Headwaters Health Care Centre Annual Report > 2012-2013

Headwaters
Health Care
Centre
Annual
Report
> 2012-2013
1
Who’s Who at Headwaters Health Care Centre
Senior Management Team
Liz Ruegg
President & Chief Executive Officer
Jude Umeh, MD, FRCSC
Ron Hay
Raafat Salih, MD, FRCSC
Ellen Pawelkiw
Chief of Obstetrics & Gynecology
Ken Derksen, MD, CCFP, FCFP
Chief of Surgery
Donna Clark
Headwaters Board
of Directors
Chief of Staff
Vice President, Patient Services &
Chief Nursing Executive
Past President
Recording Secretary
Linda Jameson
Treasurer
Peter Harris
Christine Hann
Bruce Irwin
Chair
Public Relations Officer
Rob Hamilton
Carolyne Beaton and Jane Smith
Dave McCaig
Vice Chair
Vice President, Corporate Services
Joint Chief Financial Officer
Martha Murray
Manager, Public Relations and
Communications
Physician Leaders
Ken Derksen, MD, CCFP, FCFP
Chief of Staff
Dan Mallin, MD, CCFP
Medical Staff President
Alex Riddell, MD
Medical Staff Vice President
Michael Stefanos, MD, FRCPC
Medical Staff Secretary
Kenji Miyata, MD, CCFP
Chief of Anasthesia
Dan Mozeg, MD, FRCPC
Chief of Diagnostic Imaging
Somaiah Ahmed, MD, CCFP, EM
Chief of Emergency Medicine
Amy Horvat, MD, CCFP
Chief of Family Practice
Jeff McKinnon, MD, FRCPC
Chief of Medicine
Bill Waite
Volunteer Coordinators
Foundation Board
of Directors
Treasurer
Liz Ruegg
Secretary
Jim Aijala
Simon Atkins
John Christie
Donna Clark
Dr. Ken Derksen
John Innes
Bonnie Ledson
Allan Madden
Dr. Dan Mallin
Frans Richter
Bill Roy
Joan Waechter
John Wilson
Headwaters Auxiliary
Executive
Jim Aijala
President
Joanne Palys
Vice President
Ta b l e o f C o n t e n t s
Message from the Chair of the Board &
The President and CEO.........................................................................................................4
Achievements ........................................................................................................................5
Initiatives.................................................................................................................................6
Quality & Safety Successes..................................................................................................10
Joan Waechter
Chair
Kathy Armstrong
Message from the Chief of Staff..........................................................................................12
Chris Gittens
Message from the Auxiliary President.................................................................................13
Past Chair
Treasurer
Elaine Capes
Secretary
Joan Burdette
Executive Director
Danny Brackett
Cathy Campbell
Ray Conroy
Steve Doney
Peter Harris
John Lockyer
John Meek
Joanne Palys
Chris Stewart
Message from Headwaters Health Care Foundation’s Chair
of the Board and Executive Director...................................................................................14
Message from Headwaters Health Care
Foundation’s Chair of the Board and Executive Director..................................................13
Financial Statements............................................................................................................16
Revenues and Expenditures.................................................................................................18
Thank You & Congratulations to Long Serving Staff & Physicians...................................19
Headwaters by the Numbers...............................................................................................20
Cover photo courtesy of Pete Paterson. Photos on page 4, 12, 14 & 15 courtesy of Jim Craigmyle Photography.
Back page image: stock.
Headwaters Health Care Centre
100 Rolling Hills Drive, Orangeville, ON L9W 4X9
519.941.2410 • www.headwatershealth.ca
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3
>> Message from the Chair of the Board & The President and CEO
high quality and safe care as part of a seamless,
integrated and sustainable health care system. In order
to achieve those goals, we will continue to work and
build partnerships with local community care providers
to ensure our patients and community continue to
receive the right care, in the right place, and at the
right time, closer to home.
Our Vision
Exceptional Experience Every Time
Our Mission
To provide high quality and compassionate care,
in collaboration with our partners, to optimize the
health of our community.
Our Values
CARE • CARE • CARE We are committed to caring
in a sensitive, respectful and supportive way for
those we serve and those we work with.
ASK • SEEK • EXPLORE We promote a culture
of learning and innovation to effectively meet
the evolving needs of our patients, staff and
community.
Peter Harris, Chair, Board of Directors and Liz Ruegg, President & CEO
This year, we celebrated a century of
health care in our community. For 100
years, our hospital has provided high
quality, safe, patient-centred care, close
to home. We celebrated 100 years of
caring with numerous occasions throughout the year, a birthday party for the
entire community, and even a spectacular
fireworks display.
BUILD BRIDGES We work collaboratively within our
organization and with our external partners to ensure
we provide the best possible standards of health care
services.
Our Strategic Directions:
• Our Patients
• Our People
• Our Community & Care Partners
• Our Internal Systems & Processes
• Our Accountability
In addition to our tremendous accomplishment of 100
years of health care, Headwaters staff, physicians and
volunteers achieved a lot this year. We even ended
the year with a small surplus! A summary of awards,
achievements, initiatives, and quality and safety
successes are detailed in the following pages of this
2012/2013 Annual Report.
In the past year, we accomplished a lot as a team and
we have made some great strides towards providing
an Exceptional Experience Every Time. Our many
successes and accomplishments would not have been
possible without our community’s support and the
work of our dedicated staff, physicians, volunteers
and many community health care partners. Thank you
for the difference you make.
To help lead us into the next 100 years, we were
pleased to introduce our 2013-2016 Strategic Plan and
our new Vision and Mission statements to accompany
our reaffirmed Values (they were so timeless and
important we decided to keep them as is).
Our 2013-2016 Strategic Plan reflects the direction
needed to provide the most appropriate, accessible,
Liz Ruegg
President & CEO
4
Peter Harris
Chair, Board of Directors
>>achievements
Get out your party hats - we have a lot to celebrate!
Headwaters Receives Highest Designation from Accreditation Canada >> Accreditation Canada
awarded Headwaters with Accreditation with Exemplary Standing, the highest designation a hospital
can achieve. The hospital met 98.5 per cent of more than 1700 standards and criteria in the accreditation
program. The external peer review included evaluation of all patient areas and administrative functions.
Emergency Wait Times at Headwaters are the Lowest >>Through the Ministry of Health and Long-Term
Care’s Wait Time Strategy, Headwaters finished number 1 out of 73 participating Ontario hospitals with
the lowest Emergency Department wait time in 2011/12. Headwaters exceeded the provincial benchmark
(or average) for length of time to see a physician, as well as overall length of stay in the Emergency
Department.
Patients say Headwaters is “Tops” >> This year, in the National Research Corporation (NRC) Picker
Report on Patient Ratings of Overall Satisfaction and Likelihood to Recommend for Ontario Hospitals,
Headwaters was named an Ontario High Performer for Inpatient Acute (97.42 per cent positive rating),
Emergency (90.36 per cent positive rating) and Maternity Care (97.23 per cent positive rating) by
the Ontario Hospital Association and NRC Picker Canada. Headwaters received these top ratings
from hospital patients surveyed by NRC Picker Canada on their experiences between April 1, 2010
and March 31, 2011.
Headwaters is leading the way >> At the Ontario Hospital Association’s (OHA) HealthAchieve conference
and exhibition, one of the largest and most prestigious healthcare gatherings in North America,
Headwaters received the Leading Practice Award in the category for Access to Care for its submission
on the redesign of its Emergency Department (ED) process to reduce the “door to doctor time”. The
143 submissions were adjudicated based on originality, achieving your objective, objectivity, clarity and
quality of presentation, practical implications, and relevance to hospitals and health care.
Using LEAN tools, Headwaters staff explored why patients were waiting and set out to understand the root
causes and challenged staff and physicians about current practices. After testing different types of “See
and Treat” or “Rapid Assessment” models of care, Headwaters added 2.5 hours of physician coverage,
adjusted physician and nursing schedules, rearranged furniture, developed criteria, and designed a new
process to increase access to care in the ED.
Headwaters has Gone Green >> In 2012, Headwaters joined the 5 Percent Club with Greening Health
Care. To contribute to the health and wellbeing of our community, Headwaters has lowered its energy
use by more than 5 percent since 2009. Specifically, Headwaters reduced its energy consumption by 9.4
percent and its Green House Gas (GHG) emissions by 9.5 percent.
Greening Health Care is a collaborative program that helps hospitals work together to lower their energy
and operating costs.
100 Years and Counting >> This year Headwaters celebrated 100 years of caring for our community.
We had a party and everyone was invited. There were numerous events throughout the year but our
official birthday celebration involved a Come and Go Tea at the Lord Dufferin Centre, where member
of the Lord Dufferin IODE served tea and birthday cake, a spectacular fireworks celebration, and then
a formal celebration with an Honour Guard Parade, unveiling of a tree carving, a Classic Car Show,
more birthday cake and musical entertainment.
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>>Initiatives
OUR PEOPLE
Champions for Change Our staff satisfaction survey in 2010 identified some areas of improvement:
O UR PATIENTS
N o n-In va sive B lood Pres sure (NIB P ) M o nit o r s I nst a lled
In early 2013, Headwaters moved to automatic blood pressure and vital sign reporting. This allowed
results to be electronically transferred directly to the patient’s electronic medical record, creating
efficiencies in nursing documentation and in turn, patient care. A NIBP monitors were installed at
every bedside and eliminated the transfer and cleaning of the units between patients, increasing our
infection prevention as well.
communication, staff recognition, trust and the perception that “mistakes will be held against staff”.
Headwaters Human Resources Department engaged and empowered staff to help identify ways
to improve in those areas. A focus group made up of staff from our 17 hospital departments was
created in 2011; they called themselves the Champions for Change. On January 26, 2012 they had
their first “Champs” meeting and created a work plan. Through their efforts, they have revitalized our
staff recognition program, offered helpful suggestions on innovative ways to communicate better,
Te l eh o me ca re - A new way to manage y o ur hea lt h
Headwaters, the Central West Community Care Access Centre (CCAC), family health teams, primary
care providers and other health service providers have partnered with William Osler Health System
(the host), the Ontario Telemedicine Network (technology and education provider) and Central
West Local Health Integration Network (LHIN) to make telehomecare available in community and
across the Central West LHIN. By bringing health care services right to the home with easy-to-use
equipment, the Telehomecare Program is designed to keep patients in our community healthy – and
at home.
identified educational opportunities and ways to help staff manage a healthy work-life balance.
The program focuses specifically on providing care to patients living with heart failure (HF) and
chronic obstructive pulmonary disease (COPD) through technology in their homes. It uses telemetry
monitoring to collect and transmit vital health information electronically from the patient’s home to
their Telehomecare nurse.
Community input is just the beginning at Headwaters In 2012, Headwaters put together
Patient enrollment started January 28, 2013. The goal is to enroll 500 Central West LHIN patients in
this program.
well as identifying areas and ways we can improve to ensure we achieve an exceptional experience
Thanks to telemedicine and programs like Telehomecare, this year we saved patients from having to
travel 182,893 km. This equates to 38 round trips from Orangeville to Miami Beach, Florida.
patients on its philosophy of care. They are also giving feedback on the hospital website and a new
Improving and growing the hospital’s infrastructure
To meet the growing demand in our community for outpatient care at Headwaters, we need to redevelop
some of our existing space and create some new space for surgery and specialist clinics, like orthopaedics
and oncology. By doing this, Headwaters will be better equipped to deliver high quality, efficient, and
safe care, close to home.
group will be very busy throughout the coming years.
In November of 2012, Headwaters presented a refreshed plan to the Capital Branch of the Ministry.
place in December and saw over 5,000 households across the region engaged in a conversation
Removing barriers to good health and good health care
By introducing the Health Equity Impact Assessment (HEIA) Tool, a flexible and practical
assessment tool, we can better identify potential health impacts (positive or negative) of a
plan, policy or program on vulnerable or marginalized groups within community. By identifying
those impacts, we can then make recommendations for adjustments that might mitigate negative
impacts and maximize positive impacts for our patients. Headwaters has always been committed
to quality and patient-centred care by removing barriers to access, and this tool will further
help support us in that objective.
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Headwaters conducted its 2013 staff satisfaction survey and looks forward to receiving the results
and engaging the Champions for Change to continue to help make Headwaters a better place
for staff.
OUR COMMUNITY & CARE PARTNERS
its first ever Community Advisory Council. After a public call for participants throughout the
summer, the Council met for the first time in September. The role of the Council is to provide
community and patient feedback to the hospital’s Board about programs, services and initiatives, as
every time. For example, the Council provided input on and revised the hospital’s statement for
patient information guide. With all of the exciting things happening at Headwaters next year, this
Te l e p h o n e To w n H a l l The Central West CCAC, Central West LHIN, Headwaters, Region of
Peel Health Services and William Osler Health System hosted a first-ever joint ‘Telephone Town
Hall’ to connect with people across the region about their health care services. The event took
about local health care services. Everyone was so pleased (including our community) a second
telephone town hall is planned for May 2013.
The purpose of the Telephone Town Hall is to help area residents better understand what each
organization does and how they work together to provide health services to the community. It also
gives residents an opportunity to provide the organizations with feedback around how they might be
able to better meet the health needs of patients and their families in this area.
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F r ien d sh ip Gardens in action This year, the Friendship Gardens saw a lot of activity.
Here are some of the highlights:
• New underground water systems were installed in the Friendship Garden and Specialist
Garden.
• The Kids’ Garden was totally renovated last summer. Bruce McMoose was sanded and
repainted, and now looking his best.
OUR Internal Systems & Processes
Me d i t e c h 5 . 6 In November, Headwaters upgraded its computer software to better care for
you. This may sound like a technology project but it is really all about enabling staff to better
care for patients (supported by technology). By upgrading the system to Meditech 5.6, this has
opened the door to future changes that will help us develop a culture of safety by having better
access to information in a more timely manner.
The enhanced system now electronically alerts our pharmacy to any potential interactions on a
patient’s list of medications. This new electronic ability will help ensure patients receive the best,
most efficient and safest care possible.
Thanks to this update, Headwaters can provide our patients with more standardized and safer
care and lead us into the future.
Emergency Department Improvements Thanks to the Health Infrastructure Renewal Fund (HIRF),
Headwaters was able to undertake some much needed renovations in the Emergency Department.
These renovations ensured better infection control with the creation of a negative pressure room, as
well as improved patient access, flow and safety in the “See and Treat” area. Many of these changes
also provided better privacy for our patients. Even though the Emergency Department experienced
a huge transformation this year, our wait times were still one of the lowest in the province.
Our Accountability
Financial partnership drives efficiencies Working together is critical to improving our
local health services and delivering an exceptional experience every time. In an effort to build
a stronger, more efficient and improved local health care system, Headwaters combined its
financial services with William Osler Health System to create a joint Chief Financial Officer (CFO)
role in December.
Partnering on the finance function allowed for greater accountability and management of financial
resources and in turn, offers better value to the community. The Joint CFO role is responsible for
managing the core financial functions of both Headwaters and Osler and reports to both CEOs
and hospital Boards.
• Gardens were maintained and upgraded by replacing poor quality soil, removing
unwanted plants and replacing them with a few bushes and trees.
• The Hockley Valley Garden club toured our gardens and shared lots of positive
feedback and comments.
• In honour of the 100th Anniversary, tree saplings were planted on the hillside below the
Specialist office, in collaboration with Credit Valley Conservation.
• The Café Garden saw new sun umbrellas to shield staff, patients and visitors from the
lovely summer sun.
• Thanks to proceeds from Susan Ryan’s Spring Fling, the Peace Garden is now more tranquil
in appearance than ever.
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Health Links to improve care The Ministry of Health and Long-Term Care announced the
creation of 19 Health Links across the province. Health Links represents a new model of care
where all health care providers in a community (e.g. family doctors, hospitals, and community
care providers) will work together to provide coordinated health care to patients – with the
patient at the center. This means that care will be better coordinated from the hospital to a
patient’s return home and any ongoing care in the community. Health Links will work together
to identify gaps in local health care delivery and take measures to address them.
The first wave of Health Links will put programs in place to meet the needs of complex patients
and patients with high needs. Those are patients with multiple conditions, who access the system
frequently, and at multiple entry points, resulting in a lack of coordination in care delivery.
Headwaters has been identified and approved as the coordinator for the Dufferin Area Health
Link, working with Central West LHIN and various community organizations.
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>>Quality & Safety Successes
W o r k i n g To g e t h e r To w a r d a n E x c e p t i o n a l E x p e r i e n c e E v e r y T i m e
Safe Medication Administration Task Force
To improve the safety and quality of care provided to patients, Headwaters staff created a Task Force to
decrease medication errors, review the medication administration process (how medications are handed
out), and to introduce new technology in the years to come.
With the help of our Safe Medication Administration Task Force, our goal was to decrease serious medication
errors by half to 0.65 per 10,000 medication orders. We exceeded the target and decreased our serious
medication errors to 0.07 per 10,000 orders by: introducing a chart flagging system for visual cuing of
orders requiring action, introducing computerized medication administration records (cMAR), a paper
medication administration record (MAR) generated electronically, on one unit (currently in use on D
Wing), synchronizing fax machine times, conducting a Plan-Do Study-Act (PDSA) for an Intravenous (IV)
admixture program in one unit, training 20 frontline staff on medication safety, human factors etc., and
initiated planning and visits to other organizations for the implementation of future tools to increase safety.
Welcome Back Midwives
Headwaters welcomed back the Midwives of
Headwater Hills to the hospital’s Women’s and
Children Department in May.
This was welcome news for moms-to-be in our
community who want to deliver at Headwaters
under the care of a midwife. The Medical
Advisory Committee and Board of Directors
approved hospital privileges for four midwives.
This is just another step towards high quality
and safe care at Headwaters, and providing an
Exceptional Experience Every Time.
Helping Staff Grow and Develop with eLearning
Specialized Wound Assessment Team
The Wound Care Team at Headwaters is an inter-professional team with an interest in wound prevention
and management. They support and advance wound care through clinical practice, education, research
and building relationships with community partners. The team works to improve patient care and
enhance clinical outcomes.
They are responsible for:
• Promoting evidence based practice and best practice guidelines (e.g. Registered Nurses Association
of Ontario) around wound care
• Increasing awareness of products for wound care and their appropriate use, as well as review and
evaluate products
• Promoting awareness on prevention & healing for wound care
• Participation in wound care rounds and ongoing education of staff and physicians around wound
care
• Enhancing consistency and co-ordination of wound care
• Facilitating awareness and improving current practice to prevent pressure ulcers
• Reducing the prevalence of pressure ulcers both in our hospital and community
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Enhancing and developing the skills and knowledge of staff at Headwaters is vitally important
to providing high quality and safe patient care, as well as an environment where staff can thrive.
An electronic learning system now holds required courses and quizzes such as Workplace Hazardous
Materials Information System (WHMIS) and Hand Hygiene, in addition to other personal and
professional development programs, like time management and cardiac rhythm interpretation.
This flexible online system now allows staff to learn and attend education sessions when they
have time in their busy schedules. By providing learning independently, staff can also control
how fast or slow they progress through the material.
Hand Hygiene Compliance
Our goal was to improve hand hygiene compliance before and after patient contact to
90 percent. We exceeded our target with an average of 92.5 percent this year. In order to
accomplish this, we conducted regular audits on each patient care unit, provided real time
feedback to individuals being audited, rewarded and recognized departments with excellent
performance, used hand hygiene culture plates four times throughout the year (10 samples
each) to provide visual feedback, and we trained four additional auditors for hand hygiene.
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Turnaround Time for Diagnostic Imaging Reports
Our goal was to improve turnaround time for diagnostic imaging reports within 24 hours for x-rays,
Computed Tomography (CT) scans, and ultrasounds, and within 96 hours for mammography. Like hand
hygiene, we exceeded our targets for CT (21.15 hours), x-ray (21.7 hours), ultrasound (21.9 hours) and
mammography (39.6 hours). Can you say “wow”? We accomplished this by implementing opportunities
identified in value stream maps, developing standard operating procedures for discrepant reports,
initiating performance huddles, communication, and revising our registration and booking procedures.
>> Message from the Auxiliary President
include our Coffee Bar, the Gift Shop, our break
open lottery tickets and our used book sales. We
also host annual events such as the House Tour,
Golf Tournament, Teddy Bear Clinic and Candy
Percentage of patients prepared for discharge
Cane Fair. As a result of our very successful
Following the implementation of Inpatient Discharge Phone Calls last year, Headwaters targeted an
improvement in the percentage of patients who felt they were prepared for discharge to their home
environment from 96 percent to 98 percent. Like so many of our targets, we met our goal this year
through the use of discharge instructions developed and revised by nurses involved in our late career
nursing initiative for our medicine, surgery, and obstetrics groups, by theming comments from our
discharge phone calls, striving to improve in the identified key areas, and auditing our discharge process
with audit tracking tools.
fundraising activities this year, our Auxiliary
contributed $150,000 for the second year in a
row towards our five year pledge of $750,000
to the Headwaters Health Care Foundation.
Our volunteers do everything that they do with
Thanks to all the hard work, attention to detail and dedication by our staff, physicians and
volunteers, they are helping us provide an Exceptional Experience Every Time.
positive attitudes and smiles on their faces,
making them true ambassadors of our hospital.
This being my first year as President, I can truly
>> Message from the Chief of Staff
say it has been enjoyable and has gone by very
Jim Aijala, Auxiliary President
I would like to thank the more than 59 active physicians and more than 70 associated physicians who
work tireless to provide skilled and compassionate care to the thousands of patients who come to
Headwaters each year. This was a year of increasing numbers of
visits to our Emergency Department, and despite the increase, our
Emergency Department wait times are among the best in Ontario.
Our patient satisfaction rates in all clinical areas are at an all-time
high. The average length of stay in our hospital is one of the lowest in
the province when compared with hospitals of equal size. Physicians
themselves have given Headwaters high marks as an excellent place
in which to practice their profession.
I would like to recognize the physicians and staff in our Diagnostic
Imaging Department under the leadership of Dr. Dan Mozeg for
their improvements in quality metrics within this clinical area. I would
also like to acknowledge, with special thanks, Dr. Louise Keevil
(Diagnostic Imaging) and Dr. Harry Bergen (Surgery) who complete
their practices of medicine this year. Combined, these committed
physicians provided care to our community for 67 years.
As I complete my term as Chief of Staff here at Headwaters, I would
like to thank the members of our Medical Advisory Committee, our
privileged physicians, Senior Management Team, the Board of Directors and of course, our dedicated
staff and volunteers for their wonderful support and hard work to provide an exceptional experience
every time and make Headwaters a true centre of excellence.
Dr. Ken Derksen, Chief of Staff
quickly.
Thank you.
Two small words that
mean so much.
This year, four Auxiliary members received
their Provincial Life Membership at last year’s
Hospital Auxiliaries Association of Ontario
Convention in November. Congratulations
Thank you to the 242 volunteers of Headwaters
to Carolyne Beaton, Ann Bradbury, Don Lytle
Health Care Centre Auxiliary who contributed
and Gloria Porteous on a well-deserved
33,650 hours of service this year. Our volunteers
accomplishment.
help our community, visitors, staff and fellow
Thank you to my Executive Committee for your
volunteers feel comfortable in what can often
support, ideas and encouragement this year.
be an uncomfortable environment. This could
be at the Information Desk, as a greeter in our
It has been a tremendous year and I look
Emergency Department, or Ambulatory Care to
forward to seeing what we accomplish in the
name only a few areas.
year ahead.
Our volunteers also contributed their time and
efforts with many fundraising activities through-
Jim Aijala
Auxiliary President
out the year. Inside the hospital, these areas
Dr. Ken Derksen MD, Chief of Staff
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>> Message from our Foundation’s Chair of the Board and Executive Director
passionate philanthropy of
many leadership donors, both
long-time supporters and
new, by the end of this fiscal
year the Commitment to Care
Campaign had reached $11
million.
(l) Joan Waechter, Headwaters Health Care Foundation Board Chair
(r) Joan Burdette, Executive Director, Headwaters Health Care Foundation
What a transformative year it has
been for Headwaters Health Care
Foundation!
Our community has already
begun to reap the benefits
of your philanthropy. Last
year Headwaters Health Care
Centre invested in leading
edge equipment to care for
patients in every department of
the hospital – equipment such
as wheelchairs, colonoscopes,
ventilators, lab equipment, a
state-of-the-art x-ray machine,
paediatric crash carts, and
upgraded operating room
equipment and surgical tools.
Headwaters Health Care Centre stands as a leader
in community health care. Headwaters Health Care
Foundation is proud to partner with the hospital to
provide the financial resources necessary to advance
that excellence in patient care.
On October 9, 2012, Headwaters Health Care
Foundation publicly unveiled the $14 million
Commitment to Care Campaign. With our volunteer
Campaign Chair Bob Burnside at the helm, the
largest campaign in our hospital’s history was fittingly
launched amid Headwaters Health Care Centre’s
100th Anniversary celebrations.
We would like to take this opportunity to express our
sincere thanks to our donors, board members and many
volunteers who give of their time, money and expertise
to transform the lives of patients and their families.
Building the healthiest future for our community
takes the commitment and generosity of exceptional
individuals. Thank you for being exceptional. We
couldn’t do it without you.
For 100 years, Headwaters Health Care Centre
has provided the best health care to the residents
of Dufferin-Caledon – from lifesaving emergency
treatment, to life-altering surgery, from bringing new life
into the world to providing comfort at the end of life.
Our hospital is here when our community needs it.
As donors, your belief in our mission and your
generosity sustains and inspires us. Thanks to the
Joan Waechter
Foundation Board Chair
Joan Burdette, CFRE
Executive Director
The Commitment to Care Campaign will help ensure patients in this next 100 years receive the exceptional care,
close to home, they have come to expect by:
• expanding the current Ambulatory Care Unit facilities to create additional procedure rooms, a fourth operating
theatre, and an expanded array of outpatient clinics;
• putting cutting edge medical equipment into the hands of our talented medical professionals; and
• over the next 5 years, investing approximately $1.5 million each year in new and upgraded medical equipment,
none of which is funded by any level of government.
Ron Pincoe (left) benefited from our Assess & Restore 14
Program in 2012. “Ours is one of the best hospitals,” said Ron, “I’m very grateful
for the care I’ve had there.” Ron’s story was featured in the Foundation’s Fall 2012 Newsletter. He’s shown here with his wife, Hilda.
15
Auditor’s Responsibility
Our responsibility is to express an opinion on the summary financial statements based on our procedures, which were conducted
in accordance with Canadian Auditing Standard (CAS) 810, “Engagements to Report on Summary Financial Statements.”
>> Report of the Independent Auditor on the Summary Financial Statements
To the Board of Directors and Members of Headwaters Health Care Centre
The accompanying summary financial statements, which comprise the summary statements of financial position as at March 31,
2013, March 31, 2012 and April 1, 2011, the summary statements of operations for the year then ended and related note, are
derived from the audited financial staetments of Headwaters Health Care Centre for the years ended March 31, 2013, and March
31, 2012. Those financial statements, and the summary financial statements do not reflect the effects of events that occurred
subsequent to the date of our report on thos financial statements. We expressed an unmodified audit opinion on thos e financial
statements in our report dated May 28, 2013.
The summary financial statements do not contain all the disclosures required by Canadian public sector accepted accounting
principles. Reading the summary financial statements, therefore, is not a substitute for reading the audited financial statements
of the Headwaters Health Care Centre.
Opinion
In our opinion, the summary financial statements derived from the audited financial statements of Headwaters Health Care
Centre for the years ended March 31, 2013, and March 31, 2012 are a fair summary of those financial statements, on the basis
described in Note 1.
Deloitte LLP
Chartered Professional Accountants, Chartered Accountants
Licensed Public Accountants May 28, 2013
Management’s Responsibility for the Summary Financial Statements
Management is responsible for the preparation of a summary of the audited financial statements on the basis described in Note 1.
Headwaters Health Care Centre
Summary statement of operations year ended March 31, 2013
Headwaters Health Care Centre Summary statement of financial
position as at March 31, 2013, March 31, 2012 and April 1, 2013
March 31,2013
Assets
Current assets
Cash
Restricted cash
Accounts receivable
Other current assets
March 31, 2012
(note 2)
$
April 1, 2011
(note 2)
$
$
4,740,380
682,015
1,592,611
1,024,854
8,039,860
6,473,862
834,953
1,271,496
819,955
9,400,266
Long-term assets
Investments - restricted
119,065
Capital assets
40,063,012
48,221,937
117,702
40,290,411
49,808,379
116,089
39,912,821
48,448,991
Liabilities
Current liabilities
Accounts payable and accrued liabilities
8,313,996
Deferred revenue
1,098,828
9,412,824
7,924,966
1,750,476
9,675,442
7,487,588
874,933
8,362,521
5,389,157
950,066
1,401,096
679,762
8,420,081
Long-term liabilities
Long-term employee benefits
3,730,521
3,623,421
2,986,853
Capital lease obligation
478,495
749,392
803,101
Deferred capital contributions
33,001,15634,212,548 34,931,565
37,210,172
38,585,361
38,721,518
Net assets 1,598,941
1,547,576
1,364,952
48,221,93749,808,379 48,448,991
The notes on page 17 are an integral part of these financial statements.
16
2013
2012
(note 2)
Revenue$$
Ministry of Health and Long-Term Care
43,374,37442,237,133
Other16,240,63715,531,931
59,615,01157,769,064
Expenses
Salaries and benefits34,761,00933,937,116
Supplies, drugs and other
14,492,64313,375,610
Medical staff renumeration 4,985,944
5,246,682
Other programs 5,249,027
5,027,007
59,488,62357,586,415
Excess of revenue over expenses before the undernoted
126,388
Other revenue (expenses)
Amortization of
Deferred capital contributions
1,091,114
Building and land improvements
(1,129,693)
Loss on disposal of land and building
(36,444)
(75,023)
Excess of expenses over revenues
51,365
182,649
1,113,077
(1,113,102)
–
(25)
182,624
Note 1: Basis of the summarized financial statements: Headwaters Health Care Foundation (the “Hospital”) has prepared the summary financial statements to be included as part of its
annual report. The Hospital has determined that the level of aggregation presented is adequate for the readers of the annual report. These summary financial statements present the same information as the audited financial statements, except for the statements of changes in net assets, the statements of cash flows and the Notes to the audited financial statements. The audited
financial statements may be obtained from the Hospital, upon request.
Note 2: Adoption of a new accounting framework: The Public Sector Accounting Board (PSAB) issued new standards for government (public sector) not-for-profit organizations (“Government NPO’s”). The Hospital has chosen to follow Public sector accounting standards including PS 4200 to PS 4270 for government not-for-profit organizations (the “new standards”).
Effective April 1, 2012, the Hospital adopted the requirements of this new accounting framework. These are the Hospital’s first financial statements prepared in accordance with this framework and the transitional provisions of Section 2125 - First-time adoption by government organizations (“PS 2125”) have been applied. The date of transition to the new standards is April 1,
2011 and the Hospital has prepared and presented an opening statement of financial position at the date of the transition to the new standards. This opening statement of financial position
is the starting point for the Hospital’s accounting under the new standards. The impact of the adoption of the new standards on the statement of financial position as at March 31, 2012 and
April 1, 2011 and statement of operations for the year ended March 31, 2012 are summarized in the audited financial statements.
17
Headwaters Health Care Centre
2012 - 2013 Revenues
$60,706,124
11%
Congratulations & Thank You
2%
To Our Long Service Award Winning Staff and Physicians
9%
2%
71%
5%
5 Years of Service
Rosanne Alberts, Roxann Argent, Anne Augustin, Samantha Ballantine, Leona Bishop,
April Breaker, Liz Carruthers, Mike Collison, Karin Darby, Barb Dumond, Janet Feiner,
Lina Garcia-Montes-Bobechko, Julie Garrett, Janet Gordanier, Shoona Hart,
Lynette Hunter, Sheila Kennedy McCormick, Catherine Kurdel, Shalini Lekhi,
Christine Madill, Karen Morello, Amy Osburn, Melissa Pardoe, Sharon Peseski,
Manon Racine, Katherine Ronaldson, Colleen Rose, Jennifer Shephard, Sylvia Treble,
Michelle Westcott, Lori White, Trisha Wing, Dr. Knipping, Dr. Tomini.
10 Years of Service
Tania Alexander, Lynn Armstrong, Stacey Becker, Joan Blackeney-Lemire, Shelley Buffitt,
Debra Cantin, Michael Chambers, Melissa Goulard, Christina Hand, Helen Hartley,
Sheila Holder-Irvine, Frances Jamison, Patricia Lang, Karen Lyons, Brian MacIntyre,
Laura McKeown, Dona McLellan, Martin Millar, Barbara Moulton, Lisa Oram,
Jacqueline Parliament, Christine Patton, Tracy Lee Pinhay, John Posavac, Jonathan Reid,
Robin Reimer, Heather Robinson, Karen Russell-Dittmann, Penny Start, Christina Switzer,
Elaine Thornton, Charlotte Wallace, Scott White, Andrew Wincen, Roselyn Young,
Jane Codd, Marianne Gallant, Dr. Seto.
Ministry of Health and Long-Term Care
Amortization of Grants & Donations
Preferred Accommodation
Other Programs
Patient Revenues
15 Years of Service
Heather Evans, Ruth Flynn, Sarah Peterson, Susan Reid, Anne Ellis, Dr. Lane Smith.
Café, Parking, Other
20 Years of Service
Denise Elliott, Maureen Gregory, Thelma Hylton, Irena Juresic, Corry Ann Miller,
Beverley Myers, Terri-Lynn Ogilvie, Sandra Robson, Heather Wiltshire, Dr. McKinnon.
Headwaters Health Care Centre
2012 - 2013 Expenses
$60,654,760
9%
6%
Compensation
20%
Medical Staff Renumeration
57%
Supplies, Drugs & Others
Amortization of Equipment
Other Programs
25 Years of Service
Cheryle Bonter, Kelly Cartwright, Christina Davis, Kathy Densmore, Teresa Robertson,
James Ryan, Robert Savoury, Julia Switzer, Kim Symonds, Dr. Sadan Goel.
30 Years of Service
Dr. Betty Dolbear, Ruth Ann George, Judith Gummerson, Daniel Hunter, Ruth Thompson.
35 Years of Service
Caroline Fletcher, Jane Howard, Sandra Murphy.
40 Years of Service
Dr. Keevil.
8%
18
19
Your Hospital by the Numbers 2012 - 2013
5,778 inpatient visits
15,837 outpatient visits
40,131 emergency visits
3,798 dialysis visits
4,348 day surgeries
948 inpatient surgeries
691 babies delivered
831,530 laboratory tests
75,288 diagnostic images
143 heart attacks treated
835 chemotherapy treatments
524 cataract surgeries
...and many T. Bears treated at the Auxiliary’s 19th annual Teddy Bear Clinic.
100 Rolling Hills Drive, Orangeville, ON L9W 4X9
519.941.2410 • www.headwatershealth.ca