June 2010

4 Contributors

5 Translating Kindness

7 Right on TrackImprovements for MedicalDevice Reprocessing

10 To Serve and To Protect

13 The Full ScopeAdopting a Total ResidentCare Model

16 Vickie Kaminski Talks aboutSenior Leadership

18 Two of a KindCancer Care Employees who Make aDifference

20 On the Home FrontEmployees Talk about Working in theCommunity

23 Connecting the DotsGetting Ready for Accreditation 2010

26 Supporting the JourneyEmployees Helping to Build HealthyCommunities

28 A Sweeping Success

30 Managing Our Impact

26 30

Connect is published by the EmployeeCommunications department of EasternHealth.

Connect is printed internally by PrintingServices.

Please address any comments orsuggestions to Susan Bonnell, Director ofEmployee Communications:

Employee CommunicationsAdministrative OfficeWaterford Bridge RoadSt. John's, NL A1E 4J8

777-1412susan.bonnell@easternhealth.ca

2010

Iam privileged in my role as a communicator to hearstories that give me goose bumps. So many of thesestories often go untold and it’s my job to change

that. Last January, I sat around a table with several

community health nurses in CBS who were involved inthe mass immunization clinics during the H1N1pandemic. They shared stories about pots of soup beingdelivered during their long shifts. They talked about thekindness and support they received from the generalpublic. But most of all, they focused on the tremendousteam of Eastern Health employees they got to work withday in and day out.

If there is one thing I took away from the H1N1experience and the many stories I heard, it’s the sense ofpride and teamwork that was felt by each and everyemployee – whether they were directly involved in thepandemic response, or were back at the office keepingour normal operations in check.

By finding opportunities for sharing and teambuilding as we move forward, we can continue tocultivate the spirit that was awakened in all of us lastFall.

This issue of Connect, like other past issues, is atribute to all employees who bring Eastern Health’svalues to life everyday by doing their jobs with prideand a commitment to being part of the team.

This will be my last issue for a while as I’mexpecting a new addition to my family in June. I wishyou all a great year and look forward to returning andcontinuing to share stories about what makes me feelproud to be an Eastern Health employee – the people.

Jeanette O’KeefeEditor

Editor’s Note

...the sense of pride and teamwork that wasfelt by each and every employee.

1 Susan BonnellEmployee CommunicationsSt. John’s

2 Phil SimmsStrategic CommunicationsSt. John’s

3 Robyn LushEmployee CommunicationsSt. John’s

4 Amanda HancockHuman Resources, Program and Policy DevelopmentSt. John’s

5 Jeanette O’KeefeEmployee CommunicationsSt. John’s

6 Mervyn HouseHuman Resources, Client ServicesSt. John’s

7 Angela LawrenceStrategic CommunicationsSt. John’s

8 Lisa BrownePlanning, Quality and ResearchClarenville

4

Contributors

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2

5

3

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8

When the mayor of Saint-Pierre left a voicemail on Sharon Dominic’s telephone, herfirst reaction was worry that a patient was

sick and needed her help. Little did Sharon know the phone call was to advise

that she had been unanimously chosen as HonoraryCitizen of the Town of Saint-Pierre.

“I couldn’t believe it,” says Sharon. “I didn’t know

how it had happened or why.”Having overseen the successful operation of the

Office of Bilingual Services for almost 20 years, Sharon,Nurse Coordinator of Bilingual Services, has workedhard to establish a friendly connection betweenhealthcare professionals at Eastern Health and Saint-Pierre and Miquelon as well as patients and theirfamilies.

5June 2010

by AMANDA HANCOCKPhotography by Phil Simms

Translating

Kindness

6

Forever modest, Sharon seems to be a natural fit forthis position. “I do it as a reflex,” she says. “Beingcompassionate is part of being a nurse. It just comesnaturally.”

The Town of Saint-Pierre extends honorarycitizenship to those whom they consider to be especiallyadmirable or worthy of the distinction. The honour israrely given; in fact, Sharon is only the fourth woman toreceive this award since its inception some 50 years ago.Turns out, the mother of a patient Sharon had helpedthrough 10 years of hospital stays nominated her for theaward.

More than 100 French dignitaries, family members,and colleagues gathered at the awards reception last

September where Sharon’s efforts weredescribed by the people of Saint-

Pierre and Miquelon as“over and above” what

was required.

“Sharon is granted with an original personality.Devoted, enthusiastic with infinite kindness she alwayshas at heart the interest and comfort of the patients shewelcomes,” stated Mayor Karine Claireaux.

Receiving her degree from the General HospitalSchool of Nursing in 1975 was only the beginning forthis Botwood native. Most impressively, Sharon becamefluent in French in her 30s when she was working tosupport her young family. She also holds a degree invocational education from Memorial University. Heroutside volunteer and community involvements includethe Royal St. John’s Regatta Committee, Bally Haly Golfand Curling Club, and the Lebanese Association of NL.She enjoys gardening, travelling, and even has a handin running her own travel agency. �

Sharon is granted with an original personality. Devoted,enthusiastic with infinite kindness she always has at heartthe interest and comfort of the patients she welcomes.

There’s never a dull moment in Suite2764, the home-base for a team of fourfull-time employees working hard toserve the needs of Eastern Health’sFrench-speaking patients, residents, andclients. For more information phone 777-7763.

7June 2010

by JEANETTE O’KEEFEPhotography by Phil Simms

RIGHT ON TRACKNew software system improves productivity, accuracy

and accountability for Medical Device Reprocessing

8

Racks of shiny medical instruments line thewalls; bright blue packages sit neatly wrappedand ready for sterilization; and carts containing

reprocessed equipment are gathered for delivery to theoperating room. There isn’t much time for chit chathere – there’s too much to be done.

The Medical Device Reprocessing (MDR) service(formally known as CSR) is set up supermarket-style atSt. Clare’s Mercy Hospital and the Health SciencesCentre with aisles of equipment and surgicalinstruments which are essential to providing care to ourpatients. The majority of medical devices used in theoperating room (OR) and other clinics throughout ourhospitals go to this department to get reprocessed (i.e.cleaned, inspected, and sterilized, etc).

With the recent introduction of the new T-DOCasset management, tracking, and documentationsystem, employees are able to continue to focus onproviding safe, quality service while at the same timeincreasing productivity, accuracy, and accountability.

The new system went live on November 11, 2009 atboth the Health Sciences Centre and St. Clare’s. Just onemonth after start-up, approximately 31,000 items werereprocessed at the Health Sciences Centre alone.

Having the ability to track items electronically,which is only one of the many benefits of the T-DOCsystem, has made a significant impact on accuracy andproductivity.

“Every instrument set and piece of equipment is barcoded and scanned at each step so we can track wherethe equipment is, who used it, and on what day,” saysRon Swain, Regional Manager of MDR.

Embracing something newEmployees have fully embraced this new system

and make every effort to make it work, even thoughsome have never even used a computer before.

“They are committed to improving the systemwhich at the end of the day means our patients are saferand the quality of the work we do is improved,” saysMichelle Davis, Site Supervisor, MDR at the HSC.

Sterile Supply Technician Robyn Murphy says theold method of tracking items was quite timeconsuming.

“We used to spend a lot of time looking forinstruments,” says Robyn. “Now we can enter in thesystem and in about two minutes we can track wherethe instrument was last used which helps make ourwork much more accurate and efficient.”

Every instrument set andpiece of equipment is barcoded and scanned at eachstep so we can track wherethe equipment is, who usedit, and on what day.

ROBYN MURPHY

9June 2010

Aside from the commitment of staff in theMDR department, many employees from throughoutthe organization played a key role in helping tosuccessfully implement the new system.

Mark French, Management EngineeringTechnologist and Project Manager for T-DOC, says hewas impressed with the level of commitment from theteam.

“Given the amount of change involved inintroducing this new system, staff accepted it with openarms,” says Mark. “All team members recognized thebenefits of an automated instrument tracking systemand this served to create a cohesive and dedicated teamwhich was instrumental to the project’s success.”

Another key player who led the technical side of theproject was Jackie Trenchard, Project Manager in theIM&T department.

“The T-DOC project involved the purchase andinstallation of about 100 pieces of hardware to adepartment that had not used much in the way of

computerizedtechnology in their day-to-dayoperations,” says Jackie.

For example, the system uses specialized labelprinters that generate customized barcode labels whichallow the 3D barcode scanners to scan for each step ofthe process.

“To staff that had never used this kind oftechnology on a daily basis, they were very willing tolearn and adapt to a new way of doing things,” saysJackie.

Future phases Jackie, along with Programmer Analyst Jeff Cluney

– a key part of the implementation and support team –is looking forward to the next phase of the project whichinvolves setting up the interface from the current ORbooking system to the T-DOC system.

“There will then be an automated link to eachpatient’s booked surgery with a list of equipment andsupplies needed for each procedure to be performed onthe patient,” says Jackie. “All the benefits of this projectare still yet to be realized but from the positive feedbackso far, the sky is the limit.”

Phase 3 will provide a system of individualinstrument coding so every instrument can be tracedthrough the system and linked to a specific case. Thissystem will be implemented regionally within the nextseveral years.

Eastern Health is the only health authority in theprovince using the T-DOC system and is one of onlyfour other health authorities across the countrycurrently using this system. �

T-DOC, a PC-based softwaresystem, offers many benefits,including:• tracking the location and quantity of

medical and surgical instrumentsthroughout the facility;

• reducing the risk of improper trayconfiguration;

• managing inventory of instruments; • benchmarking team and individual

productivity; • informing staff when instruments and

equipment are scheduled formaintenance; and

• providing on-screen reference for propertray configurations with pictures, videoor voice which helps with training andreduces the likelihood of errors.

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To Serve and To Protect

by ROBYN LUSHPhotography by Phil Simms

11June 2010

As you walk into an Eastern Health facility and are greeted by afriendly security guard, you might imagine the job consists of lonelyhours walking the corridors in the dead of night.

However, if you were to stop and chat with Frank Haskell or WandaButt you’d soon find out that the security staff at Eastern Health are part ofa highly qualified team who serve and protect the Eastern Health communitythrough a wide range of activities.

Connecting with PeopleIn Frank’s case, from his 26-year career as a law enforcement officer, to

his two year stint as maintenance man at the Burin Peninsula Health CareCentre (BPHCC), to his current role as Security Supervisor, he’s a well-seasoned professional.

As with all our security personnel, Frank’s primary responsibility is toensure the safety of the 350 staff, as well as the many patients and visitorsthat come to the facility.

However, a large part of his day-to-day responsibilities involve policyenforcement. He and his team of five security officers ensure that EasternHealth policies, such as parking and smoking, are being adhered to at alltimes.

“When we were directed to begin enforcing policy, particularly thesmoking and parking policies, I talked to my staff about the importance ofhow to use conversation skills and social skills to connect with people in arespectful way,” says Frank.

A true indication of success came when one of Frank’s security officersrecently reported that during an extremely busy weekend he didn’t have toask anyone to move their car from the fire lane – not even once.

Frank’s team also played a substantial role in supporting the delivery ofservices during the H1N1 pandemic.

“When nurses had to deal with an upset client, we were there to supportthem. On the flip side we were also there to answer the public’s questionsand concerns which was very important to the person waiting to get thatneedle,” says Frank.

Frank emphasizes the importance of working as a team with the otherstaff at the BPHCC.

“We take pride in having an open relationship with staff and we workclosely to share ideas that assist in the safety and security of everyone at thehospital,” says Frank. “It’s so important for us all to work together and thestaff have really stepped up to the plate. I want the employees of the BPHCCto know – we have your back.”

12

We take pride in having an open relationship with staff and we workclosely to share ideas that assist in the safety and security of everyone.

Editor’s Note: Wanda has been promoted to the role of SecuritySupervisor for the Addictions Department which covers the Rowan Centre,Recovery Centre and the Methadone Clinic. Congratulations Wanda!

The Best Job of Her LifeWanda Butt recently returned to Newfoundland

after working away for almost 30 years. She is ecstatic tobe home, and says she now has the best job of her life.

As security officer with the Methadone Clinic in St.John’s, Wanda is a prime example of how securityservices have evolved at Eastern Health.

“It used to be a security guard was just someonewho checked your ID when you were going into abuilding,” she says. “Now we’re involved in everythingfrom handling threatening situations to planning howbest to enforce policy.”

Wanda works closely with the health care team atthe Methadone Clinic and says teamwork and opencommunication are the root to their success.

“I just love it here. The more I learn, the more I loveit,” she says. “The staff here makes you want to learnmore about [addictions treatment]. They exemplify thecircle of care.”

Wanda also believes that when it comes to gettinghelp with addictions, every client who comes throughthe clinic doors are there because they want to get help– and they deserve to have a safe place to do it.

“I want to have Addictions Services as a facilitywhere both staff and clients are always going to feel safewalking through that door. This might not be a familyclinic but there’s no reason it can’t feel like one.”

Regional Security ProgramIn 2006, the Eastern Health executive team made a

strategic decision to establish a Regional SecurityProgram with a mandate to review the current securityarrangements within Eastern Health, develop a modelof service delivery, and implement the program regionwide.

A significant component of the service deliverymodel was the requirement to have a world classsecurity company providing security officer services,where appropriate, in Eastern Health facilities. Inaddition, the successful company would have todemonstrate the capability to provide call-in securityofficers as needed.

As a result of a public tendering process, Securitaswas awarded the contract. They currently providesecurity officers at the following Eastern Health sites:

• Waterford Hospital• St. Clare’s Mercy Hospital• Dr. G.B. Cross Memorial Hospital• Burin Peninsula Health Care Center• Community Services Building 532 Pleasantville• Hoyles/Escasoni Complex

In addition, Securitas provides security officers toescort Eastern Health clients, attend high-risksupervised visitations, and provide other requiredservices such as security during the H1N1 pandemicresponse. �

13June 2010

For the first time in her 26-year career, DianeRyan, LPN, is finally working to her full scopeof practice.

“When I first started as an LPN we weren’tfunctioning to our full scope,” says Diane. “We wereproviding basic care and we never heard tell ofmedication administration – we were basicallyfunctioning as PCAs.”

Diane works at the Hoyles-Escasoni Complex whichwas one of the sites involved in a pilot study on staff mixchange in 2008. She will be the first to admit that theintroduction of staff mix wasn’t easy and there havebeen many challenging days, but she sees the potentialthe new staff mix brings to providing care, and that’swhat keeps her motivated.

“It’s a good system,” says Diane. “You feel that youropinion is valued and you have some say. You’reinvolved in the care of the residents, and it makes youfeel more worthwhile.”

In order to maintain licensure, LPNs are requiredto complete the Medication Administration course andthe Health Assessment course by April 2012. Staff mixchange means that LPNs can work to their full scope ofpractice.

Registered nurse Lillian Whalen works at theDr. Albert O’Mahony Memorial Manor which openedin Clarenville in April of 2009. As part of the transitionto a new facility, nurses were also introduced to staffmix change.

“I saw a big difference from the beginning,” saysLillian. “Moving into this new facility was kind of likesetting up a new house.

LILLIAN WHALEN

The Full Scopeby JEANETTE O’KEEFE

Photography by Phil Simms and Ed Vincent

Eastern Health optimizes and enhances the skills of Registered Nurses (RNs),Licensed Practical Nurses (LPNs), and Personal Care Attendants (PCAs) byadopting a Total Resident Care Model in all long term care facilities across theregion, which will result in a change to the current staff mix.

14

“Programs had to be established and the new staffmix change was introduced. But it’s almost a year agonow and things are starting to come together.”

Although Lillian’s role as an RN has been impacted,she says for her it’s a welcome change and a positivechange for nursing as a whole. The RN now hasresponsibility for coordination and leadership with ateam of LPNs and PCAs who look to the RN as theclinical lead.

“I still practice in some of the personal care,” saysLillian, “but [the new staff mix] allows me more timeto look at the overall picture of each resident, preparefor and participate in team rounds, family meetings,and determine what issues need to be taken care of.”

Penny Burden was hired as a full-time PCA atthe Veteran’s Pavilion in September 2009 and is alsoworking in the new staff mix.

Coming from the acute care environment as acasual PCA, Penny says she is now able to do more of

what she was trained to do. “It’s a positive role for me,”she says. “I’m enjoying it.”

Penny’s duties include providing morning care toresidents, bathing, helping with meals and snacks,making beds, checking vital signs and weight, andassisting residents on outings and appointments.

At first, Penny explains, there was some confusionabout the new role of the PCA as a permanent position.

“It’s a matter of being aware of what the roles areand it allows people to work within their scope,” saysPenny. “I think it’s starting to work out, I’m doing whatI was trained to do and working with the RNs and LPNsas a team to provide care.”

Penny adds “when you walk into a resident’s roomand you see the smile on their face, you know you’regiving the best care you can provide.”

About the ChangeThe care principles of the Total Resident Care model

will result in a change in the current staff mix. RNs willbe the clinical leaders and be responsible forcoordinating the care of all residents; RNs and LPNs willwork to their full scope of practice; and PCAs will workunder the direction of either the RN or LPN, whileremaining accountable for the care they provide.

This model may result in more than one level ofworker involved in the direct care of a resident; howeverone employee will be assigned to the resident and willbe accountable to ensure care is provided. This modelwill enable the LPN to utilize his/her skill set moreeffectively and allow the RN to fulfill the role ofadvocate, leader, practitioner, program planner,educator, and researcher.

The impact of this change in long term care issignificant. The “old” way of doing things must bealtered in order to achieve success.

However, at the end of the day, the intent is toprovide total resident care through a team-basedapproach, allowing employees to do what they weretrained to do, while at the same time improving quality,effectiveness, and efficiency.

PENNY BURDEN

15June 2010

No one said it was going to be easy and there arestill many challenges to overcome, but Diane Ryan,Lillian Whalen and Penny Burden have seen thebenefits of staff mix change in long term care, and theyhave embraced it with open arms.

Implementation PlanImplementation of nursing staff mix change will

take place throughout Eastern Health’s 16 long termcare sites over the next two years. An implementationplan has been developed which includes a detailededucation plan and communication plan for managersand employees. The plan includes an evaluationcomponent to monitor the quality of care throughoutthe change, and to provide feedback from residents andstaff. Initial discussions and presentations have takenplace throughout the various sites and the focus for thenext several months will be to determine site readinessand steps for moving forward.

As part of the implementation plan, workshopswere offered in the spring of 2010 to managers tosupport their staff with the change. If you would likemore information on the workshops, or otheropportunities to support the new staff mix, pleasecontact Betty Lundrigan at 570-2714.

Pilot ProjectRecognizing the potential impact of the nursing

staff mix change, a pilot project of the newly developedcare model was conducted to measure outcomes. Thepilot study was conducted for a six-month period in2008 (two urban sites and one rural site). �

To read more about the findings from this study, visitEastern Health’s intranet site and click on the

What’s Hot section

The intent is to provide total residentcare through a team-based approach,allowing employees to do what theywere trained to do, while at the sametime improving quality, effectiveness,and efficiency.

16

Results from the employee engagement survey came downhard on senior leadership in this organization. What’syour response to this?

It was harsh, but I think it was the reality of how employees werefeeling and as senior leaders we needed to know that. It means we havelots of work to do to improve our communications with employees andto improve the level of trust employees have in our senior team. We needto start communicating better, and we need to be clear about thedirections we are taking as an organization.

Are there any concrete plans in place to address the areasof concern raised in the employee survey?

Our senior executive team needs to be more visible throughout theorganization, which means we have to start getting out to more eventsand meeting with employees. One of the initiatives I’m excited about isthe initiation of town halls throughout the region. The town halls willprovide an opportunity for senior leaders to meet with employees in aface-to-face format, share important organizational information, andprovide employees with the opportunity to ask questions and provideinput into important organizational discussions and decisions.

Employees will also be hearing more from members of the seniorteam through Connect and we’ve also developed a new format for theLoop newsletter which is now being printed monthly for all employeesand will be distributed through each director’s office.

These initiatives were developed by the steering committee that hasbeen established to ensure the issues identified in the employeeengagement survey are addressed in a timely fashion. Members of thecommittee include representatives from across the organization.

Vickie Talks aboutSenior Leadership

I would like eachand every employeeto become the faceof Eastern Health –a confident,welcoming, andtrustworthy face.

Q

Q

17June 2010

Over the coming months you will hear more about some of the other actions we will take to improve ourinteraction with our employees.

It has often been said that Vickie Kaminski is the face of Eastern Health, and that’s who people wantto see and hear from. What’s your reaction this statement?

Employees and the general public need to understand that Eastern Health is more than just one person. EasternHealth has nearly 13,000 faces and each and every one of us is part of the same team. Senior leadership is only onepiece of the bigger picture – we are responsible for providing clear direction as we look to the future and determinehow best to provide safe, quality care and service to our patients, residents and clients. However, it’s our frontlineemployees and managers who are on the ground, interacting with the public, and bringing our vision and values tolife. We have to start working together, talking more, and learning from each other. That’s what I hope we canaccomplish.

I would like each and every employee to become the face of Eastern Health – a confident, welcoming, andtrustworthy face. �

Front - Back: Fay Matthews, Pat Coish-Snow, Vickie Kaminski, Beverley Clarke, Norma Baker, Louise Jones, Stephen Dodge,George Butt and Wayne Miller. Missing from the photo are Alice Kennedy, Carmel Turpin and Oscar Howell

Q

If you have comments, or if you have suggestions as to how seniorexecutive could better communicate with employees, send yourthoughts to communications@easternhealth.ca

18

Two of a Kind by MERVYN HOUSEPhotography by Phil Simms

The word “engagement” has been resonatingwithin the walls of Eastern Health for the pastseveral months and, although there is much

work to be done in this area, you can certainly findemployees around every corner of this organizationwho take pride in their work and are committed toproviding exceptional care and service.

Managers and physicians in Eastern Health’sprovincial Cancer Care Program regularly receive

letters, emails, and phone calls from patients and theirfamilies, thanking them for the tremendous care andsupport they have received from the cancer care team.

“There are a large number of outstanding peoplehere,” says Dr. Jonathan Greenland, RadiationOncologist with the Cancer Care Program. “SheilaCrawford and Susan (Suzy) Power are twowonderful examples of individuals who always takepatient care above and beyond what is expected.”

SHEILA CRAWFORD

SUZY POWER

19June 2010

Two wonderful examples of individuals who always takepatient care above and beyond what is expected.

As Divisional Manager,Radiation Therapy, Sheilaworks hard to ensure

patients are treated efficiently in atimely fashion regardless of theobstacles placed in her path.

“If patients have to travel, orhave other logistical problems withattending their appointment,Sheila routinely bends overbackwards to make the treatmentfit them instead of the other wayround,” says Dr. Greenland.

In addition to managing directpatient issues, Dr. Greenland saysSheila does an outstanding job ofmanaging her staff.

“She never complains nor hasa bad thing to say about anyone.She’s been doing this through timeswhen we’ve been severelyhandicapped by equipment andstaff shortages, and she somehowmanages to keep everything afloat.She’s pouring her heart and soulinto her work and it shows.”

Incredible people skills makeSuzy, Primary Nurse, RadiationOncology, stand out as anexceptional employee, according toDr. Greenland.

“She goes a step beyond theactual medical care of the patientand deals with the social and

psychological aspects of theirillnesses,” says Dr. Greenland. “She,in my opinion, is the best exampleof why a nurse-physician team inoncology is the way to go in cancertreatment. She brings professionaland personal skills that are oftenmore valuable to the patient thanmy radiation is.”

Sheila and Suzy both say theyget a great deal of job satisfactionfrom their work.

“I am inspired by the strengthof patients having to deal with notonly a cancer diagnosis, but withwork, friends and family duringthis most difficult time,” saysSheila.

Suzy agrees, adding “althoughcancer is a difficult journey, I ammost satisfied when patients gohome feeling content and acceptingthat they have received the bestpossible care.”

Suzy and Sheila have 35 yearsof combined experience with theCancer Care Program andacknowledge they have both seenmany advances in technology,treatment, survival rates anddelivery of care over those years.

“The Cancer Clinic is growingin leaps and bounds and in 25 yearsI have seen cancer care in this

province evolve into a leaderwithin Atlantic Canada. I am veryproud of this evolution,” Sheilaexplains.

In addition to the science ofcancer care, there is also an art,according to Suzy.

“There is a special skill-setrequired to deliver care to cancerpatients. We are lucky to beworking here,” says Suzy.

Neither Sheila nor Suzy arecontent with being singled out as“outstanding individuals” andpoint out the “village ofoutstanding people” it takes todeliver care to cancer patients inthis province. They both speakhighly of their team and feel thateveryone is well supported by theircolleagues, including clerical,personal care attendants, nurses,radiation therapists, andphysicians.

It is clear that the main goal ofthe Cancer Care Program is to dowhat’s best for the patients and, asindicated by both Sheila and Suzy,they have confidence that eachmember of the team shares in thissame goal everyday. �

20

by LISA BROWNEPhotography by Ed Vincent and Cynthia Farrell

DUANE PAULS

home

I like working in the communityand getting to see my clients intheir home environment. It givesme a unique perspective.

You’ve recently made a new friendwho invites you to his house. As youprepare for your visit, how do you

feel? Apprehensive? Excited? A number ofthings run through your mind. Will you beable to find the location? When you getthere, will you take off your shoes? When isthe right time to leave? Most of us havefaced these questions when we go tosomeone’s house for the first time.

Now imagine that’s your job – everyday. This is the case for many Eastern Health

employees who work in the community.And they wouldn’t have it any other way.

Duane Pauls is a BehaviourManagement Specialist (BMS) based inClarenville who works with children, youthand developmentally delayed adults.

“I like working in the community andgetting to see my clients in their homeenvironment. It gives me a uniqueperspective,” says Duane.

Using a BMS is voluntary, so most ofDuane’s encounters are very positive.

“My clients have to do the work in orderto see behavioral change,” says Duane. “I’mthere to guide them and help to presentsolutions but they do the work between myhome visits. It’s really a partnership.”

On the front

21June 2010

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Duane’s sentiments are echoed by Mental HealthNurse/Case Manager Mark Alyward who works withclients who have severe and persistent mental illness.

“Typically, my clients don’t respond well to traditionaltreatment,” explains Mark who is based in Bonavista, “andbecause of the nature of their illness, it makes sense thatI make home visits.”

Many of Mark’s clients face barriers to going to anoffice, such as no transportation, or they tend to secludethemselves because of the stigma associated with mentalhealth issues. While most of Mark’s visits are scheduled,he does drop-in on clients at times.

“If I have an established relationship with a client andI’m in the area, it might be appropriate to drop-in.Sometimes, it’s a necessity if clients don’t have a phone tobe able to schedule an appointment.”

For Burin-based Continuing Care Nurse JoannPittman, respect and adaptability are important toconsider when making home visits.

“When I’m in a client’s home, I’m very aware that it istheir environment and it’s where they are comfortable. Irespect their values and how they choose to live.”

Joann also brings out the practical side of makinghome visits. “If there’s bad weather and I’m visiting anelderly client whose post-cardiac, it’s quite possible thatthe driveway won’t be shoveled or salted. Then you mustthink of things like where can you park your car. Iremember one elderly client who couldn’t shovel and usedto put the shovel by the steps so I could shovel my ownway in!”

Joann also reflects on the challenges of working in thehome. “We don’t have access to things like lifts so we haveto be very adaptable in terms of how we do things.Animals are another aspect to home visits that can causeconcern,” says Joann.

For Duane, Mark and Joann, the rewards of workingin the community far outweigh the challenges. Showingempathy and respect for clients and establishing a rapportare keys to success in each of these roles. �

JOANN PITTMAN

MARK ALYWARD

It’s going to be a big year for Carla Williams. At work,Accreditation Canada will be here on September 12 toconduct our 2010 survey and at home, Carla’s daughter is

getting married. “Time flies when you’re having fun,” she says, smiling.Carla is not only the Manager of Accreditation with our

Quality and Risk Management Department, but she is also asurveyor for Accreditation Canada.

Carla was the Director of Resident Care at St. Patrick’sNursing Home when she was first approached about the idea of

23June 2010

by SUSAN BONNELLPhotography by Phil Simms

An Eastern Healthmanager uses hersurveyorexperience to getus ready foraccreditation

Connectingthe Dots

becoming a surveyor. Since that time, she hasconducted surveys all across Canada and abroad. “I’vehad the opportunity to go to pretty much every otherCanadian province; I’ve had the chance to teach; andI’ve had the opportunity to do international surveys. Shecounts among her most interesting trips visits to Kuwaitand Bahrain: “It’s just so interesting to see how they ‘do’health care!”

So how has being a surveyor impacted her work forEastern Health? For Carla, it’s a perfect opportunity to“connect the dots.”

“It’s been such a privilege to see inside other healthcare organizations, and to share practices and learnings.The struggles are the same everywhere – health caredelivery is challenging today. But it’s such a reciprocalexperience. I learn from other organizations and it helpsyou be more creative and bring different perspectivesback to your own organization.”

Accreditation has changed many times over theyears, says Carla, but the main focus has always beenon providing quality service and care.

“Accreditation is a purposeful and very relevantopportunity for an organization. We’re all very busy inhealth care but accreditation makes us periodically putthe brakes on and look at standards and best practices,to do a checkpoint to ask ‘how are we doing?’ and ‘arewe on the right road?’ I’m not sure that would happenotherwise.

“In the beginning, accreditation was verycompliance-oriented. I remember as a young nurse, thesurveyors were very ‘you must, and you will, and I’mchecking to see if you did’ – it could be veryintimidating! I remember in my day heading to patientrooms when the surveyors were around because the lastthing you wanted was to be put on the spot!

“It’s still a lot of work and there is this test called thesurvey, but accreditation has really evolved.”

This year, accreditation is going to look differentagain. With the transition from the old AIM programto the new Q-mentum program, frontline employees arefar more likely to find themselves involved in theprocess.

In the past, accreditations were focused onaccreditation teams – “the disciples” as Carla calls them– who prepared for the surveyors and were theirprimary point of contact during the survey period. Thisyear, the whole philosophy around accreditation haschanged. The goal is to make people from all across theorganization more aware, more involved and moreengaged in the process.

24

It’s been such a privilege to see inside other health careorganizations, and to share practices and learnings.

Insurance as simple as

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“We still have regionalinterdisciplinary teams focused on29 different sets of standards, butthis time, with the many changesto the accreditation program – theself-assessment is not onlycompleted by the accreditationteam, but also by many of our frontline staff. Accreditation Canadathen electronically generates aQuality Performance Roadmap,which has coloured flags as triggersto the team and the organization asto what it should be working on toimprove quality, risk and safety.Teams will use their roadmaps onan ongoing basis – this work doesnot end.”

During survey week, frontlineemployees across the organizationmay find themselves beingapproached by a surveyor. Thismay still sound intimidating, butCarla offers another perspective:“In my experience, most often staffappreciate the opportunity to meetwith the surveyors, because theyfelt excluded from it before.

“I always say to ouraccreditation teams that the role ofa surveyor is to be a sponge –absorbing as much of theorganization and its people as youcan so that you can do a good jobevaluating compliance. And youcan only do that by talking to the

people, to get their story.”Our surveyors will be

colleagues like Carla, working inother organizations, with the samechallenges and focus we have—improving the quality of serviceprovided.

“It’s got to translate to thebedside, because that’s where itreally happens.” �

To learn more, visit Eastern Health’sintranet site and click on the

Accreditation button

26

As a newborn baby draws its first breath andbegins the fascinating journey outside itsmother’s womb, the parents begin a journey as

well. The journey is filled with ups and downs as parentsand children learn to adapt to their new worlds together.

Helping to support children and families throughthis important journey are employees like ReneeWilliams.

Renee’s role as a social worker with Child, Youthand Family Services made her the perfect fit forinvolvement in the development of the first ever FamilyResource Centre (FRC) for Conception Bay South (CBS)and surrounding area.

As a member of the CBS and Area FRC SteeringCommittee, Renee brings knowledge and experiencefrom her job and ideas that make sense for the childrenand families of CBS.

“I have seen the benefits to families when they havesupports available to them in their own community andthat’s what a family resource centre will bring to theresidents of CBS,” she says.

An FRC enables communities to create and expandprograms that address priority health and socialdevelopment needs. Children and families receivesupport and education throughout prenatal, postnatal,infancy and childhood. Some of the benefits include:

• providing families with a supportive, childfocused place to bring their children;

• having programs for parents and children toavail of within their own community;

• providing a support network for parents toconnect with other parents; and

• providing parents and families with relevantinformation on parenting, child development,nutrition, etc.

Jillian Callan, Developmental and BehavioralPractitioner, also sits on the FRC Steering Committeeand says, “Working as a team with employees fromother disciplines provides the committee with increasedknowledge about how to best meet the needs of severalgroups within the community.”

Renee echoes Jillian’s statement.

by JEANETTE O’KEEFEPhotography by Phil Simms

Supporting the Journey

Employees Helpingto Build HealthyCommunities

27June 2010

“We can help build the foundation of the centre bybringing our professional knowledge and experienceforward,” says Renee. “Also I feel my knowledge of thegeographical area and resources available in thecommunity are a benefit.”

The CBS and Area FRC Steering Committee alsoincludes interested parents, representatives from theTown of Holyrood, Town of CBS, Chamber ofCommerce and other community groups.

Colleen Kearley, Child Health Coordinator withthe Health Promotion Division, sees how involvementin the FRC Steering Committee is not only benefitingthe community but also employees.

Staff learn that their work contributes to buildinghealthier communities.

“Having this experience gives our staff theopportunity to participate in a process which allows thecommunity to build its capacity and allows for people totake control over their own health – this is healthpromotion in action,” says Colleen.

This FRC Steering Committee is in the process ofhiring someone who will complete a needs assessmentfor the catchment area (Topsail to Makinsons). �

Health Promotion happenswhen we:� Provide support, education and

information to help people make healthychoices;

� Create safe and enjoyable environmentsfor work and play

� Encourage people to get involved andtake action in decisions that affect theircommunity’s health

� Make public laws and rules that keephealth in mind; and

� Create services that change the focusfrom illness to wellness.

Source: Ottawa Charter for Health Promotion,1986.

RENEE WILLIAMS JILLIAN CALLAN COLLEEN KEARLEY

28

Having worked on the frontlines early in his career,Dave Power, Manager

of Environmental Services at theL.A. Miller Centre, understood thevalue of involving frontlineemployees to enhance the trainingexperience for new hires.

“It is our frontline employeeswho are the real experts,” saysDave, who coordinates all trainingfor the Environmental ServicesDepartment in St. John’s.

Frontline staff, in collaborationwith the management team, havedeveloped a mentorship-styletraining program for new

employees which is very differentfrom anything that has been donein the past and has proven to be asweeping success.

The five-day training programincludes extensive in-class trainingon the equipment and chemicalsused at Eastern Health, along withthe detailed safety procedures to befollowed. Mentors then take newemployees through the process ofbed and patient room cleaningwhich takes place in mock patientrooms located at the Miller Centre.The remainder of the training isprovided on-site where the newemployees are assigned, and a

senior staff or mentor/trainer isclose by their side, right up to theend of the fifth day of the trainingperiod.

“Without [frontline]involvement, knowledge andexpertise, the mentorship programwould not be the success that it istoday,” says Dave. “The frontlinestaff that came on board to supportand assist with this programreceive nothing for their role asmentors and yet they haveembraced the program wholeheartedly.”

Geraldine Pike andDarlene Murphy are two ofapproximately 12 volunteertrainers involved in the program.

“The training offered today isfar better than what was in placewhen I started 15 years ago,” saysDarlene. “Staff today should haveno problem going into the ICU toclean the area after their training iscompleted.”

Geraldine has been workingwith Eastern Health for 25 yearsand notes that when she startedthere was no training provided toher at all.

“Today, new staff are moreconfident workers as a result oftheir training and less intimidatedthan we were years ago,” she says.

Geraldine and Darlene say

Volunteer Trainers include (L-R): Geraldine Pike, Vickie McGrath, Rosalind Keats,Phyllis Stanley, Dave Power, Loretta Steele, Darlene Murphy, Linda Patey andDianne Miller. Missing from the photo is Arlene McDonald, Betty Murray, JoanReid, Lillian Hynes, and Wes Mercer.

A Sweeping Successby MERVYN HOUSE

Photography by Phil Simms

29June 2010

DARLENE MURPHY

Without front-line involvement, knowledge and expertise, thementorship program would not be the success that it is today.

GERALDINE PIKE

they, along with the other trainers, share the same workvalues in wanting to do their very best each day and helpprovide new staff with the skills and confidencerequired to do their job.

“I treat my floor as if it was my home and thepatients here are my own family,” says Geraldine.

Darlene adds, “When I look back into a room, Iwant to know that it is clean. I want to make sure thereis no dust in the corners or anywhere else.”

The training program demonstrates a commitmentto providing quality service to employees and to thepatients, residents and clients we serve. At the end ofeach training year, managers and trainers meet as agroup to discuss their successes and whatimprovements need to be made for the following year.

“This program would not exist but for theinvolvement and hard work of these staff and I am veryproud of each of them,” says Dave. �

30

As we drift into the summer season and take timeto embrace the beauty of the earth’s new life, wemust also take time to consider how our daily

habits at work and at home are impacting theenvironment.

Maria Parmenter, Regional Waste ManagementCoordinator, is responsible for developing,implementing, and evaluating waste managementprograms for Eastern Health.

Part of Maria’s role is to address areas of concernsuch as biomedical, pharmaceutical, chemical,hazardous, confidential and general waste – with anemphasis on developing new avenues to promoterecycling for all of Eastern Health.

Maria works closely with occupational health andsafety coordinators to promote safety within theorganization through such things as training on sharpsand biomedical waste. She is also involved in thedevelopment of policies and safe work practices andprocedures within the organization.

Paper, cardboard and plastic have an impact on theenvironment and the amount of waste we produce as anorganization.

“Paper is huge,” says Maria. “We’re currentlyworking on a shredding contract which will standardize

the paper shredding process throughout the region. Allpaper will be shredded on site and then brought to arecycling depot.”

Although Maria is responsible for overseeing wastemanagement for Eastern Health, she says all employeeshave a role to play in managing the waste in their areaand ensuring we are acting in an environmentallyresponsible way.

“Employees should be aware of the amount ofpaper they are using during their work day and try tofind ways to cut down on that,” says Maria. “By printingdouble sided, filing emails electronically instead ofprinting, and ensuring all paper is placed in theappropriate grey recycle bins, we’ll make a big impacton the amount of waste that’s actually going to thelandfill.”

If you have questions relating to waste managementissues in your area, contact Maria Parmenter at 777-3004 or maria.parmenter@easternhealth.ca.

Managing Our Impactby JEANETTE O’KEEFE

Photography by Phil Simms

31June 2010

D I D Y O UKNOW ?

Help contribute to a greener future by:

Buying locally grown food. Take some time to visit local FarmersMarkets and learn more about the benefits of choosing locallygrown foods!

Changing at least one light bulb to a compact fluorescent. Thosequalified to ENERGY STAR® use about a

quarter as much electricity as a conventionallight bulb to produce the same amount oflight. Compact fluorescents cost a bit more thanincandescent, but they last up to ten times longer.

Taking a walk on the wild side. Go for a day hike on alocal nature trail and revel in the beauty and serenity

you are trying to preserve for future generations.

Turning off your computer when you are not using it. A home computer,monitor, and printer can use up to 200 watts of electricity. At both workand home, set your monitor to go into "sleep" mode if it is idle for morethan 5 minutes, and your computer to do the same after 15.

Carrying a cloth bag or keep one in your car. Avoid traditional plastic bags infavour of reusable totes. Most plastic bags wind up in landfill sites, where they can takeup to a thousand years to biodegrade. A cloth tote is durable, easy to carry and much more eco-friendly!

Celebrate Canadian Environment Week

MAY 30 - JUNE 5, 2010

From April 1, 2009 to February 28, 2010122,615.5 kg of biomedical waste wasshipped from Eastern Health sites to NewBrunswick for incineration.

From April 1, 2009 to February 28, 2010 -1,861,195.3 lbs. of shredded paper and 240,600lbs. of cardboard was collected from Eastern Healthsites and sent to a local recycling depot.

>>

http://www.johnson.ca/easternhealth