Joseph Brant Hospital 2017 Annual Report JBH Annual Report 2017 final | Page 5

Message from the President & CEO and Board Chair
We are very excited about what lies ahead for Joseph Brant
Hospital. We have also seen some remarkable accomplishments in patient care
areas throughout the hospital including:
2016-2017 has been a year of careful preparation as we plan
for our move to the new seven-storey Patient Tower in August
2017. With over a decade of planning, twenty eight months of
construction, many months of operational readiness and transition
planning meetings, we are on our way to begin a new chapter of
healthcare at our community hospital. •
We are all very proud and excited about the opening of the new
Patient Tower. We are grateful to have led such a dedicated and
hard-working team through this project and to have worked so
collaboratively with our communities. Together, we rose to the
challenge and we continue to strive to meet the expectations of
the people that we serve.
Looking ahead, we intend to formally launch our recently developed
five-year strategic plan in the fall of 2017. We are eager to present
the next chapter in our journey to serve our patients, their families/
caregivers and the Burlington and area community.
Informed by the voices of our physicians, staff, patients, public
and partners over an extensive nine-month planning process,
this strategic plan was driven by an inter-professional team called
the One Team that was comprised of members from the Board
of Directors, the Medical Advisory Committee, the Medical Staff
Association and Senior Management Team. Our focus on the
considerable engagement of multiple stakeholders throughout
the development of our strategy is a defining feature and one of
which we are most proud.
Every year, we see ongoing improvements and new
accomplishments at JBH that make a real difference in the lives
of our patients. With a hospital focused on our people and our
processes, here are some of our successes during 2016-2017:
Through our focus on LEAN methodologies and continuous quality
improvements we introduced GEMBA Walks at JBH. 100 percent of
hospital departments were visited by the Senior Management Team
through 89 distinct scheduled visits. Leadership heard directly from
hospital staff members about the work they do with a focus on
their process and improvement needs.
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•
J  BH readmission rates are performing better than the performance
rates established for the HNHB LHIN and the Province
JBH Alternative Level of Care (ALC) rates are the best in the
HNHB LHIN
JBH Pharmacy received full Accreditation and the program was
acknowledged for the new standards for the non-hazardous
sterile room.
This past year has also seen its challenges. JBH finished the 2016-
2017 fiscal year with an operating deficit of $3.2 million. Although
we saw a slight increase of new funding from the provincial
government, the increases in operating expenses as outlined below
did not allow us to achieve a balanced budget positon.
The key contributors for the deficit are as follows:
•
•
•
•
 estructuring costs of approximately $1.5 million resulting
R
primarily from reducing the number of administrative positions
in the hospital
Increased isolation burden in the hospital due to VRE outbreaks
A 35 percent increase in acute care patient days due to the
surge in patients’ acute care needs. These two extraordinary
circumstances resulted in increased expenses of approximately
$1.7 million
Targeted savings related to Agency, Overtime and Sick time
as identified in the 2016-2017 balancing strategies were not
fully realized.
Moving forward, we are striving to achieve a balanced budget for
the upcoming year through projected funding increases from the
Ministry of Health and Long Term Care continued and rigorous
oversight and stewardship.
This is a very exciting time for Joseph Brant Hospital. Building on the
strengths of our past, the expertise and compassion of our staff and
physicians and the support of our community, we will continue to
improve our performance in all aspects of care. We will continue to
rise to the call to serve all those who come to us in need and take
great pride in providing high quality and safe healthcare services to
the people of Burlington and area.
We introduced 44 new Idea Boards throughout the hospital
and have run several Kaizen/Process Improvement Events. This
interaction with staff generated 700 new ideas that have been
implemented over this past year. New ideas that have helped us to
work more efficiently and effectively with the patients we care for
each and every day.
Our staff and physicians were also asked for their feedback
in our 2016 Healthy Workplace Survey. This year we saw a
very significant increase in engagement scores. Hospital staff
engagement scores increased by 8.5 percent and Physician
engagement scores were up by 9 percent.
Eric J. Vandewall
President & Chief Executive Officer
Kathryn Osborne
Chair, Board of Directors
Annual Report 2016-2017
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