Get the facts straight with this quick FAQ rundown on the WW Partners in Health initiative. Don’t find your question here? Please email us, and we’ll be happy to get right back to you. We’re doing great things together - let’s get the word out!
- How could the Board of Governors and the Senior Administrative Team at Cambridge Memorial Hospital develop their Hospital Improvement and Recovery Plan if they just received the Final Report from the Operational Review Team on June 30?
- What is the cost of the Operational Review and who pays for it?
- What is the purpose of the Cambridge Memorial Hospital Operational Review?
- Why has the WWLHIN appointed an Operational Review Team at CMH?
- I’ve heard that CMH is being turned into an urgent care facility. Is this true?
- How will I find out what the Review Team’s findings are?
- Does the hospital have representation on the Operation Review Team?
- Why does the Terms of Reference include a review of the governance of the hospital?
- Who is this Review Team? How can they understand my community’s needs?
- Has the WWLHIN approved Cambridge Memorial Hospital’s budget plans for 2008 – 2009 and 2009-2010?
- When did Cambridge Memorial Hospital indicate that their deficit was growing larger than $1.5 million?
- Why are hospitals experiencing a deficit position?
- How do hospitals decide on what plans to implement to achieve a balanced budget?
- Hospitals across the province are dealing with deficits, with some now indicating they are going to have to close beds and lay-off nurses and other patient caregivers. Is that going to happen locally?
- Is the WWLHIN going to seek additional dollars from the Province of Ontario to assist hospitals in dealing with their budget shortfalls?
- Does the Operational Review Team at CMH have an impact on the hospital building project?
Q – How could the Board of Governors and the Senior Administrative Team at Cambridge Memorial Hospital develop their Hospital Improvement and Recovery Plan if they just received the Final Report from the Operational Review Team on June 30?
A – On June 1, 2009, the Operational Review Team provided a draft copy of its Report to both the WWLHIN and CMH. Both organizations were asked to submit comment on the Draft Report to the Operational Review Team by end day, June 4.
On June 3, CMH's CEO sent a letter to the WWLHIN asking for an extension to provide comment to the Operational Review Team regarding the Draft Report. In addition, CMH requested the WWLHIN to postpone the release of the Final Report, which was scheduled for Monday, June 8 at the WWLHIN's Board Meeting, Open Session.
To support CMH in its efforts, the WWLHIN Board of Directors honoured the request by CMH to extend the timeline to provide comment on the draft Report to end of day June 12. The WWLHIN Board of Directors also agreed to postpone the release of the Final Report until June 30, at a Town Hall Meeting.
Vickie Kaminski, Team Lead, Operational Review Team noted at the Town Hall Meeting on June 30, that the Final Report had only minor revisions from the Draft Report originally sent to both CMH and the WWLHIN on June 1. The information released publicly by the Operational Review Team was first shared with CMH on June 1.
A – On June 1, 2009, the Operational Review Team provided a draft copy of its Report to both the WWLHIN and CMH. Both organizations were asked to submit comment on the Draft Report to the Operational Review Team by end day, June 4.
On June 3, CMH's CEO sent a letter to the WWLHIN asking for an extension to provide comment to the Operational Review Team regarding the Draft Report. In addition, CMH requested the WWLHIN to postpone the release of the Final Report, which was scheduled for Monday, June 8 at the WWLHIN's Board Meeting, Open Session.
To support CMH in its efforts, the WWLHIN Board of Directors honoured the request by CMH to extend the timeline to provide comment on the draft Report to end of day June 12. The WWLHIN Board of Directors also agreed to postpone the release of the Final Report until June 30, at a Town Hall Meeting.
Vickie Kaminski, Team Lead, Operational Review Team noted at the Town Hall Meeting on June 30, that the Final Report had only minor revisions from the Draft Report originally sent to both CMH and the WWLHIN on June 1. The information released publicly by the Operational Review Team was first shared with CMH on June 1.
Q – What is the cost of the Operational Review and who pays for it?
A – The WWLHIN has agreed to share the costs of the Operational Review with Cambridge Memorial Hospital. The WWLHIN will pay for the costs associated with the Operational Review Team members. The costs that CMH has incurred as part of the Review, as an example by hiring consultants, and making staff changes, will be the responsibility of the hospital.
The cost to the WWLHIN to date (May 28, 2009) is $26,000.
A – The WWLHIN has agreed to share the costs of the Operational Review with Cambridge Memorial Hospital. The WWLHIN will pay for the costs associated with the Operational Review Team members. The costs that CMH has incurred as part of the Review, as an example by hiring consultants, and making staff changes, will be the responsibility of the hospital.
The cost to the WWLHIN to date (May 28, 2009) is $26,000.
Q – What is the purpose of the Cambridge Memorial Hospital Operational Review?
A – The purpose of the Operational Review is to gather a team of industry experts to collectively and collaboratively explore opportunities for the hospital to develop a fiscally sound plan for the future that is well positioned to ensure a healthy community for years to come. This is a coaching session in essence, and an opportunity to draw on the expertise of other health care leaders who have faced similar challenges to those facing CMH. This is a regular process and happens as hospitals look for creative solutions.
A – The purpose of the Operational Review is to gather a team of industry experts to collectively and collaboratively explore opportunities for the hospital to develop a fiscally sound plan for the future that is well positioned to ensure a healthy community for years to come. This is a coaching session in essence, and an opportunity to draw on the expertise of other health care leaders who have faced similar challenges to those facing CMH. This is a regular process and happens as hospitals look for creative solutions.
Q – Why has the WWLHIN appointed an Operational Review Team at CMH?
A – The WWLHIN recognizes that the CMH administrative team has worked hard to find solutions to have a balanced budget. The Operational Review Team will offer the hospital assistance to review a number of strategies to meet its obligations to the patients it serves by continuing to provide quality care, within its approved and planned funding allocations. The Team, along with the WWLHIN, is working in partnership with the hospital so it can be successful in its mission.
A – The WWLHIN recognizes that the CMH administrative team has worked hard to find solutions to have a balanced budget. The Operational Review Team will offer the hospital assistance to review a number of strategies to meet its obligations to the patients it serves by continuing to provide quality care, within its approved and planned funding allocations. The Team, along with the WWLHIN, is working in partnership with the hospital so it can be successful in its mission.
Q – I’ve heard that CMH is being turned into an urgent care facility. Is this true?
A – No. The Operational Review Team comes to the table with no biases, preconceived notions. It would be impossible to say at this point, before for the process even begins, to assume any specific outcome. The team will build recommendations from the inside out, working with the hospital and developing a deep understanding of its challenges, strengths, opportunities and weaknesses. No commitments can be made at this time to any specific outcomes as the Review Team has not issued its report.
A – No. The Operational Review Team comes to the table with no biases, preconceived notions. It would be impossible to say at this point, before for the process even begins, to assume any specific outcome. The team will build recommendations from the inside out, working with the hospital and developing a deep understanding of its challenges, strengths, opportunities and weaknesses. No commitments can be made at this time to any specific outcomes as the Review Team has not issued its report.
Q – How will I find out what the Review Team’s findings are?
A – The Review Team will issue its report to CMH and WWLHIN, and then it will be made public. After receiving the final report, the hospital will develop its improvement plan for consideration by the WWLHIN.
A – The Review Team will issue its report to CMH and WWLHIN, and then it will be made public. After receiving the final report, the hospital will develop its improvement plan for consideration by the WWLHIN.
Q – Does the hospital have representation on the Operation Review Team?
A – The hospital put forward a nominee to be part of the Operational Review Team. This individual is a senior leader at an Ontario hospital. In addition, CMH’s staff will work closely with the Review Team as it is an important part of this two-way collaborative process.
A – The hospital put forward a nominee to be part of the Operational Review Team. This individual is a senior leader at an Ontario hospital. In addition, CMH’s staff will work closely with the Review Team as it is an important part of this two-way collaborative process.
Q – Why does the Terms of Reference include a review of the governance of the hospital?
A – Governance is essential to the overall operations of the hospital, as its Board of Governors set the vision and strategic planning for the organization, as well as the process for how decision making is done throughout the organization.
A – Governance is essential to the overall operations of the hospital, as its Board of Governors set the vision and strategic planning for the organization, as well as the process for how decision making is done throughout the organization.
Q – Who is this Review Team? How can they understand my community’s needs?
A – The Review Team is made up of hospital and health care senior leaders from across the Province. The team lead Vickie Kaminski, for example, has worked through a similar process in her role as President and CEO at Sudbury’s regional hospital. Vickie, and the whole team, believe in the collaborative, proactive approach that is fundamental to the success of an Operational Review.
A – The Review Team is made up of hospital and health care senior leaders from across the Province. The team lead Vickie Kaminski, for example, has worked through a similar process in her role as President and CEO at Sudbury’s regional hospital. Vickie, and the whole team, believe in the collaborative, proactive approach that is fundamental to the success of an Operational Review.
Q – Has the WWLHIN approved Cambridge Memorial Hospital’s budget plans for 2008 – 2009 and 2009-2010?
A – As part of the Hospital Service Accountability Agreements (H-SAA), all hospitals are required to achieve balanced budgets. CMH negotiated its H-SAA with the WWLHIN for the first time in 2008. The hospital signed its H-SAA on July 28, 2008, and agreed to manage an in-year projected deficit of $1.5 million in 2008-2009. Cambridge Memorial Hospital also agreed in that signed agreement to achieve a balanced budget for the 2009-2010 fiscal year.
The outcome of the Operational Review will be the creation by the hospital of a plan to ensure high quality care within their allocations. The WWLHIN will review the plan. Approval will come at the completion of the process.
A – As part of the Hospital Service Accountability Agreements (H-SAA), all hospitals are required to achieve balanced budgets. CMH negotiated its H-SAA with the WWLHIN for the first time in 2008. The hospital signed its H-SAA on July 28, 2008, and agreed to manage an in-year projected deficit of $1.5 million in 2008-2009. Cambridge Memorial Hospital also agreed in that signed agreement to achieve a balanced budget for the 2009-2010 fiscal year.
The outcome of the Operational Review will be the creation by the hospital of a plan to ensure high quality care within their allocations. The WWLHIN will review the plan. Approval will come at the completion of the process.
Q – When did Cambridge Memorial Hospital indicate that their deficit was growing larger than $1.5 million?
A – In November 2008, the WWLHIN staff met with CMH’s administrative team as part of the LHIN’s regularly scheduled quarterly meetings. At this time, CMH indicated that its deficit for this fiscal year was going to be much larger than projected and was anticipated to be $3.6 million.
A – In November 2008, the WWLHIN staff met with CMH’s administrative team as part of the LHIN’s regularly scheduled quarterly meetings. At this time, CMH indicated that its deficit for this fiscal year was going to be much larger than projected and was anticipated to be $3.6 million.
Q – Why are hospitals experiencing a deficit position?
A – Health Service Providers, including hospitals, are not immune to the difficult economic climate that is impacting the global economy. Hospitals, like everyone else, are required to live within their means.
We’ll be working with all health service providers to ensure that we are doing everything we can to protect the quality of our public health care. We are confident that we can work together to rise to the challenge of the current fiscal situation.
A – Health Service Providers, including hospitals, are not immune to the difficult economic climate that is impacting the global economy. Hospitals, like everyone else, are required to live within their means.
We’ll be working with all health service providers to ensure that we are doing everything we can to protect the quality of our public health care. We are confident that we can work together to rise to the challenge of the current fiscal situation.
Q – How do hospitals decide on what plans to implement to achieve a balanced budget?
A – Hospitals first look at changes that have a lower direct impact on patient care. Hospitals across the province have been reducing costs in areas such as administration, food services, and others for many years. They continue to seek opportunities in these areas.
They are also prioritizing patient care programs and services so the core services are delivered in a safe environment and can be sustained. This is different for each of the hospitals as they provide a variety of programs and services to meet the needs of the communities they serve.
The senior leaders from each of the eight hospitals in Waterloo Wellington along with the Waterloo Wellington Community Care Access Centre and the WWLHIN are committed to working together to look at system opportunities to continue ensuring access to health care services.
A – Hospitals first look at changes that have a lower direct impact on patient care. Hospitals across the province have been reducing costs in areas such as administration, food services, and others for many years. They continue to seek opportunities in these areas.
They are also prioritizing patient care programs and services so the core services are delivered in a safe environment and can be sustained. This is different for each of the hospitals as they provide a variety of programs and services to meet the needs of the communities they serve.
The senior leaders from each of the eight hospitals in Waterloo Wellington along with the Waterloo Wellington Community Care Access Centre and the WWLHIN are committed to working together to look at system opportunities to continue ensuring access to health care services.
Q – Hospitals across the province are dealing with deficits, with some now indicating they are going to have to close beds and lay-off nurses and other patient caregivers. Is that going to happen locally?
A – The local hospitals’ leadership teams, including doctors, and boards are doing a great deal of work to look at all options. They are having to make some very difficult decisions and that is why they are taking the time to do the appropriate reviews. This could mean changes in delivery of services in our hospitals. Steps will be taken to minimize the impact on patients and staff.
A – The local hospitals’ leadership teams, including doctors, and boards are doing a great deal of work to look at all options. They are having to make some very difficult decisions and that is why they are taking the time to do the appropriate reviews. This could mean changes in delivery of services in our hospitals. Steps will be taken to minimize the impact on patients and staff.
Q – Is the WWLHIN going to seek additional dollars from the Province of Ontario to assist hospitals in dealing with their budget shortfalls?
A – We will be working with the Province to ensure that we are doing everything we can to protect the quality of our public health care system. At this time, we have no indication that there will be additional funds to assist with the hospital deficits and; therefore, we continue to work in partnership with all our health service providers to facilitate the delivery of high quality health services within approved and planned allocations.
A – We will be working with the Province to ensure that we are doing everything we can to protect the quality of our public health care system. At this time, we have no indication that there will be additional funds to assist with the hospital deficits and; therefore, we continue to work in partnership with all our health service providers to facilitate the delivery of high quality health services within approved and planned allocations.
Q – Does the Operational Review Team at CMH have an impact on the hospital building project?
A – The WWLHIN continues to work with Cambridge Memorial Hospital to identify and support its facility needs. The Operational Review process will help identify those services and programs. Having this clear direction will further support CMH's building project submission being made to the Provincial Government.
A – The WWLHIN continues to work with Cambridge Memorial Hospital to identify and support its facility needs. The Operational Review process will help identify those services and programs. Having this clear direction will further support CMH's building project submission being made to the Provincial Government.