The OHC Rally for Public Healthcare at Queens Park is on Tueday, April 30 at noon.

The Chatham-Kent Health Coalition and the Sarnia Lambton Health Coalition  are sending buses to this
 important event, and we are asking you to join us!

The Ford government plans to re-structure healthcare by allowing privatization, amalgamation, movement
 of services, mega-mergers, closures and more. What services will be offered locally will be decided
 by Toronto. For-profit businesses will be allowed to apply to be the solitary provider of services in
 a particular region, eg LTC, diagnostic imaging, etc.

Local healthcare services and small rural hospitals are at risk! We believe that healthcare should 
remain public, accessible to all and local.

This Rally will make certain that our elected officials know that we do not want any privatization or
 cuts to our healthcare system!

Please grab a friend or loved one, grab a colleague, ask a church friend, take your child out of 
school to learn how democracy works, and join us!

This bus trip will be provided on a coach bus, equipped with a washroom, and is FREE! A light lunch 
will be provided. It is available to everyone.

Please call Shirley at 226-402-2724 for information and to reserve a seat on the bus;
 please share this email widely. 

I’m asking you to take a day of your life to support Public Healthcare! 

Bus from McNaughton Ave. Tim Horton, Wallaceburg on Tuesday April 30
leaving at 7:45am returning by 5:30pm

Thank you!
Warm regards,
Shirley Roebuck 
226-402-272

1) Welcome

2) Introduction of SOS Committee

3) Feedback / reaction / questions from those who attended CKHA's Open House Meeting.

4) Comments  re: CKHA Supervisor, Rob Devitt's  response to the 11 questions sent to him by SOS.  The questions and his response are available on the SOS website.

5) Question by Herb to Rob Devitt re: Services which are available at SDH.

6) Comments from former SDH Board of Directors:  Sheldon, Herb, George, Rex , Conrad,  (Kris is attending a wedding)

7) Report on  your 3-year  $10.00 membership fees?

8) Questions / comments from the audience.

9) Invitation to join SOS committee

10) Shirley Roebuck's report from local Health Coalition

8) Other business.

_{1)        Which of the investigator’s recommendations have you implemented and which have you not and why?}  

 _{The Investigator’s report only made one recommendation, to appoint a Supervisor.  This was done by the Minister on August 31, 2016}

_{2)       In the Courier Press on Jan. 19}^th_{, Ken Deane said that he would like to see what services could be located at the Wallaceburg Campus and work with the Ontario government to identify additional health-care services that are needed in the area and could be located at the site.}

_{Question:  What factors will be considered and what public input will be sought when you are looking at locating additional services at SDH?}

_{All our work is focused on the goal of building a strong organization ensuring quality, accessible care.  To achieve that, as part of the facility visioning process we will look to what services can appropriately be added to both sites. We continue to get public input through all of the various mechanisms we have set up for community engagement such as askckha.com, community open houses, feedback to our care teams, patient feedback surveys to name a few, and will look to this to help us shape our plans.  This process will also be based on things like appropriate clinical evidence, community need as reflected in health and demographic data, provincial and LHIN policy and the like}

_{3)      Will there be a further thorough review of the SDH structure for prolonging    the life of SDH  structure, at least in usable areas?} 

_{As part of the facility visioning process, the SDH structure will be assessed and we will try and identify priorities to extend the life of the building.  With limited resources, we want to ensure that every dollar we spend is going to achieve the maximum public benefit for front-line care for our community.}

 _{4)      What’s  happening to the SDH Vision which was approved by the former SDH Board and SDH Corporation members?}

 _{The SDH vision document has been shared with all members of the senior management team.  It will also be provided to the planning experts that we have retained to help us with the facility visioning process.  It is worth noting that many of the elements of that vision are already encompassed in the vision for the Wallaceburg campus that Rob Devitt and Ken Deane have been speaking of in recent months such as 24 hour emergency, diagnostic services, ambulatory clinics etc}

_{5)      What is the legal status of the former SDH Board and SDH Corporation who has paid for a three year membership when Rob Devitt completes his work as Supervisor?}

 _{The membership status of the organizations and their members will be determined as the broader question of overall corporate structure is decided.  Research is currently underway into best practices in terms of structure in Health care and specifically in southwestern rural Ontario.  We need a solution that works for Chatham Kent.  So we’re learning from other communities and determining what will be best for our community.} 

_{6)      What is/ will be the CKHA governance structure? How will SDH be represented? Closed Board versus an Open Board?}

         _{** If it’s a closed board, the Directors are chosen by the Supervisor/CEO, and thus are      "beholding " to them rather than the community. The former SDH Corporation    membership believed that an Open Board concept was representative of the community.}   

        _{That’s why 539 members paid for a three year membership so they would have a vote  in selecting the SDH Board. **}

_{A governance structure is still to be determined. We need a solution that works for Chatham Kent.  So we’re learning from other communities and determining what will be best for our community.  The last few months have been focused on stabilizing the organization given the serious issues described by the investigator and identified over the past few months that include financial health and management, leadership culture, staff engagement, workplace safety, the need for a renewed and consistent focus on quality of care, to name a few.}

_{7)      Why was the Rural Health Advisory Committee set up to not be part of governance and only have the CEO as an audience?    If this is not part of governance,}

_{-           how will its feedback be used?}

_{-          whose responsibility will it be to ensure proper reporting and accountability?}

_{-          have the five members been selected? If yes who are they?}     

 _{This Committee was organized following an analysis of other rural Ontario multi hospital systems and follows an approach used by a number of other organizations in the province.  The Committee will report to the Board through the CEO which is a typical model in progressive organizations.  Interviews for the citizen representatives are booked for early April.}

_{8)      Going forward how will the members/ public at large be kept informed on what is happening on a more regular basis?}

 _{In the last six months CKHA has introduced a number of mechanisms to keep the community informed including the askckha.com website and regular 60 day updates through local media.  It is anticipated that these sorts of mechanisms will continue.}

_{9)      On a monthly basis, CKHA is once again holding Mission & Quality Committee, Finance Committee and Board meetings. Which of these meetings are open to the public? Time and place.}

 _{In order to re-establish governance discipline and educate the new leadership team on good governance practices monthly meetings were re-introduced in October. In the early months we are focusing these meetings on developing best practice governance processes and practices, clarifying the differences between governance and management information and setting up appropriate due diligence and project follow-up processes.  As we strengthen of governance we will document everything in a new board policy manual which is being developed and will include an open board meeting policy.}

 _{Regrettably, regular meetings of important committees was not consistent in the prior couple of years, which was noted in the Investigator’s report.  For example, the Board Quality Committee did not meet for almost a year despite it being a required committee in law and there being a legal requirement to provide the hospital board with information about critical incidents at least twice per year.} 

_{10)   What guarantees can you give that SDH will be rejuvenated into an acceptable functioning hospital and regardless of form of governance that the history of the past will not be repeated?}

_{As we start to look at best practices in governance we are doing so wanting to ensure that the organization does not fall back into trouble.  Following best practices should minimize the risk that history repeats itself.  That said however, we will also explore mechanisms to provide ongoing coaching or audits to ensure that the organization remains on a positive trajectory once the governance pieces are developed.}

_{11)    What are the lessons learned from the past and how has each one of the lessons been incorporated in your management system for corrective action to  prevent a repetition of the past?}

_{*** Just a reminder to CKHA – if there is support and /or assistance that can be provided for SDH to help in the revitalization of SDH please do not hesitate to ask for our help. Please keep in mind that Wallaceburg and area, as part of CK, paid their share of money to the revitalization of the Chatham campuses through the donation made by CK on behalf of all taxpayers in CK. ***}

_{There are a number of lessons that can be learned from the CKHA experience.  In particular, there is one that stands out and this is “tone at the top”. This refers to the tone that is set by the board and influences decision making, stewardship, accountability, fiduciary duty, to name a few. For example, when a board does not utilize its quality committee, or raises the organization’s line of credit on a couple of occasions to meet ongoing operating costs without any plans to pay back the debt we need to understand why once the Supervisor’s oversight is complete, a detailed written report will be prepared and submitted to the Minister.  The province in the past has made these reports public so that the whole system can learn from  the CKHA experience.}

March 03, 2017

Hi Fannie

Could not find on CKHA website the dates and location of the CKHA  Town hall meetings.  Rob has indicated to Sheldon that Wallaceburg’s Town hall meeting would be on March 23rd and the info would be posted on CKHA website..

Would you provide the dates and locations of all proposed CKHA Town hall meetings so that I can post them on the SOS website?

What publicity format are you anticipating to inform the general public across Chatham-Kent?

Thanks

Conrad Noel, chair SOS

Response from Fannie Vavoulis on  March 03, 2017

Hi Conrad,

The list of events are posted on www.askckha.com under all the tabs of Governance, Financial Update, etc.

We are using this site as our means to communicate with the public on all things community engagement, finance and governance.

We are using social media and radio ads will be on CKXS in the coming weeks.

Thank you,

Fannie

Fannie Vavoulis

Director, Communications & Medical Affairs
Chatham-Kent Health Alliance

80 Grand Avenue West, P.O. Box 2030

Chatham, ON N7M 5L9

• the critical need for sustainability of healthcare services in small, rural and northern communities


• continued support for the policy that puts Patients First                   -and-


• continued support for governance of healthcare facilities and programs across the Province by the local communities they serve

1. Our Story – Our Future Progress Report to the Community (May 31, 2016)
2. Historical Timeline Update to Our Story – Our Future (January 20, 2017)
3. VISION for healthcare in the Sydenham - Bkejwanong - St. Clair District
4. MOHLTC Appointment of CKHA Investigator (June 8, 2016)
5. Investigator’s Final Report (August 8, 2016)
6. MOHLTC Appointment of CKHA Supervisor (September 1, 2016)
7. Engage – CKHA employee newsletter (December 6, 2016)
8. Open Letter to the Community by former Chair, SDH (December 7, 2016)

I am writing to you today on behalf of my constituents who fall within the hospital care catchment area of the Sydenham District Hospital (SDH). In particular, I have been approached by a number of concerned citizens relative to what they see as a somewhat pedestrian pace in terms of change and any improvements at Sydenham District Hospital since the Investigator's Report this past August.

As you are aware, the report noted conditions imposed by management and officers at the Chatham-Kent Health Alliance (CKHA) which put SDH communities and families at some risk:

The Boards have been complicit in administration's long pattern of decision- making regarding resource allocations that have resulted in the deterioration of SDH's physical plant and related ability to provide the program and services to its community in accordance with the Rural and Northern Healthcare Framework principles clearly set out in the Alliance Agreement.

After more than three months, I am certain a status report would be welcomed by the communities, the volunteers and the staff of Sydenham District Hospital. It is essential to keep them informed on the specific actions you have taken to date which address the issues referenced in the report, in addition to the issues arising after the report's publication regarding equipment, supplies, services and therapies available through the Emergency Department.

I have been advised by SDH staff members that there have been no changes, investments or improvements whatsoever since the Supervisor's report. If this is accurate, it is extremely disappointing to those who saw the Investigator's Report as a ray of sunshine in a decade and a half of darkness. The complexities of dealing with the long-term governance issues should not be a barrier to addressing the acute needs of SDH now.

The constituents in my riding certainly understand and appreciate the enormity of the task before you, in terms of remedying the years of systematic abuse suffered by the Sydenham District Hospital at the hands of the CKHA. They will continue to be patient; but they have been clear to me - that in the absence of real and immediate action to address the acute needs at SDH, patience and good will are apt to dissipate quickly.
Further, they accept that developing a governance model and addressing the current projected deficit are important issues. However, they are seeking assurances that patient and staff care is your first priority and not part of some grand, down-the-road consultant's report. And I must tell you, they are very concerned with the language they have heard to date, and in particular your comments in a November 8th Chatham Voice which were remarkably similar in tone and content to what they have been hearing for the past 16 years.
This needs to change. They want and deserve straight talk.

I hope you will receive this in the spirit it is intended. As a Member of Parliament, it is my duty to be the voice of my constituents on the issues which concern them most. This is the issue which concerns them most.
I would encourage you to provide an update, not through representatives, but directly to the communities and staff most affected in Wallaceburg. I would encourage you to do it without delay. "Soon", in my estimation, will not be a helpful response.

Bev Shipley
MP, Lambton-Kent-Middlesex

Despite not currently having an active role within the Chatham-Kent Health Alliance’s governance structure, Sheldon Parsons told the crowd at the Clubhouse at Baldoon he has not given up the fight.

“I am not done,” said the former chair of the Sydenham District Hospital board.

“This is not a swan song moment or a ‘get on your horse and ride into the sunset’ moment. There are challenges on our road ahead and I intend to be a part of the solution to meet those challenges head on.”

Parsons led the Wallaceburg hospital board during this past tumultuous year, which included: an investigator being appointed by the Province to look into the CKHA, a “damning” report released from the investigator, a supervisor being appointed to the CKHA, the CEO and COO leaving the organization, and a re-building effort started by the interim leadership.

Parsons credited his fellow board members while accepting his award.

“If I’m being recognized for my work with the hospital board, then many others need to share in that honour because the job is not a one-man show,” he said, mentioning former vice chair Conrad Noel, past chair Jeff Wesley, and former board members Kris Lee, George Lung, Herb John and Rex Isaac, and the “faithful and very supportive” 539 members of the Sydenham District Hospital Corporation.

Parsons has been committed to the community over the years: serving on municipal administration, Chatham-Kent council and volunteering with multiple groups, including the Wallaceburg Kinsmen, Wallaceburg Museum, Wallaceburg Minor Lacrosse and St. James Anglican Church.

________________________________________________________________________________

Posted Nov. 5th

The Chatham-Kent Health Alliance (CKHA) is faced with an uphill battle to balance their books.

Ken Deane

Ken Deane, the interim CEO with the CKHA, said they are looking at a “ball park” $2 million deficit this year.

“There is no question and it will come as no surprise that we have a deficit and deficits in and of themselves create significant challenges for hospitals,” Deane said, during a special meeting on Wednesday with the media.

“We need an on-going program to replenish equipment. There are only two sources of money for that. One is through the Foundation (of the CKHA) and the other is by generating a surplus each year. When you are running a deficit, obviously you don’t have money to buy equipment. We need to make sure that we have on-going mechanisms to identify, prioritize and re-invest in our organization as it relates to ensuring that we have equipment in place.”

Deane said the final deficit number may swing a bit between now and year-end, but it is a marker they’re projecting.

“So we need to have a mechanism in place for the next fiscal year to make sure that we address that,” he said.

“So our financial planning now will focus on what we need to do next year in the budget to make sure that we achieve a balanced budget. So we are bench-marking our performance against other hospitals to identify where there are opportunities to do things differently, better and more economically. That’s the process that we’re going in.”

Deane said himself, staff and the provincially-appointed supervisor for the CKHA Rob Devitt are working on fixing this shortfall.

“Underscoring that will be a process of ensuring that we have as much inclusivity of people within the organization to ensure that we have as many ideas as possible of how we can operate more efficiently and effectively,” Deane said.

Both Deane and Devitt held the special meting in Chatham this week to update the community about the work they have completed in the 60-plus days they have been on the job.

Watch for more coverage from the meeting on the Sydenham Current

_________________________________________________________________________________

Posted on Nov. 5

Article posted on Nov. 2 on Sydenham Current

CKHA Leadership Provides Update

The interim leadership of the Chatham-Kent Health Alliance provided an update about their progress to date at a special meeting held with the media.

Rob Devitt, the provincially appointed supervisor for the CKHA, and Ken Deane, the interim CEO, led an open-dialogue discussion and fielded questions at the meeting, which comes approximately 60 days after both started working at the CKHA.

Visits to Wallaceburg

Devitt said they have both visited the Sydenham Campus in Wallaceburg a number of times in the past two months.

“We’ve met with a number of people there. Our call of action to our Quality Committee and our Medical Advisory Committee has been we need to make sure we continue to provide safe, good quality, cost effective care everywhere we deliver care. Until something says otherwise, that is what our focus is on… continuous improvement,” Devitt said.

“When we go through the planning process we’ll figure out. The Wallaceburg site offers some complexity in terms of what are the mix of programs, what are the services, is it that site, that’s a big question. But we can’t just jump to that. We’ve got to start with what is the right process to come up with a vision to answer those questions.”

Devitt said many people want to know what the end result will be.

“If you’re at a stop sign idling and you pop the car into sixth (gear) and you try to start, you know what happens,” he said.

“And yet for many people, the way they frame their thinking, is ‘what does it look like when you’re in sixth’, but you have to go first, second, third, fourth, fifth (gear) before you go to sixth.”

Working on new vision

Devitt said he has been working on creating a governance structure for the CKHA, but has been wrapping his head around the myriad of plans and reports created for both CKHA campuses.

“I’ve now gone back and reviewed the plans that were submitted in the spring time,” he said.

“I’ve reviewed the Imagine plans, which were developed back in 2012. I’ve reviewed engineering reports. So now I’ve got all that stuff in my head and I’m now trying to figure out what is the best path forward to come up with an exciting vision that is not only going to meet the need of the entire Chatham-Kent community, but one that is going to be inspiring and exciting and one that everyone wants to be a part of.”

Devitt said they are working with architects, and engineers to help them work towards their vision.

“We’re now looking at how to we get the right expertise to work with us to develop that,” he said.

“Not throw everything out because a lot of resource has been invested, time and money with all of the studies over the years, but how do we come up with something to go forward and something that is going to be affordable. If we develop plans that are not affordable for the local community and the Province of Ontario, then we might as well not have a plan, because if it’s not affordable than it’s not going to move ahead. We’re now starting discussions with architects, engineers to get proposals from them, not on the vision, but on what process would go through with us to develop that vision.”

Both Deane and Devitt spoke extensively about their search for a full-time CEO, the transition with a new CEO, their work-to-date on a new governance structure, capital planning and the financial situation at the CKHA.

Watch for follow-up stories focused on these topics on the Sydenham Current..

__________________________________________________________________________________

Chatham-Kent Health Alliance         MEMORANDUM

DATE: October 17, 2016

TO:        Staff, Physicians and Volunteers

FROM: Ken Deane, President and CEO (Interim)

RE:        Executive Leadership Restructuring

In reviewing the hospital's organization structure and the needs of the Chatham-Kent

Health Aliiance going forward, it is necessary to achieve a more balanced focus across

three important and inter-related priorities;

•     delivering programs and services effectively and efficiently:

•     supporting staff and a renewed emphasis on a healthy workplace; and

•     improving operating performance.

Achieving a more balanced focus requires a new executive leadership structure. This

means we are moving away from having a Chief Operating Officer position. As a result

of this restructuring Sarah Padfield has left the organization On behalf of the

organization I thank Sarah for her service and contribution to CKHA.

Willi Kirenko continues in her Vice President and Chief Nursing Executive role with

responsibility for clinical programs and services including pharmacy, laboratory

services, and diagnostic imaging,

Debbie Ancocik has been appointed Vice President with responsibility for human

resources, occupational health and safety, partnerships and system integration.

We will also recruit a Vice President who will be responsible for finance, decision

support, hospital information management, and operations.

MEMORANDUM

To:                        Staff, Physicians and Volunteers

From:                   Rob Devitt, Supervisor & Ken Deane, President & CEO (Interim)

Date:                    Octiber 19, 2016

Re:                       Update to Organization

Last montii we shared with you two l<ey areas of focus (a) understand the organization and the

pressures it faces and (b) to ensure a strong focus on workplace culture and wellness. Today,

we'll build on that update but first we once again wanted to remark on the warm and patient

centred staff we have met. Thank you to everyone who continues to stop us to say hello or

share their experiences with us. This has been a welcomed and valued experience for us both.

From these interactions, we recognize that people are anxious to understand the process

underway and to see outcomes. This comes as no surprise to us. We know that during times of

uncertainty, this is'a normal reaction and we want to be sensitive to the needs of our internal

community. At the same time, this is not a process that should be rushed. Change takes time if

it is-to be done properly. To support your interest in activities and changes underway, we will

continue to bring updates in this format and by video on a fairly regular basis. Our thinking is

that general updates will be issued every 6-8 weeks with additional communication as needed,

i

Understanding the Organization and its Pressures:

A big priority was to put back in place governance structures that aliow us to execute the duties

of the boards and help to guide the operations of the hospital. We have now held our first

Quality and Finance Committee meetings as well as another meeting of the Medical Advisory

Committ meetings were opportunities for us to continue to build an understanding of

the Hospitals' performance, challenges and opportunities and Introduce new reporting

mechanisms and models to bring stronger governance to the hospitals. Board meetings and

structures drive interna! systems and processes. The board's role is to ask questions and make

requests of administration to bring forward options and recommendations to better serve the

organization and our patients through the quality of care we deliver. When the consistency and

oversight of the beard is lacking, it affects other internal mechanism so it was critically important

for me to get things back on track as soon as possible.

We are pleased to announce that we have just secured a search firm to begin recruiting a new

CEO and we expect to see the process fully underway by the end of October. Incidentally, this

same firm is also going to be available to us when we are ready to recruit board members.

LHIN seeking input

__________________________________________________________________________________

Wallaceburg, July 1st, 2016

An organizational meeting following the Annual General Meeting (AGM) of the Sydenham District Hospital Corporation was held on June 30th, 2016. Presiding Chair Fraser Burgess, Chair of the Sydenham District Hospital Foundation supervised elections for the position of Chair and Vice Chair for SDH.

Re-elected were Sheldon Parsons as Chair and Conrad Noel as Vice Chair.

In other business, appointments to various committees were made.

Directors Herb John, Rex Isaac and Kris Lee were appointed to the CKHA Mission and Quality Committee. Conrad Noel was appointed to the CKHA Finance and Audit Committee. George Lung was appointed to the CKHA Medical Advisory Committee.

George Lung continues as Chair of the SDH By-Law Committee and is joined by Herb John and Kris Lee. Conrad Noel continues as the Chair of the SDH Membership Committee and is joined by Rex Isaac. Both SDH Committees are able to nominate other non-directors to their committees for 2016- 2017.

Also in other business, the SDH Board approved a recruitment of an (Interim) lead Physician to serve the needs of the Sydenham Campus. Recruitment for this important position will begin immediately.

-30-

Sydenham District Hospital was built in 1955. It was managed by a Hospital Board until 1997 when it joined an Alliance of three Boards - Public General Hospital (PGH) and St. Josephs Hospital (SJH) in Chatham and Sydenham District Hospital (SDH) in Wallaceburg. All three Boards maintain their individual corporate statuses but have agreed to manage a shared administration and an integrated hospital services system.

Media enquiries - Sheldon Parsons, Chair, SDH Board         519 359-1969

SYDENHAM DISTRICT HOSPITAL BOARD

Internal Recruitment Notice

(INTERIM) LEAD PHYSICIAN

The Sydenham District Hospital Board requires a (Interim) Lead Physician to manage and coordinate physician staff, services and programs at the Sydenham Campus of the Chatham-Kent Health Alliance.

The successful candidate must be a practicing physician in Ontario, have worked in a team environment and have knowledge and experience of both family and emergency medicine.

The (Interim) Lead Physician will report to the Sydenham District Hospital Board and coordinate with Chatham-Kent Health Alliance's Chief of Medical Staff and Medical Advisory Committee on all clinical matters relating to staff and services at Sydenham Campus including quality of care and patient safety.

The successful candidate will be expected to report and recommend on services and programs within the Sydenham - Walpole - St. Clair District that are required to serve the needs of patients and residents within the communities that the campus serves and that constitute expected services within the Small, Rural and Northern Hospital framework.

Interested applicants are asked to submit an expression of interest on or before July 15th, 2016 to:

Sheldon Parsons, Board Chair

Sydenham District Hospital Board

259 Margaret Avenue

Wallaceburg ON N8A 2A4

_________________________________________________________________________

Provincial probe a massive job

Chatham Voice  Jim Blake

July 1, 2016

The provincial health ministry’s examination into the governance of the Chatham­ Kent Health Alliance has the potential to not only resolve the issues of the past and present but re­establish public confidence in how the CKHA is being operated.

To do so, however, it will need to examine not only the friction between the boards but also how the differencing levels of support for CKHA administration led to an unparalleled split which has rendered the organization an alliance in name only.

The relationship between the two Chatham boards and administration seems to be one based not so much on governance as it is devout reverence.

The relationship between the SDH board and administration has become one of distrust and a nearly total lack of communication.

The resulting fallout has seen administration introduce questionable medical rationale for its plans, publicly create an “us vs. them” attitude about staff, withhold information which

doesn’t back its perceived vision and leave unanswered allegations of a million dollars in funding which didn’t reach this community.

The SDH board publicly remains committed to working things out with the Chatham boards, something the Chatham board has called virtually impossible.

In a bizarre move, the CKHA recently spent nearly $10,000 on a post­card telling the community what a wonderful job it is doing. Most of the information had already been made public in the media, however, not apparently to the liking of CKHA top officials.

It was a vanity exercise reminiscent of CEO Colin Patey’s public assertion that he’s doing a “damn fine job” except it came with a hefty (to most of us) price tag.

At a time when health care funds are supposedly difficult to come by and the Alliance remains above average in administration costs, (although numbers have reduced) the CKHA also announced it had hired a nationally known polling firm to conduct a survey on Alliance perception in the community.

Given its well­ established reputation for promoting information it believes improves its image, and burying information to the contrary, the poll would be virtually useless without full disclosure.

If the CKHA is concerned about public perception, it needs to address some level of transparency.

Board members elected in secret meetings, the use of information as a weapon, an obsession with image, closed door lobbying, questionable appointments, a refusal to give staff credit for outstanding performances and more have led us to the situation we’re in.

Where is the will to lead us out?

LHIN appoints investigator to look into CKHA

Sydenham Current, Aaron Hall

June 10,2016

The Minister of Health and Long-Term Care, has appointed Bonnie Adamson as an Investigator to work with the Chatham-Kent Health Alliance (CKHA).  Bonnie Adamson, former President and CEO for London Health Sciences Centre, North York General, the Huron Perth Hospitals Partnership, has accepted the appointment and will be working with the three CKHA hospital Boards.

“We are confident that the hospital Boards will be assisted by the work of Ms. Adamson and that they will work towards mutually agreeable solutions. Ensuring quality patient care is our first priority; we have full belief that the CKHA boards will work with the Investigator to begin to rebuild public confidence,” stated Ralph Ganter, Acting Chief Executive Officer, Erie St. Clair LHIN.

The recommendation for the Investigator was initiated by the Erie St. Clair LHIN in order to ensure public confidence in the governance model for hospital services in Chatham-Kent.

Bonnie Adamson will investigate, evaluate and make recommendations to the Minister of Health and Long-Term Care on the proposed changes in governance and services at the Chatham-Kent Health Alliance.

More details from 1 p.m. press conference:

– The Minister of Health, Dr. Eric Hoskins, has appointed an Investigator to Chatham-Kent Health Alliance (CKHA)

– Letters were transmitted to each of the board chairs of the alliance approximately 75 minutes ago notifying them of the appointment

– At this time, the ESC LHIN and MOHLTC do not support the request to dissolve the current governance relationship of the Alliance

– All possible avenues for reconciliation need to be explored; in the best interest of patients and the community

– The recommendation for the Investigator was provided by the Erie St. Clair LHIN to the Minister of Health and= Long-Term Care, in regards to community concerns around the future of health care at the Chatham-Kent Health Alliance’s sites

– In order to obtain an objective and independent third party review, an Investigator was proposed as the most appropriate recommendation at this time

– Following the recommendation from the Erie St. Clair LHIN to the Minister of Health and Long-Term Care, an Investigator has been appointed to work with the Chatham-Kent Health Alliance

– This action will ensure sound management and governance at the Hospitals, and ensure there’s no impact on patient care quality for the community

-Appointing an Investigator will ultimately strengthen the Hospitals’ governance, accountability, and ability to deliver the best possible care to their patients

– According to the Terms of Reference provided, “The Investigator” will examine and report on issues related to the governance and management of Public General Hospital Society of Chatham (PGH), St. Joseph’s Health Services Association of Chatham (SJH), and Sydenham District Hospital (SDH) [known collectively as the “Chatham-Kent Health Alliance” (CKHA)].”

– The Investigator does not assume the authority of the current Hospital Boards or senior management of the Hospitals

– As noted in the Terms of Reference, the Investigator will: Identify new strategies and/or next steps to respond to issues identified in the investigation including a governance model or models for hospital services in Chatham-Kent

– And investigate, evaluate and make recommendations on the quality of service, the service protocols and the capabilities of the PGH and SDH Emergency Departments and the support relationship required of the SDH Emergency Department with the PGH Emergency Department

Next steps:

– Timelines with key milestones to be developed by the Investigator

– The Minister will receive advice from the Investigator

– Appropriate action will be determined following the review

– Information, if available, will be found at: www.eriestclairlhin.on.ca

More information:

– Here is a copy of the Terms of Reference for this investigation

– Here is a copy of the media briefing notes from the press conference held on Friday

– Here is a link to the full biography of Adamson

Posted June 6th