assistance of hospitals to support LTC homes during the COVID-19 response by voluntarily identifying staffing resources that could provide infection prevention and control assistance, medication administration, along with nursing and personal support worker staffing of homes facing critical shortages.

As such, HDGH was responsible for 12 local Long-Term Care and Retirements homes with a total of over 25 HDGH staff applying to be deployed if needed.

Parading our Long-Term Care Healthcare Workers On April 25, organized by an HDGH Frontline worker, a parade of more than 200 cars took to Windsor’s streets and made their way to varying long-term care and retirement homes to show support and solidarity as many were experiencing outbreaks and deaths of their residents due to COVID-19. Honks, tears and cheers could be heard for miles as our team celebrated their own, saying loudly and proudly

“Together, We Stay Strong.”

DONATIONS & COMMUNITY

As the team at HDGH works hard to ensure we are maintaining high-quality care as well as a positive patient experience during this time, our community has truly stepped up to make this feat more manageable and rewarding. From lunches, dinner, pop, parades, mask, caps and more, Windsor-Essex responded.

We would like to sincerely thank every single organization, business, and individual who has rallied behind HDGH and made some sort of contribution to our cause. Whether it was food for our nearly 1,200 staff, equipment to keep us protected, individual department perks, or simple messages of gratitude, every act of support has meant the world to our entire organization.

THE MENTAL HEALTH & ADDICTIONS URGENT CARE CENTRE HDGH and CMHA WECB opened the Mental Health and Addiction Urgent Care Centre as response to COVID-19 Individuals who need urgent mental health and addictions care now have a new option.

As of April 16, they can now be referred, phone or walk into the Canadian Mental Health Association Windsor-Essex County Branch (CMHA WECB) located at 1400 Windsor Ave. for a short-term intervention by a multidisciplinary healthcare team.

The initiative was a joint response to COVID-19 and its effects on those suffering from mental health and addictions from Hôtel-Dieu Grace Healthcare (HDGH) and CMHA WECB. A multidisciplinary team of physicians, nurse practitioner, addictions worker, psychiatrists and social workers assess, deliver and coordinate the most appropriate care to these individuals. The goal of the MHAUCC is to also help acute care partners in lessening the burden within emergency departments. In this way, our acute care system can attend to the many individuals arriving at the hospital for truly acute care needs and/ or COVID-19 related medical issues.

HDGH stands in solidarity with our hospital system partners in Windsor-Essex as we embraced the combined motto, Together We Stay Strong. To show our appreciation to all of our staff’s tremendous work, especially during COVID-19 times, and to proudly stand with our acute care partners, HDGH offered all staff two shirts with the Together We Stay Strong heart logo. It was truly amazing to see HDGH standing proudly together, in purple shirts as a reminder of our efforts and teamwork.

HDGH family support team - September 2020

B U I LT F R O M A D E D I C AT E D T E A M HR Successes and Staff Redeployment

In mid-March a number of HDGH outpatient and home-based programs and services were deferred to help ensure the safety and security of our staff and patients.

Though their program was included in the temporary closure, many of our dedicated staff were eager to continue supporting our patients and community and were redeployed to other areas throughout our organization.

A total of 132 staff were redeployed to services including the Patient Care Team, Family Support Team, screening desks, and various other areas.

In addition, with the influx of new patient admissions, our hospital and our staff were feeling the strain. As mentioned, the Patient Care and Family Support Teams were created to support these changes, however to bring a more clinical expertise in to

help, HDGH welcomed the application of recently retired nursing staff as well as nursing students near the end of their schooling. Sixty-five new staff were hired, on-boarded and trained.

Thank You

to our Human Resources and Orientation training teams for training and/or retraining all of these individuals.

IMPLEMENTATION OF THE FAMILY SUPPORT TEAM: A team was comprised of 24 redeployed HDGH social workers with the main goal of providing companionship and support for inpatients during visitor restrictions. This team was integral in helping many stay connected with their loved-ones through phone calls, video chats, eCards, Photos and more than 450 outdoor Courtyard visits.

FREE IN-PATIENT TV Recognizing the affects visitor restrictions as well as restrictions of outside belongings entering our hospital, the decision was made to offer free inpatient TV during a portion of the COVID-19 pandemic.

PATIENT GIVING CART In an attempt to support and reduce these challenges for our patients, and to bring reassurance to their loved ones, we implemented a Patient Giving Cart on April 27th. This cart, brought around to our inpatient units by our Patient Giving Team in conjunction with our Family Support Team, is stocked with essential items including toiletries, clothing, snacks, refreshments, books, and puzzles for our patients to enjoy free of charge.

HOMELESS/ C O N G R E G AT E SETTING WORK In spring of 2020, the City of Windsor set-up a centre at a local motel to enable safe isolation of COVID-19 symptomatic clients. This initial phase was in partnership with the Welcome Centre, which did intake assessments and room allocations, and with Windsor-Essex CHC, which provided remote health care assessments and day time consults when necessary. However, it was clear there were some gaps in that model – information flow was unreliable, referral sources were confused and work largely was performed in silos. This needed to be resolved, particularly as a second downtown motel was to be opened within weeks to meet anticipated demands.

At the City’s request, the community COVID-19 response authority asked HDGH to assume overall responsibility for health care management of the isolation model. Through collaborative planning exercises the following HDGH functions were identified: -

T riaging of clients to low risk and medium risk hotels O nsite health monitoring of clients at downtown hotel P hysician consultation services for both sites D aily huddles to share information in accordance with PHIPA L iaison with WRH and Erie Shores EDs

In addition, HDGH assisted in a community initiative to swab shelter residents just before the downtown hotel became available for isolation on May 7, 2020.

By the end of May, is was apparent that only one isolation site was needed, and the downtown hotel became the sole focus of isolation efforts. However, the City identified that those in supportive housing in places such as Victoria Manor may also need assistance, and the partnership quickly adapted the model to accommodate this need.

Initially it was planned to end HDGH involvement with overseeing isolation by the end of June, but a new demand for supporting isolation of foreign temporary workers (FTW) needed to be addressed. Emergency preparations in response to this need were quickly initiated at several government levels, but the only facility able to immediately accept and support FTWs was the downtown site already in operation.

The partnership agreed to extend the working arrangement until the end of July, and preparations were made to serve the specific needs of this population. However, despite several false starts this hotel ultimately never became involved in supporting isolation of FTWs. As HDGH’s direct involvement with the isolation site came to an end in July 2020, our experience is that only those experiencing homelessness sought assistance with isolation. However, our staff and managers were nimble in preparations to meet the changing needs of some of the most vulnerable in our community.

HDGH takes health & safety beyond hospital walls fit testing staff of a local long-term care home with N95 masks The HDGH team was onsite at Harrowood Senior Community Living last Friday to do fit testing on more than 20 staff for N95 masks. HDGH, along with other area hospitals, continue their leadership role through the COVID-19 pandemic in extending human and PPE resources to local long term care homes in need.

Through this time, HDGH has been responsible for 12 longterm care homes, Harrowood being one.

Tanya Fick from the HDGH’s Occupational Health and Safety team along with her colleague (and twin sister) Tina Panzica from Human Resourses spent the day mask fit testing, which requires ensuring each N95 mask fits the user’s face snugly. This is also done annually for more than 1,100 HDGH staff by Tanya Fick as she is a certified N95 mask fit tester.

Pay it forward with non-perishables; HDGH assists Unemployed Help Centre Collection Since early March, the Unemployed Help Centre (UHC) had seen an 86% increase in the number of people they serve. The UHC, a longstanding community organization with over 40 years

of commitment to serving those affected by unemployment and underemployment in our community, partnered with HôtelDieu Grace Healthcare for a non-perishable food drive. On May 28th from 6:30 am to 5:00 pm the two organizations asked for community support in the form of bringing a non-perishable food item(s) to HDGH’s 1453 Price Rd. campus where vehicles from UHC were located in front of the Toldo Neurobehavioural Institute (TNI) ready to safely take your items.

Together, the teams collected 2,850 lbs of food.

HDGH trains Community Living Windsor; Partnership Integral to Supporting Most Vulnerable On May 7, HDGH took our well-known approach to partnership a step further assisting in training of more than 20 new hires from Community Living Windsor in controlled acts.

In healthcare the term ‘controlled act’ refers to an activity that could cause harm if not done properly.

The team at HDGH offered its assistance in training when it was determined that the third party agency normally contracted to do this work had suspended this portion of their business due to COVID-19.

SWABBING

HDGH welcomed our staff along with staff from our community partner agencies to proactively test their COVID-19 status. Thanks again to our awesome team of swabbers! Internally, we offered 6 days of swabbing, and tested over 475 staff.

Not only was testing available internally to our HDGH staff and physicians, our teams also went out to varying community partners and assisted with their testing. Over 550 members of our partner agencies were swabbed by HDGH!

C O M M U N I C AT I O N IS KEY

THERE WILL BE MANY STUDIES , REPORTS AND RESEARCH THAT COMES WHEN OUR WORLD BEGINS THE SLOW RECOVERY OF THIS POINT IN OUR HISTORY. How has this pandemic affected our mental health? Our children? A generation where school and learning has changed? Amongst so much more, we will look at the ways in which we were communicated with and to during this crisis and the effectiveness of that communication.

At HDGH, we quickly learned a strong portion of fighting the COVID-19 battle would rely heavily on the effective, efficient and timely communication.

From signage, all-user emails, media releases, social media posts, custom designs, walkabouts, Q&As, patient memos, and personally mailed letters to each and every HDGH Staff member, communication is a vital evolving part of this pandemic.

Stats - Over 100 all users to staff, physicians - From May 28 – April 29: 1,295 new page likes on HDGH Facebook page - Approx. 167,000 individuals engaged with a least one of HDGH posts (ie. Commented, liked, shared ) - 7 episodes completed of new Facebook CEO “HGTV” updates - Developments of external COVID-19 page of HDGH.org - Over 25 PPE dashboards, indicating our most up to date supply of PPE - 961 reactions (comments, shares, and likes) to FB post about LTC Parade - 157,836 reach on Vista Print Face Shield Donation FB Post