Wait Times Improving At ThePembroke Regional Hospital

Significant changes in the way patients are seen at thePembroke Regional Hospital’s Emergency Department arehelping to reduce wait times and improve patientsatisfaction.

While patients still sign in and undergo assessment bythe triage nurse, those with simpler, lower acuity issuesmay be seen in an expanded part of the ED withadditional physician and nursing resources.

Referred to as “Zone B”, the streamlining of care in theED is part of a series of planned improvements at PRHwhich will improve patient flow throughout the Hospital andultimately improve patient satisfaction with each hospitalexperience.

Already, the outcome has been positive. In fact, for thefirst three months during which Zone B has beenoperational (October, November and December, 2012), theaverage wait time in Zone B, based on approximately4,400 patient visits, was one hour and 17 minutes. Duringthe same period, the overall wait time for all lower acuitypatients in the ED has been reduced by a full hour.

Michelle Godsell, Manager ofthe ED and Intensive Care Unitsaid there has been goodfeedback from Zone B, which isstaffed during daytime hours fromMonday to Friday. “The ED teamis very pleased with the newprocess and feel it has improvedquality care for all patients,” shesaid.

Dr. Sonia Fawcett, one of thephysicians who has been providingcare in Zone B, said that onaverage she has been seeing between 20 and 30 patientsper day. “I really like it, there is a much more relaxed pacehere where, as a physician, you have a good opportunityto talk to the patient and get to know them. For example wehave a lot of women coming in for pregnancy related careand in Zone B we have a good opportunity to talk to themand educate or explain things to them in greater detailwhich they really appreciate,” she said.

“Previously there wasn’t always the same opportunitybecause there is so much going on in the ED and the moreacute patients take priority,” Dr. Fawcett said.

Registered Practical Nurse Greg Tate who works in ZoneB said that overall, people love it. “I’ve heard nothingnegative about the process. In fact, this morning a womanwas in and out within 30 minutes and she was ecstatic,” hesaid. Mr. Tate also spoke positively about the good use ofresources and the fact that patients are pleased that thereare seamless connections to other services within thebuilding as well as the ability to link with other specialists inOttawa.

“There is no doubt that the extra resources madeavailable through Zone B have increased the satisfactionof all emergency department patients,” said Dr. TomHurley, Chief of Emergency Medicine. “Clearly those withlower acuity issues are being seen more quickly, butperhaps more importantly, having Zone B available hasallowed for more efficient treatment of the critically ill andinjured who require the services of the main emergencydepartment,” Dr. Hurley said.

Pembroke Regional HospitalWinter 2013 Edition

Phone (613) 732-2811 Fax (613) 732-9986 Email pr@pemreghos.orgWebsite www.pembrokeregionalhospital.ca YouTube Channel: pembrokeregionalhosp

The Pembroke Regional Hospital hasreceived some great news! Following theopening of four new state-of-the-artsurgical suites in the Ottawa Valley Healthand Wellness Centre two years ago, PRHhas now been approved for the planningand implementation of a capital projectdesigned to improve its other surgicalfacilities, including significant upgrades toits central sterile reprocessing (CSR) area.

“Our surgical facilities in Tower A are, forthe most part, in original space constructedin the 1950s and this project will bring up tocurrent standards our day surgery andinpatient surgical space, our CSR facilitiesand various other areas which support oursurgical program,” said Hospital Presidentand CEO Pierre Noel.

The early approval by the Ministry ofHealth and Long-Term Care means thatthe Hospital can proceed through thecapital planning and approval stages forthese upgrades with the certainty that theywill be funded on a cost-shared basis withthe province once the Ministry has agreedon the scope of the work, Mr. Noel said.The project will be funded through theMinistry’s Small Hospital Capital Pool forprojects valued at less than $10 million.Projects of this nature are typically costshared on a 90% Ministry funded and 10%

local hospital share basis.

“We anticipatethat the planningphase will takeseveral months,followed by opentendering andconstruction sowe are still in therange of 24 to 36months away fromfull completion butthat isn’t really allthat long when youconsider that these improvements willserve us well for decades to come,” hesaid.

In the approval letter to the Hospital, theMinister of Health and Long-Term Care,Deb Matthews, said she fully recognizesthe importance of this project to thecommunity.

Enhancements to the surgical facilitieswill not only improve the environment forpatients and staff but will also allow forincreased surgical volumes at PRH whichwill help reduce wait times and allow for theprovision of additional services close tohome, particularly those related toorthopedic and cancer surgeries.

PRH Given Ministry Approval To Upgrade ItsSurgical Facilities

Dr. Tom Hurley

Pierre Noel

Additional funding from the ChamplainLocal Health Integration Network (LHIN)has allowed the Pembroke RegionalHospital to launch two new programsthrough its Community Mental HealthServices branch which will greatly benefitclients and families dealing with mentalhealth and addiction issues.

For the hospital-basedcomponent, additional fundingin the amount of $230,000 isbeing used to train peer andfamily workers, former clientsand family membersthemselves who will offer andprovide support to thosereceiving care in the inpatientand emergency departmentsat the Pembroke RegionalHospital, Montfort Hospital,The Ottawa Hospital’s two campuses, TheQueensway-Carleton Hospital andCornwall Community Hospital.

“For anyone coming into hospital with anaddiction or mental health issue, it can bevery stressful,” Ms. Wren said. “Havingthese peer and family workers there as asupport in addition to the clinicians will

make the overall experience better.”

The second program is designed as a“wellness check-in” after being dischargedfrom an inpatient unit for mental health oraddiction issues.

Having received $70,000 in new fundingfor this service, the call-backprogram will be run as part ofthe existing Mental HealthCrisis Line system.

Ms. Wren explained that,within a week of discharge,individuals who have agreed toreceive a followup call, will becontacted by crisis line staff tosee how they are doing, and ifthey are following action plansand attending appointmentsthat may have been scheduled

at the time of discharge.

In addition, clients can be linked withother community resources they may needand be given access to other services ifnecessary.

Ms. Wren said a one-month pilot projectfor the program yielded very positivefeedback from all involved.

Additional Funding Helps Launch NewCommunity Mental Health Services

Bernadette Wren

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As a testament to his faith and to his belief in his community,Glenn Rankin donated $10,100 to the MRI Image Matters Campaign.

The Eganville Leader Contributes In A BigWay To The MRI Image Matters Campaign

Leader Publisher Gerald Tracey and his wife Wanda recently announced that theLeader will contribute $50,000 to the campaign. The donation is comprised of a$25,000 cash donation and $25,000 worth of in-kind services such as advertisingto encourage others to donate to the fund and to support the various fundraisingevents planned throughout the campaign.

The Traceys said that because the Leader is a county-wide newspaper and theywanted to support a cause every resident of Renfrew County could benefit from,the decision to choose the MRI Campaign was an easy one.

A Message From Our HonouraryCampaign Chair

I’m Carol Anne Meehan and, ashonourary Chair of the MRI: Image Matters

Campaign, I need you to know how muchwe need your support.

Chances are you or a loved one has hadto travel to Ottawa or further for thisdiagnostic test. It’s a hardship that simplycompounds the anxiety that comes with ahealth challenge. And what about waitingfor an MRI? I know first hand what a toll thattakes on a family.

The solution is simple...we have to buyour own MRI; make that test availablelocally. So we need you to donate.

You’ll get a tax receipt. More importantly, you’ll know you’vehelped make a difference in our community.

Rocking Valentine’s Dance Supports MRIApproximately $15,000 was raised for the MRI

Campaign at Germania Hall Feb. 15th as part ofan old time rock and roll live music Valentine’sdance.

Pictured below are Eli & the Scramblers (top),and the event organizing committee.

Carol Anne MeehanOttawa, Ontario

The Highview Public School’s Builders Club, affiliated withKiwanis International, has issued a challenge to schools throughoutRenfrew County - donate your pennies to the MRI Campaign!

A Sincere Thank You To Everyone Who Has Made A Contribution Towards The Purchase Of Our MRI.

Together, we have raised: $2.82 million, that’s 62% of our fundraising goal.We invite all residents of the Ottawa Valley to help us raise the remaining $1.68 million.

There Are Many Ways To Donate:Over the phone with your credit card • Online through prhfoundation.com • Donated shares through your broker for full market value • Organize or

Participate in a third-party event • Bequest Giving • In-Memoriam or In-Celebration gifts • Join our Healthcare Together: Monthly Giving Club • Sponsor orattend the Annual Black & White Gala...Your support fuels the advancement of local healthcare that benefits all valley residents. The PRHFoundation is a registered charity and all donations generate a valuable income tax receipt. Each and every donation is greatly appreciated.

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Pembroke Regional Hospital Rolls Out Its New Strategic PlanWe are pleased to share with you a one-page

overview of the Pembroke Regional Hospital’snew three-year Strategic Plan for the period2013-2016, approved by the Hospital’s Board ofDirectors in January.

The Hospital’s strategic priorities for the nextthree years were formulated through anenvironmental scan, priorities identified by ourboard, our staff and our physicians, and inputfrom our stakeholders.

The strategic planning process was initiatedlast fall and was overseen by our Board’sGovernance Committee. As a first step, ourBoard and Senior Management Team met toidentify current and emerging priorities for ourhospital corporation. These were shared withour key stakeholders for review and feedback.The stakeholder feedback was brought forwardto our strategic planning retreat held inNovember and, based on the results of thatretreat, a draft plan was developed. The draftwas then further refined by our SeniorManagement Team and our GovernanceCommittee, made available for furtherfeedback, and brought forward for final approvalearlier this year.

“Given the current financial challenges in theprovince and the ongoing evolution of ourhealth system, it was clearly the right time toreview our strategic directions,” said WayneTerMarsch, Chair of the Board’s GovernanceCommittee.

“We wanted to ensure that we understoodhow the Hospital could best fit into our largerintegrated health system going forward. A keypart of this strategic plan review was to solicitinput from local members of the community,

Pembroke’s Hidden Gem Builds More Than Wooden Furniture It’s been referred to as a “hidden gem” and “Pembroke’s best kept secret”

– a woodworking shop where participants craft custom orders and a varietyof other projects, producing quality work, and solid furniture at a good price.

But more than a store that sells wooden treasures, The WoodworkingFactory is a place where confidence is built or restored and skill sets aredeveloped and nurtured. Those who work there find a renewed sense ofpurpose and pride in all that they accomplish.

Now located at 130 Belmont Street in Pembroke, this unique shop isowned and operated by Mental Health Services a branch of the PembrokeRegional Hospital, as a non-profit business. Day-to-day operations aremanaged by Paul Frederick.

Affiliated with the program for 23 years,Paul recalls the early days when he wasseeking a volunteer position in thecommunity and came upon the programwhich then, was a simple woodworkingprogram. It was housed in the Hospital’sLorrain wing as part of a craft room formental health clients. The program wascreated in the mid-eighties, thanks to grantfunding from the Tall Ships Program. Thefunding was used to purchase the start-upequipment and a volunteer was providingsome direction and support.

Paul said that back then, the program rantwo mornings a week and all the smallprojects made throughout the year, such asshelving, wine racks and potato/onion bins,were sold in a one-day sale aroundChristmas.

During the 10-year period the program was housed on the PRH site, itbegan to experience growth, not only in the number of clients involved butalso in the types and size of projects being built. It was during that periodthat the original volunteer who ran the program stepped away, allowing Paulto step in and continue on.

Having outgrown its Lorrain wing location, the shop was moved toHillsboro Court in downtown Pembroke. The growth of the shop as abusiness began with items being sold weekly at the Pembroke Farmer’sMarket as well as at the flea market in Pembroke’s west end.

A little over 10 years ago, Middlestadt’s Bakery downsized and space attheir Lake Street location became available which allowed the wood shop toonce again move and grow. “At the time we moved to Middlestadt’s, we wereexpanding from small projects to bigger items and custom orders. This movereally allowed us to become a not-for-profit business,” Paul said, adding that

they were open Monday to Saturday each week and had a volunteer staff of10-15 clients on average.

After a decade on Lake Street, “The Woodworking Factory” has madewhat will now hopefully be its final move to 130 Belmont Street where theyhope to celebrate a grand re-opening this spring.

With a project portfolio about four inches thick on his desk, Paul says thatwith the new space there is great potential for an expanded product line,adding that approximately 75% of their business has become customorders, everything from kitchen cabinets to walk-in closets. “I enjoy beingable to design and work with customers on new projects and we are oftenable to do things others can’t,” he said.

Paul said what he enjoys most about hiswork as Manager is seeing the clients heworks with making so much progress.

“People come here to be given a purpose– a reason for being and for getting backinto a routine,” said Paul, acknowledgingthat while each client comes to the woodshop for different reasons, they each comedealing with some form of mental healthissue or illness.

“We give people the support they need toget back into a routine, and the people whovolunteer here gain the confidence theyneed to keep going – many of whom havenever had experience in a wood shopbefore. Often they have used theirexperience here to go on to school or work,”Paul said.

Mental Health Services Director Bernadette Wren said the wood shop’scontinued success over the years has been the clients themselves whodevelop a mindset that they are capable and can participate. It is atremendous boost to their self-esteem as well as their skills development,she said. “Involvement in this program, in many cases, is the piece thatmakes a huge impact on their lives,” Ms. Wren said, noting that even if anindividual has no interest in the hands-on work, there are many jobsavailable for different skill sets include sales, painting, and the order desk.

For Paul, as much as he recognizes the amount of change from anadministrative side of things, with all the new rules and regulations that mustbe adhered too, he has no interest in leaving his post. Looking back 22years ago, he never thought the business would be where it is today.

And he hopes when they re-open this spring that their regular customerswill find them.

stakeholders and our other partners in regionalhealthcare,” he said. “With this broad input I’mconfident that we’ve developed a plan that willguide us into the future.”

Hospital President and CEO Pierre Noel agreedand expressed his appreciation to everyone whoprovided input into the plan which will serve as ahigh-level roadmap for the organization for the nextthree years. “Many of the issues we need to tacklecan only be accomplished through strong linkageswith our healthcare partners and we look forward to

working closely with them to continue to advancehealth care in our community,” he said.

Board Chair Kelly Hollihan added that the planalso provides continuity with previous plans. “Formany years now, the Pembroke Regional Hospitalhas been working to bring high quality care closerto home for our community. This latest StrategicPlan continues this path and also articulates arevitalized vision of delivering the safest andhighest quality of care to every person, everyencounter, every day.”

From left, Patsy Turner, Manager Paul Frederick,Frank Kent, Lorri Foley, Lewis Schull and John Calder.

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PRH Celebrates The Work Of Its District Stroke CentreAnd Code Stroke TeamThe Pembroke Regional Hospital

recently celebrated the great work ofits District Stroke Centre and CodeStroke Team which, over the pastyear, has resulted in a dramatic reduc-tion in door-to-needle times for a med-ication which can yield tremendousoutcomes for some patients who haveexperienced an acute stroke.

Eligible acute stroke patients can betreated with tPA (a drug which breaksup the blood clot which is blockingblood flow to areas of the brain) within4.5 hours of the onset of strokesymptoms, said District Stroke CentreCoordinator Holly Woermke.

“Canadian Stroke Best Practicesrecommend that the target door-to-needle time be within 60 minutes fortPA and, in the past year, our averagetime has dropped from 87 minutes to57,” Ms. Woermke said, noting it isthanks to the team effort as part ofwhich all members work together toreach the 60 minute target.

“Pembroke Regional Hospitalreviews each ‘Code Stroke’ and hasrevised its protocols to reduce thedoor-to-needle time. We have targettimes for many of the steps in theprocess and we audit each,” she said.

For every door-to-needle time thatis within 60 minutes, members of theteam which include staff from theEmergency Department, Switchboard,Lab, Diagnostic Imaging (CT), andInformation Technology as well as theneurologist who connects through

Telehealth, receive a “Time is Brain”pin and a letter of congratulations.

“Rapid assessment and treatmentwith tPA is one of the most importantthings we can do to help our strokepatients get home to their families,”said Jim Lumsden, Director of theChamplain Regional Stroke Network,noting that two-thirds of the peoplewho have a stroke do not arrive at thehospital in time to receive the clotbusting drug.

Patients must arrive within 3.5 hoursof the onset of symptoms to allow forone hour to conduct all of the testsrequired before making the decision toadminister tPA.

For every minute of delay in treatinga stroke, the typical patient losesapproximately two million brain cells.This will result in a greater risk ofdisability and even death.

“If you think you are having a strokecall 911. Calling 911 will get you to theclosest hospital that can providespecialized stroke care. EmergencyMedical Services (EMS) knows whichhospital to take you to. Driving to yourlocal hospital can delay treatment,”Ms. Woermke said.

She added that it is also importantfor stroke patients who may not beeligible for tPA to get to a stroke centrefor diagnostic tests to help preventanother stroke as well as for treatmentand therapy that may improveoutcome and reduce disabilityfollowing a stroke.

Would you like to learn more aboutyour hospital, its programs andservices, or other health-related

topics of interest?

To learn more about the guestspeakers and presentations your

Hospital has available, please contact:Public Affairs and Communications

by phone: (613) 732-3675, ext. 6165or email: pr@pemreghos.org

Guest SpeakersAvailable

CardioPrevent Program Coming To Renfrew County

Sabine Mersmann, Vice-President of Patient Services, Seniors andCommunity Care congratulates department representatives, from top,Sam Moreau (IT), Joey Allen (CT/Diagnostic Imaging), Leslie Heggartand Michelle Godsell (Emergency Department / Intensive Care Unit),

Patrick Paulusse (Lab) and Shirley Hebert (Switchboard).

Versions FrançaisesDisponibles

Veuillez communiquer avecCarolyn Levesque au (613) 732-3675,

poste 6165, ou aupr@pemreghos.org.

The Pembroke Regional Hospital is working incollaboration with the University of Ottawa HeartInstitute (UOHI), and the West Champlain HealthyCommunity Corporation (WCHCC) to pilot aCardioPrevent Program in Renfrew County this spring.

CardioPrevent is an innovative, evidence-based,theory-driven cardiovascular health program which isdesigned to empower participants to take control oftheir heart health.

The program which is free of charge and requires aphysician referral, aims to lower the risk ofcardiovascular disease in those individuals 18 years ofage and older who are at a moderate to high risk forCVD and have not yet established the disease.

Over a one-year period, CardioPrevent staff willguide participants through a customized lifestyleprogram based on their personal risk factor profile.Clients will undergo a full risk factor screening, receivetailored education and programming supported bybehavioural-based counselling, frequent follow upsand connection to community resource linkages whenrequired.

At the same time, the Heart Institute will work withreferring physicians to engage and support sustainedheart healthy behaviour changes in their patients.

Dr. Andrew Pipe, Chief, Division of Prevention andRehabilitation at the University of Ottawa HeartInstitute said, “We are delighted to work with our

colleagues at the Pembroke Regional Hospital and theWest Champlain Healthy Community Corporation indelivering a state-of-the-art cardiovascular diseaseprevention program in Renfrew County.”

While there are many factors that can influencewhether or not someone develops a chronic healthcondition such as CVD, there is increasing recognitionthat lifestyle factors play a primary role. Common riskfactors include: smoking, high blood pressure, waistsize/obesity, alcohol consumption, lack of physicalactivity, not eating enough fruits and vegetables,psychosocial stress, high cholesterol and diabetes.

In Canada, nine out of 10 Canadians have at leastone risk factor for heart disease and stroke while fourin 10 have three or more risk factors. Risk factors forhypertension, diabetes, obesity, smoking and inactivityin Renfrew County which is based on populationcharacteristics and statistics is higher than theprovincial average.

The CardioPrevent Program team will be able toaccommodate 20-40 clients for the one-day screeningand client intake event which has been scheduled forApril 11 at the Ottawa Valley Health and WellnessCentre. If you are interested in being a part of thisprogram, ask your doctor to evaluate if you are at ahigher risk for cardiovascular disease. If you are, thenyour doctor will fill out a CardioPrevent referral formand you will be contacted to start the process.

The Pembroke Regional Hospital hasrevised a long-standing policy whichrestricted the use of cell phones in itsbuildings in order to allow patients andvisitors to use cell phones and otherwireless devices in any public areas ofthe Hospital where direct patient care isnot being provided.

“Although some restrictions stillapply, the use of cell phones and otherwireless devices will now be permittedin the public areas in our buildings suchas lobbies, the cafeteria, publichallways and business offices,” saidHospital President and CEO PierreNoel.

“This will allow our patients andvisitors greater freedom to keep intouch with family members and friends,while maintaining patient safety andprivacy.”

In areas where patient care is beingprovided, cell phones and all otheritems using wireless technology mustbe turned off because radio-frequencydevices have been shown to interferewith the proper operation of certainpieces of medical equipment at closerange. Signs indicating where cellphones and other wireless devices canand cannot be used are postedthroughout the facility.

In the restricted areas, only Hospitalstaff and physicians are permitted touse such devices for limited care-basedpurposes such as emergencies oroccasions where applications for smartphones or tablet-based devices can beused to support clinical care or patienteducation.

Anyone using a cell phone at theHospital is asked to please beconsiderate of others when doing so bysetting them to vibrate instead of ring,talking quietly, keeping calls brief andnot using the camera function withoutpermission from those beingphotographed.

Recognizing that most people nowhave a cell phone or smart phone, hesaid they are not only vital tools forkeeping in touch with friends andfamily members, but are also used tostore information like medical contactsand appointments and banning them isboth unrealistic and unnecessary.

PRH EasesRestrictions On TheUse Of Cell Phones

And Wireless Devices

West Champlain Healthy

Community Corporation

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