People Matter

YEAR IN REVIEW 201 7/ 201 8

A Message from the Chair of the

WORKPLACE EXCELLENCE COMMITTEE

I am so proud to be associated with an organization that cares so deeply for its people and is courageous enough to aspire to be the safest hospital in Ontario. We are well on our way to being the “best place to work� and will continue our efforts to constantly improve and listen to the voices of the people who are doing the work day in and day out, ensuring our patients receive high quality and compassionate care.

Michelle Lomazzo, Chair of the Workplace Excellence Committee of the Board

OUR PATIENTS SERVICE EXCELLENCE From childhood throughout the lifespan, we will provide the highest quality of care and connect our patients to the help they need.

OUR PEOPLE

OUR IDENTITY

BEST PLACE TO WORK

CENTRE OF EXCELLENCE

From recruitment through retirement, we will establish HDGH as the best place to work. Our people are our greatest resource.

We will establish HDGH as a Centre of Excellence in Mental Health & Addictions and Rehabilitative Care.

It’s about growing our current & future leaders and listening to the voices of our people.

FROM RECRUITMENT THROUGH RETIREMENT, WE WILL ESTABLISH HDGH AS THE BEST PLACE TO WORK. OUR PEOPLE ARE OUR GREATEST RESOURCE.

OUR PEOPLE BEST PLACE TO WORK

Part of our vision statement is our strategic driver of our People – “from recruitment through retirement, we will establish HDGH as the best place to work. Our people are our greatest resource.” In 2018 we started a review of our recruitment process to identify gaps, opportunities and our use of technology. This review has been facilitated by HDGH’s Project Management Office (PMO) and we intend to do focus groups with our stakeholders (managers, directors, union leaders, frontline staff) as part of the review process. By updating our processes with this review and research of best practices, we will position ourselves to make improvements to our policies and process around recruitment such that we are able to recruit the best candidates and support them throughout their careers at HDGH. As part of our 2018 Strategic Plan Refresh and continued work with Our People, it was important to visually show all the ongoing work within this driver. As such, the Communication team designed an icon to represent each of our three strategic drivers.

The icon above will be seen with any corresponding work to Our People in the hopes that both internal and external audiences recognize the work and the advancements being made in positioning HDGH as The Best Place to Work.

HOW DO WE ACHIEVE THIS? - Growing current and future leaders.

- Listening and responding to the voices of our people.

- Empowering staff to shape HDGH now and into the future.

- Transforming the way we work through technology.

YEAR IN REV IEW

2017

2018

# New Hires # Transfers Avg. Days Personnel Action Submission to Approval Avg. Days Approval to Posting Avg. Days Posted to Awarded Avg. Days Awarded to Transfer

138 703 13.2 5.6 28.3 29.7

182 718 6.5 7.1 25 31

LABOUR

ALL SIX OF THE COLLECTIVE AGREEMENTS FOR EACH RESPECTIVE BARGAINING UNIT WITHIN HDGH WERE EXPIRED IN THE 2017-2018 YEAR. THIS REQUIRED NEGOTIATIONS FOR ALL BARGAINING UNITS; CUPE, IBEW, OPSEU, ONA, UNIFOR SERVICE AND UNIFOR SKILLED TRADES.

The IBEW Collective Agreement was settled and ratified as of June 2018, covering approximately 71 employees. The negotiating team was able to secure a four-year term for this contract covering the period of April 1, 2017 until March 31, 2021.

The OPSEU Collective Agreement was settled and ratified as of July 2018, covering approximately 305 employees. The negotiating team was able to secure a six-year term for this contract covering the period of April 1, 2016 until March 31, 2022.

The ONA Local Collective Agreement was settled and ratified in July 2018, covering approximately 178 employees. The negotiating team was able to secure a two-year term for this contract covering the period of April 1, 2018 – March 31, 2020.

The UNIFOR Service Collective Agreement was settled and ratified in July 2018, covering approximately 158 employees.

The negotiating team was able to secure a four-year term for this contract covering the period of April 1, 2017 – March 31, 2021.

The UNIFOR Skilled Trades Collective Agreement was settled and ratified in November 2018, covering approximately 9 individuals.

The negotiating team was able to secure a four-year term for this contract covering the period of April 1, 2017 – March 31, 2021.

The CUPE Collective Agreement was tentatively settled, but did not ratify with the membership. As such, we are proceeding to conciliation to determine whether an agreement can be reached.

PENSION & BENEFITS HDGH through the Ontario Hospital Association (OHA) has three major benefit carriers; Green Shield Canada for medical and dental coverage, Desjardins Financial Security (DFS) for Life and Disability Insurance and Healthcare of Ontario Pension Plan (HOOPP) for our pension plan.

The below charts indicate the comparative analysis of premiums paid by carrier for the 2016-2017 and 2017-2018 fiscal years.

BENEFIT PREMIUMS

BY FISCAL YEAR 5,140,897

3,768,090

3,778,269

969,629 2016-2017

5,197,093

2017-2018

2016-2017

797,388 2017-2018

RETIREMENTS Over the past three years, HDGH has experienced higher rates of retirement due to benchmarking and offers of Early Retirement to RPNs and RNs within our CUPE and ONA bargaining units.

In 2016, HDGH provided 14 early retirement offers and 13 were issued in 2017.

For 2018, retirement rates have normalized with a projected 20 retirements, of which there were three early retirement offers, related to benchmarking from the previous year.

2016-2017

2017-2018

For the first time, HDGH celebrated all employees with an official appreciation week. Historically we’ve celebrated classifications individually throughout the year and while this has proved to be successful, it was important for us to ensure the strategic driver of Our People was recognized as a whole; between October 29 until November 2, 2018 with a focus on gratitude.

The week allowed for not only opportunities to thank each and every one of our employees, but to do so with creativity, collaboration, and a lot of fun. The week also allowed us to launch our new and improved Employee Recognition Program as well as unveiling our Presidents Award Wall.

Throughout the week, employees were thanked personally by their leaders with an HDGH branded mug. All employees also had an opportunity to write a gratitude card to whomever they chose. These remain proudly displayed throughout HDGH. In addition to this, a friendly competition of Minute to Win It activities encouraged colleagues to form teams and compete against other departments.

The week was an amazing success. It brought together employees from all classifications and departments. We intend to continue the employee appreciation week annually, and to focus on HDGH being...

C H A N G I N G

L I V E S

T O G E T H E R

PROGRAM For more than 130 years, HDGH has been changing lives! But HDGH is not an IT rather an US. We believe that the foundation of a great organization is an employee group who understands the importance of what they do and how they do it.

2018 marked the off icial launch of the new HDGH Recognition Program. Through this year’s Employee Appreciation Week, the program was launched by each staff member receiving the all-encompassing booklet that highlights the three levels of recognition.

THE FULSOME PROGRAM HAS SOMETHING FOR EVERYONE. WE WILL CONTINUE TO MONITOR ITS UPTAKE , MAKING A DJ U ST M E N TS B A S E D O N F E E D B AC K A N D PA RT I C I PAT I O N .

LEVEL

LEVEL

LEVEL

DAY TO DAY RECOGNITION. THIS INCLUDES PEER TO PE E R , PAT I E N T TO STAFF, MANAGER TO STAFF, STAFF TO LEADERSHIP.

AWA R D S B U I LT OFF OF WHO WE ARE; VALUES IN ACTION AND MISSION ACHIEVER AWARDS .

PRESIDENT’S AWARDS SCHOLARSHIPS, G I V E N A N N U A L LY AT OUR SERVICE AWARDS AND RETIREE RECOGNITION EVENT.

PERFORMANCE

APPRAISALS In January 2018, changes were made to the Performance Appraisal Policy. All employees will have a formal performance appraisal every two years based on their date of hire month. Employees will be sectioned into two groups and will be rotated when each appraisal will be due according to the following;

GROUP ONE

Performance appraisals will be due if the employee’s date of hire month falls within January, February, May, June, September, or October.

GROUP TWO

Performance appraisals will be due if the employee’s date of hire month falls within March, April, July, August, November, or December.

This rotation process ensures all HDGH employees will have an opportunity to meet with their leader on a consistent basis to discuss their performance, goals and development plans.

The total performance appraisals required for completion for HDGH has more than doubled from 2017 in comparison to 2018, an increase from a total of 204 to 498. The percentage of appraisals completed has increased by an average of 36% and the total percentage of performance appraisal compliance has increased by an average of 22%. In 2017 and 2018 the average compliance rate was 90%.

In 2017, the following were incorporated into the competencies to all leadership appraisal forms; Health & Safety, Attendance Management, Performance Appraisal Compliance, and Budgeting.

In 2018, a development plan section was integrated, which will be linked to the profile of each employee being evaluated for review and tracking throughout the year. For 2019, a past development section is anticipated to be included and ongoing appraisal forms, wherein employees and leaders will have an opportunity review and discuss previous development plans.

Halogen now has a mobile app where employees and leaders can share feedback at any time, which facilitates performance and recognition as ongoing conversation throughout the year.

NEW EMPLOYEE & NEW LEADER ORIENTATION All new employees at HDGH complete the orientation process.

an increased focus on our staff’s impact on patients and their safety as well as improving the patient experience.

This is an integral part of “Our People” strategy as it solidif ies our new employee’s relations with our organization and fuels their enthusiasm into a long-term positive connection.

Other additions include: Increasing NVCI (Non-Violent Crisis Intervention) training from 6.5 hours to 8 and a hands-on training in Safety Reporting System, eLearning and Halogen modules.

This year, our orientation process underwent a six-month review. The previously two-day orientation was expanded to three as we introduced a new session with CEO Janice Kaffer/ Executive Leadership Council focused on working for a faithbased hospital. The revised orientation schedule also includes

In 2018, we had 165 new and returning employees attend Corporate Orientaiton and from May- November had 14 participants in new leader orientation which includes 1:1 leadership coaching over the first three months in their new leadership roles.

eLEARNING As part of continuous education for “Our People," all staff are required to complete annual eLearning. This year, an upgrade of the Learning Management System (LMS) to its most recent version was completed. This has allowed for an increased ease of access to compliance report system within LMS for Operations Managers through education and on-line tips sheet. It has also increased customer satisfaction with ease of access and responsiveness to user problems through development of innovative on-line tools, reference documents and 1:1 support.

In 2018, the WHMIS course was revised to new standards and refreshed. Its interactive platform was improved, increasing accessibility and quiz features. In the later part of 2018, a new Emergency Code eLearning Course was launched to all staff, which now includes information for Code Lockdown, Code Amber and Code Grey.

LEADERSHIP COACHING ALL HDGH LEADERSHIP DEVELOPMENT PROGRAM PARTICIPANTS ARE SUPPORTED BY 1:1 CONCURRENT OR POST WORKSHOP COACHING WITH EXECUTIVE LEADERSHIP COACH, JUDY WYLLIE, AS AN ELEMENT OF REINFORCING AND SUPPORTING INDIVIDUAL LEARNING.

LEADS© & LEADERSHIP DEVELOPMENT LEADS© Canada is considered the leadership framework of choice for healthcare organizations across Canada. It has become the common leadership language across all levels and roles within organizations contributing to health systems transformation. HDGH adopted this framework in 2015 where Judy Wyllie, Executive Leadership Coach is the organization’s LEADS© Certif ied Coach.

Part II of LEADS© - C oach Mentor Program - 10 Emerging Leaders and 10 Experienced Leaders partnered for a six month coaching partnership focused on the f ive LEADS© Domains.

- E merging Leaders participating in this two-year program have notably increased their engagement and leadership presence with the organization through UBC’s, Advisory Councils, and stepping up to assume interim and permanent leadership positions within HDGH. - L EADS© 360 Assessment, Debrief and Leadership Development Planning – f ive Directors participated from September to December.

- L EADS© Fundamentals for New Leaders (HDGH & CMHA partnered program) one-day workshop offered May and June – 21 HDGH Leaders and f ive CMHA Leaders. Understanding the LEADS© capabilities through the lens of a real-time individual change initiative.

- L EADS© for Emerging Leaders at CMHA: Facilitated two-day workshop for 10 Emerging Leaders at CMHA, Windsor-Essex - October 2018.

- I nvited to facilitate workshop LEADS© Fundamentals for 24 current leaders at Chatham-Kent Health Alliance – October 2018.

- E ffective Performance Conversations sessions (2) – focusing on Lead Self & Engage Others – LEADS©.

WORK LIFE PULSE

SURVEY As part of the work going into our 2019 June Accreditation, two surveys were conducted in the Spring of 2018 to better understand the feelings of HDGH Staff on varying items. Both surveys had an incredible response rate. In total, these Work Life Pulse surveys had 463 Respondents (or 42% response rate, which was an 11% increase from 2016. ) Accreditation Canada collates the survey data and calculates results using a 5 Point Likert system from Strongly Disagree to Strongly Agree. From here, a flag is assigned - Red, Green or Yellow.

- If >75% of your responses are Agree and Strongly Agree then they assign a Green Flag to that question.

- Between 50%-75% responses are Agree and Strongly Agree they assign a Yellow Flag - <50% responses are Agree/Strongly Agree then those are a Red Flag.

OVERALL SNAPSHOT STAFF worklife

30

0

0%

13

43%

17

57%

ITEMS

RESPONSE RATE

For this survey, 20% of the items notably improved and we had three red flags last survey and none this time around.

PHYSICIAN worklife

22

0

0%

1

5%

21

95%

ITEMS

RESPONSE RATE

For this survey, 68% of the items notably improved and we had three red flags last survey and none this time around.

WORKPLACE VIOLENCE PREVENTION HDGH has done signif icant work in creating and refreshing our Prevention of Workplace Violence Policy, Code of Conduct; Workplace Harassment/Workplace Sexual Harassment Policy and Domestic Violence Guidelines. HDGH has been a leader provincially and locally in terms of innovative and cutting edge approaches that are now considered best practice in the province (i.e. PAL’s, Chart Flagging, Domestic Violence policies). HDGH is currently applying for a leading practice designation for the Violence Program through Accreditation Canada and assuming success, will signif icantly increase HDGH’s chances of achieving an exemplary rating from Accreditation Canada.

WORKPLACE VIOLENCE PREVENTION COMMITTEE The Workplace Violence Prevention Committee (WVPC) was inaugurated in November of 2017 and is chaired by an executive level leader who represents the CEO to underscore the support for this work. In cooperation with the Joint Health & Safety Committee, this Committee is tasked with supporting HDGH’s goal to be the safest hospital in Ontario through monitoring and improving the Workplace Violence Prevention Program. As a best practice for violence prevention in hospitals, the establishment of a multi-disciplinary committee that concerns itself with the prevention of violence in the workplace is an essential foundational element.

WVPC work to date has been focused on the development of a communication strategy for our organization that supports our philosophy that violence is not part of the job in healthcare. Our campaign promotes the early reporting of any concerning behaviour such that safety planning and care planning can be implemented to provide compassionate and recovery-based care while ensuring the safety of our patients and staff. A formal communications plan for Prevention of Workplace Violence was established which includes def inition of communication platforms (WVPC Icon, website presence, public education posters/elevator wraps, marquee, building banner, staff education posters).

WORKPLACE VIOLENCE PREVENTION COMMITTEE

VIOLENT INCIDENT TYPE

SAFE WORKPLACE ADVOCATE

THE SAFE WORKPLACE ADVOCATE (SWA) IS A UNIQUE AND INTEGRAL ROLE AT HDGH. Since the position's inception in 2005, it has evolved significantly and today is a key component of the Violence Prevention Strategy at HDGH. The SWA monitors violent and aggressive incidents in the organization providing follow-up, education and support to managers and staff affected by aggression.

The SWA often creates safety plans to support staff, address risk and provide immediate response.

The SWA initiates safety discussions and manages follow up to ensure safety plans are adhered to and modified when necessary.

In addition, the SWA assists staff and managers address conflict in the work environment and violations of the Code of Conduct.

2016-17

2017-18

PHYSICAL

13

9

WEAPONS

0

0

VERBAL

22

23

THREAT OF SELF-HARM

0

1

TOTAL INCIDENTS

35

33

TYPE

DESCRIPTION

2016-2017

2017-2018

TYPE 1

EXTERNAL

1

4

TYPE 2

VISITOR / PATIENT / CLIENT

14

22

TYPE 3

WORKER TO WORKER

0

3

TYPE 4

DOMESTIC VIOLENCE

7

3

2016-2017

2017-2018

COACHING

9

7

HR INVESTIGATION

4

17

SWA INFORMAL INVESTIGATION

13

12

MANAGEMENT INVOLVED

12

9

SAFETY PLAN

72

65

2016-2017

2017-2018

55

41

METHOD OF RESOLUTION

CODE OF CONDUCT â&#x20AC;&#x201C; NON VIOLENCE WORKER TO WORKER

- August 2017: Safety Reporting System RL6 replaced Risk Monitor Pro/duplicates were removed from these reports.

- January 2018: Safe Workplace Advocate reports are generated through new Safety Reporting System and duplicates are removed automatically from any Occupational Health numbers.

- Violence descriptions are based on OHA definitions.

- Code of conduct is non-violence indicators.

- Methods of Resolution are based on top five indicators.

- Weapons in both of these fiscal years were under reported but are being captured in 2018-2019 Safety Reporting System.

The Mission Achievement Team (MAT) exists to promote the Mission and Values of HDGH to the Board of Directors, Leadership Team, volunteers and all staff to integrate our values in all that we do.

In 2017, MAT established a formalized communications plan that included off icial branding, a specialized logo and icon and website presence. This has allowed increased visibility of the group and will help in recruitment and future communication efforts. As part of our communication plan, MAT has drafted our "Statement of Social Responsibility,” a foundational statement that def ines HDGH as a member of the broader community and world. Final draft will be communicated to all staff and placed on our website.

The work of the MAT includes a variety of initiatives. A French Languages Services Advisory Committee (FLSAC) as well as the Accessibility Working Group were both formed. Through the FLSAC a French Languages Services Plan was created and approved by the HDGH Board of Directors. This plan has been submitted to the ESC LHIN. Through a partnership with College Boreal, Beginner's Conversational French classes are now offered on-site to HDGH staff.

The Accessibility Working Group has established our Multi-Year Accessibility Plan in accordance with the Accessibility for Ontarians with Disabilities Act (AODA) and have submitted our AODA compliance report with government.

In October of 2018, MAT held its f irst annual “Voluntaction Fair.” This fair brought in over 30 community based organizations for our staff to learn about and connect with in terms of volunteer opportunities. During the fair, we launched our MAT “Icon” and launched an awareness campaign for staff to learn about the MAT. We plan to hold another youth focused Voluntaction Fair in Spring of 2019 where we welcome organizations that offer services and support to local youth, encouraging staff volunteerism.

MAT MEMBERSHIP: Mary Benson-Albers, Chief HR Off icer and Chair Fr. Daniel Bombadier, Parish Priest Nicole Crozier, Communications Tammy Drazilov, Regional Children’s Centre Ron Dunn, Executive Director Downtown Mission Lorraine Goddard, CEO United Way Centraid – Windsor/Essex Adelle Greco, Social Worker Kelly and Paul Rideout, Salvation Army Linda Rochon, Community Member Ivanka Simeunovic, Social Worker Judy Wyllie, Executive Leadership Coach

To come in 2019: MAT plans on distributing its newly developed “Volunteer Survey” to collect baseline data on where our staff are currently volunteering and staff interest in participating in volunteer opportunities through HDGH. MAT is currently developing a Mission-Focused Leadership Program as well as working through a three-year Inclusiveness Plan.

CREATING TOMORROW TOGETHER Advisory Council

The Creating Tomorrow Together Advisory Council is an advisory committee to the CEO that assists in setting and monitoring corporate improvement efforts resulting from the recommendations provided by Geyer and Associates as part of the 2017 HDGH Operational Review. Generally, the council will advise the CEO and Executive Team on issues of concern to employees.

The group has been meeting monthly for approximately 18 months following a call out for volunteers to participate on the council. The initial work of the council was to review the Geyer recommendations and understand the recommendations in greater detail. In addition, the council provided guidance to the CEO regarding our Strategic Plan, Quality Framework, Employee Gym, Employee Recognition Program, HDGH Brand Refresh, Work Life Pulse Survey Results, Employee Appreciation Week, and Tuition Assistance/Conference Fees policy. The group has begun to develop an Employee Engagement Work plan and that work continues. Finally, the group assisted in determining the criteria that def ine a leader at HDGH â&#x20AC;&#x201C; this work continues as well.

This is a council made up primarily of frontline staff and is a sounding board, team of experts and a knowledge-rich group that represents the voice of our staff. Consulting this council is a key element in our commitment to including our employee voices at decision-making tables.

MEMBERSHIP: Janice Kaffer, Chair Mary Benson-Albers, Chief HR Off icer Shauna Carter, Nurse Practitioner Todd Dutot, Back on Track Program Amber Gelinas, Clerk Suzanne Ladouceur, Charge Nurse Shirley Lee, Occupational Therapist Renda Mansour, Social Worker Barb Masotti, Patient and Family Council Chair Sheri McGeen, Human Resources and Occupational Health Pat Monteleone, Physician Alison Murray, HIM and Quality Vesna Spadafora, Pharmacist William Taylor, Environmental Services

This is a council made up primarily of frontline staff

SAFETY THE HEALTH AND SAFETY OF OUR STAFF IS AN IMPERATIVE FOUNDATION AND KEEPING OUR PEOPLE SAFE ENABLES US TO PROVIDE EXCELLENT PATIENT CARE.

2017/2018 SAFETY HIGHLIGHTS • • • • • •

EER index rating 1.42 to 0.35 N 3 3% reduction of workplace incidents 2 4% reduction of lost time claims 1 1% reduction of code whites 2 93 Visits to Health Off ice E stablished Workplace Violence Prevention Committee

• 3 37 NEW employees trained in safety awareness • 2 85 clinical staff trained in patient lifts • $184,849 YoY decrease in sick costs • A pproval on in-house security • 1 00% completion of Job Hazard Analysis

WORKWELL AUDIT AND CONTINUOUS IMPROVEMENT PLAN (CIP) The HDGH Workwell Audit was completed in August of 2017. Audit results were reviewed by the Joint Health and Safety committee and the results constitute the cornerstone of our improvement initiatives, the CIP. HDGH also had a validation audit in April of 2017 in which a WSIB auditor reviewed the health and safety management system and the internal audit from the previous year. HDGH scored 80% on this validation audit. The Health and Safety Management System Policy sets out that an internal safety audit will be completed on an annual basis, however, given that HDGH experienced these two external audits in 2017 with a signif icant amount of feedback to work on, the decision was made to use 2018 to concentrate on the CIP. Many of the CIP items are policy changes or improvements to some documentation methods to bring practices in line with the Workwell Audit standards. The items highlighted below represent some of the high priority projects accomplished this year.

J O B H A Z A R D A N A LY S I S P R O J E C T The most signif icant project in the CIP was the refresh and complete review of the current Job Hazard Analysis (JHA) documents. Through this project, each position in the hospital was reviewed to determine all safety hazards encountered in the job and the risk level associated with each.

From these updated JHA documents work is underway to f inalize a Personal Protective Equipment Matrix and the Training Matrix for all positions in the organization. The JHA documents have allowed us to create an organizational table of job-related hazards, the risks associated with them and the control measures the organization has implemented to reduce risk. Improved control measures and new education/training can be added to the JHA as they are adopted to continue to mitigate risk.

M U S C U L O S K E L E T A L

I N J U R Y

( M S I )

In reviewing our top injury causes HDGH completed an analysis of all over exertion injuries between October 1, 2013 and September 30, 2017. Just over half of these injuries come from patient handling and were experienced from clinical areas. From these injuries, most occurred while repositioning or lifting a patient.

As a result, the Occupational Health and Safety team partnered with Clinical Practice to review the Safe Patient Handling Policy, the equipment used for safe patient handling and the current education/training of staff.

REPOSITIONING A review of the injury data and interviews with frontline staff indicated that 27 of the 145 safe patient handling injuries since 2013 had been due to repositioning/boosting of patients in their beds. In looking at how repositioning was accomplished, it was discovered that the incontinence pads were mostly being used to assist in this task. Staff were asked to trial two different slider sheets and to give feedback on their preference. At the conclusion of the trial, the “banana slide” sheet was chosen and 1,300 sheets were purchased.

PIVOT TRANSFERS A review of the injury data and interviews with frontline staff indicated that 74 of the 145 safe patient handling injuries since 2013 had been due to transfer of the patient; the most common transfer being the pivot transfer.

Therefore, 25% of our MSI’s were from the pivot transfer. Three different belts that were deemed acceptable by Infection Prevention and Control were trialed by nurses and allied health staff. At the conclusion of the trial the Immedia Support Belt was chosen and 512 belts were purchased.

HANGAR BARS AND LOOP SLINGS A review of the injury data indicated that 8% of our safe patient handling injuries were due to using mechanical lifts.

This raised a huge concern as the mechanical lifts are the main control measure to prevent injury. In reviewing the equipment, it was discovered that the hangar bars used required extensive force to put patients into a sitting position.

Further limitations were also noted with respect to the versatility of the slings. Updated hangar bars for 82 ceiling lifts and new loop slings were purchased. The updated slings also provide a great amount of versatility (limb, turning, repositioning, walking). The new hangar bar and sling system allows the movement of patient from supine position to sitting position with no manual effort. In addition, using the new system, complex dressing changes that required two people holding a limb for several hours can now be accomplished with one staff.

TRAINING ON NEW EQUIPMENT Between May and June of 2018, four training sessions were conducted and a total of 160 RPNs, 65 RNs and 60 Allied Health Professionals were trained on this new equipment. This training has been incorporated into the New Employee Orientation. Next steps for the program are the completion and roll out of the revised Safe Patient Handling Policy, and a review of metrics to analyze how these improvement measures have impacted staff injury reduction. We are anticipating a signif icant impact on prevention of injury.

EMPLOYEE WELLNESS INITIATIVES

T H E O C C U PAT I O N A L H E A LT H A N D S A F E T Y D E PA R T M E N T ALSO LEADS WELLNESS INITIATIVES FOR STAFF. In the summer of 2018 the Employee Gym had a signif icant refresh that included some new equipment, new televisions and an updated look including paint and flooring. This has been very well received by staff.

Additional wellness initiatives managed through Employee Health include Yoga, Reiki, Basketball, Walking Club, Boot Camp. These initiatives are promoted through employee newsletters and subsidized by HDGH so that they can be provided at no cost or at discounted rates.

HDGH also has a Weight Watchers at Work program that is subsidized and provided to staff at a discounted cost.

Each year since 2013 our numbers in the program have increased to the 51 members at present.

Calendar Year 2015 2016 2017 2018

Yoga 20 40 43 44

Walking Club 35 35 35 35

Basketball 34 36 40 40

Reiki N/A 15 15 20

Boot-Camp N/A N/A N/A 11

Fitness Centre N/A N/A N/A 222

H E A LT H O F F I C E / W E L L N E S S C L I N I C S The Employee Health Off ice is responsible for providing direct care and service for frontline staff including f irst aid, immunizations, counseling, health teaching, assessments and referrals for all employees. In the event of workplace injuries, the Health Off ice is available for f irst aid, and in the event of needlestick injuries/mucosal exposure immediate and follow up care is provided. Tuberculosis screening and N-95 mask f it testing are coordinated by the Health Off ice.

The Health Off ice also offers the services of an Occupational Health Physician (Dr. Donald Oâ&#x20AC;&#x2122;Neill). He is on campus every Wednesday morning for new employee physicals and for a general wellness clinic available to all staff through appointments. Dr. Oâ&#x20AC;&#x2122;Neil approves any Medical Directives in place for Occupational Health.

EMPLOYEE Health & Wellness

ANNUAL INFLUENZA IMMUNIZATION The Employee Health Off ice coordinates and administers the annual Influenza Vaccination campaign. In October and November every year the Health Off ice administers the Influenza vaccine to staff, physicians and volunteers in accordance with Health Unit standards. There were no Influenza outbreaks in the past year at HDGH.

AT TENDANCE SUPPORT/RETURN TO WORK The Health Off ice manages the Attendance Support Program for all non-occupational illnesses/injuries.

In 2017 there were 232 sick claims of three days or longer in duration.

Both the Employee Health Nurse and the WSIB Coordinator are involved in the robust program for early and safe return to work from both Occupational and Non-Occupational Illness/Injury. In collaboration with staff, their physicians, their Union representative and their frontline Manager, modif ied return to work plans are created that allow staff to recover from illness/injury while still contributing to the workforce.

WORKPLACE INCIDENTS Workplace incidents have trended down in 2017/18. In addition to proactively trying to reduce incidents, efforts on reducing lost time have been a focus in 2018. These efforts include proactive safety measures, immediate offering of modified duties for safe and suitable return to work plans, and monthly workplace inspections to identify hazards prior to injuries.

As is typical in the healthcare setting, the top three kinds of incidents/injuries reported are due to aggressive behaviour, overexertion/strain and struck against/caught by. Our efforts in 2017 and 2018 have been concentrated on our top two injury types with signif icant proactive measures taken to prevent overexertion/strain injuries and incidents caused by aggressive behaviours.

SICK COST IN DOLLARS $2,100,000 $2,000,000 $1,900,000 $1,800,000 $1,700,000 $1,600,000 $1,500,000 2014 / 15

2015/ 16

2016/ 17

2017/ 18

INCLUSIVITY PLAN HDGH BELIEVES THAT ONE OF OUR SOCIAL RESPONSIBILITIES IS TO ENSURE THAT WE ARE A WELCOMING AND OPEN ENVIRONMENT FOR PEOPLE TO ACCESS HEALTHCARE AND TO SEEK EMPLOYMENT.

HDGH believes that one of our social responsibilities is to ensure that we are a welcoming and open environment for people to access healthcare and to seek employment. This means more than celebrating the amazing diversity in the Windsor-Essex region. It means actively reaching out and inviting people in to help us understand their needs. It also means educating our staff to be mindful of the many ways that they can be compassionate and caring toward those people who are members of vulnerable groups.

To that end, we are currently working on the establishment of a three year Inclusivity Plan.

To date, we have accomplished the following: 1. E stablished a French Language Services Advisory Group. This group has established a French language services plan that has been submitted to the LHIN and has collaborated to hold our first on-site French language training with College Boreal. We have been advised that we are the only hospital in our LHIN that has a French Services committee.

2. A ccessibility Working Group. This group has developed a Multi-year Accessibility Plan which has been approved by the Board and submitted to Government as required. This group is focused on ensuring that our facility and operations are accessible to anyone who needs to access our services.

3. O ur Board, Executive Leadership Team and Senior Management Council have all completed Indigenous Cultural Safety Training (8 hours), LGBTIQ2S Awareness Training and Transgender Awareness Training.

GOALS FOR THE NEXT TWO YEARS INCLUDE: 1.

2.

3.

4.

5.

6.

eveloping and introducing mandatory unconscious bias training/ inclusivity training to all staff D F urthering offerings of Transgender, LGBTIQ2S and Indigenous Cultural Safety training to all staff Examining the recommendations in the Truth and Reconciliation Report and implementing appropriate initiatives at HDGH A dvanced Indigenous Cultural Safety training for HDGH Leaders O ffering advanced levels of French Language training S urveying staff and physicians to learn other areas that we should be considering to include in our three year plan

In 2019, the Spiritual Care Department will be undertaking a full review of our service delivery model which will also include Ethics Services. This will include a full discussion of all services including but not limited to multi-faith inclusion planning and addressing diversity of cultures, faith and language.

OUR MISSION The mission of Hôtel-Dieu Grace is to serve the healthcare needs of our community including those who are vulnerable and/or marginalized in any way be it, physically, socially, or mentally. As a Catholic sponsored healthcare organization, we provide patient-centred care treating the body, mind, and spirit. We do this by providing holistic, compassionate and innovative care to those we serve.

OUR VISION A trusted leader transforming healthcare and cultivating a healthier community.

OUR VALUES Respect • Teamwork Compassion • Social Responsibility