AGENDA - Bluewater Health

AGENDA OPEN SESSION BOARD MEETING

Wednesday, November 27, 2019 Lambton Meadowview Villa, Petrolia, ON

5:00 pm Directors: Marg Dragan, Treasurer

Anthony Iafrate Bill Gillam Jenny Greensmith

Louis Guimond Brian Knott, Vice-Chair Katherine Mantha Bob McKinley

Rachael Simon Fred Vanderheide Paul Wiersma, Chair Kirk Wilson

Ex-Officio Directors: Mike Lapaine Dr. Michel Haddad

Shannon Landry Dr. Andre Rudovics

Dr. Lincoln Lam

Participants: Samer Abou-Sweid Julia Oosterman

Laurie Zimmer Kathy Alexander

Paula Reaume-Zimmer

Recorder: Melissa Rondinelli *attached

NO. TOPIC ACTION TIME PRESENTER

1.0 CALL TO ORDER: WELCOME AND OPENING REMARKS

1.1 Traditional Territory Acknowledgement 5:00 Paul Wiersma

1.2 Report on the October In-Camera Board Meeting and Board Retreat

2.0 BOARD EDUCATION

2.1 Transforming Transitional Age Youth Mental Health & Addiction Integrated Treatment Services*

5:05 Paula Reaume-Zimmer

3.0 AGENDA APPROVAL

3.1 Approval of Agenda Decision 5:25 Paul Wiersma

3.2 Declaration of Conflict of Interest Decision Paul Wiersma

4.0 CONSENT AGENDA Paul Wiersma

4.1 ITEMS TO BE RECEIVED

4.1.1 Board Chair Report* Information Paul Wiersma

4.1.2 Professional Staff Association Report* Information Dr. A. Rudovics

4.1.3 Sub - Committee Self-Assessment Evaluation Results*

• Quality Committee*• Resource Utilization and Audit Committee*• Governance & Nominating Committee*

Information Anthony Iafrate

https://www.bluewaterhealth.ca/sites/default/files/Board%20Agendas%20and%20Packages/Board%20policies/Approved%20-Bluewater%20Health%20-%20Corporate%20By-law%20-%20Feb%2028%2C%202018.pdf

NO. TOPIC ACTION TIME PRESENTER

4.1.4 Analysis of Loans and Investments* Information Marg Dragan

4.1.5 Hospital Parking Attestation* Information

4.2 ITEMS FOR APPROVAL

4.2.1 Open Session Board Minutes – September 25, 2019* Decision Paul Wiersma

4.2.2 Draft Board Work Plan* Decision Anthony Iafrate

4.2.3 Chief Financial Officer Certificate* Decision Marg Dragan

5.0 PRESIDENT AND CEO REPORT* Information 5:30 Mike Lapaine

6.0 BOARD DECISIONS/OVERSIGHT

6.1 Governance and Nominating Committee Highlights* Information 5:37 Anthony Iafrate

6.2 Annual Board Policy Review* Decision

6.3 Annual By-Law Review* Decision

6.4 Quality Committee Highlights* Information 5:50 Brian Knott 6.5 Quality Committee Performance Scorecard* Discussion

6.6 Resource Utilization & Audit Committee Highlights* Information 6:00 Marg Dragan 6.7 Financial Statement* Decision

6.8 Resource Utilization & Audit Committee Performance Scorecard*

Discussion

6.9 Chief of Professional Staff Reports* • October* • November*

Information 6:15 Mike Lapaine for Dr. M. Haddad

6.10 Bluewater Health Foundation Reports* • October/November*

Information 6:20 Kathy Alexander

7.0 POLICY FORMATION – None

8.0 OPEN FORUM Opportunity for Directors to reflect on how patients, families and community were considered in discussions

6:25 Paul Wiersma

9.0 REPORT ON IN-CAMERA AGENDA ITEMS Information Paul Wiersma

10.0 ADJOURNMENT: Next Meeting – January 22, 2020 6:30 Paul Wiersma

Bluewater Health Board of Directors

Open Session Meeting November 27, 2019 Proposed Motions

AGENDA ITEM MOTION

2.1 Agenda to approve the agenda as presented 3.0 Consent Agenda to receive the reports presented and to

approve the following items in the Consent Agenda:

• Open Session Board Minutes – September 25, 2019

• Draft Board Work Plan • Chief Financial Officer Certificate

6.2 Annual Board Policy Review to recognize the annual Board Policy Review has been completed as required, and approve the recommended Board Policy revisions as presented.

6.3 Annual By-Law Review approve the amendments to the Corporate By-Law of BWH and the Professional Staff By-Laws of BWH as presented, to be posted for Professional Staff feedback for 30 days. Any comments will be considered by MAC, followed by a final recommendation to the Board.

6.7 Financial Statements to approve the Financial Statement for the period ended September 30, 2019 as presented.

Transforming Transitional Age Youth Mental Health & Addiction

Integrated Treatment ServicesPaula Reaume-Zimmer, DHA

Integrated VP, Mental Health an AddictionsBluewater Health and CMHA Lambton Kent

Youth Mental Health and Addictions; What is the issue?

70% of mental health problems have their onset during childhood or adolescence.

Youth who are engaged in child and adolescent mental health services, and who require continued services, are also often not well supported as they prepare to enter the adult mental health system.

Healthy emotional and social development in early years lay the foundation for mental health and resilience throughout life.

Youth Mental Health; Impact on Parents and the Workplace

Children’s Mental Health Ontario (CMHO) reports a calculated productivity loss in Ontario due to absenteeism of $421 million in 2017 for parents with children who experience issues related to anxiety

One in three parents have had a child miss school due to anxiety One in four parents in Ontario missed work to care for their child with

anxiety 80% of parents report that their work was negatively impacted 73% of parents report that their finances were negatively impacted

*Children and Youth Mental Health survey; Getting Help in Ontario, CMHO Nov 2017 (806 youth and 289 parents)

Bluewater Health Child and Adolescent Inpatient Demands

Bluewater Health Child and Adolescent Inpatient Demands

ACCESS Open Minds, Sarnia Lambton Site; A unique community opportunity

Improved access to mental health and addiction services for youth ages 11-25 Reduce barriers to access by:

Reducing interagency transfer

Reducing paper work

Improve youth engagement strategies

Establish a central “youth space” for

collaborative treatment planning and

delivery of services.

The 5 objectives of ACCESS Open Minds

ACCESS Open Minds; May 2016 Launch Celebration, A community affair

June 2018, 2 years post launch….Grand Opening of CK ACCESS Open Minds, A Youth Wellness Hub Ontario site

Youth Engagement

#accessck

@accessopenmindsck

Youth -Partners in Planning and in Practice

Together, Celebrating our Early Wins:

Youth Advisory Committee (YAC)

Youth Peer Navigators

Youth Research Assistants

Creating new experiences and opportunities for youth

Youth are the voice of the initiative

(sharing stories and learnings)

Family and CarersPartners in Planning and in Practice

Family and Carers Advisory Council

Family –Peer Navigators

Family Connections

National & International Context

Branded provincial networks (Foundry, YWHO & Aire ouverte)

Government-led provincial projects underway or in development (NL, NB, AB, YK)

ACCESS Open Minds sites (14 sites)

Integrated Youth Services Momentum is Growing

YWHO sites (10 sites)

Foundry sites (11 sites)

Note: This map is always evolving.

Aire ouvert (3 sites)

Single community sites

Integrated Youth Services (IYS)

Integrated Youth Services TAKES A SYSTEM APPROACH.The Integrated Youth Services Model integrates and leverages existing services across sectors and strengths in a community in order to provide effective service delivery.

Sarnia Lambton; next on the map!

ACCESS Open Minds- 140 King St Chatham

https://youtu.be/NozTKlXg_5c

https://youtu.be/NozTKlXg_5c

Thank you! Wela’lin! ᑭᓇᓈᐢᑯᒥᑎᐣ!Qujannamiik! Meegwetch! ᖁᔭᓇᐃᓐᓂ!

धन्यवाद! Tiniki! Merci!

For more information:

@ACCESS_OM @ACCESSOMEO ACCESS Open

Minds

accessopenminds.ca

Board Chair Report

I would like to highlight my activities as Chair for the period of September 25, 2019 to November 26, 2019: September 25, 2019 Prepared for and chaired the BWH Board meetings September 30, 2019 Attended and spoke at the quarterly Professional Staff

Association meeting. October 3, 2019 Participated in “The Ontario Health Team Application: What

Directors Need to Know” webinar. October 3, 2019 Attended the Ribbon Cutting for the Sarnia Dream Home October 3, 2019 Attended the Appreciation Night for the Sarnia Dream Home October 7, 2019 FAQ Session for Board Chair at the Helm Collaboration

Network October 15, 2019 Met with the President and CEO to discuss hospital and Board

business October 16, 2019 Participated in meeting to review the nominations for the

Physician Recognition Awards October 17, 2019 Attended the BWH Foundation Tribute Gala October 22, 2019 Met with the Chief of Professional Staff for quarterly review October 24, 2019 Participated in Board Chair at the Helm Series – Options to

Assess Board Governance October 26, 2019 Participated in the Board Retreat October 28, 2019 Participated in Board Chair at the Helm Series – Governance

Approaches and Processes for Integration November 7, 2019 Attended and Gave Remarks at the BWH Foundation

Physician Appreciation Evening November 13, 2019 Attended and participated in the Governance and Nomination

Committee Meeting

November 20, 2019 Met with the President and CEO to prepare for the November

Board meeting and to discuss hospital and Board business Various dates Communicated with BWH staff and Board members regarding

hospital and Board business

Paul Wiersma

1

President of the Professional Staff Association (PSA) Report

November 2019 I would like to highlight my activities as PSA President: September 25, 2019 Prepared for and attended the Bluewater Health Board meeting

September 30, 2019 Prepared for and chaired the quarterly Professional Staff

Association meeting October 16, 2019 Prepared for and attended the Medical Advisory Committee

meeting October 17, 2019 Prepared for and attended the quarterly Hospital On-call

Committee meeting November 13, 2019 Prepared for and attended the Governance & Nominating

Committee meeting

November 20, 2019 Prepared for and attended the Medical Advisory Committee meeting

November 2019 Prepared agenda for the quarterly Professional Staff

Association meeting (December 5, 2019)

Dr. Andre Rudovics

1

Bluewater Health Briefing Note

Name of Committee: Board of DirectorsDate of Meeting: November 27, 2019 Submitted by: Shannon Landry

Brian Knott Subject: Quality Committee Self-Assessment 2019 Purpose of Report: Information x Input Approval

Situation

In accordance with Policy E-10 v – Terms of Reference, the Quality Committee of the Board (QCB) follows an annual process to evaluate the committee and the committee chair effectiveness in meeting its work plan objectives and designated responsibilities as set out by the Board as well as ensure continuous improvement of the committee as a whole.

Background

The evaluation tool was distributed to QCB members in May. The results have been analyzed and summarized below.

Analysis

At the September QCB meeting the committee reviewed the 2019 QCB Self-Assessment Survey Results (see attached). Nine members responded to the survey. Overall, the responses and comments were positive.

The Committee responded “strongly agree” or “agree” with the following: the Terms of Reference are clear and appropriate; the number of members and their skills and expertise; support received from hospital management; timely reception of information prior to meetings; performance according to the annual work plan; performance according to the Terms of Reference; chair preparation and management of the committee; and overall satisfaction with contribution to the committee and with the committee’s contributions to the Board.

In response to the appropriateness of the scheduled time of the committee meetings, one member responded “neither agree nor disagree”, while all others responded “agree” or “strongly agree” that the meetings are held at an appropriate time. This was discussed and the committee concluded that the time of the meeting is appropriate.

One committee member responded “neither agree nor disagree” that orientation was received by committee members and was helpful’ but the comment section did make reference to the importance of orientation to new members. All other committee members responded “strongly agree” or “agree” to this question.

x

2

While only one committee member responded “neither agree nor disagree” to the question of the number of meetings a year, all others responded “agree” or “strongly agree”, and the feedback section agreed with the new 7 meeting structure. Lastly, one member answered “neither agree nor disagree” that the chair fairly reports the committee’s work to the board while one comment stated “Don’t know”. Importantly, all other respondents answered “strongly agree” or “agree” to this question, and another comment in the feedback section stated that the chair does an “excellent job summarizing the complex work of the Committee at the Board.” The following comments provided on the survey were discussed with the Committee: • With the number of program and regular/annual reports, the number of meetings may

present a challenge owing to the amount of information in each of these report • It will be important to hold space for insightful discussion with the reduction in the

number of meetings per year

During the discussion at the first meeting of the Committee, no opportunities for improvement were identified, but these will continue to be monitored and questioned as we progress through the year

100.00% 9

0.00% 0

0.00% 0

0.00% 0

0.00% 0

Q1 The committee has clear and appropriate Terms of Reference.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 Terms of Reference are well documented

2 Clear term of reference.

Strongly agree Agree Neither agree nor disagree Disagree

Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

100.00%

100.00%

100.00%

100.00%

100.00%

100.00%

100.00%

ANSWER CHOICES RESPONSES

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

1 / 18

Quality Committee Survey - 2019

55.56% 5

44.44% 4

0.00% 0

0.00% 0

0.00% 0

Q2 The committee has the right number of members.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 If there were members the meeting might take longer ?

2 follow ECFAA legislation

3 A wide set of experiences from the directors.

4 We struggled to reach quorum at the May meeting but usually there are sufficient memberspresent


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%55.56%

55.56%

55.56%

55.56%

55.56%

55.56%

55.56%


Strongly agree

Agree


Disagree

Strongly disagree

2 / 18


77.78% 7

22.22% 2

0.00% 0

0.00% 0

0.00% 0

Q3 The committee has members with the skills and expertise that areneeded by the committee.

Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 Might be helpful if the committee members had a great knowledge .

2 great members and chairs

3 As noted above.

4 This year as well as last year I have been particularly appreciative of the contribution of our non-director committee members.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

22.22%

22.22%

22.22%

22.22%

22.22%

22.22%

22.22%77.78%

77.78%

77.78%

77.78%

77.78%

77.78%

77.78%


Strongly agree

Agree


Disagree

Strongly disagree

3 / 18


44.44% 4

44.44% 4

0.00% 0

11.11% 1

0.00% 0

Q4 The committee meets at the appropriate time of the day.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 An hour later would work better for my situation

2 The time and length of the meetings are appropriate

3 No problem meeting at this time. Does need to be determined when new members come on-board.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%44.44%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%44.44%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%


Strongly agree

Agree


Disagree

Strongly disagree

4 / 18


11.11% 1

77.78% 7

11.11% 1

0.00% 0

0.00% 0

Q5 I received orientation to the committee that was helpful to me as amember of the committee.


TOTAL 9

# COMMENTS

1 It’s been so long. Orientation would be important for any new members.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%77.78%

77.78%

77.78%

77.78%

77.78%

77.78%

77.78%11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%


Strongly agree

Agree


Disagree

Strongly disagree

5 / 18


77.78% 7

22.22% 2

0.00% 0

0.00% 0

0.00% 0

Q6 The committee is receiving the support from hospital managementthat it requires.


TOTAL 9

# COMMENTS

1 Great support

2 Management is always well represented at all Committees.

3 Always


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

22.22%

22.22%

22.22%

22.22%

22.22%

22.22%

22.22%77.78%

77.78%

77.78%

77.78%

77.78%

77.78%

77.78%


Strongly agree

Agree


Disagree

Strongly disagree

6 / 18


88.89% 8

11.11% 1

0.00% 0

0.00% 0

0.00% 0

Q7 Information is received sufficiently in advance of the meeting.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 Last few have been tight recognize support has changed

2 No problem.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%88.89%

88.89%

88.89%

88.89%

88.89%

88.89%

88.89%


Strongly agree

Agree


Disagree

Strongly disagree

7 / 18


44.44% 4

44.44% 4

11.11% 1

0.00% 0

0.00% 0

Q8 The committee meets the right number of times over the year.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 Now changing to 7 times per year which will be better

2 It can always be adjusted according to needs.

3 Agree with the move to 7 meetings per years


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%44.44%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%44.44%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%


Strongly agree

Agree


Disagree

Strongly disagree

8 / 18


66.67% 6

33.33% 3

0.00% 0

0.00% 0

0.00% 0

Q9 The committee is working effectively.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 Wonder what the BWH executive thinks of the effectiveness ?


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

33.33%

33.33%

33.33%

33.33%

33.33%

33.33%

33.33%66.67%

66.67%

66.67%

66.67%

66.67%

66.67%

66.67%


Strongly agree

Agree


Disagree

Strongly disagree

9 / 18


44.44% 4

55.56% 5

0.00% 0

0.00% 0

0.00% 0

Q10 The committee performed its annual work plan.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS DATE

There are no responses.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

55.56%

55.56%

55.56%

55.56%

55.56%

55.56%

55.56%44.44%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%


Strongly agree

Agree


Disagree

Strongly disagree

10 / 18


77.78% 7

22.22% 2

0.00% 0

0.00% 0

0.00% 0

Q11 The committee is effectively performing its role as set out in theTerms of Reference.


TOTAL 9

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

22.22%

22.22%

22.22%

22.22%

22.22%

22.22%

22.22%77.78%

77.78%

77.78%

77.78%

77.78%

77.78%

77.78%


Strongly agree

Agree


Disagree

Strongly disagree

11 / 18


100.00% 9

0.00% 0

0.00% 0

0.00% 0

0.00% 0

Q12 The chair is prepared for committee meetings.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 The chair does a great job of running the meeting and keeping it on time

2 Brian does an excellent job and is always well prepared..

3 Brian is always well prepared.

4 Brian is extremely well prepared for every meeting.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

100.00%

100.00%

100.00%

100.00%

100.00%

100.00%

100.00%


Strongly agree

Agree


Disagree

Strongly disagree

12 / 18


85.71% 6

14.29% 1

0.00% 0

0.00% 0

0.00% 0

Q13 The chair keeps the meetings on track.Answered: 7 Skipped: 2

TOTAL 7

# COMMENTS

1 Brian manages the agenda very well. He gives agenda items the appropriate amount of time andbrings discussion to a close when required.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%85.71%

85.71%

85.71%

85.71%

85.71%

85.71%

85.71%


Strongly agree

Agree


Disagree

Strongly disagree

13 / 18


77.78% 7

11.11% 1

11.11% 1

0.00% 0

0.00% 0

Q14 The chair fairly reports the committee's work to the Board.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 Don,t know

2 Brian does an excellent job summarizing the complex work of the Committee at the Board.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%77.78%

77.78%

77.78%

77.78%

77.78%

77.78%

77.78%


Strongly agree

Agree


Disagree

Strongly disagree

14 / 18


87.50% 7

12.50% 1

0.00% 0

0.00% 0

0.00% 0

Q15 The chair encourages participation and manages discussion.Answered: 8 Skipped: 1

TOTAL 8

# COMMENTS

1 Brian has a pleasant and inclusive style as Chair. He does not rush anyone who wants to speakbut is able to impose discipline to stick to the agenda when necessary. The meetings are apleasant exchange of ideas.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

12.50%

12.50%

12.50%

12.50%

12.50%

12.50%

12.50%87.50%

87.50%

87.50%

87.50%

87.50%

87.50%

87.50%


Strongly agree

Agree


Disagree

Strongly disagree

15 / 18


55.56% 5

44.44% 4

0.00% 0

0.00% 0

0.00% 0

Q16 Overall, I am satisfied with my contribution to the committee.Answered: 9 Skipped: 0

TOTAL 9

# COMMENTS

1 The agendae are very full and the prep material is extensive for many meetings. Although havingread all the material, it is difficult sometimes to feel really well versed in the depth and complexityof some of the subjects. I try.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%

44.44%55.56%

55.56%

55.56%

55.56%

55.56%

55.56%

55.56%


Strongly agree

Agree


Disagree

Strongly disagree

16 / 18


88.89% 8

11.11% 1

0.00% 0

0.00% 0

0.00% 0

Q17 Overall, I am satisfied with the committee's contributions to theBoard.


TOTAL 9

# COMMENTS

1 The Committee thoroughly reviews and discusses the issues before it, and provides the Board withthe results of its deliberations.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%

11.11%88.89%

88.89%

88.89%

88.89%

88.89%

88.89%

88.89%


Strongly agree

Agree


Disagree

Strongly disagree

17 / 18


Q18 Please share any comments or suggestions you have to improve thecommittee.


# RESPONSES

1 Each committee meeting has a number of program or regular/annual reports and it would bedifficult to diminish the extensive amount of information provided.

2 This Committee runs very smoothly considering the large amount of reports / presentations thatmust come before it for approval / recommendation to the full Board. The executive team and staffare always well prepared to answer the questions that director and non-director members mayhave. I wonder, with the move to fewer meetings, whether there will be sufficient time forthoughtful consideration of certain items and reports?

18 / 18


1


Name of Committee: Board of DirectorsDate of Meeting: November 27, 2019 Submitted by: Marg Dragan and Samer Abou-Sweid Subject: Resource Utilization and Audit Committee Self-Assessment

2019 Purpose of Report: Information x Input Approval

Situation In accordance with Board Policies E-19 – Board Evaluation and E-10 v – Terms of Reference, the Resource Utilization and Audit Committee (RUAC) follows an annual process to evaluate the committee and the committee chair effectiveness in meeting its work plan objectives and designated responsibilities as set out by the Board, as well as to ensure continuous improvement of the committee as a whole.

Background The evaluation tool was distributed to RUAC members in May. The results have been analyzed and summarized below.

Analysis At the September RUAC meeting the committee reviewed the 2019 RUAC Self-Assessment Survey Results (see attached). Seven of 13 members responded. Overall, the responses and comments were positive.

The Committee either strongly agreed or agreed to 10 of the 17 questions. There were seven instances where the committee neither agreed nor disagreed in their response to the right number of members; the timing of the meeting; orientation; the number of meetings; whether the committee was working effectively; and, whether the Chair fairly reports the committee’s work to the Board. Feedback was received regarding the helpfulness of the Board orientation; the meeting time change and the reduction in the number of meetings were acknowledged. The Chair’s performance was highly rated. Management and staff were acknowledged for providing excellent, in depth reports and analysis on issues; being well qualified; motivated; and, diligent.

The following comments and/or suggestions were made to help improve the Committee: • Occasionally it seemed that more discussion and questions would have been helpful, but

prevented by limited time. At the same time, the chair was commended for allowingenough time for discussion while keeping the meetings on schedule.

• The opportunities for “education presentations” incorporated into the meeting iswelcomed. Some information sharing topics maybe handled via the consent agenda tofree up meeting time to allow time to have more discussion on “decision making” topics.

Recommendation The Resource Utilization and Audit Committee will continue to diligently assess time needed for each agenda item to allow for suitable discussion time.

x

85.71% 6

14.29% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%85.71%

85.71%

85.71%

85.71%

85.71%

85.71%

85.71%


Strongly agree

Agree


Disagree

Strongly disagree

1 / 18

Resource Utilization and Audit Committee Survey - 2019

28.57% 2

42.86% 3

28.57% 2

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%42.86%

42.86%

42.86%

42.86%

42.86%

42.86%

42.86%28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%


Strongly agree

Agree


Disagree

Strongly disagree

2 / 18


50.00% 3

50.00% 3

0.00% 0

0.00% 0

0.00% 0



TOTAL 6

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%


Strongly agree

Agree


Disagree

Strongly disagree

3 / 18


28.57% 2

57.14% 4

14.29% 1

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS

1 We moved the time to better accommodate those who found the earlier time challenging. I thinkthat has worked out well for the committee.

2 I have mixed feelings about the change in the meeting time. It works better for me to meet at 4 pmbut by 6 pm, I am ready to be finished.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%57.14%

57.14%

57.14%

57.14%

57.14%

57.14%

57.14%28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%


Strongly agree

Agree


Disagree

Strongly disagree

4 / 18


50.00% 3

16.67% 1

33.33% 2

0.00% 0

0.00% 0



TOTAL 6

# COMMENTS

1 Board orientation, board retreat and in depth presentations at committee meetings were veryhelpful.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

33.33%

33.33%

33.33%

33.33%

33.33%

33.33%

33.33%16.67%

16.67%

16.67%

16.67%

16.67%

16.67%

16.67%50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%


Strongly agree

Agree


Disagree

Strongly disagree

5 / 18


71.43% 5

28.57% 2

0.00% 0

0.00% 0

0.00% 0



TOTAL 7

# COMMENTS

1 Management and staff provided excellent, in depth reports and analysis of issues (the Co-genproject being one example).

2 A well qualified, motivated and diligent staff.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%71.43%

71.43%

71.43%

71.43%

71.43%

71.43%

71.43%


Strongly agree

Agree


Disagree

Strongly disagree

6 / 18


42.86% 3

57.14% 4

0.00% 0

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

57.14%

57.14%

57.14%

57.14%

57.14%

57.14%

57.14%42.86%

42.86%

42.86%

42.86%

42.86%

42.86%

42.86%


Strongly agree

Agree


Disagree

Strongly disagree

7 / 18


33.33% 2

50.00% 3

16.67% 1

0.00% 0

0.00% 0


TOTAL 6

# COMMENTS

1 Looking forward to fewer meetings since some of the monitoring items (scorecards and financials)don't change that much from month to month.

2 Committee could get by with 1-2 fewer meetings


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

16.67%

16.67%

16.67%

16.67%

16.67%

16.67%

16.67%50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%33.33%

33.33%

33.33%

33.33%

33.33%

33.33%

33.33%


Strongly agree

Agree


Disagree

Strongly disagree

8 / 18


42.86% 3

42.86% 3

14.29% 1

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS

1 Occasionally it seemed that more discussion and questions would have been helpful, butprevented by limited time.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%42.86%

42.86%

42.86%

42.86%

42.86%

42.86%

42.86%42.86%

42.86%

42.86%

42.86%

42.86%

42.86%

42.86%


Strongly agree

Agree


Disagree

Strongly disagree

9 / 18


71.43% 5

28.57% 2

0.00% 0

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%71.43%

71.43%

71.43%

71.43%

71.43%

71.43%

71.43%


Strongly agree

Agree


Disagree

Strongly disagree

10 / 18


50.00% 2

50.00% 2

0.00% 0

0.00% 0

0.00% 0



TOTAL 4

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%


Strongly agree

Agree


Disagree

Strongly disagree

11 / 18


71.43% 5

28.57% 2

0.00% 0

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%71.43%

71.43%

71.43%

71.43%

71.43%

71.43%

71.43%


Strongly agree

Agree


Disagree

Strongly disagree

12 / 18


71.43% 5

28.57% 2

0.00% 0

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%71.43%

71.43%

71.43%

71.43%

71.43%

71.43%

71.43%


Strongly agree

Agree


Disagree

Strongly disagree

13 / 18


50.00% 3

0.00% 0

50.00% 3

0.00% 0

0.00% 0


TOTAL 6

# COMMENTS

1 I don't attend the board meetings so I am unable to report and/or comment on this.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%50.00%

50.00%

50.00%

50.00%

50.00%

50.00%

50.00%


Strongly agree

Agree


Disagree

Strongly disagree

14 / 18


57.14% 4

42.86% 3

0.00% 0

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS

1 Fred is a great chair.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

42.86%

42.86%

42.86%

42.86%

42.86%

42.86%

42.86%57.14%

57.14%

57.14%

57.14%

57.14%

57.14%

57.14%


Strongly agree

Agree


Disagree

Strongly disagree

15 / 18


57.14% 4

28.57% 2

14.29% 1

0.00% 0

0.00% 0


TOTAL 7

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%

14.29%28.57%

28.57%

28.57%

28.57%

28.57%

28.57%

28.57%57.14%

57.14%

57.14%

57.14%

57.14%

57.14%

57.14%


Strongly agree

Agree


Disagree

Strongly disagree

16 / 18


83.33% 5

16.67% 1

0.00% 0

0.00% 0

0.00% 0



TOTAL 6

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

16.67%

16.67%

16.67%

16.67%

16.67%

16.67%

16.67%83.33%

83.33%

83.33%

83.33%

83.33%

83.33%

83.33%


Strongly agree

Agree


Disagree

Strongly disagree

17 / 18




# RESPONSES

1 A strong, focused committee.

2 The opportunities for " education presentations " incorporated into the meeting is welcomed Someinfo sharing topics maybe handled via the consent agenda to free up meeting my time to havemore discussion on "decision making " topics.

18 / 18


1


Name of Committee: Board of Directors Date of Meeting: November 27, 2019 Submitted by: Anthony Iafrate Subject: Governance & Nominating Committee Self-Assessment 2019 Purpose of Report: Information Input Approval

Situation In accordance with Board Policies E-19 – Board Evaluation and E-10 i – Terms of Reference, the Governance and Nominating Committee follows an annual process to evaluate the Committee and the Committee Chair effectiveness in meeting its work plan objectives and designated responsibilities as set out by the Board, as well as to ensure continuous improvement of the committee as a whole. Background The evaluation tool was distributed to Governance and Nominating members for completion in May 2019. The results have been analyzed and discussed by the Committee (see attached). Analysis Five of seven members responded to the survey. The respondents either strongly agreed or agreed to all but one question. This was related to the question: I received orientation to the committee that was helpful to me as a member of the committee, where two respondents indicated they neither agreed nor disagreed. There were no comments provided to help further analyze the results. Board/Committee orientation will be analyzed separately based on participant feedback.

Positive comments were provided regarding the Committee composition and management support. There were two comments and/or suggestions made to help improve the Committee, including the idea of adding additional members and adjusting the start time of the meeting. The Committee agreed the start time of the meeting should remain as is, and will consider adding another Director to the Committee when Board succession planning begins in the New Year. It should also be noted the results of the 2019 survey were similar to the results from the 2018 survey. Recommendation The Governance and Nominating Committee will consider adding another Director to its membership at a future meeting.

x

80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

1 / 18

Governance and Nominating Committee Survey - 2019

60.00% 3

40.00% 2

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS

1 A couple more members might be of benefit.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%60.00%

60.00%

60.00%

60.00%

60.00%

60.00%

60.00%


Strongly agree

Agree


Disagree

Strongly disagree

2 / 18


60.00% 3

40.00% 2

0.00% 0

0.00% 0

0.00% 0



TOTAL 5

# COMMENTS

1 A good cross-section of Directors with board experience.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%60.00%

60.00%

60.00%

60.00%

60.00%

60.00%

60.00%


Strongly agree

Agree


Disagree

Strongly disagree

3 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS

1 A good time to meet. The only issue could be Directors potentially leaving work early to meet thecommittee start time.

2 The committee could meet at 4:00 p.m. if this was agreeable to all members.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

4 / 18


20.00% 1

40.00% 2

40.00% 2

0.00% 0

0.00% 0



TOTAL 5

# COMMENTS

1 Can’t remember.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%40.00%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%


Strongly agree

Agree


Disagree

Strongly disagree

5 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0



TOTAL 5

# COMMENTS

1 Excellent support is received.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

6 / 18


100.00% 5

0.00% 0

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS

1 Always receive package in plenty of time.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

100.00%

100.00%

100.00%

100.00%

100.00%

100.00%

100.00%


Strongly agree

Agree


Disagree

Strongly disagree

7 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS

1 Meet in sufficient number of times to get all work done.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

8 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS

1 From rewriting bylaws to the recommendation of new directors and committee members, andlooking into the future of where Governance will work under the changes new being discussed intoday’s health care.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

9 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS

1 We look at at the beginning of each meeting. Always found in the agenda. Each month.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

10 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0



TOTAL 5

# COMMENTS

1 We have excellent support staff and executive leads that follow requirements on a ongoing basis.


Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

11 / 18


75.00% 3

25.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 4

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%75.00%

75.00%

75.00%

75.00%

75.00%

75.00%

75.00%


Strongly agree

Agree


Disagree

Strongly disagree

12 / 18


75.00% 3

25.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 4

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%75.00%

75.00%

75.00%

75.00%

75.00%

75.00%

75.00%


Strongly agree

Agree


Disagree

Strongly disagree

13 / 18


75.00% 3

25.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 4

# COMMENTS



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%75.00%

75.00%

75.00%

75.00%

75.00%

75.00%

75.00%


Strongly agree

Agree


Disagree

Strongly disagree

14 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

15 / 18


60.00% 3

40.00% 2

0.00% 0

0.00% 0

0.00% 0


TOTAL 5

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%

40.00%60.00%

60.00%

60.00%

60.00%

60.00%

60.00%

60.00%


Strongly agree

Agree


Disagree

Strongly disagree

16 / 18


80.00% 4

20.00% 1

0.00% 0

0.00% 0

0.00% 0



TOTAL 5

# COMMENTS DATE



Strongly disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%

20.00%80.00%

80.00%

80.00%

80.00%

80.00%

80.00%

80.00%


Strongly agree

Agree


Disagree

Strongly disagree

17 / 18




# RESPONSES

1 With changes being made in health care, i personally feel that the G&N Committee will need to beproactive in following these changes and report to the board on the potential impact to BWH andits board.

18 / 18


Bluewater HealthBank Loan AnalysisFor the period ending September 30, 2019

Bank Loan Description Purpose Sep 19 Jun 19 Mar 19 Dec 18 Sep 18 Approved Limit

Bank Loans - Long TermDemand loan, 2.39%, repayable in blended monthly Honeywell Energy Project 861,532 994,611 1,126,898 1,258,397 1,389,114 3,800,000 payments of principal and interest of $46,252, matures April 2021Demand loan, 2.38%, repayable in blended monthly payments of principal and interest of $53,083, 1,544,568 1,694,035 1,842,616 1,990,317 2,137,142 4,500,000 matures March 2022TOTAL DEBT 2,406,100 2,688,646 2,969,514 3,248,714 3,526,256 8,300,000

Less: Current Portion of Long Term Debt (570,165) (852,711) (1,133,579) (279,200) (556,742) 1,835,935 1,835,935 1,835,935 2,969,514 2,969,514

TOTAL LONG TERM DEBT 1,835,935 1,835,935 1,835,935 2,969,514 2,969,514 TOTAL CURRENT PORTION OF LONG TERM DEBT (OTHER LIABILITIES) 570,165 852,711 1,133,579 279,200 556,742

2016/17 Capital Expenditures

Charlotte Eleanor Englehart Hospital of Bluewater HealthEnglehart Estate InvestmentsAs at September 30, 2019

Cash Accounts:Revenue Cash 7,414.57 Capital Cash 18,879.27

Total Endowment Cash per TD Waterhouse Stmnt 26,293.84

Original Cost FMV Held for Trading Investments

Money Market Funds 15,062.34 15,062.34 Bond Funds 394,316.46 404,801.00 Equity Funds 318,459.08 331,595.00

Total Held for Trading Investments 727,837.88 751,458.34

Total Investments and Cash Accounts 754,131.72 777,752.18

HOSPITAL ATTESTATION OF COMPLIANCE WITH HOSPITAL PARKING DIRECTIVE

TO: The Erie St. Clair Local Health Integration Network (the "LHIN")

FROM: Mike Lapaine

President and CEO

Bluewater Health

Date: October 29, 2019

RE: August 31, 2018 to August 31, 2019 ("the Applicable Period")

On behalf of Bluewater Health (the "Hospital"), I attest to the Hospital's compliance with the

requirements set out in the Hospital Parking Directive, as applicable to this Hospital, during this

Applicable Period.

In making this attestation, I have exercised care and diligence that would reasonably be expected of a

person in my position in these circumstances, including making due inquiries of Hospital staff that have

knowledge of these matters.

I further certify that any material exceptions to this attestation, as well as the steps that the Hospital will

take to meet unmet requirements, and the timeframe for doing so, are fully and accurately documented

in the attached Schedule A.

Dated at Sarnia Ontario this October 29, 2019.

~// /, /r?/~

Mike Lapaine

President and CEO

Bluewater Health

Pagelof2

SCHEDULE A to ATTESTATION

On behalf of Bluewater Health (the "Hospital"), I attest the Hospital has "No" known material exception

to declare as set out in the Hospital Parking Directive, as applicable to this Hospital, during this

Applicable Period.

Dated at Sarnia, Ontario this October 29, 2019.

4/L /-ike lapaine /

President and CEO

Bluewater Health

Page2of2

MINUTES

OPEN SESSION BOARD MEETING Wednesday, September 25, 2019

Directors:

Marg Dragan, Treasurer √ Anthony Iafrate √ Bill Gillam √ Jenny Greensmith√

Louis Guimond √ Brian Knott, Vice-Chair √ Katherine Mantha √ Bob McKinley √

Rachael Simon - R Fred Vanderheide √ Paul Wiersma, Chair √ Kirk Wilson √

Ex-Officio Directors:

Mike Lapaine √ Dr. Michel Haddad - R

Shannon Landry √ Dr. Andre Rudovics√

Dr. Lincoln Lam – R

Participants: Samer Abou-Sweid √ Julia Oosterman - R

Laurie Zimmer √ Kathy Alexander √

Paula Reaume-Zimmer √

Recorder: Melissa Rondinelli (*attached in the minute record book)

1.0 CALL TO ORDER - Paul Wiersma called the meeting to order at 5:02 pm and welcomed

everyone to the meeting.

2.1 Traditional Territory Acknowledgement - Paul read the traditional territory acknowledgement and recognized today was Franco- Ontarian day.

2.0 AGENDA APPOVAL 2.1 Approval of Agenda*

Motion duly made, seconded and carried: to approve the agenda as presented. 2.2 Declaration of Conflict of Interest

Paul provided a brief overview of what a conflict of interest is (see s. 10 of the Corporate By-Laws of Bluewater Health). He explained individual Director and group obligations for an actual, potential or perceived conflict, and also reviewed the difference between conflict of duty and conflict of interest. Next, Paul briefly reviewed Policy E4 – Roles and Responsibilities of the Board. Lastly, he invited Directors to share any conflicts of interest. No conflicts were declared.

3.0 CONSENT AGENDA 3.1 ITEMS TO BE RECEIVED

3.1.1 Board Chair Report* 3.1.2 Professional Staff Association Report* 3.1.3 Board Evaluation Results* 3.1.4 Analysis of Loans and Investments*

Bluewater Health – Open Meeting September 25, 2019 Page 2 ____________________________________________________________________________

3.1.5 Facilities Quarterly Report* 3.1.6 Draft Board Education Plan* 3.1.7 Auditor’s Annual Post Audit Management Letter*

4.2 ITEMS FOR APPROVAL 4.2.1 Open Session Board Minutes

• June 26, 2019* • June 26, 2019 – Post AGM Meeting*

Motion duly made, seconded and carried: to receive the reports presented and to approve the following items in the Consent Agenda: Open Session Board Minutes (June 26, 2019 and June 26, 2019 – Post AGM Meeting).

5.0 PRESIDENT AND CEO REPORT* Mike Lapaine presented his report. He highlighted the Mike Weir Par 3 Challenge for Mental Health event that took place on September 19th, to raise funds for the opening of a local ACCESS Open Minds facility for youth. Mike reported the golf event raised $336K and the centre should be open in approximately one year. The facility will be self-funded with operating funds already in place through Bluewater Health, Canadian Mental Health Association (CMHA) and St. Clair Child and Youth. Mike also encouraged the Board to attend the Time Capsule Opening and Cornerstone Celebration event taking place September 27th. Brian Knott shared appreciation to BWH staff for elevating the profile of the hospital and reported a great experience volunteering at the golf event. Katherine Mantha recognized the various Mental Health and Addiction initiatives noted in the report, and asked if other communities are offering similar programs. It was reported the Mental Health Engagement and Response Team (MHEART) is being offered in other communities. Mike credited the successful Mental Health initiatives to Paula Reaume-Zimmer’s leadership as an integrated VP between BWH and CMHA, noting the census on acute Mental Health has been dropping. There was also discussion about local mental health and addiction services and social services available to patients, and the difference between these services and those that will be provided at the future ACCESS Open Minds centre.

6.0 BOARD DECISIONS/OVERSIGHT

6.1 Governance and Nominating Committee Highlights* Anthony Iafrate presented the highlights and reported a decision was made to add Ontario

Health Team (OHT) updates to all committee work plans. A finalized work plan will be brought forward for Board approval in November. Anthony also mentioned a staggered


approach for reviewing Board policies will be considered versus the full review of all policies that took place in September. There were no questions or comments.

6.2 Quality Committee Highlights* Brian Knott presented the highlights and brought attention to the Accreditation Update

provided to the Quality Committee. He reported there were 10 unmet Accreditation standards from the last Accreditation Survey, four of which were related to infrastructure challenges at the Charlotte Eleanor Englehart Hospital (CEEH) of Bluewater Health (BWH). Brian explained the hospital is awaiting a decision from the Ministry for funding through the Health Infrastructure Renewal Fund (HIRF) to address these issues. Other unmet Accreditation standards related to patient experience/safety are under investigation and will be addressed before the next Accreditation Survey. Mike Lapaine added the CEEH Foundation has agreed to fund some of the infrastructure needs at CEEH as part of its contribution to the redevelopment project to avoid further delay. There were no questions or comments.

6.3 Quality Committee Performance Scorecard*

Brian presented the scorecard and highlighted BWH’s results with respect to the indicators updated this month:

• Average time to inpatient bed – increased in July, similar to other hospitals. BWH has closed five beds and is working on flex plans to reduce conservable days and address human resource planning.

• Colouring for the Access indicators for the Petrolia site will be updated • Overall Incidents of Workplace Violence – BWH continues to collect baseline data

and expects direction from Health Quality Ontario on this indicator prior to embarking on the next Quality Improvement Plan (QIP)

• Was patient/family treated with kindness – target unmet. There is concern with the lag in response time. BWH is investing in a pilot project for a real-time survey which should improve feedback.

• Organization promotes staff health and wellness indicator – recent Excellence Canada Survey results show improvement to 78.% on this indicator up from 51.6%

Management was asked if the patient experience scores in the Emergency Department (ED) have been investigated. It was reported BWH completed a full review of the ED and implemented a number of recommendations including triage support, volunteer presence, Indigenous training, etc. The hospital is anticipating improvement with these changes. Discussion about ED wait times and surge/flu planning followed. Management reported there is an elaborate surge plan and escalation process to address the flu season this year. BWH suggested the hospital is better prepared than last year, with a more nimble staffing pool, and better primary care access with the Rapids Family Health Team being open every


day except for Christmas Day over the holidays. A question was also raised as to the difference between the current patient experience survey and the real-time pilot survey. It was explained the current mail-out survey includes approximately 60 questions and the pilot survey is expected to include only 10-12 questions.

6.4 Resource Utilization & Audit Committee (RUAC) Highlights* Marg Dragan presented the RUAC Committee Highlights and brought attention to the fraud

update provided to the Committee, which provided assurance BWH’s benefits provider has a fraud protection system in place. She also noted the Committee reviewed its self-assessment results which were positive, and thanked Fred Vanderheide for his past leadership of the Committee. There were no questions or comments.

6.5 Financial Statements*

Marg presented the financial statement for the period ended July 31, 2019 and highlighted the following: o The hospital is forecasting a year-end deficit of $346K which is better than the

budgeted deficit of $1.3M o LHIN revenue is under budget approximately $300K o Salaries and wages are over budget o There is a negative variance of $424K for employee benefits due to additional costs

related to maternity leaves. o BWH received a utility rebate of $1.8M dating back to January 2017

Motion duly made, seconded and carried: to approve the Financial Statement for the period ended July 31, 2019 as presented.

It was questioned whether the increase for supplies and expenses due to patient transportation and professional fees is unusual. The hospital reported it has been struggling with these expenses for the past couple of years, and is putting strategies in place to reduce the costs. Marg also noted the hospital’s working capital has declined and staff are monitoring this closely.

6.6 Resource Utilization and Audit Committee Performance Scorecard*

Marg presented the scorecard for the month of March and highlighted the following: • Access to care – discussed with item 6.3 • Absenteeism – not reaching target but performance better than in the past • Cost per weighted case – for most areas expenses and weighted cases have increased • Mental Health inpatient Cost per Patient Day – number of patients has decreased yet it

is difficult to adjust the costs down


• Surplus/deficit - deficit • Adjusted Working Capital – off target • % of Capital Budget Spent – 9%

6.7 Chief Financial Officer (CFO) Certificate* Marg presented the CFO certificate and reported it is normally placed in the consent agenda

for approval. There was debate at the RUAC meeting regarding whether or not the Board should approve or receive the certificate, although the Board has historically approved it. There was discomfort from a Director in approving the certificate without a verifiable process in place to confirm the statements made. Debate followed. It was recommended the Board approve the CFO Certificate at this meeting, investigate concerns about the process via the Governance and Nominating Committee, and report back to the Board.

Motion duly made, seconded and carried: to approve the Financial Statement for the

period ended July 31, 2019 as presented. ACTION: Governance and Nominating Committee to investigate the appropriateness of

the Board approving the CFO Certificate versus receiving the document. 6.8 Chief of Professional Staff Report* Dr. Haddad reported the Medical Advisory Committee met last week. He shared an

overview of the Committee’s mandate and a brief description of their meeting which included: approval of By-law and policy changes, updates regarding the NOW initiative and development of the Sarnia-Lambton Ontario Health Team, recruitment updates, and discussion of annual Chief of Professional Staff Goals. An inquiry about the shortage of Emergency Department physicians was raised. Dr. Haddad deferred discussion to the in-camera meeting.

6.9 Bluewater Health Foundation Report*

Paul presented the BWH Foundation Report in Kathy Alexander’s absence. Marg shared appreciation for Dan Edwards’ efforts and Brian commended the Foundation for its work. Katherine Mantha, the new Board Liaison for the CEEH Foundation, provided an overview of the Foundation’s most recent meeting, which included a review of the Treasurer and Auditor’s Reports, commitment of $800K towards the Capital Project, and discussion of upcoming fundraising events – Dream Home Draw and the Christmas Jamboree.

7.0 OPEN FORUM – No discussion.

Bluewater Health – Open Meeting September 25, 2019 Page 6 ____________________________________________________________________________ 8.0 IN-CAMERA MEETING AGENDA ITEMS Paul reported the In-Camera meeting agenda topics for May include:

• Credentialing • Capital planning • Strategic planning • Risk

9.0 ADJOURNMENT Motion duly made, seconded and carried: to adjourn the meeting at 6:01 pm. ________________________ ____________________________ Paul Wiersma Mike Lapaine Chair Secretary Board of Bluewater Health Board of Bluewater Health

_________________ Melissa Rondinelli Senior Executive Assistant, Recorder

See comments and highlighted sections for recommended changes.

1

No. Work Plan Item Responsible Committee

Alignment Board Policy/

Strategic Plan/ Legislation

Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dece

mbe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June

Status (CompleteIn ProgressDeferred)

Comments

1.1 Monitor Strategic Plan annually G&N A-2/E-3 x x x1.2 Monitor strategic goals and quality/resource objectives via

Balanced Scorecards and provide oversight for remediation/improvement plans

Quality/RUAC ECFAASP

A-3/E-3

x x x x x x x

1.2a Monitor strategic goals and quality/resource objectives via Balanced Scorecards and provide oversight for remediation/improvement plans

Quality ECFAASP

A-3/E-3

x x x x x x x

1.3 Review/approve/monitor Quality Improvement Plan (QIP) Quality C-1/E-3ECFAA

x x x x x

1.4 Establish annual performance indicators and targets Quality/RUAC ECFAASP

A-3/C-1/E-3

x x x

1.5 Monitor development of local Ontario Health Team as required All F-2 x x x x x x x NEW ITEM

2.1 Complete CEO/CoPS performance evaluation and approve goals/objectives

Exec B-3 x x x

2.2 Establish annual CEO/CoPS performance expectations Exec B-3 x x2.3 Review/approve Executive Compensation Framework Exec B-3 x NA - Executive rates

frozen effective August 13, 2018

2.4 Ensure CEO/CoPS establish an appropriate succession plan for BWH leaders and Professional Staff

Exec B-1/E-3 x x

2.5 Review/approve annual HR and Physician HR plans RUACMAC

E-3 x

2.6 Review/approve executive performance-based compensation relative to Quality Improvement Plan performance

Exec B-3ECFAA

x x

2.7 Review/approve salary recommendation for non-union compensation

RUACEC

B-3ECFAA

x x

2.8 Review/approve Medical Director and other medical leadership appointments as required

MAC E-3 x x x x x x x

3.1 Monitor Quality and Patient Safety program annually Quality C-1/C-8SP

x

BLUEWATER HEALTH WORK PLAN 2019-20

1.0 Establishing Strategic Direction

2.0 Providing for Excellence Management

3.0 Ensuring Program Quality and Effectiveness

THESE TWO ITEMS TO BE COMBINED


2




Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dece

mbe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June


Comments


3.2 Monitor accreditation activities and respond as required (timing aligned with accreditation cycle)

Quality/G&N C-1/E-3/E-10 x x x x x x BIANNUAL PRESENTATION IN

SEPT AND MAR ONLY

3.3 Review Critical Incident Aggregated Data reports (Excellent Care for All Act legislation: at least twice annually)

Quality C-1ECFAA

x x xPRESENTATION IN

NOV AND MAY

3.4 Monitor litigation claims and Risk Assessment Checklist Quality C-2/E-10 x x THESE TWO ITEMS TO BE SEPARATED; PRESENTATION IN

MAY ONLY3.5 Monitor ethical framework outcomes and related policies

(minimum annually)Quality C-4 x

3.6 Monitor research being undertaken within the organization (minimum annually)

Quality C-3 x

3.7 Monitor pandemic plan and emergency preparedness (i.e. Disaster plan and other related activities) - annually

Quality C-1/C-8 x

3.8 Monitor Quality Improvement Initiatives through program reports and education articles

Quality E-10 ECFAA

x x x x x xWORDING CHANGED

3.9 Review recommendations from MAC on any systemic/recurring issues related to quality of care provided by professional staff as required

Quality/MAC C-1PHA

x x x x x x xWORDING CHANGED

3.10 Receive minutes from the Quality and Patient Experience Committee

Quality E-10 IV x x x x x x x

3.11 Monitor patient experience results via Concerns/Compliments reports and 4 principles of PFCC

Quality C-2/C-5ECFAA

SP

x x xITEM REMAIN IN

SEPT, JAN AND MAY RATHER THAN ONLY

JAN AND JUNE

3.12 Provide update on Workplace Violence (also incorporated into 2018_19 QIP & scorecard) - twice annually

Quality ECFAA x x x MOVE REPORT TO NOVEMBER INSTEAD

OF SEPTEMBER


3




Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dece

mbe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June


Comments


3.13 Monitor staff, professional staff and volunteer engagement survey results

Quality ECFAASP

x xADD TO MAY

AGENDA - REMOVE FROM NOVEMBER

3.14 No One Waits (N.O.W.) Initiative update - quarterly Quality/RUAC SP x x x x3.15 Review/approve Professional Staff appointments,

reappointments, privileges as requiredMAC PHA x x x x x x

3.16 Review fairness/effectiveness of credentialing process annually MAC x x

3.17 Receive reports from the CEO in relation to the 3rd party whistleblower service

RUAC C-7 x

3.18 Monitor Integrated Risk Management (IRM) quarterly - include best practices' 3 corporate priorities

Quality C-2SP

x x x x CHANGED TO QUARTERLY FROM

ANNUALLY - add presentations in Sept

and Feb3.19 Hospital Standardized Mortality Rate report - twice annually Quality SP x x

3.20 Health and Wellness Update RUAC SP x x MOVE TO RUAC FROM QUALITY

3.21 Receive Quality of Care Information Protection Act (QCIPA) & Quality Care Review Recommendations in aggregate twice per year (used to be combined within the Quality & Patient Safety Program report)

Quality ECFAAE-10 IV

x x xREMOVE FROM

SEPTEMBER AND ADD TO NOVEMBER

3.22 Receive annual Occupational Health and Safety Program Report

RUAC OH&SA / HPPAC-8

x

3.23 Receive an update on environmental stewardship outcomes annually

RUAC C-9 x

3.24 Receive annual report on AODA accountabilities, progress and compliance

RUAC AODAE-3

x

4.1 Monitor financial performance via monthly financial statements

RUAC D-1/D-2 x x x x x x x

4.2 Review/approve annual operating plan RUAC/Quality C-1/D-1 x x x x4.2a Review/approve annual operating plan Quality C-1/D-1 x COMBINE WITH ITEM

4.2

4.0 Ensuring Financial Viability


4




Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dece

mbe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June


Comments


4.3 Review/approve Hospital Accountability Planning Submission (HAPS)

RUAC D-1/D-2 x(draft HAPS)

x(Final HAPS)

x x

4.4 Review/approve/monitor capital expenditure plan RUAC D-1/D-2 x x x x x x x4.5 Review/approve Hospital Service Accountability Agreement (H-

SAA)RUAC D-1/D-2 x

4.6 Review/approve Community Accountability Planning Submission (CAPS) and Multi-Sectoral Accountability Agreement (M-SAA)

RUAC D-1/D-2 x(draft CAPS)

x(Final CAPS)

x x M-SAA expires Mar 31, 2022

4.7 Review/approve Chief Financial Officer Report - ensuring legislative requirements at met

RUAC C-2/D-2/D-3/E-3/E-10

x x x x

4.8 Monitor business/financial risk management RUAC C-2/D-2/D-3/E-3/E-10

x x x x

4.9 Review/receive quarterly report on investments and loans RUAC D-3/D-4/E-10 x x x x

4.10 Review/monitor physician bank loans annually RUAC D-3/D-4/E-10 x4.11 Review/receive Human Resources Report quarterly RUAC E-10 x x x x4.12 Review/receive Facilities Report quarterly RUAC D-1/E-10 x x x x

4.13 Review/receive insurance annually RUAC D-3 x4.14 Review/approve banking arrangements/resolutions RUAC D-3 x4.15 Review/approve audit activities as required

(post-audit/management letter, management's response and action plan, audit plan, financial statements, firm/compensation)

RUAC E-3/E-10 x x x

4.16 Review/approve Executive and Director expenses RUAC BPSAAD-6/E-2/E-18

x x

4.17 Review/approve Public Sector Salary Disclosure Attestation RUAC PSSDAE-2

x

4.18 Review/approve BPSECA Attestation - annual executive compensation

RUAC BPSECAD-1

x

4.19 Review/approve BPSAA Attestation - consultant use, perquisites, lobbyist rules, etc.

RUAC BPSAAD-6/E-18/E-2

x

4.20 Provide update on HIS or any other significant technology investments as needed

RUAC SPD-1

x x x x x x x

4.21 Provide update on cyber security annually RUAC C-2 x


5




Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dece

mbe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June


Comments


4.22 Monitor/approve decisions related to property matters as required

RUAC D-1 x x x x x x x

4.23 Monitor status of the development of the 5-Year Plan - services, facilities, capital equipment, and technology

RUAC E-3SP

x

5.1 Develop/approve annual work plan All/Quality separate

E-15 x x

5.1a Develop/approve annual work plan Quality E-15 x Combine with item 5.1

5.2 Review/revise/approve Terms of Reference AllQuality

separate

E-10 x

5.2a Review/revise/approve Terms of Reference Quality E-10 x Combine with item 5.2

5.3 Develop/approve/monitor Board Goals G&N/All E-15/E-19 x x x5.4 Complete Board/Director/NDCM/Committee/Meeting

evaluations as required and address opportunities identified by results

G&N/All/Quality

Separate

E-11/E-12/E-13/E-14/E-19

x x x x

5.4a Complete Board Committee Meeting evaluation as required and address opportunities identified by results

Quality E-10/E-11/E-12/E-13/E-15/E-18

x x Combine with item 5.4

5.5 Strengthen Board Orientation/Education/Team Building G&N/All/Quality Separate

E-9SP

x x x x x x x

5.5a Quality Committee Education Article Review - article to be linked to program who is scheduled for tour or didactic presentation item 3.8

Quality E-9SP

x x x x x x Combine with item 5.5

5.6 Complete Board succession planning, recruitment and nomination process

G&N E-8/E-9 x x x x x

5.7 Review Board/NDCM member meeting attendance and education record

G&N E-19 x

5.8 Review/revise/approve Board policies and By-Laws All E-1 x x Combined with item 5.11

5.9 Plan for Annual General Meeting G&N E-10 x x x x x x

5.0 Ensuring Board Effectiveness


6




Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dece

mbe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June


Comments


5.10 Review/receive annual FIPPA/PHIPPA compliance report and complete FIPPA Delegation of Authority

Quality C-6FIPPA

PHIPPA

x

5.11 Review/approve Corporate By-Law amendments as required G&N E-1 Combine with item 5.8

5.12 Complete Board meetings without Management Board E-17 x x x5.13 Consider Generative Discussion items for Board meetings G&N E-9 x x x x x x x x

5.14 Participate in Accreditation Activities. G&N All Board Policies x x x REMOVE - SEE 3.2

6.1 Review/receive Global Communication and Community Engagement Plan

G&N E-2/E-3/F-1 x

6.2 Review/receive reports from CEO/Board liaison representatives re: stakeholder relationships as necessary i.e.. Governance Advisory/Foundation Boards/CAP/RHAP

G&N E-2/E-3/F-1/F-2SP

x x x x

6.0 Fostering Relationships

CERTIFICATE OF THE CHIEF FINANCIAL

TO: The Board of Directors

RE: Corporate Governance Matters

OFFICER OF

BLUEWATER HEALTH

For the period April 1, 2019 through September 30, 2019 (the "Reporting Period")

The undersigned, as the Chief Finance Officer of Bluewater Health, hereby certifies as follows:

1. The undersigned has conducted such examinations of the books and records of the Corporation and made such investigations, as the undersigned deems necessary as a basis for the matters hereinafter certified.

2. The Corporation is current at September 30, 2019 in respect of all taxation, pension contributions, insurance and related withholdings and remittances required by law, including but not limited to:

(i) Canada Pension Plan contributions; (ii) Employer's and employee's portions of Employment Insurance

contributions; (iii) Income Tax Act and Taxation Act contributions including withholdings

with respect to payments to non-residents; (iv) Employer Health tax contributions; (v) Excise tax contributions; and (vi) Workplace Safety and Insurance contributions.

3. Bluewater Health is current at September 30, 2019 in respect of all payments to its employees under the Employment Standards Act.

4. Bluewater Health is current at September 30, 2019 in respect of the payment of pension amounts to the Hospitals of Ontario Pension Plan (HOOPP).

5. No tax assessments/re-assessments have been levied against the Corporation during the Reporting Period. The hospital is currently undergoing an HST audit for the period April 1, 2017 to June 30, 2019.

6. The Hospital's purchasing and accounts payable functions are processed through the materials management division of our shared-services organization, TransForm. The Finance Department continues to work

closely with TransForm staff to review payments and identify/correct any errors found.

7. No material defaults by the Corporation have occurred during the Reporting Period under any material agreement to which the Corporation is a party.

8. During the Reporting Period, no material adverse change has occurred in the business of Bluewater Health or its assets and liabilities, taken as a whole.

9. Bluewater Health has filed on a timely basis all statements and returns which were required to be filed by it during the Reporting Period with any governmental authority having jurisdiction. The hospital's annual charitable return was filed during the reporting period.

10. Directors and Officers may be held personally and individually liable for their actions as well as their lack of action, in managing Bluewater Health. The Hospital's Directors, Officers and Community Members are covered through the Hospital's HIROC Errors and Omissions' Liability insurance. The maximum coverage is limited to $30 Million, on a per occurrence basis.

11. AS at September 30, 2019 Bluewater Health had one outstanding Ministry of Labour Order. The outstanding order was closed on October 15, 2019.

12. Bluewater Health is compliant as at September 30, 2019 with all provisions under the Workplace Safety and Insurance Act, 1997.

DATED the ___ 1st ___ day of_ November ___ 2019.

Marlene Kerwin Director of Finance & Decision Support and Chief Financial Officer

Flu Prevention Between 2011 and 2016 Bluewater Health experienced varying numbers of cases of hospital-acquired influenza, ranging from zero to 19. In 2017-2018 cases declined, to four and in 2018-2019 there were zero cases, which is our target. Bluewater Health’s goal is to eliminate hospital-acquired infections, including influenza. In 2018-2019, the vaccination rate among Bluewater Health staff was 48.75% (goal is 60%), consistent with the previous year. After the first month of flu clinic availability Bluewater Health has seen 720 employees vaccinated. That represents a vaccination rate of 47.24%. Holiday Surge Planning The holiday season brings increased activity to hospitals – most notably in the Emergency Departments (ED). The busyness over the holidays is in part due to the flu season that grips the community along with limited holiday hours at community healthcare partners like doctors’ offices and walk-in clinics. During the holidays, over 300 patients visit Bluewater Health EDs in Sarnia and Petrolia per day. This is twice the normal daily average. Bluewater Health has strategies in place within the hospitals and with its local partners to prepare for the increase in the volume of people needing care, but it is just as important for the public at large to prepare as well. Bluewater Health’s annual media campaign will focus on how the general public can prepare healthcare wise for the busy holiday season includes a list of community resources along with helpful tips to best avoid Emergency Department visits and waits. New this year is a series of community education pieces in the ED reminding people of appropriate ED use. Stroke Program Offers Learning Opportunities

In recognition of World Stroke Day (October 29), Bluewater Health rolled out a series of new e-learnings to all staff to improve the quality of care and safety to patients, as well as enhance the education and professional development of Bluewater Health staff. Additional in-class options are being developed for those who want to delve even deeper into the subject matter. On October 8, Dr. Andrew Samis presented the “race car pit stop” model of hyper acute stroke care he’s pioneered and how it is changing people’s lives. Bluewater Health is seeing this first hand as we continue to adopt his “pit stop” techniques and procedures. In addition, Bluewater Health has partnered with Aamjiwnaang First Nation, Chippewas of Kettle and Stony Point First Nation, and the Sarnia-Lambton Native Friendship Centre to educate local communities about the FAST campaign to recognize warning signs of stroke.

Report to the Board from President & CEO Mike Lapaine

November 2019

High Falls Prevention Awareness Among Staff

November is Falls Prevention Month and several activities are happening at Bluewater Health to reduce falls and the risk of injury from falls among patients. This is also one of the Best Practice Guidelines from the Registered Nurses’ Association of Ontario (RNAO) we’re implementing as a Best Practice Spotlight Organization. Through the accreditation process in 2019, a sustainability plan was put in place, including monthly tracers to ensure accreditation readiness is ingrained in the organization. The October 2019 tracer focused on falls and falls prevention – findings were positive and show high staff awareness of falls risk assessment methodologies and falls prevention interventions. Successes are also being shared, such as the safety huddles used by units with a collaborative model of care (CMOC), and increasing the number of beds with built-in bed alarms.

Provincial Top Performer Bluewater Health was recently recognized by Cancer Care Ontario as the top performer in the province and exceeding the provincial annual improvement target in CT wait times for the percentage of priority 3 cases completed within the access target, for the 2018/2019 fiscal year. Bluewater Health also exceeded the provincial annual improvement targets for five additional indicators:

Reducing wait times from referral to consultation with a surgical oncologist within all priority categories;

Pathology post-surgical report turnaround time;

Reducing the wait time from referral to consultation with a medical oncologist;

Reducing the wait time from consultation to treatment; and

Ontario Breast Screening Program (OBSP) clients diagnosed within seven weeks of an abnormal screen with a tissue biopsy.

New Mandatory Reporting To enhance patient safety, mandatory reporting for public hospitals has increased in two areas. The Protecting Canadians from Unsafe Drugs Act, also known as Vanessa's Law, is intended to increase drug and medical device safety in Canada by strengthening Health Canada's ability to collect information and to take quick and appropriate action (such as ordering a product recall or requiring a label change/package modification to make new safety information available to patients and consumers) when a serious health risk is identified. It will be mandatory for hospitals to report serious adverse drug reactions and medical device incidents to Health Canada, effective December 16, 2019. Ontario hospitals must report vaping-related cases of severe pulmonary disease to the province’s Chief Medical Officer of Health, effective September 23, 2019. The government has noted that this information, not previously available to the Ministry of Health, will be used to engage with experts to identify evidence-based solutions to protect youth from the potential dangers of vaping. Our internal processes are being reviewed and revised to comply with these new requirements.

Cool Place to Work Bluewater Health was selected by the Sarnia Lambton Chamber of Commerce to receive its Outstanding Business Achievement Award in the ‘Cool Place to Work’ category. Our nomination included descriptions of our activities related to employee well-being, staff development, work-life balance, fair employment practices and employee communications. We demonstrated how our exceptional work environment correlates with higher employee and patient satisfaction. The award will be placed in our display case near the main entrance of the Sarnia hospital. Physician Recognition Bluewater Health and Bluewater Health Foundation hosted the 13th Annual Physician Appreciation Awards to honour physicians who contribute to the Sarnia-Lambton community. This year’s recipient of the Outstanding Physician of the Year Award was Dr. Charles Winegard, Emergency Physician and Medical Director, Rural Health and Interim Medical Director, Medicine Program. Dr. Winegard was recognized for his work in multiple areas, including Rural Health and Medicine, as well as the physician lead for the No One Waits (NOW) initiative, and as Chair of the Choosing Wisely Committee. He was recognized as a strong advocate for rural health and physicians, someone who works to foster strong relationships between the two sites, and as a strong communicator. The Outstanding Contribution to the Hospital Award was awarded to Dr. Richard Cheong, Lead Hospitalist. He was recognized for his more than 40 years of service to the hospital, including contributions as Chief of Family Practice for years, Chief of Staff from 1993 – 2007, and now Lead Hospitalist. The Peer Recognition Award was presented to Dr. Renuka Naidu, Internist/Intensivist. She was recognized by her peers as a physician who provides bridging knowledge between the two units and education to other physicians, and as someone who is always willing to help. This year’s recipient of the annual Culture of Philanthropy award was Dr. Rob Hislop, Emergency Physician and member, Bluewater Health Foundation Board of Directors. This award recognizes a physician whose personal generosity, time commitment and community leadership has inspired others to become involved in supporting Bluewater Health.

Ontario Health Team Progress The consultants facilitating the Sarnia Lambton OHT have collaborated with over 70 people. The various parties have identified a multitude of existing services already in place in our community, as well as a list of multi-organizational collaboration success stories for us to build from. The opportunity then, is to connect the dots between all the various partner collaborations and scale it (where possible) and create new synergies. We expect to submit our self-assessment form in early December. I provided an update to Lambton County Council on behalf of the Steering Committee earlier in November. The article which came as a result is attached here. Upcoming Event in Support of ACCESS Open Minds ART THERAPY 2.0 will be hosted at theStory in Sarnia on Friday, December 6 to raise funds for ACCESS Open Minds (an integrated youth mental health and addictions treatment site for community members ages 11-25) in Sarnia-Lambton.

https://www.sarniathisweek.com/news/local-news/lambton-moving-ahead-with-health-team-application-2

The Mike Weir Foundation’s Community matching campaign will double all the funds raised. This event is in partnership with Bluewater Health, the Canadian Mental Health Association and St. Clair Child and Youth Services. Holiday Events December brings with it a number of special events and activities including the Children’s Holiday Party for the hospital family, holiday decorating, a visit from Santa Claus, liturgical services, and recognition for staff. In addition, the Children’s Auxiliary sponsors four gifts for Christmas, and four for New Year’s that include a knitted car seat blanket, diapers, baby body wash, shampoo, lotion, q-tips, etc. The Auxiliary also provides stockings and bunting bags to be used to put babies in to take photos (stockings for Christmas, bunting bags for New Year’s). Fundraising Bluewater Health would like to thank Dan Edwards for being a mental health and addictions champion in the community. After four years of his ‘Do It For Sarnia’ campaign, Dan reached his goal of $150,000. Bluewater Health is investing those funds into renovating the outdoor patio on the Mental Health Inpatient unit which will be enjoyed by patients at the hospital. In preparation for the holidays and new year, Bluewater Health Foundation has a number of activities planned:

November 22 and 23 – Winter Wonderland (Holiday Market and Kids’ Fun Fest)

November 28 – annual tree lighting and caroling with staff members

December 24 – Santa Claus coming from the North Pole to visit our patients, staff and volunteers

January 24 – Dream Home Earlybird Draw for an all-inclusive vacation from Sell Off Vacations, Sunwing, and Riu Palace Costa Mujeres in Cancun, Mexico; deadline is January 12 at midnight

Charlotte Eleanor Englehart Hospital (CEEH) Foundation is hosting a Jamboree December 13 to 15 at the Victoria Playhouse Petrolia (VPP). Tickets are on sale now, at the VPP for $60. Proceeds support CEEH of Bluewater Health redevelopment. CEEH Auxiliary’s annual apple pie pre-sales have begun, as well as a 50/50 draw. All the proceeds go to Charlotte Eleanor Englehart Hospital of Bluewater Health. Tickets for the 2019 Dream Home Lottery went on sale October 1. The prize pool has also increased to more than $1 million including a $59,000 BMW along with a brand new 50/50 draw. Tickets for the 50/50 draw are being sold separately, but require that you purchase a dream home ticket first. If the lottery sells out, over $600,000 will be split between the two foundations. Dream Home open houses are held every Saturday and Sunday from 1:00 to 4:00 pm. Proceeds from the Dream Home Lottery support both the Petrolia and Sarnia hospitals. Remember Dream Home tickets make great holiday presents! Purchase online at www.bwhfdreamhome.com.

http://www.bwhfdreamhome.com/

1

Governance and Nominating (G&N) Committee Highlights

November 13, 2019

Board Evaluation The Committee discussed the Committee Self-Assessment results (see Consent Agenda), as well as Orientation and Board Retreat Feedback. The collective feedback from these various evaluation tools was positive, reflecting a high-functioning Board. The potential for survey fatigue was noted, and recommendations were made to consider streamlining the survey process and to consider different orientation models moving forward. In addition, members are encouraged to participate in all surveys and provide commentary where appropriate to help identify Board improvement opportunities. Board Education/Orientation/Team Building A number of Board members participated in various educational offerings over the months of October and November, including sessions offered by the Ontario Hospital Association (OHA), Miller Thomson LLP webinars, and hospital-provided sessions. Thank you for your commitment to Board education and development. Planning for future Board education events continues. If there is an item you wish to learn more about, you are encouraged to share your ideas. Please click here for more details about upcoming OHA events. Board Goals The Committee discussed feedback received regarding tactics to achieve the Board Goals. Overall the feedback indicated the Board’s focus this year should be on the development of the Sarnia-Lambton Ontario Health Team (SL OHT). The Board Goals, which will remain until the next Strategic Plan include:

1. Improve front-line connectivity 2. Improve Board education 3. Provide strategic support on resource optimization 4. Leverage strategic community relationships

In addition, the following items will be coming forward separately for Board approval/discussion:

• Board Work Plan • Annual By-Law Review • Annual Board Policy Review • OHT Update

Submitted by: Anthony Iafrate

https://www.thegce.ca/#1

1


Name of Committee: Board of Directors Date of Meeting: November 27, 2019 Submitted by: Julia Oosterman Subject: Annual Board Policy Review Purpose of Report: Information Input Approval

Situation The Board is required to complete an annual review of its policies per policy E-1 – By-Laws and Board Policies. Background In the summer/fall of 2018, Board policies were compared against examples from other hospitals, legislation requirements and Accreditation Standards, to ensure the hospital met Accreditation Standards in preparation for the Accreditation Survey in 2019. Appropriate revisions were made with Board approval in November 2018. Administrative leads completed a full review of the policies again in the summer of 2019, in accordance with the above-noted policy. Analysis Each Sub-Committee of the Board was provided with the policies it is responsible for in in August 2019. Recommended changes were presented to the Sub-Committees in September, and some additional revisions were recommended by Committee members. An overview of the recommended revisions and revised policies are attached (Appendix A). There were no recommended revisions from the Quality Committee. Future revisions to Board policies are expected as Ontario Health Teams evolve and related legislated is amended/repealed. For example, there are numerous references within Board policies to the Erie St. Clair Local Health Integration Network (ESC LHIN), accountability agreements with them, and specific legislation. These revisions will be brought forward as required. Recommendation The Governance and Nominating Committee recommends the Board recognize the annual Board Policy Review has been completed as required, and approve the recommended Board Policy revisions as presented.

x

Board Policy Review 2019

No. Policy Name Responsible Committee Review/ Approval Date

Revisions

A. Establish Strategic Direction 1. Mission, Vision and Values Governance & Nominating November 2018 None 2. Strategic Planning Governance & Nominating November 2018 None 3. Performance Monitoring Governance & Nominating November 2018 None B. Provide for Excellent Management 1. Chief Executive Officer and Chief of

Professional Staff Selection andSuccession Planning

Governance & Nominating November 2018 None

2. Chief Executive Officer Direction &Delegation of Authority


3. Chief Executive Officer and Chief ofProfessional Staff PerformanceManagement and Evaluation

Governance & Nominating February 2019 None

4 Chief Executive Officer and Chief of Professional Staff Compensation


5 Chief of Professional Staff Direction & Delegation of Authority


C. Ensure Program Quality and Effectiveness 1. Quality Quality November 2018 None 2. Risk Management Quality November 2018 None 3. Research Projects Quality November 2018 None 4. Ethics Quality November 2018 None 5. Patient and Family Complaints and

ConcernsQuality November 2018 None

2

Note: Any Board policy documents appearing in paper form must be used for reference purposes only. The copy saved in the hospital’s computer network must be considered the current document.



Revisions

6. Freedom of Information (FOI)Delegation of Authority and Oversight

Quality November 2018 None

7. Whistleblower Resource Utilization & Audit November 2018 Added “by the external firm” to end of the sentence in Item “c” of the General Procedure section.

8. Occupational Health and SafetyAccountability Framework

Resource Utilization & Audit November 2018 None

9 Environmental Stewardship Resource Utilization & Audit November 2018 None D. Ensure Financial Viability 1. Resource Planning Resource Utilization & Audit November 2018 Changed “required” to “expected” in

the second paragraph of the Policy section and deleted the last sentence.

2. Financial Condition Resource Utilization & Audit November 2018 None 3. Asset Protection Resource Utilization & Audit November 2018 None 4. Investments Resource Utilization & Audit November 2018 None 5. Procurement and Spending Authority Resource Utilization & Audit November 2018 Updated the Signing Authority

Framework table in Appendix A to align with the Corporate policy.

6. Expense Reimbursement Resource Utilization & Audit November 2018 No changes 7. Perquisites Resource Utilization & Audit November 2018 No changes

3




Revisions

8. Hospital Borrowing Resource Utilization & Audit November 2018 No changes 9. Naming of Assets Resource Utilization & Audit November 2018 No changes E. Ensure Board Effectiveness 1. By-Laws and Board Policies Governance & Nominating November 2018 No changes 2. Principles of Governance and Board

Accountability Governance & Nominating November 2018 No changes

3. Roles and Responsibilities of the Board of Directors

Governance & Nominating November 2018 No changes

4. Roles and Responsibilities as an Elected and Ex-Officio Director

Governance & Nominating April 2019 No changes

5. Non-Director Committee Member Governance & Nominating April 2019 No changes 6. Board Committee Member

Declaration Governance & Nominating November 2018 No changes

7. Code of Conduct Governance & Nominating November 2018 No changes 8. Nominations Process Governance & Nominating November 2018 Changed language in nomination

guidelines to require the composition of the Board reflects diversity of the residents of Lambton County

9. Board Orientation and Ongoing Development

Governance & Nominating November 2018 No changes

4




Revisions

10. i Board Standing and Ad Hoc Committees Terms of Reference

Governance & Nominating April 2019 Clarified Ex-Officio positions in Committee Composition section.

10. ii Board Standing and Ad Hoc Committees Terms of Reference

Executive November 2018 Clarified process for scheduling meetings.

10. iii Board Standing and Ad Hoc Committees Terms of Reference

Joint Conference November 2018 None

10. iv Board Standing and Ad Hoc Committees Terms of Reference

Quality April 2019 None

10. v Board Standing and Ad Hoc Committees Terms of Reference

Resource Utilization & Audit April 2019 Amended the Committee role to highlight the audit functions and changed the compliance to read “applicable legislation” in item 4 of Responsibilities instead of “Excellent Care for All Act, 2010”.

11. Board Chair Position Description Executive November 2018 None 12. Board Vice-Chair Position Description Governance & Nominating November 2018 None 13. Board Treasurer Position Description Governance & Nominating November 2018 None 14. Board Committee Chair Position

Description Governance & Nominating November 2018 None

15. Board Work Plan and Goals Governance & Nominating November 2018 None 16. Board and Committee Meetings Governance & Nominating November 2018 None

5




Revisions

17. Meetings without Management Governance & Nominating November 2018 None 18. Director and Non-Director Committee

Member Expense Reimbursement Governance & Nominating November 2018 None

19. Board Evaluation Governance & Nominating February 2019 None 20. Removal of a Director Governance and Nominating November 2018 None

F. Foster Relationships 1. Community Engagement and

Communications Governance and Nominating November 2018 None

2. Service Integration Planning Governance and Nominating November 2018 None 3. Community Advisory Panels Governance and Nominating November 2018 None 4. Support and Relationships with

Foundations Governance and Nominating November 2018 None

5. Political Activity Governance and Nominating February 2019 None

1

MISSION, VISION AND VALUES: A-1

BOARD RESPONSIBILITY: Establish Strategic Direction COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: May 2003 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for establishing strategic direction, the Board of Bluewater Health (BWH) will establish, approve and periodically review the hospital’s Mission, Vision and Values and will ensure that Board decisions are consistent with those Mission, Vision and Values. This policy sets out the Mission, Vision and Values of BWH as developed and approved during the 2009-2012 strategic planning process and reaffirmed during the 2016-2021 strategic planning process. Policy The Board hereby adopts the following Mission, Vision & Values for BWH: Mission: We create exemplary healthcare experiences with patients and families

every time. Vision: Exceptional Care – Exceptional People – Exceptional Relationships Values: Compassion, Accountability, Respect, Excellence (CARE) 1. Each person who works, learns, or volunteers at BWH is responsible for living the

Mission, Visions and Values of the Hospital. 2. The Hospital’s Mission, Vision and Values are shared with all who seek care or visit

our sites and the public as appropriate. This occurs regularly in a variety of ways, including but not limited to:

a) Posted on the Hospital’s website and corporate publications, including for

example the strategic plan, patient materials, and recruitment materials. b) Through discussion and inclusion in orientation for all new employees,

volunteers, and board members. c) Through visible display in the organization (e.g. on posters, as signage, and

through visible symbols. d) Through philosophy, Mission, Vision and Values-focused activities on each

site. e) Through regular discussion and reflection by leaders at committees and hospital

events.

2

Monitoring The Board will generally monitor and evaluate the hospital’s implementation of the Mission, Vision and Values through the strategic plan monitoring process. Method and Frequency: 1. Strategic Plan implementation monitoring (monthly through

indicator reports and annually through report from CEO) 2. Strategic Plan review (every 3-5 years) The Board will monitor and evaluate this policy in accordance with its normal process. Method and Frequency: 1. Review of policy (annually) 2. Board Evaluation

3. Accreditation Canada Survey and report (timing aligned with Accreditation cycle)

1

STRATEGIC PLANNING: A-2

BOARD RESPONSIBILITY: Establish Strategic Direction COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2014 REVIEWED/REVISED DATE: November 2018 – Version 3

Purpose As part of its responsibility for establishing strategic direction, the Board of Bluewater Health (BWH) will establish, approve and periodically review the Hospital’s Strategic Plan. This policy sets out processes to support the Board in fulfilling this responsibility. Policy Strategic planning is a systematic process for assessing a changing environment and creating a plan of action that will position the Hospital to be successful in the environment, consistent with its Mission, Vision and Values. The Board, in collaboration with the CEO and Executive Council, is responsible for establishing the Hospital’s strategic priorities. The strategic plan will incorporate specific, focused and measurable corporate goals to be pursued over the course of the plan, aligned with the approved strategic priorities.

The Board is responsible for: • Considering key health care needs and stakeholder groups, and engaging the

community of diverse persons and entities when developing plans and setting priorities.

• Establishing, and periodically reviewing BWH’s Mission, Vision and Values. • Contributing to the development of and approving the strategic plan of BWH. • Ensuring the strategic plan is aligned with the Ministry of Health and Long-Term Care’s

strategic priorities and the Erie St. Clair Local Health Integration Network’s Integrated Health Services Plan.

• Conducting a review of the strategic plan as part of a regular annual planning cycle. • Ensuring Board decisions are consistent with BWH’s Mission, Vision, Values and

strategic plan. • Ensuring the Hospital’s annual operating plan enables the attainment of the

strategic priorities and corporate goals. • Monitoring corporate performance regularly against the strategic plan and

performance indicators. Strategic Planning Process

1. The CEO is responsible to the Board for establishing the strategic planning process for Board approval.

2. The Board will engage with the CEO and Executive Council in the strategic plan development and monitoring. The Governance and Nominating Committee will provide guidance to management and support the Board in the development and

2

periodic monitoring of the strategic plan, consistent with the Board and Committee work plans.

3. Once the strategic plan has been developed, everything the Hospital currently does, undertakes as new, or stops doing, will be measured to assess whether or not it advances the achievement of the strategic plan.

4. The strategic plan will include key strategic priorities which reflect the Board’s primary accountability to the MOHLTC and ESC LHIN through the Hospital Services Accountability Agreement entered into with the ESC LHIN.

5. The Hospital’s annual operating plan will ensure the advancement of the strategic plan by addressing the approved corporate goals and initiatives.

6. Annually, the Board will establish Board goals consistent with the vision, mission and values and the strategic plan, and key issues that are a priority for the Board in the coming year.

7. Annually, the Board will review the strategic plan and the progress being made to advance its achievement. As necessary, the Board may request that the strategic plan be revised or updated to ensure it continues to support the achievement of the Hospital’s vision, mission and values.

8. Regular indicator monitoring and progress reports to assess strategic plan implementation and corporate performance will be provided to the Board.

Monitoring Method and Frequency: 1. Review of policy (annually)

2. Review of indicator monitoring reports (monthly) 3. Review of annual Strategic Plan Report

implementation/achievement 4. Strategic Plan review (every 3-5 years) 5. Board Evaluation 6. Accreditation Canada Survey and report (timing

aligned with Accreditation cycle)

1

PERFORMANCE MONITORING: A-3

BOARD RESPONSIBILITY: Establish Strategic Direction COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: October 2017 REVIEWED/REVISED DATE: November 2018 – Version 2

Purpose There are three main roles for the Board with respect to performance monitoring and assessment:

1. Ensuring that management has identified appropriate performance metrics (measures of performance)

2. Monitoring hospital and board performance against board approved performance targets and performance metrics; and

3. Ensuring that management has plans in place to address variances from performance targets and overseeing implementation of remediation plans.

Policy The Board will ensure that the Chief Executive Officer (CEO) implements an effective performance management system, based on performance metrics for measuring and continuously improving the hospital’s performance. The Board will approve the targets and performance metrics for monitoring organization performance in achieving financial, quality, safety, and human resource targets using best practices and benchmarks. The CEO will establish an annual schedule of specific performance reports to the Board of Directors and appropriate Board Standing Committees. These performance reports are intended to support the Board in its responsibility to monitor and assess the organization’s performance related to the established targets and performance metrics. Monitoring Method and Frequency: 1. Review of the Policy (annually)

2. Review of indicator monitoring reports (monthly) 3. Review of strategic plan implementation/achievement

(annually) 4. Review of the Quality Improvement Plan (annually) 5. Accreditation Canada Survey and report (timing aligned

with Accreditation cycle)

1

CHIEF EXECUTIVE OFFICER & CHIEF OF PROFESSIONAL STAFF SELECTION AND SUCCESSION PLANNING: B-1

BOARD RESPONSIBILITY: Provide for Excellent Management COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: May 2009 REVIEWED/REVISED DATE: November 2018 – Version 4

Purpose As part of its responsibility for providing for excellent management, the Board of Bluewater Health (BWH) is responsible for selecting and appointing the Chief Executive Officer (CEO) and Chief of Professional Staff (COPS), and providing for succession planning for these positions. This policy sets out the processes to support the Board in fulfilling this responsibility. Process The Board shall provide for continuity of leadership for the Hospital by having in place a documented process for succession should the CEO or COPS position become vacant due to sudden vacancy (e.g. death, resignation, termination, extended leave) or planned vacancy (e.g. retirement). For relatively short durations of absence (e.g. holidays, conferences), the CEO or COPS will appoint an Acting CEO or COPS and advise the Board Chair. As part of this process, the CEO and COPS are expected to cultivate potential successors through internal succession planning and executive development and to report on this to the Executive Committee during the annual performance evaluation process. This report will include a review of internal candidates who have the potential to assume the CEO or COPS position at the Hospital and development plans to enhance the capabilities of the internal candidates. 1. Sudden Vacancy (Interim appointment)

• The CEO will designate to the Board Chair in writing at the beginning of each

fiscal year which member of the Hospital's senior leadership team is recommended to fill the role of interim CEO in the event of sudden or unexpected loss of the CEO. The CEO shall update such designation from time to time as circumstances warrant. The appointment of an interim CEO will be subject to approval by the Board.

• The COPS will identify to the Chair and the CEO in writing at the beginning of each fiscal year which member of the Medical Advisory Committee is recommended to fill the role of interim COPS in the event of sudden or unexpected loss of the COPS. The COPS shall update such designation from time to time as circumstances warrant. The appointment of an interim COPS will be subject to approval by the Board.

2

2. Planned Vacancy (Long-term appointment) • For a CEO search, the Board shall establish a search committee consisting of

the COPS, the President of the Professional Staff Association, three or more elected Directors and such other persons, if any, as the Board may designate.

• For a COPS search, the Board shall establish a search committee in accordance with the by-laws.

• In either case, the search committee: o will be chaired by the Board Chair or his/her delegate. o will establish and clarify criteria to be used in the selection, oversee the

process to obtain and interview candidates and agree on a process by which to make a final recommendation.

o may, at its discretion, retain a search firm to assist the search committee in its work.

o will interview a short list of candidates and make a recommendation to the Board of a preferred candidate.

• In the event that a new CEO or COPS has not been appointed prior to the departure of the incumbent, the Board will make an interim appointment in accordance with section 1 of this policy.

Monitoring Method and Frequency: 1. Review of the policy (annually)

2. Confirmation by Chair that the designations for interim appointments have been made as set out in section 1 of this policy (annually)

3. CEO/COPS performance evaluation (annually) 4. Board Evaluation 5. Accreditation Canada Survey and report (timing aligned with

Accreditation cycle)

1

CHIEF EXECUTIVE OFFICER DIRECTION AND DELEGATION OF AUTHORITY: B-2

BOARD RESPONSIBILITY: Provide for Excellent Management COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: April 2005 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for providing for excellent management, the Board of Bluewater Health (BWH) selects and appoints the Chief Executive Officer (CEO) and delegates responsibility and authority to the CEO for the management and operation of BWH. This policy sets out key parameters of that authority. Policy The CEO is accountable to the Board and the Board’s sole official connection to the operations of the organization will be through the CEO. The Board provides direction to the CEO in accordance with policies established by the Board. The Board hereby delegates to the CEO authority to manage and direct the business and affairs of the Hospital, except such matters and duties as must be transacted or performed by the Board as per law or by the provisions of the Hospital's by-laws, and further to employ and discharge such agents and employees of BWH as the CEO may from time to time decide. The CEO is required to follow directions of the Board as received through the Chair. Only decisions of the Board acting as a body are binding on the CEO. When Directors or Committees make requests without Board authorization, such requests can be declined when in the CEO’s opinion a material amount of staff time or funds are required to carry out the requests. The CEO may refer the matter, if appropriate, through the Chair to the Board for discussion. The CEO will report, and be responsible, to the Board for implementing the Hospital’s strategic plan, operating and capital plan, and for the day-to-day operation of the facilities of the Hospital, in a manner consistent with Board policies. Specifically, the CEO shall: • ensure BWH’s operations are conducted and that care to patients is provided in the

Hospital, in accordance with the Hospital's by-laws, policies established by the Board and all applicable legislation.

• ensure BWH’s practices, activities and decisions are undertaken prudently, lawfully, and in an equitable and reasonable manner congruent with commonly accepted business practices and professional ethics.

• ensure BWH's assets are protected, adequately maintained and not unnecessarily placed at risk.

• ensure Board-approved priorities are reflected in the allocation of resources.

2

• ensure that budgeting is based on generally accepted financial planning practices that balance expenditures in any fiscal year against expected revenues.

• promote a healthy work environment for staff and volunteers that is consistent with the Hospital’s values.

• represent the Hospital externally to the community, government and media and other organizations and agencies in ways that enhance the public image and credibility of BWH.

• perform such other duties as outlined in the CEO Position Description. The CEO shall provide leadership support to the Board in the discharge of its responsibilities and ensure that the Board is informed and supported in its work. Monitoring Method and Frequency: 1. Review of the policy (annually)

2. CEO Performance Evaluation (annually) 3. Board Evaluation 4. Accreditation Canada Survey and report (timing


Chief Executive Officer and Chief of Professional Staff Performance Management and Evaluation: B-3

BOARD RESPONSIBILITY: Provide for Excellent Management COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: April 2005 REVIEWED/REVISED DATE: February 2019– Version 4

Purpose As part of its responsibility for providing for excellent management, the Board of Bluewater Health (BWH) is responsible for establishing measurable annual performance expectations in collaboration with the CEO and the COPS and evaluating the performance of the CEO and COPS annually. This policy sets out processes to support the Board in fulfilling this responsibility. Policy Performance evaluation of the CEO and COPS is the process of reviewing and evaluating performance based on progress towards achieving mutually agreed upon goals and objectives. It provides an opportunity to recognize the CEO’s and COPS’s level of performance, to collaboratively develop the priorities for the next year and to plan strategies to support the CEO, COPS and the Hospital’s operations as outlined in its operational plan. It also provides an opportunity for the Board to discuss expectations with the CEO and COPS and address core competencies and personal development goals. The Board will annually evaluate the performance of the CEO and COPS and delegates responsibility to the Executive Committee to oversee the performance evaluation process and report the results to the Board. In the case of a new CEO or COPS, an interim performance evaluation will be completed after 6 months, unless determined otherwise by the Board. Process Chief Executive Officer - Self-Evaluation Annually, the CEO will submit a written self-evaluation to the Executive Committee, assessing performance with respect to the following: 1. The organization’s performance with respect to achievement of the Strategic Plan.

2. Personal performance with respect to achievement of goals/objectives.

3. Personal accomplishment of the skills and competencies as outlined in the current

position description.

The self-evaluation will include relevant supporting information such as: • Results of patient and employee surveys • Accreditation reports • Reports to the Board • Reports to/from external bodies • Financial reports • Quality reports Chief of Professional Staff - Self-Evaluation Annually, the COPS will submit a written self-evaluation to the Executive Committee, assessing performance with respect to the following: 1. Professional Staff Organization’s performance with respect to the achievement of the

Strategic Plan.

2. Professional Staff Organization’s performance with respect to operation within the boundaries established in the By-laws and Board policies.

3. Personal performance with respect to achievement of goals/objectives.

4. Personal accomplishment of the skills and competencies as outlined in the current

position description. The self-evaluation will include relevant supporting information such as: • Results of Professional Staff surveys • Professional Staff Resource Plan • Reports to the Board • Reports to/from external bodies • Utilization reports • Quality reports 360 Feedback Assessment Survey The Executive Committee will seek feedback from key internal and external assessors through the use of a survey instrument. The survey will seek the opinion of individuals concerning the competencies demonstrated by the CEO and the COPS during the review period. The following individuals will be requested to complete the survey: • Board members • Direct reports • Key external work colleagues, as agreed upon between the CEO/COPS and the

Executive Committee.

The Director of Human Resources will be appointed to coordinate the survey. All surveys will be returned confidentially to the Director of Human Resources who will collate the information and prepare a summary for the Executive Committee.

Reporting The Executive Committee will prepare a draft report of the results of the performance evaluation. The Executive Committee will meet separately with the CEO and the COPS to review the draft report. Based on the outcome of the meetings, the Executive Committee will prepare a final report for presentation to an in camera meeting of the Board. The CEO and the COPS will have an opportunity to provide comments on their own final report and shall then sign the report. A copy will be placed in their respective confidential personnel files. Monitoring Method and Frequency: 1. Review of the policy (annually)

2. Completion of CEO and COPS Performance Evaluation (annually)

3. Board Evaluation 4. Accreditation Canada Survey and report (timing aligned


1

CHIEF EXECUTIVE OFFICER AND CHIEF OF PROFESSIONAL STAFF COMPENSATION: B-4

BOARD RESPONSIBILITY: Provide for Excellent Management COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2014 REVIEWED/REVISED DATE: November 2018 – Version 2

Purpose As part of its responsibility for providing for excellent management, the Board is responsible for establishing an appropriate and competitive compensation package for the positions of the Chief Executive Officer (CEO) and the Chief of Professional Staff (COPS). This policy sets out the process to support the Board in fulfilling this responsibility. Policy The Board will establish an appropriate and competitive compensation package for the position of the CEO and the COPS in order to: i) attract and retain a highly skilled CEO and COPS with the requisite competencies; and ii) reward meritorious performance. The compensation packages provided to the CEO and the COPS will be set out in properly prepared Board-approved employment contracts between the Hospital, and the CEO and the COPS. The total compensation packages will be aligned with applicable legislation pertaining to executive compensation. The total compensation package for the CEO and the COPS will include the sum of base salary, vacation, incentive compensation, benefits, and perquisites allowable according to Broader Public Sector directives and guidelines. In keeping with applicable legislation, CEO and COPS compensation will be linked to achieving performance improvement targets set out in the annual Quality Improvement Plan. The Executive Committee of the Board will annually review the CEO and the COPS compensation for possible adjustments, subject to the CEO and the COPS meeting performance expectations as determined through the performance evaluation process, and within the limits of the overall salary budget set by the Board, and in keeping with all applicable legislation. The Executive Committee of the Board will bring forward a recommendation to the Board for consideration of any compensation changes for the CEO or COPS. Monitoring Method and Frequency: 1. Review of CEO and COPS compensation packages (annually)

2. Board Evaluation 3. Review of the policy (annually) 4. Accreditation Canada Survey and report (timing aligned with


1

CHIEF OF PROFESSIONAL STAFF DIRECTION AND DELEGATION OF AUTHORITY: B-5

BOARD RESPONSIBILITY: Provide for Excellent Management COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: June 2009 REVIEWED/REVISED DATE: November 2018 – Version 3

Purpose As part of its responsibility for providing for excellent management, the Board of Bluewater Health (BWH) selects and appoints the Chief of Professional Staff (COPS) and delegates responsibility and authority to the Chief of Professional Staff for (a) the supervision of the practice of medicine, dentistry, midwifery and privileged extended class nursing at BWH, and (b) through and with the CEO, for the appropriate resource utilization of the clinical programs. This policy sets out key parameters of that authority. Policy The COPS is accountable to the Board. The Board provides direction to the COPS in accordance with policies established by the Board. The Board hereby delegates to the COPS authority:

(a) to supervise the practice of medicine, dentistry, midwifery and privileged extended class nursing at BWH; and

(b) along with the CEO, to ensure appropriate resource utilization within the clinical programs,

except for such matters and duties as must be transacted or performed by the Board by law or by the provisions of the Hospital's by-laws.

Specifically, the COPS shall:

• organize the Professional Staff to ensure that the medical, dental, midwifery and privileged extended class nursing care given to all patients of the Hospital is in accordance with policies established by the Board and report to the Board with respect to the quality of such care.

• ensure that methodologies are in place to regularly evaluate the quality of care at the Hospital and, in collaboration with Hospital management, ensure that, all hospital services are regularly evaluated in relation to generally accepted standards.

• ensure that a clear and accessible process for registering and resolving patient/family complaints or concerns is provided, in collaboration with Hospital management.

• work with the Medical Advisory Committee to plan the clinical human resource needs of the Hospital in accordance with the Hospital’s strategic plan, and consult with the CEO to develop a Clinical Human Resources Plan for the Hospital.

• supervise the professional care provided in the Hospital by all members of the Professional Staff.

2

• be responsible to the Board, through and with the Chief Executive Officer, for the appropriate utilization of resources by all clinical Programs.

• ensure that fair and effective credentialing processes for the Professional Staff are in place and regularly reviewed by the Board.

• report regularly to the Board on the activities, recommendations and actions of the Medical Advisory Committee and any other matters about which the Board should be aware.

• perform such other duties as outlined in the COPS Position Description.

Monitoring

Method and Frequency: 1. Review of the policy (annually) 2. COPS Performance Evaluation (annually) 3. Board Evaluation 4. Accreditation Canada Survey and report (timing aligned


1

QUALITY: C-1

BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Quality APPROVED BY: Board of Directors ISSUE DATE: January 2006 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for ensuring program quality and effectiveness, the Board recognizes the importance of monitoring, trending, reporting, evaluating, and continuously improving the quality and safety of patient care and services. The Board is committed to addressing quality issues and acting upon opportunities for improvement. This policy sets out processes to support the Board in fulfilling this responsibility. Policy The Board will: • ensure that the Hospital establishes adequate systems to identify and manage quality

and patient safety issues • ensure that the Hospital fosters a quality improvement and patient safety culture • establish a Quality Committee whose mandate includes monitoring the delivery of

health care and services at Bluewater Health and ensuring that quality improvement is an integral component of the hospital's governance and management processes

• determine key indicators of quality, goals and appropriate benchmarks to evaluate and trend the Hospital's performance

The Board delegates responsibility and authority to the Chief Executive Officer and the Chief of Professional Staff to develop, implement, monitor, and evaluate a quality improvement plan and program consistent with the strategic plan goals and objectives which shall include a quality indicator dashboard, annual quality reports, quality and utilization committees (Quality and Patient Experience Committee, Performance and Utilization Committee), and quality performance support structures consistent with this policy. Monitoring Method and Frequency: 1. Review of the policy (annually)

2. Review of the quality improvement program and its outcomes (quarterly)


1

RISK MANAGEMENT: C-2

BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Quality APPROVED BY: Board of Directors ISSUE DATE: January 2006 REVIEWED/REVISED DATE: November 2018 – Version 6

Purpose

As part of its responsibility for ensuring program quality and effectiveness, the Board recognizes the importance of mitigating the potential for risk to patients, visitors, Hospital personnel and to Hospital assets. The Board will provide Integrated Risk governance by ensuring that management has an effective risk management cycle process that is implemented, monitored, reported and regularly evaluated.

The Board delegates responsibility and authority to the Chief Executive officer to develop, implement, support, and evaluate a risk management program consistent with this policy. This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

The Board will ensure that the Hospital has in place an integrated risk management program, which addresses the risks faced by the organization. Such a system for management will include:

1. Identification of risks: identify risks through an organization-wide assessment of risks that threaten the hospital’s achievement of its objectives.

2. Assess and quantify risks: understand the context of identified risks and assess the likelihood of the risk happening and the severity of the risk, if it happens.

3. Integrate the risks: aggregate all risks that reflect correlations, and effects on the hospital and express the results in terms of the impact on the hospital’s key strategic and operational priorities.

4. Prioritize risks: determine the contribution of each risk to the aggregate risk profile identified and then prioritize accordingly for mitigation.

5. Mitigate/control risks: employ any number of strategies/actions including decisions to avoid, reduce, eliminate or transfer risk.

6. Monitor and review: continually gauge the risk environment and performance of the risk management strategies

The Quality Committee of the Board has the accountability, on behalf of the Board, to ensure that management has an adequate process in place for integrated risk management. The Quality Committee of the Board will ensure that management has processes and tools in place that effectively identify:

• Risks to the organization • Mechanisms and plans to monitor, prevent and manage such risks

2

The Quality Committee of the Board has the accountability, on behalf of the Board, to oversee the Bluewater Health integrated risk management program (provide oversight of the process and ensure that the identified risks are being addressed the by appropriate Board committee and management. The Quality Committee of the Board will ensure that there is appropriate progress and completion of plans to mitigate risks identified through the risk management program.

Monitoring/Reporting

Method and Frequency: 1. Review of the policy (annually) 2. Review of the risk management program (annually) 3. Accreditation Canada Survey and report (timing aligned


References Healthcare Insurance Reciprocal of Canada (HIROC) 2017. IRM (Integrated Risk Management) Policy Template. Spring. Toronto, ON. Southlake Regional Health Centre. 2015. Risk Management Policy (Board of Directors). Newmarket, ON. Windsor Regional Hospital, Enterprise Risk Management Policy. Windsor, ON.

1

RESEARCH PROJECTS: C-3

BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Quality APPROVED BY: Board of Directors ISSUE DATE: October 2009 REVIEWED/REVISED DATE: November 2018 – Version 3

Purpose As part of its responsibility for ensuring program quality and effectiveness, the Board of Bluewater Health (BWH) recognizes that research is an essential component in advancing evidenced based care, but that research is not its core function and that there are special considerations that exist when conducting research in a community hospital setting. The hospital therefore supports research subject to certain considerations. Policy 1. The Board will ensure that the Hospital has an operational process in place for

managing research projects undertaken within the organization.

2. Such process will include provisions to ensure that: a) All research carried out at Bluewater Health

• Is consistent with the hospital's mission, vision and values • Does not negatively impact the Hospital's resources • Is conducted in a scientifically sound and ethical manner • Complies with Accreditation Canada governance standards. • Complies with the Personal Health Information Protection Act

b) Only a member of the Professional Staff or an employee of Bluewater Health with actual responsibility (principal investigator or site liaison with principal investigator) for a proposed research project is eligible to apply to conduct clinical research within the Hospital.

c) Unless the Hospital's role is limited to facilitating chart reviews or other passive

involvement, all applications for clinical research projects have been: • Approved by a Research Ethics review board which is located at a

recognized institution of post-secondary education; or • Initiated through government agencies such as the Institute for Clinical

and Evaluative Sciences, Cancer Care Ontario, or similar entity; or • Approved by a Canadian or a reputable international teaching

hospital/centre.

d) All clinical research involving human subjects adheres to the principles of the Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans.

2

e) All medical research complies with the research ethics guidelines established by the Canadian Medical Association (CMA).

f) A process is in place to evaluate other ethical consideration relevant to the study.

3. The Quality Committee shall monitor the types of research being undertaken within the organization and provide a report back to the Board on an annual basis.

The Board hereby delegates responsibility and authority to the Chief Executive Officer and the Chief of Professional Staff to develop, implement, monitor, and evaluate processes to manage research projects within the organization consistent with this policy. Monitoring Method and Frequency: 1. Review of the policy (annually)

2. Review of report on research projects undertaken within the organization (annually).


1

ETHICS: C-4

BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Quality APPROVED BY: Board of Directors ISSUE DATE: May 2010 REVIEWED/REVISED DATE: November 2018 – Version 4

Purpose As part of its responsibility for establishing strategic direction and ensuring program quality and effectiveness, the Board of Directors of Bluewater Health (BWH) recognizes the importance of ensuring that the organization delivers services and makes decisions consistent with its values and code of ethics. This policy sets out the process to support the Board in fulfilling this responsibility.

Policy The Board of BWH expects all employees, Professional Staff and volunteers to perform their duties with integrity, honesty, fairness, and diligence; and to be guided by ethical considerations when acting and making decisions in the course of performing those duties.

The sources of these ethical considerations include, but are not limited to:

• The Hospital’s Mission, Vision and Values • Applicable legislation, regulations and professional codes • Hospital policies • Accreditation Canada standards • BWH Ethical Framework

The Board hereby delegates responsibility and authority to the Chief Executive Officer (CEO) and the Chief of Professional Staff to develop and implement a comprehensive ethics framework to guide ethical behavior throughout BWH, consistent with the above policy statement. The CEO is also responsible for working with the Board of Directors to ensure the ethical framework/principle based decision making approach is applied in board decision making processes.

Monitoring Method and Frequency: 1. Review of policy (annually) 2. Board Evaluation

3. Report to the Quality Committee on Ethics Framework implementation (annually) 4. Accreditation Canada Survey and report (timing aligned


Reference: BWH Ethical Framework Pocket Tool

Page 1 of 13 Manual Corporate Policies & Procedures

POLICY Section Organization Title Ethics Issuing Body/ Prepared By Ethics & Research Committee

Approved by Executive Council Number: COR-ORG-A-1.85 Effective Date Revised Dates

Jul 2012 Oct 2015 Dec 2017 Feb 2018 May 2018

Version: 5

Controlled document. Any documents appearing in paper form must be used for reference purposes only. The on-line copy on the file server above must be considered the current documentation.

SCOPE This policy applies to Directors, credentialed staff, staff, and volunteers at Bluewater Health. The term “personnel” is used generically to mean all these groups within this ethics document. INTRODUCTION Personnel at Bluewater Health are in a position of trust with respect to the patients and families they serve. The Hospital’s core purpose is providing care to people who are dependent on us for help. Patients and families are vulnerable with respect to their physical and emotional needs and personal health information. Because decisions and actions have the potential to impact patients’ lives in a profound way, personnel must always be concerned about how they conduct themselves and how they make decisions that impact others. Personnel will conduct all their practices, business, and dealings with others in a manner consistent with this policy and its principles. As an employer, Bluewater Health recognizes its responsibility to staff and volunteers to behave with consideration and fairness. As a publicly funded organization, the Hospital has a responsibility to be good a steward of the resources to provide quality care and services. Thinking about supporting ethical practice in health care organizations is changing. Whereas in the past there was something of an emphasis on clinical decision-making there are now two significant changes in scope. The first concerns the idea that ethical practice, or values-based practice is broader than just decision-making in critical or unusual situations. Certainly, clinicians need support as they make difficult choices, but ethical practice is far broader than that – including good and respectful relationships with both clients, and other team members, appropriate relationships between clinicians and their organizations, and so on. The second broadening of scope is the recognition that ethical or values-based practice is applicable throughout the organization, not just at the bedside but also in the board room. Purchasing practices, the acceptance of gifts and donations, corporate relationships, even who gets to park closest to the building are reflective of the values an organization actually lives (Butcher, 2009). The Ethics Policy contained here offers guidance to all members of the hospital community in acting and making decisions which are consistent with:

• The Hospital’s Mission, Vision and Values; • The legislation and regulations governing hospital operations and professionals; • Generally accepted principles of bioethics and business ethics, on which professional codes of

ethics are based;

APPROVED

ETHICS & RESEARCH NUMBER: COR-ORG-A-1.85

Page 2 of 13

• Accreditation Canada standards; • Bluewater Health’s six elements of quality; and • The trust placed in Bluewater Health by its community.

POLICY Bluewater Health expects all personnel to adhere to a high standard of conduct, and to be familiar with and use the ethics tools and resources available to guide their actions and behaviour in the workplace. Bluewater Health’s Ethics Policy has ten main components. 1. Generally Accepted Ethical Principles These include, but are not limited to, broad concepts such as respect for patient autonomy, beneficence (acting in the best interest of the patient), non-maleficence (the duty to avoid harm), justice, fairness, corporate responsibility, and the duty to avoid conflicts of interest. 2. Legislation This includes, but is not limited to, statutes such as The Corporations Act, Ontario’s Personal Health Information Protection Act, Consent to Treatment Act, Public Hospitals Act, and Regulated Health Professions Act. All personnel are expected to be familiar with legislative requirements relevant to their practice and to observe legislative requirements consistently and carefully. 3. Professional Codes of Ethics These include, but are not limited to, the codes which govern the practice of professionals governed by Ontario’s Regulated Health Professions Act. All regulated health professionals and members of other professional organizations are expected to be familiar with and able to apply their particular code of ethics relevant to their work. 4. Bluewater Health’s Policies and Procedures Bluewater Health has a number of policies that offer guidance to personnel. Examples include but are not limited to policies on confidentiality, business ethics, Code of Conduct, Guide for Resolution of Ethical Conflict, research policies, conflict of interest guidelines, and the Bylaws. Bluewater Health policy also specifies the Chief Executive Officer and the Chief of Professional Staff as having the responsibility and authority to develop and implement a comprehensive ethics strategy. 5. Bluewater Health’s Ethics Committee & Quality Committee Bluewater Health has an Ethics Committee that is a multidisciplinary group that provides advice and guidance as well as management of items related to ethics. The committee also conducts ethics case reviews regularly. The Board also has a Quality Committee that considers and provides advice to the Board on matters related to quality of care which included matters related to ethics. 6. Our Corporate Values & Quality Values Bluewater Health’s strategic plan, the kaleidoscope of care, created in 2016 includes a Vision, Mission, and Values that guide the corporation and its personnel. In 2017, Bluewater Health adopted a framework and set of Values for quality, aligned with Health Quality Ontario (HQO). The Vision and these Missions and Values will guide everything we do and will be demonstrated by all personnel in their work. They are:


Page 3 of 13

Vision: Exceptional Care, Exceptional People, Exceptional Relationships Mission: We create exemplary healthcare experiences with patients and families every time. Values: Compassion, Accountability, Respect, Excellence Quality Mission: We will approach everything we do with these six elements of quality (HQO) as our guide:

• Safe- no harm through accidents or mistakes; • Effective- care that works based on scientific information; • Patient-centered- sensitive to needs and preferences; • Efficient- continually reduces waste in supplies, equipment, time, ideas, and information; • Timely- ensures accessibility to all • Equitable- same quality independent of who and where;

We Stay True to these Quality Elements by:

• Committing to ongoing quality improvement • Achieving healthy populations • Ensuring accessibility for all • Partnering with patients • Balancing priorities • Using Resources wisely

This can only happen when we:

• Engage patients and the public • Redesign the system to support quality care • Help professionals and caregivers thrive • Ensure technology works for all • Support innovation and spread knowledge • Monitor performance with quality in mind • Build a quality-driven culture

7. Priority Setting Bluewater Health recognizes that all resources are finite and that priorities may, from time to time, compete for these resources. Personnel will use an accountability for reasonableness framework to guide themselves in making decisions under these conditions. According to “Accountability for reasonableness” (Daniels, 2000, Martin et al., 2002), healthcare institutions engaged in priority-setting have a claim to fairness if they satisfy four conditions:

1. Rationales for priority-setting decisions must be publicly accessible (publicity condition);


Page 4 of 13

A fair process requires publicity about the reasons and rationales that play a part in decisions. People should not be expected to accept decisions that affect their well-being unless they are aware of the grounds for those decisions. Key elements of fair process should also involve transparency (within the community and publicly) about the grounds for decisions.

2. Rationales must be considered by fair-minded people to be relevant to priority-setting in that context (relevance condition); Rationales for priority-setting decisions should be reasonable and should appeal to values and principles that “fair-minded” people can agree are relevant to limit-setting in each context. People are fair-minded if they are committed to co-operating and considering the common good. When priority-setting, multiple stakeholders should be consulted. Including multiple perspectives ensures that a wide range of relevant values and principles is considered. The method of fair decision-making should be consensus and not majority or elite rule. Fair procedures must also be empirically feasible. They must involve practices that can be sustained and that connect well with the goals of various stakeholders in the many institutional settings where these decisions are made.

3. There must be an avenue for appealing these decisions and their rationales (appeals condition).

Fair process also requires opportunities to challenge and revise decisions in light of the kinds of considerations all stakeholders may raise. An appeals mechanism is necessary for two reasons. First, it shows respect for those who disagree with a particular decision and provides them with a way of engaging with decision makers in a dispute resolution procedure designed to prevent or de-escalate conflict. Second, it contributes to the public deliberation and, therefore, to the growing case.

4. There must be some means, either voluntary or regulatory, of ensuring that the first three conditions are met (enforcement condition).

8. Bluewater Health’s Support for Ethics Education Bluewater Health’s leaders build the organization’s capacity to apply this ethics framework by encouraging the governing body, leaders, staff and service providers to develop and enhance their ethics-related knowledge. This is done by providing access to formal education and training, ensuring ethics frameworks and tools are available, providing forums for case reviews and communicating and disseminating best practices in ethics. The Hospital also involves staff, service providers, community representatives, and clients in ethics related discussions and decision-making through our community engagement and patient and family centred care strategies. 9. Ethics Consultation Services For Immediate Action Required Please see APPENDIX A “Ethics Consultation Decision Tree”. Case consultation may be initiated by a request from the physician or caregiver. The objective is to identify relevant ethical issues and assist in decision making and communicating that decision. The


Page 5 of 13

ethics consultant acts as a facilitator to this process. Case review may be appropriate when a decision has already been made and a review of the process and / or decision is required or desired. The Ethics Consultant’s primary role is to raise staff’s awareness and sensitivity to ethical issues and assist those caregivers in developing the tools required to solve ethical problems as they arise. Another role the Consultant has is to review the hospital policies that have and ethical component and provide feedback and recommendations. Any requests for an ethics case review should be forwarded to your Manager / Director; an ethics consultation can be arranged by contacting:

Dr. Robert Butcher, Ethicist 519-434-3460

[email protected] or

[email protected] 10. Bluewater Health’s Ethics Decision Making Approach We support the SBAR approach (Situation, Background, Assessment, Recommendation) to Ethical Decision Making. Bluewater Health has created the Ethics Framework Fillable Worksheet (See Appendix B).Ethics Framework Worksheet can also be found on the Bluewater Health Intranet, under ‘Resources > Ethics > Ethics Framework Worksheet > Fillable form’, once this has been completed the ‘submit’ option is available to be directed to [email protected] which will then be brought forward to the Ethics Committee. 11. Bluewater Health Research and Ethics Committee – Research Approval Approach We support the Tri-Council Policy Statement on Ethical Conduct for Research involving Humans. All research is initially approved by appropriate external bodies and acceptance of approval and research is reviewed at Bluewater Health. Refer to Appendix C: Research Review Approval Process Checklist. In addition to this guiding policy, we will hold the following principles as our ethics philosophy. GENERAL PRINCIPLES

• We will treat every patient and family with dignity, respect and kindness. • We will perform all duties with beneficence (doing good) and non-maleficence (doing no harm). • We will strengthen the hospital treatment effort by devoting our energy toward the production

of quality work. • We will accept no gifts from patients, their families or friends, vendors, or from any other source

associated with the performance of our duties that has any potential to influence or create a perception of influence.

• We will honor and respect all racial, sexual, ethnic, cultural, and religious differences and refrain from any and all acts of harassment or slurs related to race, sexual orientation, religion, ethnicity, cultural diversity or position within the organization by treating others with courtesy and respect.

mailto:[email protected]




Page 6 of 13

• We will, as professionals, perform and fulfill our duties consistent with the principles, values,

and obligations established in our applicable professional code of ethics and are subject to sanctions from the same.

• We will responsibly report all ethical violations to appropriate supervisors without fear of retaliation or reprisal.

• We will provide reasonable accommodations for individuals with disabilities as defined in law and regulations.

• We will respect the right of staff members to not participate in any treatment, procedure, or activity approved by the facility that is in violation of, or in conflict with, their specific and identifiable cultural, religious, or ethical beliefs. However, urgent or emergent care must be provided regardless of personal beliefs.

• We will promptly and courteously investigate and resolve all complaints from staff, our consumers, the public, or others regarding any aspect of our service delivery.

PATIENT CARE PRINCIPLES

• We respect and honor the rights, dignity, well being, and privacy of all patients. • We will respect and protect the emotional vulnerability of all patients and refrain from

encouraging, developing, fostering, or maintaining intimate or other inappropriate personal employee/patient relationships.

• We will protect all patients from any form of abuse, neglect, or exploitation. • We will maintain the highest level of patient confidentiality at all times. • We will encourage and include, whenever possible and to the extent possible, the family or

designated others in the treatment of the patient. • We recognize and accept the autonomy of patients and the right of those with capacity to make

their own health care decisions, including refusal of treatment. • We will honor and respect patients advance directives and durable powers of attorney regarding

their health care wishes and decisions. • We will be sensitive, responsive, and respectful in the care of individuals who are dying by

fostering the individual’s comfort and dignity while addressing the treatment of primary and secondary symptoms, effectively managing pain and responding to the individual’s and their family’s specific psychosocial, spiritual, and cultural needs and concerns.

• We will respect the right of all patients and staff to refuse to participate in any research or experimentation and ensure no compromised service delivery for refusal to participate.

• All research is reviewed through the Ethics & Research Committee, and follows the principles of the Tri-Council of Canada policy with the following 3 core principles in mind:

o Respect for persons; o Concern for welfare; o Justice

ADMINISTRATIVE PRINCIPLES

• We recognize our position of public trust and will represent our services and capabilities fairly and accurately to the public.

• We will make decisions about admissions, discharges, and transfers of patients with purely the best interest of the patient in mind.


Page 7 of 13

• We will ensure that the integrity of clinical decision making shall be protected and not

compromised regardless of any consideration related to the compensation or shared financial risk between the facility and its leadership.

• We will advise patients about their financial responsibility to the hospital, if any, and provide assistance to them in accessing possible resources while never denying admission or pursuing transfer based upon an individual’s indigent status.

• We will perform all billing and reimbursement practices with honesty and accuracy utilizing detailed accounting procedures.

• We will provide treatment in the most efficient and effective manner possible and refrain from unrealistic lengths of stay or inappropriate provision of services to our patients.

• We will refrain from contractual agreements with organizations or individuals where there is potential for conflict of interest.

REFERENCES: Butcher, R. (2009). Commentary on Qmentum Program. Martin, D., Giacomini, M., & Singer, P. (2002). Fairness, accountability for reasonableness, and the views of priority setting decision-makers. Health Policy, 61: 279-290. Daniels, N. (2000). Accountability for Reasonableness. British Medical Journal, 321: 1300-1301.

Niagara Health System Ethics SBAR – Ethical Decision-making Toolkit; Information and Worksheets (2015) Canadian Institutes of Health Research, Natural Sciences and Engineering Research Council of Canada, and Social Sciences and Humanities Research Council of Canada, Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans, December 2010. Health Quality Ontario (2015), Health Quality Ontario’s Quality Compass http://qualitycompass.hqontario.ca/portal/getting-started#.Wq_BEdL2aM8

http://qualitycompass.hqontario.ca/portal/getting-started#.Wq_BEdL2aM8

Appendix B

BWH Ethics Framework SBAR Worksheet Step 1 Situation

The purpose of this step is to come to an understanding of what exactly is the problem to be solved, and who has the authority to act to implement a solution. Asking the following questions will assist in coming to that understanding. Tell the story What are the facts? (include both subjective and objective data) Why do we need to make a decision now? Are there patient, family or organizational preferences (if applicable)?

What exactly is the ethical problem we have to solve?

Who needs to be involved in the decision- making? Who are the stakeholders? What legitimate interests do they have in this situation?

Who has the authority to make the decision? Who owns the problem? Is this our problem to fix?

BWH Ethics SBAR Worksheet Step 2 – BACKGROUND

In this step the problem identified in Step 1 is put into context. What values or principles are either engaged or are in conflict? Autonomy (right to make one’s own decisions) Beneficence (do good) Non-Maleficence (do not harm) Justice (be fair) How do BWH Mission, Vision and Values fit?

Is there relevant law? Does it dictate what should be done in this situation? If yes do you need to continue or is the course now clear and you have answers to your ethical dilemma? Is there relevant BWH policy/procedure? What guidance does it give?

Is there relevant professional ethical policy? (Professional Commitment) What guidance does it give?

What is my personal context and/or bias? Do I need to set aside my own feelings because I have a professional role to play?

BWH Ethics SBAR Worksheet Step 3 - Assessment

Ask first - Is doing nothing an option? Option 1:

(Do Nothing) Option 2: Option 3:

Benefits /Strengths

Benefits /Strengths

Benefits /Strengths

Harms/ Limitations/Consequences

Harms /Limitations / Consequences

Harms/Limitations/Consequences

How does this align with patients values?



How does this align with Relevant BWH Values/Principles/Policies and Legislation/Laws?



What is the most ethically justifiable option?

BWH Ethics S -BAR Worksheet Step 4 Recommendations

Was the ethicists’ assistance required? Did he assist in the decision? What is the decision? Does the decision pass the TV test? Would you be comfortable stepping out of the meeting room and identifying/explaining our chosen course of action to the local media? Yes/No What is the implementation plan? Who has to take action? What is the Communication Plan? How do we evaluate/revise the action plan if required?

Appendix C

Revised: 2018 02 21 Risk ManagementApproved: 2018 04 24 Research Ethics Committee

Research Review Approval Process Checklist

PROJECT TITLE:

SOURCE OF FUNDING:

OBJECTIVES

Is the overall aim of the research worthwhile?

METHODOLOGY

Is there a testable hypothesis?

Are there clearly stated objectives?

Are the objectives realistic and acceptable?

Is there a clear research design?

Are the proposed measures appropriate?

Are the methods operative and within the expertise of the investigator(s)?

Is there appropriate statistical analysis of the data?

Is the ample size adequate?

Does the investigator have an adequate recruitment base for the sample proposed?

ETHICAL ISSUES TO BE CONSIDERED

Research ethics board approval enclosed? (objective reviewer/body)

Three Core Principles of the Tri-Council Policy Statement ingrained in research protocol:

Respect for Persons Concern for Welfare Concern for Justice

Consent procedure and form available? (Consent must precede collection of or access to data).

Protocol clearly outlines process used to deal with harmful effects that may occur in the course of research.

Meets criteria for evaluation of consent (“free” & “informed” consent):

“Free”

Consent has been given voluntarily (no undue influence or coercion, attention to vulnerable persons);

Participant is alerted to dual roles, power relationships & peer-pressures.

“Informed” – Does the Researcher clearly and concisely explain to the participant:

The purpose of the research;

What the participant is expected to do;

The risks/benefits of the research;

How anonymity and confidentiality will be respected;

How data will be kept secure, i.e. during the collection, retention, reporting & storing of data;

Will the results of the research be published in professional journals (anonymize data where possible)

Any incentives they may receive (*Compensation offered cannot be used in such a way that it could be construed as an inducement of the participants);

Their consent to participate can be withdrawn at any time without embarrassment, ability to skip certain research procedures or not answer researcher’s questions, etc.

HOSPITAL IMPACT

Is this study consistent with Mission, Vision, Values of the Organization?

Financial impact reviewed?

Is any compensation offered to the researcher for enrolling in the study?

RECOMMENDATION (please select √ one)

Approved; no amendments necessary

Accepted; however, amendments necessary before proceeding to the MAC (explanation attached).

Not approved.

SIGNATURES:

Chairperson, Research Ethics Committee Date

1

PATIENT AND FAMILY COMPLAINTS AND CONCERNS: C-5

BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Quality APPROVED BY: Board of Directors ISSUE DATE: September 2009 REVIEWED/REVISED DATE: November 2018 – Version 4

Purpose As part of its responsibility for ensuring program quality and effectiveness, the Board is committed to ensuring hospital staff address patient and family complaints and concerns and act upon opportunities to improve patient care, processes and service delivery. Policy 1. The Board will ensure that the Hospital has a process in place for managing patient and

family complaints and concerns that is consistent with Excellent Care for All Act (ECFAA) legislation and supports Bluewater Health’s commitment to a philosophy of patient and family-centred care.

2. To optimize the usefulness of feedback provided to Board members, members will refer such feedback to the Patient Experience Specialist.

3. The process will include:

• Monitoring patient experience ratings • Tracking and monitoring response and resolution times related to complaints • Tracking and monitoring overall complaint rate, complaints per visit, and

complaints by category.

4. The Quality Committee will monitor trends in patient and family complaints and will provide a report back to the Board on at least a quarterly basis, or on a more frequent basis as may be required by the Board from time to time.

The Board delegates responsibility and authority to the Chief Executive Officer and the Chief of Professional Staff to develop, implement, monitor, and evaluate a complaints and concerns response program consistent with this policy. Monitoring

Method and Frequency: 1. Review of the Policy (annually)

2. Review of the complaints and concerns monitoring reports (at least quarterly)


1

FREEDOM OF INFORMATION –

DELEGATION OF AUTHORITY & OVERSIGHT: C-6 BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Quality APPROVED BY: Board of Directors ISSUE DATE: November 2011 REVIEWED/REVISED DATE: November 2018 – Version 4

Purpose As part of its responsibility for fostering relationships and pursuant to the requirements of the Freedom of Information and Protection of Privacy Act (“FIPPA”), the Board of Bluewater Health is responsible for ensuring that the Hospital’s policies and processes comply with FIPPA. This policy sets out processes to support the Board in fulfilling this responsibility. Policy The Board hereby authorizes and directs the Chief Executive Officer (CEO) to implement appropriate and effective processes to ensure that the Hospital is in compliance with FIPPA. In particular, the Board directs adequate personnel and resources to permit the Hospital to fulfill its obligations in respect of access to information and protection of privacy. FIPPA designates the Chair of the Board as the “Head” of the Hospital. The Board hereby directs the Chair to consult with the CEO to identify appropriate Hospital personnel to whom the Head’s powers and duties should be delegated, and to take all necessary steps to effect such delegation. The CEO shall: • annually report to the Board on FIPPA compliance • advise the Board of FIPPA-related activities which are particularly significant • ensure that the Hospital meets its reporting obligations to the Information and Privacy

Commission (IPC) Monitoring Method and Frequency: 1. Review of policy (annually)

2. Review of Delegation of Authority of ‘Head’ (annually) 3. CEO Performance Evaluation (annually) 4. Accreditation Canada Survey and report (timing aligned with

Accreditation cycle) References: Freedom of Information and Protection of Privacy Act: https://www.ontario.ca/laws/statute/90f31

https://www.ontario.ca/laws/statute/90f31

1

WHISTLEBLOWER: C-7

BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: January 2007 REVIEWED/REVISED DATE: November 20189 – Version 65

Purpose

As part of its responsibility for ensuring program quality and effectiveness, the Board of Bluewater Health (BWH) is committed to maintaining a safe, fair and productive environment in which all those receiving healthcare services, working at or visiting the Hospital behave in a professional manner that respects the rights of others and contributes to an environment that is free from verbal or physical abuse, abuse of authority, unlawful harassment, retaliation or discrimination. This policy sets out the process to support the Board in fulfilling this responsibility.

Policy

The Board will ensure the Hospital provides a process for any person associated with the Hospital to communicate any legitimate and genuine concerns in relation to: • Criminal activity, breach of legal or regulatory obligations, financial malpractice, fraud,

unethical conduct, falsification of records or any attempt to conceal information relating to the above, including information that is considered confidential

• Harassment or discrimination of anyone receiving healthcare services, working orvisiting the Hospital

• An abuse of authority• Patient, visitor, staff, physician, volunteer, students or contractors, including sub-

contractors, suppliers, safety within Hospital premises

This policy does not apply to: • Personal complaints concerning an employee’s terms and conditions of employment• Professional Staff agreements with the Hospital• Volunteer and student arrangements with the Hospital• Clinical or harassment concerns that fall under the Quality of Care Information and

Protection Act, Schedule B unless confidentiality is a major concern in the given situation• Any aspects of the working relationship in the Hospital, or• Disciplinary matters

Such issues are dealt with under the provisions of duly negotiated agreements (including collective agreements), applicable current Hospital policies and procedures which may be accessed through the Hospital Administration and Human Resource Policy and Procedures Manual, BWH’s Code of Conduct policy, and federal or provincial laws as appropriate. If confidentially is a concern, then such complaints may be addressed by this policy.

DRAFT

2

Individuals in registered professions are governed by the Regulated Health Professions Act, 1991 and must abide by the Code of Ethics, which includes obligation of all registered personnel to report any unethical behaviours. General Procedure a) Disclosure regarding concerns within this policy may be made, in confidence in writing

(by mail/email) or by phone and/or in-person, to an external firm. This firm will review the information provided and determine, in consultation with the Hospital, whether an investigation should be conducted and what form it should take. The external firm shall retain a confidential record of any information and documentation pertaining to such complaints or concerns for a period of no less than seven (7) years. A detailed process will be made available through the selected firm.

b) The investigation, depending on the nature of the matter raised may be –

• Investigated internally by the Hospital • Referred to the Hospital's external auditors • Investigated externally by an independent organization • Referred to the police

c) A general update on the investigation will be communicated to the person making the

disclosure by the external firm.

d) The external firm will provide regular reports to the Chief Executive Officer (CEO) regarding disclosures received pursuant to this policy as well as the outcome of any investigative process.

e) Notwithstanding section 2 d) any disclosure regarding concerns related to the CEO will

be reported to the Board Chair by the selected external firm. Guiding Principles The guiding principles related to this policy are: • Confidentiality for the person(s) making disclosure. (The external firm will ensure the

privacy rights of parties, the person(s) making the disclosure and the person(s) implicated or alleged to be responsible for the wrongdoing are respected. In the case of legal proceedings disclosure to the police and/or courts may be required). The external firm will establish adequate procedures to ensure the protection of the information and the treatment of files are in accordance with the Personal Health Information Protection Act, 2004 and the Freedom of Information and Protection of Privacy Act.

• Anonymous complaints will not be accepted. • The Hospital will treat reprisals towards the person making disclosure seriously and take

appropriate disciplinary or other action. • Allegations which are determined to be false or malicious after investigation will be

considered to be mischief and treated seriously and appropriate disciplinary or other action will be taken.

• All employees, physicians, students, contractors and volunteers who know or ought to know a violation has occurred and do not report it will be subject to disciplinary action up

3

to and including termination. Individuals involved in a violation will be subject to disciplinary action, up to and including termination of employment of service.

• The Hospital will not condone any attempt to conceal evidence and/or information relating to matters covered under this policy.

The Board hereby delegates responsibility and authority to the CEO to implement and monitor the effectiveness of this policy. Monitoring Method and Frequency: 1. Review of the Policy (annually) 2. Report to the Board by the CEO of Bluewater Health related to

the Third party Whistleblower services (annually) 3. Accreditation Canada Survey and report (timing aligned with


1

OCCUPATIONAL HEALTH AND SAFETY

ACCOUNTABILITY FRAMEWORK: C-8 BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: October 2005 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for ensuring program quality and effectiveness, the Board of Bluewater Health (BWH) recognizes the importance of taking reasonable steps to prevent harm to employees and Professional Staff of BWH arising from the fulfillment of their responsibilities at the Hospital. This policy sets out processes to support the Board in fulfilling this responsibility. Policy As a part of its commitment to developing a healthy work environment and in accordance with the Hospital by-laws, the Board will ensure the Hospital has established an Occupational Health and Safety Program and a Health Surveillance Program (including a Communicable Diseases Surveillance Program). These programs will include procedures with respect to: (i) the safe use of substances, equipment and medical devices in the Hospital (ii) safe and healthy work practices in the Hospital, including without limitation, the

prevention of disruptive behaviour (iii) the prevention of accidents to persons on the premises of the Hospital (iv) the elimination of undue risks and the minimization of hazards inherent in the Hospital

environment, including the risks to staff relating to the patient safety indicators The Board delegates responsibility and authority to the Chief Executive Officer (CEO) (or designate) to develop, implement and evaluate the Occupational Health and Safety Program, which shall include: • supporting the Joint Health and Safety Committees and ensuring that the Committees

are provided with adequate resources to fulfill their mandate • providing such training to all workers with respect to the Occupational Health and Safety

Program and safe work practices as may be necessary for the safe performance of their duties

• ensuring that all workers are provided with the equipment and medical devices necessary for the safe performance of their duties. Such equipment and devices shall be reasonably suited for their intended use and adequately maintained

• ensuring that contractors, sub-contractors and their workers meet or exceed these requirements

• fostering a culture in which all workers take responsibility for protecting their own health and safety and that of their co-workers by: o working in compliance with the safe work practices and procedures established

by BWH o using or wearing the equipment, protective devices or clothing that BWH

requires to be used or worn

2

o taking such steps as are reasonable to prevent unsafe or unhealthy conditionsfrom occurring

o reporting all unsafe or unhealthy working conditions of which he or she is awareto his or her supervisor or manager

o reporting all accidents, occupational injuries and illnesses of which he or she isaware in accordance with hospital procedures

The CEO (or designate) will regularly consult with all levels of the organization to regularly identify the areas of greatest risk to health and safety and will develop an action plan to address these high risk areas. The CEO (or designate) will monitor the effectiveness of the Health and Safety Program and ensure BWH is in compliance with the relevant legislation - Occupational Health and Safety and Health Protection and Promotion Act for communicable diseases.

The Board will receive annual reports from the CEO (or designate) on the Hospital’s Occupational Health and Safety Program to include information about the ability of the organization to meet occupational health and safety requirements, risk issues, statistical data on incidents and program outcomes.

Monitoring

Method and Frequency: 1. Review of the Policy (annually)2. Receive an annual report on the Occupational Health and

Safety Program and outcomes (annually)3. Accreditation Canada Survey and report (timing aligned with


1

ENVIRONMENTAL STEWARDSHIP : C-9

BOARD RESPONSIBILITY: Ensure Program Quality and Effectiveness COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: October 2002 REVIEWED/REVISED DATE: November 2018 – Version 6

Purpose

As part of its responsibility for ensuring program quality and effectiveness, the Board of Bluewater Health (BWH) recognizes the importance of delivering its services in an environmentally responsible manner. This policy sets out the principles and processes to support the Board in fulfilling this responsibility.

Policy

The Board is committed to the delivery of health care services in a manner that minimizes undue risk and adverse effect on the natural environment. The Board hereby delegates responsibility and authority to the Chief Executive Officer to develop and implement programs that will ensure that Bluewater Health maintains a progressive focus on environmental stewardship and sustainable development and complies with applicable legal and regulatory requirements with respect to the protection of the natural environment. BWH will review the environmental management programs and outcomes, and report the outcomes in the energy conservation and demand management plans annually. BWH will report incidents to the Board.

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Post the Energy Consumption and Greenhouse Gas

Emissions annual report on the hospital website andintranet (annually)

3. Review of the environmental management programs andoutcomes

4. Accreditation Canada Survey and report (timing alignedwith Accreditation cycle

1

RESOURCE PLANNING: D-1

BOARD RESPONSIBILITY: Ensure Financial Viability COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: June 2005 REVIEWED/REVISED DATE: November 20189 – Version 65

Purpose

As part of its responsibility for ensuring financial viability, the Board of Bluewater Health (BWH) wishes to ensure that the organization undertakes appropriate financial planning, optimizes the use of and operates within its resources and adheres to its Hospital Service Accountability Agreement (H-SAA). This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

As set out in the Principles of Governance & Board Accountability policy, BWH is accountable to work within its resources and according to legislative and other binding directives of the Ministry of Health and Long-Term Care (Ministry) and the Erie St. Clair Local Health Integration Network (ESC LHIN).

The Hospital’s funding and service obligations are set out in the H-SAA which is based on the Hospital Accountability Planning Submission (HAPS). In particular, the Hospital is required expected to achieve a balanced budget in each fiscal year. The Board will not approve an annual budget that projects a deficit position, unless directed or permitted to do so by the Ministry or ESC LHIN.

The Board hereby delegates responsibility and authority to the President and Chief Executive Officer (CEO) to develop an annual operating plan and capital plan which:

1. is consistent with the Board’s strategic priorities in the allocation of resources amongcompeting program and service needs

2. contains sufficient information to support projections of revenues, expenditures, cashflow, and service levels with clear distinction of capital and operational items, anddisclosure of planning assumptions and restrictions related to program/service volumes,borrowing requirements, cash flow, significant changes in financial position and materialchanges to accounting procedures

3. is consistent with the HAPS and is premised on achieving or surpassing the patientservice targets established in the H-SAA

4. incorporates the following at a minimum:a. program and service plansb. a financial plan, including operating and capital budgetc. human resource plans for hospital employees and Professional Staff

DRAFT

2

The CEO shall ensure that:

1. reasonable opportunities exist for stakeholder engagement in the development of theoperating plan and capital plan

2. any material deviation(s) between actual revenues, expenses, staffing and servicevolumes from the operating plan approved by the Board and any significantreallocations of resources between programs are promptly brought to the Board’sattention

3. ensuring the fiscal position of the BWH is not placed at risk and that adequate internalcontrols and process are in place

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Accreditation Canada Survey and report (timing aligned with


1

FINANCIAL CONDITION: D-2

BOARD RESPONSIBILITY: Ensure Financial Viability COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: December 2010 REVIEWED/REVISED DATE: November 20189 – Version 54

Purpose

As part of its responsibility for ensuring financial viability, the Board of Bluewater Health (BWH) wishes to ensure that the financial condition and operations of the Hospital are consistent with the Board-approved Operating Plan and Capital Plan. This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

The Chief Executive Officer (CEO) shall ensure that appropriate and effective processes exist to achieve a balanced budget each fiscal year and manage the operating and capital expenses within the Board-approved operating and capital budgets.

These processes exist to minimize the opportunity for expenditures to occur which may jeopardize the Hospital’s financial standing.

The CEO shall ensure that any material reallocation of funds between programs and projects will be promptly brought to the Board’s attention. Accordingly, the CEO is responsible for ensuring the financial position of the Hospital is not placed at risk and that sufficient internal controls and reporting structures are in place and are followed so that:

• Revenue is only expended for its intended purpose• More funds are not expended than have been budgeted or reasonably forecast to be

received• Reserves are used only as approved by the Board• Debt, whether capital or operating, is only incurred in accordance with the Board’s

direction• The Hospital’s cash balance is maintained at a sufficient level to meet the Hospital’s

obligations in a timely manner• Governmental, regulatory and agency filings and payments thereon are made in a

timely and accurate manner

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Review of regular monitoring reports (per financial statements,

balanced scorecard (monthly) and work plan3. Accreditation Canada Survey and report (timing aligned with


DRAFT

1

ASSET PROTECTION: D-3

BOARD RESPONSIBILITY: Ensure Financial Viability COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: May 2005 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose

As part of its responsibility for ensuring financial viability, the Board of Bluewater Health (BWH) wishes to ensure that the assets of the Hospital are reasonably protected, adequately maintained and not placed at unnecessary risk. This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

The Board hereby delegates responsibility and authority to the Chief Executive Officer (CEO) to implement appropriate and effective processes to safeguard Hospital assets and not unnecessarily expose the Hospital or its Board, staff or volunteers to claims of liability. Accordingly, the CEO shall ensure that:

1. appropriate liability, property and fidelity insurance coverage is obtained and maintained inforce for the protection of BWH, its Directors, Officers, Non-Director Committee Members,employees, volunteers and such other persons whom the CEO deems appropriate

2. adequate control processes are in place, both internally and through Hospital agents, forthe receipt, processing and disbursement of funds in compliance with Canadian generallyaccepted accounting standards and applicable internal control practices

3. financial reporting is consistent with Canadian generally accepted accounting principles4. Hospital funds are invested in accordance with the Hospital’s Investment Policy5. real property is not acquired, disposed of or encumbered without the prior approval of the

Board6. plant and equipment are adequately maintained and not subjected to unreasonable wear

and tear

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Annual External Review of Financial Processes and Internal

Controls3. Accreditation Canada Survey and report (timing aligned


1

INVESTMENTS: D-4


Purpose

As part of its responsibility for ensuring financial viability, the Board of Bluewater Health (BWH) wishes to ensure that investment activities are undertaken in a manner designed primarily to preserve and safeguard capital, and secondarily to optimize investment return. This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

Preservation of both the operating and capital funds are of paramount importance in the administration of the investment policy. The mix of investments must adhere with current legislated requirements and be within the powers of the Hospital Board as set out in the By-Laws.

The investment mix should generate a steady, dependable and predictable flow of revenue from year to year. In all cases, maturity dates of investments shall recognize the forecasted cash flow requirements for operating and capital expenses.

The Board hereby delegates responsibility and authority to the Chief Executive Officer to invest surplus-to-need funds in order to optimize investment return while minimizing the risk of loss. Investments may take two forms:

1. Long-term (greater than 12 months) investments shall be limited to:

a) Debt obligations issued or guaranteed by the Government of Canadab) Debt obligations issued or guaranteed by a Province of Canada provided the

instruments are rated, and continue to be rated, at least AA or equivalent, by arecognized rating agency

c) Debt obligations issued or guaranteed by a Canadian municipal governmentprovided the instruments are rated, and continue to be rated, at least AA orequivalent, by a recognized rating agency

d) Debt obligations issued or guaranteed by a corporation, incorporated under thelaws of Canada or a province thereof, provided the instruments are rated, andcontinue to be rated, at least A-1 or equivalent, by a recognized rating agency;

e) Bankers’ acceptances, bonds or term deposit receipts of a Canadian charteredbank which are rated, and continue to be rated at least A-1 or equivalent, by arecognized rating agency

f) Equity-based instruments of a corporation, incorporated under the laws ofCanada or a province thereof, with the approval of the Board

2

2. Short-term (12 months or less) investments shall be limited to:

a) Cash or cash equivalents held on deposit at the Hospital’s chartered bank, otherCanadian chartered bank or regulated investment agency

b) Short-term instruments such as Treasury Bills or Guaranteed InvestmentCertificates when the rate of return is superior to cash or cash equivalents

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Investment Review (quarterly)3. Accreditation Canada Survey and report (timing aligned


1

PROCUREMENT AND SPENDING AUTHORITY: D-5

BOARD RESPONSIBILITY: Ensure Financial Viability COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: March 2011 REVIEWED/REVISED DATE: November 20189– Version 43

Purpose

As part of its responsibility for ensuring financial viability, the Board of Bluewater Health (BWH) is required to ensure that the Hospital’s procurement principles and processes comply with the Ontario Broader Public Sector (“BPS”) Procurement Directive. This Directive:

• Ensures that publicly funded goods and services, including construction, consultingservices, and information technology are acquired by BPS organizations through aprocess that is open, fair, and transparent

• Outlines responsibilities of BPS organizations throughout each stage of the procurementprocess

• Ensures that procurement processes are managed consistently throughout the BPS.

This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

The Board hereby authorizes and directs the Chief Executive Officer (CEO) to ensure that appropriate and effective processes exist to ensure that decisions related to planning, acquisition and management of goods and services for use by the Hospital will comply with the BPS Procurement Directive including the Supply Chain Code of Ethics.

The hospital’s procurement processes will be guided by the following principles:

• Accountability - BWH will be accountable for appropriateness of the procurementprocesses and the results of its procurement decisions.

• Transparency - BWH’s procurement processes will be transparent to all stakeholdersand, wherever possible, will provide stakeholders with equal access to information onprocurement opportunities, processes and results.

• Value for Money - BWH will maximize the value received from the use of public funds byadopting a value-for-money approach which aims to deliver goods and services at theoptimum total lifecycle cost.

• Quality Service Delivery - BWH will endeavour to ensure that the programs and servicesit provides receive the right product, at the right time, in the right place.

• Process Standardization - BWH will endeavour to standardize processes in order toimprove efficiency of program and service delivery.

• Risk Management - BWH will ensure all Health & Safety legislation, regulations andstandards are addressed during the procurement process so that potential hazards arecontrolled in design and purchasing stages.

DRAFT

2

The Board hereby approves the signing authority framework for the Hospital attached hereto as Schedule “A”. The BPS Supply Chain Directive is attached hereto as Schedule “B”.

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Certificate from the CEO or designate of Bluewater

Health’s compliance with the Directive (quarterly)3. Accreditation Canada Survey and report (timing aligned

with Accreditation cycle

3

Schedule A Signing Authority Framework

Unless otherwise approved by the Board of Directors, all purchases of goods and services must be approved in the annual budget. Formal approval of the budget constitutes financial approval to proceed with the procurement process. The ability to incur the actual expenditures is delegated to the Hospital staff based on the following approval limits:

Type of Expenditure Maximum Position

Goods and Service Contracts (Non-Consulting) Examples include: Supplies Non-Consulting Services Minor Equipment Board Approved Capital

Equipment

Up to $5,000 Up to $20,000 Up to $100,000 Up to $1,000,000 > $1,000,000

Managers and Designated Staff Director VP/CFO CEO Board of Directors

Consulting Services Up to $20,000 Up to $100,000 Up to $500,000 > $500,000

Director VP/CFO CEO Board of Directors

Contractual and Financial Obligations

Up to $20,000 Up to $100,000 Up to $500,000 > $500,000

Director VP/CFO CEO Board of Directors

For clarity in application of the authority approval limits:

• The dollar limits noted above refer to invoice costs before taxes;• No requisition, purchase or contract shall be divided in order to circumvent the

requirements of the spending limits of this section;• The Executive Committee (EC) is responsible for the review and evaluation of all

capital expenditure proposals for furnishings, equipment and facilities. VicePresident endorsement of any capital expenditure that is not on the approvedcapital budget list is required prior to approval as indicated in the table above.

If a capital item is specifically listed in the capital budget that the Board of Directors has approved, it need not go back for approval unless the dollar amount exceeds the amount so budgeted.

4

Schedule B

Broader Public Sect (BPS) Procurement Directive

https://www.doingbusiness.mgs.gov.on.ca/mbs/psb/psb.nsf/English/bps-procurementdirective

1

EXPENSE REIMBURSEMENT: D-6

BOARD RESPONSIBILITY: Ensure Financial Viability COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: April 2011 REVIEWED/REVISED DATE: November 2018 – Version 3

Purpose

As part of its fiduciary responsibility, the Board of Bluewater Health (BWH) is required to ensure that the Hospital’s policies and processes regarding reimbursement of expenses comply with the Ontario Broader Public Sector (“BPS”) Expenses Directive.

This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

The Board hereby authorizes and directs the Chief Executive Officer (CEO) to ensure that appropriate and effective processes exist to ensure that reimbursement of business expenses by the Hospital complies with the BPS Expenses Directive.

These processes will be guided by the following principles:

• Accountability – BWH will be accountable for the appropriateness of expensesreimbursed by the organization.

• Transparency – BWH’s expense reimbursement processes will be transparent to allstakeholders. The rules for incurring and reimbursing expenses will be clear, easilyunderstood and available to the public.

• Value for Money – BWH will use public funds prudently and responsibly to ensure thatany expenses reimbursed by the Hospital are necessary and reasonable.

• Fairness - Legitimate authorized expenses incurred by individuals for the benefit of theorganization will be reimbursed in a timely manner.

The BPS Expenses Directive is attached hereto as Schedule “A”.

Approval Process

Reimbursement requests shall be submitted on the form provided for that purpose and shall be accompanied by original receipts where available and by a detailed description of the expense (to whom paid, amount, date and purpose) if no receipt for a specific item is available.

Individuals’ expenses shall be approved by their immediate supervisor prior to reimbursement. The CEO’s expenses shall be approved by the Chair.

With respect to the Board, Directors’ expenses shall be approved by the Chair. The Chair’s expenses shall be approved by the Vice-Chair.

2

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Expenses are posted to the BWH website by November 30

and May 313. Accreditation Canada Survey and report (timing aligned

with Accreditation cycle (annually)

3

Schedule A

Broader Public Sector (BPS) Expenses Directive


1

PERQUISITES: D-7

BOARD RESPONSIBILITY: Ensure Financial Viability COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: October 2011 REVIEWED/REVISED DATE: November 2018 – Version 3

Purpose

As part of its fiduciary responsibility, the Board of Bluewater Health (BWH) is required to ensure that the Hospital’s policies and processes regarding the provision of perquisites for Board members and Hospital employees comply with the Ontario Broader Public Sector (“BPS”) Perquisites Directive. This policy sets out processes to support the Board in fulfilling this responsibility.

Policy

The Board hereby authorizes and directs the Chief Executive Officer (CEO) to ensure that appropriate and effective processes exist to ensure that provision and reimbursement of perquisites by the Hospital complies with the BPS Perquisites Directive. In this policy, a perquisite is a privilege that is provided to an individual or to a group of individuals, provides a personal benefit, and is not generally available to others employed by or associated with the Hospital.

These processes will be guided by the following three (3) key principles:

• Accountability - The Hospital is accountable for its use of public funds. All expendituresmust support the Hospital’s objectives.

• Transparency - The Hospital’s processes must be transparent to all stakeholders. Therules for perquisites must therefore be clear and easily understood.

• Value for Money - Taxpayer dollars must be used prudently and responsibly.

To be allowable, a perquisite must be a business-related requirement for the effective performance of an individual’s duties. Authorized perquisites will be reimbursed in a timely manner according to Hospital policies and procedures.

The BPS Perquisites Directive is attached hereto as Schedule “A”.

Summary information about allowable perquisites at the Hospital will be made publicly available on an annual basis, in accordance with the BPS Perquisites Directive.

Monitoring

Method & Frequency: 1. Review of the Policy (annually)2. Accreditation Canada Survey and report (timing aligned

with Accreditation cycle

2

Schedule A

BPS Perquisites Directive


1

HOSPITAL BORROWING: D-8


Purpose As part of its responsibility for ensuring financial viability, the Board of Bluewater Health (BWH) wishes to ensure the Hospital borrows money only where necessary and uses the proceeds of borrowing in accordance with the Hospital’s financial planning process to achieve the strategic goals of the organization. This policy sets out processes to support the Board in fulfilling this responsibility. Policy Board approval is required for the Hospital to borrow money. The Chief Executive Officer shall ensure that appropriate and effective processes exist to identify short-term and long-term cash flow requirements. The Hospital may borrow funds for the following purposes only: 1. Bridge financing – to secure funds to meet the timing difference between payment of a

one-time expense and the receipt of funds to pay the expense; 2. Operating financing (line of credit) – to fund normal operating requirements where

operating expenses must be paid prior to receipt of revenues; 3. Capital purchases – to lease or finance capital equipment in the Board-approved annual

capital budget as part of the Hospital’s long-term capital plan; 4. Capital projects – to support Hospital capital projects approved by the Board; 5. Land or property - to support the acquisition of land or property required by the Hospital;

and 6. Special projects – to support a Hospital expenditure justified by a business case

demonstrating a reasonable financial return. These activities must also comply with the Board’s Procurement and Spending Authority Policy. Monitoring Method & Frequency: 1. Review of the Policy (annually) 2. Review of Loan portfolio (quarterly)


1

NAMING OF ASSETS: D-9

BOARD RESPONSIBILITY: Ensure Financial Viability COMMITTEE: Resource Utilization and Audit APPROVED BY: Board of Directors ISSUE DATE: November 2018 REVIEWED/REVISED DATE: Version 1

Purpose The mission of Bluewater Health (BWH) is fulfilled, in part, by the support it receives from society, volunteers and financial donors. The hospital welcomes the opportunity to recognize such support through the naming of buildings, facilities, programs and other components of its operation. The philanthropic services and programs provided to the hospital are the responsibility of the Bluewater Health Foundation and the Charlotte Eleanor Englehart Hospital Foundation. This policy sets out guidelines for the granting of the honour of naming hospital assets for both philanthropic and other distinguished support. It sets out a consistent approach to the naming of facilities, major equipment, programs and research/academic positions entrusted to and operated by the Hospital and referred to herein as “assets”. Definitions Assets: The term “Assets” includes and is limited to, Facilities, Programs, Major Equipment and Research/Academic Positions, each of which is defined as follows: • Facilities: The term “Facilities” includes, but is not limited to all buildings, internal building

spaces, exterior grounds, landscaping materials and finishes.

• Major Equipment: The term “Major Equipment” includes, but is not limited to single items with a unit value of $50,000 or more or multiple units of a single item with a combined cost of $50,000 or more.

• Programs: The term “Programs” includes, but is not limited to, all programs, services and

areas of care to patients.

• Research/Academic Positions: The term “Research/Academic Positions” include, but is not limited to, lead research positions, chairs, department heads, etc.

Authority The Board of Directors of Bluewater Health exercises the sole approval authority for naming – in honour of philanthropic gifts or distinguished service - any assets entrusted to the hospital subject to applicable federal and/or provincial laws. The Board may delegate to the President and Chief Executive Officer (CEO) authority to approve naming of assets carrying a naming

2

value of under $100,000. In such cases the CEO shall report these to the Board at the next regular meeting. The CEO shall use his/her discretion in placing before the Board any namings in this category that may be considered sensitive or controversial. Policy 1. Bluewater Health retains the sole right to name its assets and will name assets only

as it deems appropriate.

2. In the process of naming assets, Bluewater Health shall consider factors which may affect the Hospital’s reputation and reserves the right to withdraw naming rights at its sole discretion.

3. Naming shall not be bestowed in honour of any individual, group or organization linked to causes that could compromise health, the mission, vision or values of Bluewater Health or the well-being of its staff, physicians, volunteers or patients it serves.

4. Prior to naming an asset, consideration shall be given to its full potential to generate revenue as donor naming opportunity while balancing other benefits and the current philanthropic environment.

5. Permanent named recognition will be provided only in circumstances where gift size and/or contribution to the organization are exceptional. When permanent named recognition has been extended for a gift received, it will be honoured in perpetuity. (This does not negate the H ospital’s authority as noted under item 2.) In the event of changed circumstances, e.g. a facility no longer exists or has been radically renovated, the Hospital reserves the right to determine the form which the permanence will take.

6. Bluewater Health will not name minor items that are replaced on a regular or scheduled basis such as minor equipment, furnishings or individual trees/shrubs.

7. Only in exceptional circumstances will assets be named to honour outstanding service of members of staff, the Board of Directors of the Ho s p i t a l, the foundations, any elected or appointed official concerned with the functions or control of the corporation so long as their official relationship continues. However, such individuals making philanthropic donations remain eligible for naming recognition.

8. For safety reasons, such as denoting the location of emergency codes, where naming rights bestowed to donors are not permanent, the H ospital will continue to use an appropriate permanent wayfinding system to reference the specific geographic area. Naming signage will be designed in consultation with the Communications and Public Affairs Office in keeping with the wayfinding signage.

9. The Hospital reserves the right to decide on the nature of physical displays which may accompany named recognition while recognizing the value of donor or honouree input.

3

10. No name will be approved that will imply the Hospital’s endorsement of a partisan political or ideological position or of a commercial product. This does not preclude naming with the name of an individual or company that manufactures or distributes commercial products.

11. Provisions in this policy that refer to naming for a benefactor also in general apply to naming for a third party at the wish of a benefactor.

12. The proposed name of an asset shall comply with the Corporate Policies and Procedures of Bluewater Health and with all applicable federal and provincial laws.

Procedure 1. Bluewater Health Foundation, shall, as appropriate, entertain proposals from and in

consultation with Bluewater Health, medical staff, management and staff, major corporate partners and other interest groups.

2. Recommendations are to be directed to the President and Chief Executive Officer

(CEO) of the Hospital. 3. At the discretion of the Board Chair and President and CEO a group will be selected

or delegated to review naming proposals according to this policy. 4. The Office of the Chair of the Board of Directors shall keep a permanent record

of all approved naming of hospital assets. Monitoring Method & Frequency: 1. Review of the Policy (annually)


1

BY-LAWS AND BOARD POLICIES: E-1

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: November 2018 REVIEWED/REVISED DATE: Version 1

Purpose To ensure governance best practice, BWH will review its Corporate and Professional Staff By-Laws and Board Policies annually, to ensure compliance with applicable legislation and Accreditation Standards, and will make recommendations to the Board for revisions as required. Revisions to the By-laws and policies will also be considered with the introduction or changes to any relevant legislation. Policy

1. Directors are encouraged to question the clarity and relevance of existing policies and identify the need for additional policies as issues arise.

2. Directors perceiving a need for policy development or revision should advise the Chair, who shall refer the issue to the Board. The Board shall determine if and when a policy will be developed or revised.

3. Policy development and revision work will be led and coordinated by the Governance and Nominating Committee.

4. Policy development and revision work will be assigned to Board committees based on the fit with the committee mandate and responsibilities, with final draft reviews completed by the Governance and Nominating Committee prior to submission to the Board for review/approval. This work will form part of each Committee’s work plan.

5. The Governance and Nominating Committee will monitor policy review completion regularly through the year, and provide the Board with an annual monitoring report on policy review completion.

Monitoring Method and Frequency: 1. Review of the By-laws and policies (annually)


1

PRINCIPLES OF GOVERNANCE AND

BOARD ACCOUNTABILITY: E-2

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2009 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a statement of Principles of Governance and Board Accountability. This statement is an important requirement of effective governance and addresses the Board’s overarching philosophy and approach to its governance responsibilities, including its model of governance and accountabilities. This policy sets out the Principles of Governance and Board Accountability as developed and approved by the Board of BWH. Policy 1. The Board of Directors governs BWH through the direction and supervision of the

business and affairs of the corporation in accordance with its articles of incorporation, its by-laws, vision, mission and values, governance policies and other laws and regulations.

2. The Board adheres to the Modified Pointer and Orlikoff Governance Model, (as referenced in the Roles and Responsibilities of the Board of Directors policy) a model of governance through which it provides strategic leadership and direction.

3. The Board acts at all times in the best interests of BWH, having regard for its accountabilities to its patients and the communities served, the Ministry of Health and Long-Term Care (MOHLTC) and the Erie St Clair Local Health Integration Network (ESC LHIN) and its relationship with other service providers.

4. The Board maintains a culture of honesty and integrity, open debate, ethical decision making, forthright examination of all issues and strives for decision-making based on evidence-informed, best practice.

5. The Board, through the strategic planning process, defines values for BWH which will be reflected in the Board’s decision making processes, recognizing that decisions and actions taken must be consistent with the approved values.

6. The Board maintains at all times a clear distinction between Board and management roles, while recognizing the interdependencies between them.

7. The Board is accountable to: A. BWH’s patients and its communities served to:

2

• engage the communities served when developing plans and setting priorities for the delivery of health care

• advocate for and seek resources to provide appropriate health care • utilize its resources effectively to fulfill BWH’s mission and mandate • ensure the quality and safety of patient care and service delivery • ensure the appropriate use of community contributions and resources • consider the diversity of needs and interests in its policy formulation and

decision-making • work within its resources, monitoring their efficient and effective use

consistent with BWH’s mission and mandate • measure and report on BWH performance against accepted standards and

best practices in comparable hospitals and in accordance with requirements of all applicable legislation

• inform the MOHLTC/ESC LHIN of any gaps between needs of the communities served and scope of services provided, based on resources allocated by the Ministry and the ESC LHIN to fulfill the BWH’s mission and mandate

• apprise the MOHLTC/ESC LHIN and the communities served of Board policies and decisions related to the BWH’s mandate that might be required to operate within its resources

• identify and undertake integration opportunities (separately and in conjunction with the ESC LHIN) and other health service providers to provide appropriate, co-ordinated, effective and efficient services and that are consistent with the mission, vision, values and strategic plan of BWH and in the best interests of the community

• disclose information about BWH’s governance processes, decision-making and performance in an open and transparent manner

B. the Ministry of Health and Long-Term Care (MOHLTC) and/or the Erie St. Clair

LHIN (ESC LHIN) to: • comply with applicable government legislation, regulations, directives

policies and directions • ensure that BWH operates within:

• the MOHLTC’s provincial strategic plan • the ESC LHIN’s integrated health service plan • the service accountability agreements with the ESC LHIN

• work within its resources, monitoring their efficient and effective use consistent with BWH’s mission and mandate

• measure and report on BWH performance against accepted standards and best practices in comparable hospitals

8. Consistent with the Board’s commitment to good governance practices, timely access to information, appropriate protection of personal privacy, and appropriate protection of other information that is exempt or excluded from disclosure under the Freedom of Information and Protection of Privacy Act, the Board will make available to the public

3

information about its governance processes, decision making and organizational performance including, but not limited to: the statement of Board and Director roles, responsibilities and accountabilities a list and biographies of elected and ex-officio Directors and their participation on

Board committees the Board policies addressing governance structures and processes, including

those which address how the Board functions independently of management the terms of reference governing Board standing committees the results of BWH’s participation in the voluntary national accreditation process

through Accreditation Canada the Hospital and Multi-Sectoral Service Accountability Agreements with the

MOHLTC and ESC LHIN the Open Board meeting information package with the CEO report an annual report, including audited financial statements, outlining BWH’s

accomplishments and performance performance reporting information in compliance with applicable government

legislation or directives a summary of the processes through which BWH demonstrates accountability,

transparency and engagement Monitoring Method and Frequency: 1) Review of the Policy (annually)

2) Board Evaluation 3) Accreditation Canada Survey and report (timing


1

ROLES AND RESPONSIBILITIES OF

THE BOARD OF DIRECTORS: E-3

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2009 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a description of the Roles and Responsibilities of the Board of Directors. This description is an important requirement of effective governance. It addresses the Board’s expectations for itself and provides the foundation upon which the Board’s performance can be evaluated. This policy sets out the Roles and Responsibilities of the Board of Directors as developed and approved by the Board of BWH. Policy The Board adheres to the Modified Pointer and Orlikoff Governance Model and governs by fulfilling the following roles: 1.0 Policy Formulation

Establish policies to provide guidance to those empowered with the responsibility to lead and manage BWH operations.

2.0 Decision-Making

Directors will ensure the ethical framework/principle based decision-making approach is applied in Board decision-making processes.

3.0 Oversight Monitor and assess organizational processes and outcomes. Responsibilities of the Board A) Establish Strategic Direction

• Consider key healthcare needs and stakeholders, and engage the community of diverse persons and entities when developing plans and setting priorities for the delivery of healthcare

• Establish and periodically review BWH’s mission, vision and values • Contribute to the development of and approve the strategic plan of BWH,

ensuring alignment with the provincial strategic plan and the LHIN integrated health services plan. Conduct a review of the strategic plan as part of a regular annual planning cycle

2

• Ensure Board decisions are consistent with BWH’s mission, vision, values and strategic plan

• Monitor corporate performance regularly against the strategic plan and performance indicators

B) Provide for Excellent Management

• Select and appoint the President and Chief Executive Officer (CEO) • Establish measurable annual performance expectations in co-operation with the

President/CEO, assess the President/CEO performance annually and determine compensation

• Delegate responsibility and authority to the President/CEO for the management and operation of BWH and require accountability to the Board

• Select and appoint the Chief of Professional Staff (COPS) • Establish measurable annual performance expectations in co-operation with the

COPS, assess COPS performance annually and determine compensation • Delegate responsibility and authority to the COPS for the supervision of the

practice of medicine, dentistry and midwifery, and extended class nurses with privileges, within BWH and require accountability to the Board

• Provide for President/CEO and COPS succession • Ensure the President/CEO and the COPS establish an appropriate succession

plan for senior management and Professional Staff and a human resource plan, with review of such plans annually

• Appoint Medical Directors and other medical leadership positions, on the recommendation of the COPS, as required under Bluewater Health’s by-laws and the Public Hospitals Act

• Establish and monitor implementation of policies to provide the framework for the management and operation of BWH, in compliance with applicable laws and regulations

C) Ensure Program Quality and Effectiveness • Ensure the effectiveness and fairness of the annual credentialing process for the

Professional Staff • Review and approve appointments, reappointments and privileges for

Professional Staff as recommended by the Medical Advisory Committee, in consideration of BWH’s resources and the community’s needs

• Provide oversight of the credentialed Professional Staff through the COPS and the Medical Advisory Committee and, if necessary or advisable, effect the restriction, suspension or revocation of privileges of any credentialed professional staff member as provided under the Public Hospitals Act, following recommendation by the Medical Advisory Committee

• Review and approve the Quality Improvement Plan, quality goals and performance indicators (using best practices and benchmarks) and monitor indicators of clinical outcomes, quality of care and service delivery, patient safety, satisfaction and organizational risk

• Ensure the development of a process for identifying, managing and monitoring organizational risks

• Ensure that policies and processes to manage resource utilization and patient safety are in place and operating effectively

• Ensure policies are in place to provide a framework for addressing ethical issues arising from clinical care, education and research

3

• Ensure management has plans in place to address variances from performance standards, including management of critical incidents, systemic or recurring quality of care issues, and complaints and concerns, and oversee implementation of the remediation plans

D) Ensure Financial Viability

• Approve the annual operating and capital budget, and monitor financial performance periodically against the budget and agreed-upon indicators

• Ensure management undertakes multi-year financial planning, optimizes the use of resources, operates within the resource envelope, adheres to the Hospital (H-SAA) and Multi-Sectoral (M-SAA) Service Accountability Agreements and manages to acceptable levels of risk

• Ensure policies are in place on asset protection, procurement, borrowing, signing authority, resource planning, financial condition, expense reimbursement and perquisites

• Approve an investment policy and monitor compliance • Ensure management has measures in place to ensure the integrity of internal

accounting controls and reporting processes and the effectiveness of management information systems

• Ensure the Members appoint qualified auditors, and examine, consider and approve the Corporation’s financial statements and the report of the auditors at least annually

E) Ensure Board Effectiveness

• Recruit Directors who are skilled, experienced and committed to BWH, and plan for the succession of Directors and Officers

• Establish comprehensive Board orientation and ongoing Board development and education programs

• Establish and monitor implementation of Board goals and annual work plans for the Board and its standing committees

• Ensure the Board receives timely, appropriate information to support informed policy formulation, decision-making and oversight

• Establish and periodically review policies concerning governance structures and processes to maximize the effective functioning of the Board

• Establish a policy and process for evaluating the performance of the Board as a whole and individual Directors that fosters continuous improvement

• Ensure decision-making processes are transparent • Ensure effective mechanisms are in place for reporting on BWH performance • Ensure the Board adheres to the Principles of Governance and Accountability

statement and demonstrates accountability to its stakeholders • Ensure the Board fulfills all of its responsibilities as set forth by the Public

Hospitals Act, the Excellent Care for All Act, the Broader Public Sector Accountability Act and all other applicable legislation.

4

F) Foster Relationships • Ensure BWH builds and maintains positive relationships with the ESC LHIN in

fulfilling BWH’s service accountability agreements with the ESC LHIN and its obligations under provincial policies established by the Ministry of Health and Long-Term Care

• Ensure BWH is fulfilling its role within the ESC LHIN region by fostering effective coordination and integration of patient care and health service delivery and positive working relationships with other community health service providers

• Ensure mechanisms are in place to build and maintain positive relationships and effective two-way communication within BWH with Professional Staff, staff, volunteers, the Foundations and with the community served.

Monitoring

Method and Frequency: 1. Review of the Policy (annually) 2. Board Evaluation


1

ROLES AND RESPONSIBILITIES AS AN

ELECTED AND EX-OFFICIO DIRECTOR: E-4 BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2009 REVIEWED/REVISED DATE: April 2019 – Version 7

Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a description of the Roles and Responsibilities as an Elected and Ex-Officio Director. This description is an important requirement of effective governance as it provides Directors with a clear understanding of what is expected of them and serves as a benchmark against which individual director performance can be assessed. This policy sets out the Roles and Responsibilities as an Elected and Ex-Officio Director as developed and approved by the Board of BWH. Policy 1.0 Accountability and Fiduciary Duties

A Director acts ethically, honestly, in good faith and in the best interests of BWH and in so doing, supports BWH in fulfilling its mission and mandate, and discharging its accountabilities. A Director exercises the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances. Directors with special skill and knowledge are expected to apply that skill and knowledge to matters that come before the Board. A Director does not represent the specific interests of any constituency. A Director acts and makes decisions that are in the best interest of BWH as a whole. A Director adheres to the vision, mission and values of BWH and complies with the by-laws, applicable laws and regulations, and Board policies. A Director adheres to the Principles of Governance and Board Accountabilities policy.

2.0 Exercise of Authority A Director carries out the powers of office only when acting as a voting member during a duly constituted meeting of the Board or one of its committees. A Director respects the responsibilities delegated by the Board to the President/Chief Executive Officer and Chief of Professional Staff, avoiding interference with their duties but insisting upon accountability to the Board and reporting mechanisms for assessing organizational performance.

3.0 Conflict of Interest A Director does not place him/herself in a position where his/her personal interests conflict with those of BWH. A Director complies with the Conflict of Interest provisions in the by-laws and Board approved policy.

2

4.0 Team Work A Director works positively, cooperatively and respectfully with others in the performance of his or her duties while exercising independence in decision-making.

5.0 Participation

A Director reviews pre-circulated material and comes prepared to Board and committee meetings and educational activities, asks informed questions, and makes a constructive contribution to discussions. A Director considers the need for independent advice to the Board on major corporate actions.

6.0 Formal Dissent

A Director reviews the minutes of the previous meeting on receipt and insists that they record any Director’s disclosure of an actual or potential conflict of interest, abstention or dissent. A Director who is absent from a Board meeting is deemed to have supported the decisions taken and policies approved by the Board in his or her absence unless he or she formally records a dissenting view with the Board secretary.

7.0 Board Solidarity

The official spokesperson for the Board is the Chair or the Chair’s designate. A Director supports the decisions and policies of the Board in discussions with outsiders, even if the Director holds another view or voiced another view during a Board discussion or was absent from the Board meeting. A Director refers requests for statements on behalf of the Board to the Board Chair. The Board Chair may delegate his/her responsibility for representing and acting as spokesperson for the Board to other Directors, as required.

8.0 Confidentiality

A Director respects the confidentiality of in camera Board discussions and information and such other Board discussions as deemed to be confidential by the Board. Directors will respect the confidentiality of any Informal Meetings.

9.0 Time and Commitment

A Director is expected to commit the time required to fulfill Board and committee responsibilities. A Director is expected to attend a minimum of 70% of the meetings of the Board and 70% of committee meetings of which he/she is a member. Directors who fail to meet the attendance requirements are subject to review by the Chair and may be asked to step down from the Board. All Directors are expected to serve on the Quality Committee at least once over their first term, and serve on at least two (2) different Board Standing Committees over the course of any subsequent term as a Director. Directors are also expected to represent the Board and BWH in the community and to participate on adhoc commitees and panels or in other forums, when reasonably requested by the Board Chair.

10.0 Competencies

A Director actively contributes specific expertise, skills and other attributes that are needed on the Board.

11.0 Education

A Director seeks opportunities to be educated and informed about the Board and the key issues at BWH and in the broader health care system through participation in Board and Committee orientation and education programs, maximizing use of information and

3

resources on the Board website, participation in strategic planning processes, Board retreats and other mechanisms, as appropriate.

12.0 Self-Evaluation and Continuous Improvement

A Director is committed to a process of continuous self-improvement as a Board member. All Directors participate in processes for the evaluation of the Board and in the Individual Director evaluation and act upon results in a positive and constructive manner.

13.0 Fundraising Activity A Director supports the efforts of the BWH Foundation and Charlotte Eleanor Englehart Hospital Foundation.

Monitoring Method and Frequency: 1. Review of the Policy (annually) 2. Board Evaluation 3. Individual Director Evaluation

4. Accreditation Canada Survey and report (timing aligned with survey)

1

NON-DIRECTOR COMMITTEE MEMBERS: E-5

BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2006 REVIEWED/REVISED DATE: April 2019 – Version 6

Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) has determined the participation of Non-Directors from the community as members of certain Board Committees is beneficial to obtain a broad range of perspectives, to provide additional expertise and to identify and assess individuals’ interest and aptitude to be Directors in the future. This policy sets out selection process and responsibilities of Non-Director Committee Members (NDCMs). Policy Selection The Governance & Nominating Committee is responsible for recommending individuals to the Board to serve as NDCMs in accordance with the Nominations Process Policy. NDCMs shall meet the qualifications for Directors as set out in this Policy and in the Corporate By-laws of BWH. NDCMs shall have one (1) year renewable terms. No individual shall serve more than five (5) consecutive one-year terms as a NDCM, except as otherwise permitted from time to time by resolution of the Board. Professional Staff Association (PSA) The PSA annually elects Professional Staff members to its Executive Committee. These PSA members are then appointed to Board Standing Committees through processes established by the Chief Executive Officer (CEO) and Chief of Professional Staff (COPS). For the purposes of role clarity at Board Standing Committee meetings, the Vice-President Sarnia and Secretary/Treasurer should be considered NDCMs once appointed. Other NDCM Positions The Quality Committee of the Board membership includes two Patient Experience Partners (PEPs), one Professional Staff Association member (non-executive) and one hospital employee member other than a physician or nurse. The PEPs are selected by the BWH Patient Experience Partner Council. The Professional Staff and hospital employee positions are selected through processes established by the CEO and COPS respectively. For the purposes of role clarity at Quality Committee of the Board meetings, these positions should be considered NDCMs once appointed. 1.0 Accountability and Fiduciary Duties

A NDCM acts ethically, honestly, in good faith and in the best interests of Bluewater Health and in so doing, supports Bluewater Health in fulfilling its mission and mandate,

2

and discharging its accountabilities. A NDCM exercises the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances. NDCMs with special skill and knowledge are expected to apply that skill and knowledge to matters that come before the Committee. A NDCM does not represent the specific interests of any constituency. A NDCM acts and makes decisions that are in the best interest of Bluewater Health as a whole. A NDCM adheres to the vision, mission and values of Bluewater Health and complies with by-laws, applicable laws and regulations and Board policies. A NDCM adheres to the Principles of Governance and Board Accountabilities Policy.

2.0 Exercise of Authority A NDCM carries out the powers of office only when acting as a voting member during a duly constituted meeting of the Committee. A NDCM respects the responsibilities delegated by the Board to the President/Chief Executive Officer and Chief of Professional Staff, avoiding interference with their duties but insisting upon accountability to the Committee and reporting mechanisms for assessing organizational performance.

3.0 Conflict of Interest

A NDCM does not place him/herself in a position where his/her personal interests conflict with those of Bluewater Health. A NDCM complies with the Conflict of Interest provisions in the by-laws and Board policy.

4.0 Team Work

A NDCM works positively, cooperatively and respectfully with others in the performance of his or her duties while exercising independence in decision-making.

5.0 Participation A NDCM reviews pre-circulated material and comes prepared to Committee meetings and educational activities, asks informed questions, and makes a constructive contribution to discussions. A NDCM considers the need for independent advice to the Committee on major corporate actions.

6.0 Formal Dissent

A NDCM reviews the minutes of the previous meeting on receipt and insists that they record any NDCMs disclosure of an actual or potential conflict of interest, abstention or dissent. A NDCM who is absent from a Committee meeting is deemed to have supported the decisions taken and policies approved by the Committee in his or her absence unless he or she formally records a dissenting view with the Committee secretary.

7.0 Board Solidarity

The official spokesperson for the Board and its committees is the Chair or the Chair’s designate. A NDCM supports the decisions and policies of the Committee in discussions with outsiders, even if the NDCM holds another view or voiced another view during a Committee discussion or was absent from the Committee meeting. A NDCM refers requests for comments on behalf of the Committee to the Committee Chair.

8.0 Confidentiality

A NDCM respects the confidentiality of Committee discussions and information.

3

9.0 Time and Commitment A NDCM is expected to commit the time required to fulfill Committee responsibilities. A NDCM is expected to attend a minimum of 70% of the meetings of the Committees of which he/she is a member. NDCMs who fail to meet the attendance requirements are subject to review by the Committee Chair and may be asked to step down from the Committee.

10.0 Competencies

A NDCM actively contributes specific expertise, skills and other attributes that are needed on the Committee.

11.0 Education

A NDCM seeks opportunities to be educated and informed about the Committee, the Board and the key issues at Bluewater Health and in the broader health care system through participation in Board and Committee orientation and education programs, maximizing use of information and resources on the Board website, participation in strategic planning processes, Board retreats and other mechanisms, as appropriate.

12.0 Self-Evaluation and Continuous Improvement

A NDCM is committed to a process of continuous self-improvement as a Committee member. All NDCMs participate in the evaluation of the Committee and in individual NDCM evaluations and act upon results in a positive and constructive manner.

13.0 Fundraising Activity A NDCM supports the efforts of the Bluewater Health Foundation and Charlotte Eleanor Englehart Hospital Foundation.

Monitoring Method and Frequency: 1. Board Evaluation

2. Review of the Policy (annually) 3. Accreditation Survey and Report (timing aligned with


1

BOARD COMMITTEE MEMBER DECLARATION: E-6

BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2005 REVIEWED/REVISED DATE: November 2018 – Version 9

I, _______________________________________, consent to act as a: ☐ Director/Ex-officio Director of Bluewater Health (BWH) ☐ Non-Director Committee Member of BWH ☐ Patient Experience Partner of BWH ☐ Professional Staff Association Member of BWH ☐ I acknowledge and accept the accountabilities as outlined in the appended Principles of

Governance and Board Accountability Policy. ☐ I agree to comply with the performance expectations as stated in the appended Roles

and Responsibilities as an Elected and Ex-officio Director Policy/Non-Director Committee Members Policy, as applicable.

☐ I confirm that I have read, understand and will comply with the Code of Conduct Policy

as appended. ☐ I confirm that as a Committee Member, I am bound to adhere to and respect these and

all other Board policies and I undertake to do so. ☐ I confirm that I have read, understand and will comply with the specific provisions as

outlined in “Conflict of Interest” and “Confidentiality” sections of the Corporate By-law of BWH, as appended.

☐ I confirm I do not have a conflict of interest which would prevent me from serving as a

Board Committee Member of BWH, pursuant to the Corporate By-law of BWH. ☐ I consent to holding meetings of the Board of Directors or of any Committee of the Board

of Directors by means of such telephone, electronic or other communication facilities as permit all persons participating in the meeting to communicate with each other simultaneously and instantaneously. These consents will continue in effect from year to year so long as I am a Committee Member of the BWH Board pursuant to the Corporate By-law of BWH.

☐ I confirm I have a criminal record check, including vulnerable sector screen, on record

with BWH Administration and confirm that there have been no changes since I filed this information with BWH.

2

☐ I confirm that I have provided BWH Administration with a secure e-mail address/account

to receive board information and communications which may be considered confidential and I undertake to advise the Hospital in writing of any change of address/account as soon as possible after such change.

☐ I declare the above information to be true and accurate as of the date hereof.

_______________________________ _______________________________ Signature Date ______________________________ _______________________________ Chair Date Attachments: 1) Principles of Governance and Board Accountability Policy 2) Roles and Responsibilities of the Board Policy 3) Roles and Responsibilities as an Elected and Ex-officio Director Policy 4) Non-Director Committee Members Policy 5) BWH Corporate By-law 6) Code of Conduct Policy

Monitoring Method and Frequency: 1) Review by Board Chair 2) Review of the Policy (annually)

3) Accreditation Canada Survey and report (timing aligned with Accreditation cycle)

1

CODE OF CONDUCT: E-7

BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2005 REVIEWED/REVISED DATE: November 2018 – Version 6

Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a Code of Conduct for Elected and Ex-Officio Directors and Non-Director Committee Members (NDCMs). This Code is an important requirement of effective governance as it provides Directors and NDCMs with a clear understanding of the conduct which is expected of them and supports the Board’s commitment to the highest standards for public trust, honesty and integrity in all aspects of its affairs. This policy sets out the Code of Conduct as developed and approved by the Board of BWH. Directors and NDCMs are also required to comply with the Hospital’s Code of Conduct Policy which applies to all employees and volunteers. Policy The Board, its Directors and NDCMs will demonstrate ethical, respectful, businesslike, and lawful conduct, including proper use of authority and appropriate decorum in carrying out their responsibilities. Fiduciary Duties Directors and NDCMs stand in a fiduciary relationship to BWH. As fiduciaries, Directors and NDCMs must act ethically, honestly, in good faith, and solely in the best interests of BWH. Directors and NDCMs will be held to strict standards of honesty, integrity and loyalty. Conflict of Interest Directors and NDCMs will not place themselves in positions in which their personal interests will conflict with the interests of BWH. Directors and NDCMs must also avoid situations in which their duties to BWH may conflict with duties owed elsewhere. Where conflicts of interest arise, Directors and NDCMs will comply with the Conflict of Interest provisions of the by-laws. Confidentiality Directors and NDCMs will respect the confidentiality of matters brought before the Board and its Committees or coming to their attention through the course of their duties. Specifically, they will respect the confidentiality of in camera Board discussions and information and such other Board discussions and information as deemed to be confidential by the Board, and comply with the Confidentiality provisions of the by-laws.

2

Directors and NDCMs owe a duty to the corporation to respect the confidentiality of information about the corporation whether that information is received in a meeting of the Board or a committee or is otherwise provided to or obtained by the Director or committee member. Directors and NDCMs shall not disclose or use for their own purpose confidential information concerning the business and affairs of the corporation unless otherwise authorized by the board. Media Relations As outlined in the Hospital’s Media Relations Policy, media requests are facilitated by Communications and Public Affairs. Any Director or NDCM who is questioned by media representatives will refer such individuals to Communications and Public Affairs to ensure that the most applicable spokesperson is speaking on behalf of the organization. A representative from Communications & Public Affairs will be at all Board meetings to facilitate media requests. The Board Chair will be the designated spokesperson for issues pertaining to the Board /governance, the President/CEO or Chief, Communications and Public Affairs for corporate/organizational issues and the Chief of Professional Staff (COPS) for Professional Staff issues, unless otherwise directed by Communications & Public Affairs. Board Solidarity and Spokesperson Directors and NDCMs will support the decisions and policies of the Board in discussions with outsiders, even if the Director holds another view or voiced another view during a Board or Committee discussion or was absent from the meeting. With the official spokesperson for the Board being the Chair, Directors and NDCMs will refer requests for statements on behalf of the Board to the Chair. The Board Chair may delegate his/her responsibility for representing and acting as spokesperson for the Board to other Directors, as required. When so authorized, the Director’s or NDCM’s representations will be consistent with decisions and policies of the Board. Directors will be held to strict standards of honesty, integrity and loyalty. A director shall not put personal interests ahead of the best interests of the corporation. Respectful Conduct It is recognized that Directors and NDCMs bring to the Board and its Committees diverse backgrounds, skills, experience and opinions. Directors and NDCMs will not always agree with one another on issues. All discussions and interactions will take place in an atmosphere of mutual respect and courtesy, with all striving for a consensual approach to decision-making. The authority of the Board and Committee Chairs will be respected by all Directors and NDCMs. All Directors and NDCMs must be in compliance with all municipal, provincial and federal laws and conduct themselves in a respectful, lawful manner. Director - Management Interactions In all interactions with the President/CEO and COPS, Directors and NDCMs will do so within the scope of the Board’s authority, recognizing the lack of authority vested in the individuals except when explicitly Board authorized. Directors and NDCMs will respect the responsibilities delegated by the Board to the President/CEO and COPS, avoiding interference with their duties.

3

Attendance Directors and NDCMs are expected to commit the time required to fulfill Board and Committee responsibilities. Those who fail to meet the attendance and participation requirements as outlined in the Roles and Responsibilities as an Elected and Ex-Officio Director Policy or the Non-Director Committee Member Policy will be subject to review by the Board Chair and may be asked to step down from the Board or Committee. Obtaining Advice of Counsel Requests to obtain outside opinions or advice regarding matters before the Board will be made through the Board Chair. Breach of the Code of Conduct In the event of a breach of this Code of Conduct by a Director or NDCM, the issue will be referred to the Executive Committee for review, to take appropriate action, up to and including recommending to the Board removal of the Director or NDCM from the Board or Committee(s). All Directors have an obligation to report a breach of the code of conduct or any illegal behavior. Monitoring Method and Frequency: 1. Board Evaluation 2. Review of the Policy (annually)

3. Accreditation Report and Survey (timing aligned with Accreditation cycle)

1

NOMINATIONS PROCESS: E-8

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: March 2009 REVIEWED/REVISED DATE: November 2018 – Version 6

Purpose The Board of Bluewater Health (BWH) recognizes that a systematic, transparent, accountable and fair process for nominations is an important requirement of effective governance. This policy sets out the process to nominate:

• Directors • Non-Director Committee Members (NDCMs) • Board Officers • Board Committee Chairs

Membership The Nominating Sub-Committee shall consist of the following members: (i) Minimum of three (3) current Directors; (ii) the President/Chief Executive Officer; (iii) one (1) or more community leaders with no formal affiliation to the Hospital An individual whose term as Director is expiring and who intends to apply to serve for a further term shall not be a member of the Nominating Sub-Committee. The Board Chair will be the Chair of the Nominating Sub-Committee. In the event a member(s) is seeking election as a Board Officer or Standing Committee Chair, the Committee will exclude the member(s) from Committee deliberations in relation to these positions. Process In recommending the slate of nominees for election and appointment to Board Officer, Committee Chair and Board Standing Committees, the Nominating Sub-Committee shall:

(i) canvass all existing Directors/NDCMs to ascertain their interests in being considered for

a Board Officer position, Committee Chair position, and preferred committee assignment.

(ii) determine the number of vacancies in the Director and NDCM positions

2

(iii) review the current Board Skills Matrix to identify gaps and needs in knowledge, skills, experience and diversity

(iv) seek candidates for the Board and Board Standing Committees, using means including advertising in local media and on the hospital’s website, and communication to partner organizations in the community

(v) invite formal applications by requesting that all candidates complete the required application form

(vi) provide information for potential candidates through presentations, written documentation and/or the BWH website, to address an overview of BWH, the Board and individual Director and NDCM roles, responsibilities, accountabilities and expectations, and to address questions

(vii) identify a short list of candidates using the Nomination Guidelines for Selection of

Directors and NDCMs (Appendix A) and Board Skills Matrix as a guide, and conduct structured interviews with selected candidates

(viii) obtain a police criminal record check, including vulnerable sector screen, and a Health Clearance in accordance with BWH volunteer requirements, for the candidates considered for nomination

(ix) recommend nominees for election to the Board of Directors including rationale for selection for approval by members of the Corporation at the Annual General Meeting of the Corporation

(x) communicate with all candidates selected and not selected for inclusion on the slate of nominees

(xi) recommend the Board Officers, Standing Committee Chair positions, and assignment of Directors/NDCMs to Standing Committees to the Board of Directors for approval at its first meeting following the Annual General Meeting of the Corporation. See Selection Guidelines for Board Leadership and Standing Committee Appointments (Appendix B).


2. Individual Director/NDCM Evaluations 3. Committee Evaluation

4. Chair Evaluations 5. Review of policy (annually) 6. Accreditation Canada Survey and report (timing aligned


3

APPENDIX A

NOMINATION GUIDELINES FOR SELECTION OF DIRECTORS & NON-DIRECTOR COMMITTEE MEMBERS

1. Balance within the Board

• The Board of Directors, as a whole, should be credible, capable, experienced and well able to govern the organization.

• The membership of the Board and its committees should be drawn widely to achieve a balance of skills and expertise needed for the Board to fulfill its governance roles and responsibilities.

• The overall composition of the elected Directors should ensure a balance of perspectives and reflect the geographic diversity of the residents of Lambton County, with the goal of having four (4) Directors from the rural area outside Sarnia and Point Edward and dispersed within this rural area.

2. Profile of a Director or Non-Director Committee Member

The generic qualities/personal attributes expected of all Directors and Non-Director Committee Members include:

• commitment to the Bluewater Health vision, mission, values and strategic plan • experience in and understanding of governance including the roles and responsibilities

of the Board and individual Directors and the difference between governance and management

• enthusiasm for the role and its demands • personal and professional integrity, wisdom, and judgement • high ethical standards • strong interpersonal and communication skills • financial literacy • understanding of fiduciary duty • ability to exercise sound judgment • ability to work positively, cooperatively and respectfully and communicate effectively as

a member of the team with other members of the Board and senior management • ability to provide wise counsel and ask relevant questions at a strategic level • ability to participate assertively in deliberation and group processes • ability and willingness to commit the necessary time to participate in Board and/or

committee meetings, , meeting preparation, Board orientation and continuing education, retreats, and Bluewater Health activities/events

• commitment to comply with the Bluewater Health conflict of interest policies • ability and willingness to represent Bluewater Health as required.

3. Board Profile Beyond the generic qualities/personal attributes expected of all Directors as outlined in the

Profile of a Director, the members of the Board will collectively possess specific skills, expertise and experience including but not limited to:

4

• Board and Governance • Quality and Performance • Health Care System and Patient Care • Finance and Accounting • Transformation and Innovation • Community and Government Relations • Enterprise Risk Management • Legal/Law • Strategic Planning • Business and Management • Human Resource Management • Information Technology

4. Consideration of Current or Former Director/NDCM

If the candidate is a current Director whose term is expiring, a former Director or a current or former NDCM, take into account the individual’s performance during his/her term including consideration of the factors set out below, while balancing the need to ensure ongoing expertise on the Board and committees and the need to plan for the succession of the Board officer positions:

(1) potential to assume a Board officer position (2) Board meeting and committee meeting attendance (3) effective communication, including contributions at Board and committee

meetings and on behalf of the Board where requested (4) preparation prior to Board and committee meetings (5) ability to express a dissenting opinion in a constructive manner (6) support for Board decisions and policies once established (7) commitment to continuing education and development and ability to integrate

continuing education and development into Board deliberations (8) compliance with the governing legislation, by-laws and policies particularly

related to conduct, conflict of interest and confidentiality (9) commitment to and support for BWH’s mission, vision and values

5

APPENDIX B

SELECTION GUIDELINES FOR BOARD LEADERSHIP AND STANDING COMMITTEE APPOINTMENTS

Chair Position The incoming Chair shall:

• be a current member of the Board • be approved by the board at least one year prior to the conclusion of the current Board

Chair’s term • serve as a Vice-Chair until the commencement of his/her own term • possess the skills, attributes and experience as outlined in the Board Chair Position

Description Vice-Chair, Treasurer and Committee Chair Positions

• The nominee shall: • be a current member of the Board • have served on all Board Standing Committees • possess the skills, attributes and experience as outlined in the position descriptions

below: o Board Vice-Chair Position Description o Treasurer Position Description o Committee Chair Position Description

The Committee will discuss and consider the results of Director/Peer/Chair Evaluations, input from the members of the Board of Directors and the Bluewater Health executive leadership team before making a recommendation for the positions to the Board for approval. Where there are multiple candidates for the position of the Vice-Chair, the Nominating Sub-Committee will consult each Board Director to determine their views on the candidates for leadership in formulating their recommendation to the Board of Directors. Standing Committee Assignments In nominating Directors and NDCMs for appointment to Standing Committees, the Nominating Sub-Committee will take into account:

1) preference of Directors and NDCMs 2) balance of skills and expertise 3) prior experience and relation to matters before the Committee 4) the expectation that each Director serve on the Quality Committee at least once over their

first term, and serve on at least three (3) different Board Standing Committees over the course of any subsequent term as a Director

5) that each Committee include at least three (3) elected Directors 6) that Directors should comprise a majority of all the members of the Standing Committees

per the Corporate By-law of BWH 7) other criteria as determined by the Board

1

BOARD ORIENTATION AND

ONGOING DEVELOPMENT: E-9 BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: May 2009 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for ensuring board effectiveness, the Board of Bluewater Health (BWH) recognizes orientation of the Board of Directors is an important requirement of effective governance and is essential Directors and Non-Director Committee Members (NDCMs) be fully informed with respect to the background and context of the issues they are called upon to address. This policy sets out processes to support the Board in fulfilling this responsibility. Policy The Board of Directors delegates responsibility to the Governance and Nominating Committee for orientation of new Directors and NDCMs and ongoing Board development. The Chair of each Board Committee is expected to take an active role in the orientation process, specifically with respect to the mandate and Terms of Reference of the Committee which he/she chairs. Taking into account learning needs, a Board orientation/education program will be established each year that is consistent with the Board’s goals and work plan for that year, and current and emerging healthcare, hospital and governance issues. Directors are legally responsible for the discharge of their duties as soon as they are elected or appointed to the Board of Directors. Director and NDCM Orientation Orientation for new Directors and NDCMs will take place in a timely manner as soon as practical after the Annual General Meeting. Each Director is expected to participate in an initial orientation process and ongoing Board education events relating to Board roles and responsibilities. Directors have a duty to be knowledgeable about the affairs of the hospital and their obligations as Directors. The hospital requires directors to demonstrate a firm commitment to continuing education by participating in board orientation, committee orientation, and ongoing board education. This commitment is a factor that is considered in the election or re-election of a Director of the Board. Orientation will include, but not be limited to: • Tours of BWH, Sarnia and CEEH of BWH • An overview of BWH within the context of the healthcare environment, including the

Ministry of Health and Long-Term Care (MOHTLC), Erie St. Clair Local Health

2

Integration Network (ESC LHIN), related health service providers and community partners

• An overview of BWH operations, programs, human resources and finances • Corporate By-laws • Board policies • Fundamentals of hospital governance • Governance Model and Board Roles and Responsibilities • Responsibilities of individual Directors • Legal duties and protection of Directors • Hospital partnerships, stakeholders and key relationships • Professional Staff – organization, leadership, committees, credentialing, etc. • Strategic Planning • Performance Measurement – quality of care, financial management, resource utilization,

accreditation, performance indicators • Patient and Family-Centred Care • Ethics Framework • Community engagement, communications and media relations • Capital Planning and Projects • the Foundations Participants will evaluate the orientation program upon completion. Orientation evaluation results will be used to ensure that orientation is responsive to Directors' and NDCMs’ needs and expectations. Board Portal Directors and NDCMs will be provided with access and orientation to the Board portal which has a variety of information (e.g. Board and Standing Committee information, by-laws, strategic plan, Board orientation and education materials, Accreditation reference material, OHA Governance Centre of Excellence publications and resources) to support them in fulfilling their roles effectively and maximizing their contribution to the Board. Directors and NDCMs are encouraged to make maximum use of the Board portal and to provide feedback to management on updates and improvements that may be desirable. Committee Orientation The Chair and management lead of each Board committee will ensure that an orientation is provided to new committee members. This orientation will include a review of the Committee’s terms of reference, membership, meeting schedule, work plan, meeting agenda, committee/meeting processes, resources, meeting preparation and participation, Balanced Scorecard/performance indicators and other relevant information specific to the Committee’s mandate. Board Development The Governance & Nominating Committee in consultation with the CEO will develop an ongoing Board education program each year that is consistent with BWH’s Strategic Priorities and the Board’s goals and work plan for that year. It is expected that each Director (including the ex officio Directors) and each NDCM will participate in this education program, with participation

3

reviewed and feedback provided on an annual basis through the Governance and Nominating Committee. Components of the ongoing development may include:

• specific information/ education sessions provided at Board or Committee meetings • relevant education offerings sponsored by organizations other than BWH with written

approval of the Board Chair. • Annual Board Retreat to review the Strategic Plan to ensure progress is being made

towards its achievement. Additionally, the retreat should focus on other relevant areas within the Board Roles and Responsibilities and the Board’s work plan.

Ontario Hospital Association (OHA) Education Sessions & Programs Directors and NDCMs are encouraged to participate in educational programs offered by the OHA’s Governance Centre of Excellence and other similar organizations where relevant and practical. OHA program brochures and information will be provided to Directors and NDCMs and they will be asked to consider attending those programs that are most pertinent to their individual development needs. Specifically, new Directors are expected to complete the OHA’s Essentials Certificate in Hospital Governance for New Directors within their first year on the Board and Directors who will be seeking a second term are expected to complete the OHA’s Advanced Certificate in Hospital Governance by the end of their first term. Board Education/Development Approval Process Requests to attend a conference should be forwarded to the Senior Executive Assistant for the approval of the Chair. In determining whether to grant such approval, the Chair shall consider:

• The individual’s development needs • The position served by the individual on the Board or its Committees • The cost of the program in relation to the budget provided for that purpose • The importance of ensuring reasonable equity in educational opportunities among the

individual Directors and NDCMs. Expenses Reasonable expenses incurred attending and participating in approved educational events will be reimbursed in accordance with the Director and NDCM Reimbursement Policy. Mentoring The Board will support a mentoring process by ensuring that a supportive and welcoming environment for new Directors and NDCMs is in place. Through this process, more experienced Directors, depending upon their knowledge base and comfort level, will be assigned as mentors and be available to offer advice and support with respect to questions or concerns the new Director or NDCM may have with the hospital’s, Board’s or Committee’s functioning, governance processes and external environment. The needs of each new Director and NDCM will vary and the role and time involved by the mentor(s) will vary accordingly. Resource information to support the mentoring process will be located on the Board portal.

4

Education Needs Assessment & Monitoring The Governance & Nominating Committee is responsible for Board development, effectiveness and evaluation. Directors and NDCMs will be encouraged to share their development needs and achievements on the Board, Individual Director, NDCM or Committee evaluations, as appropriate. A request for an education session on a particular topic may be brought forward to the Chair or the administrative lead of the Governance & Nominating Committee. Reasonable efforts will be made to accommodate such requests. Knowledge Transfer/Reporting Directors are required to report back at the appropriate Board Committee to share information/best practice processes acquired at education session. Monitoring Method and Frequency: 1. Review of the Policy (annually)

2. Evaluation of Board Orientation program (annually) 3. Board Evaluation annually) 4. Accreditation Canada Survey and report (timing aligned


1

TERMS OF REFERENCE

GOVERNANCE AND NOMINATING COMMITTEE: E-10 i BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: May 2009 REVIEWED/REVISED DATE: April 2019 – Version 11

Role To ensure processes and policies are in place to support effective functioning of the Board. Responsibilities The Governance and Nominating Committee shall ensure processes are established and monitored for: 1. General Governance matters including:

A. ensuring the governance framework is in place and regularly updated to reflect the current circumstances including reviewing, guiding and/or recommending to the Board on:

i. the establishment of the Board member nomination and selection processes in accordance with the Guidelines for Selection of Directors

ii. Board and committee structure iii. By-laws and policies iv. Board orientation and continuing education program v. Board, Committee and Individual Director evaluation

B. ensuring that strategic planning is conducted on a regular basis and monitoring the

outcomes of the strategic planning process

C. developing and monitoring a plan to achieve compliance with the governance standards of Accreditation Canada

D. ensuring that the hospital has a communication and community engagement plan and monitors its effectiveness on a regular basis

E. reviewing and recommending community collaborations that improve healthcare services, enhance program performance, integrate service delivery in Sarnia-Lambton and advance or support the hospital’s Strategic Plan

F. developing an annual work plan that fulfills the responsibilities of the Committee, for approval by the Board

2

G. performing such other tasks as outlined in the by-laws or requested by the Board 2. Board Nominations including:

A. preparing a slate of nominees for recommendation to the Board and election by the members of the Corporation of a sufficient number of individuals to fill the vacancies on the Board.

B. recommending for election by the Board:

i. a slate of officers ii. Directors to serve as Chairs of Board Standing Committees; iii. Directors and other persons to serve as members of Board Standing

Committees. Accountability The Governance and Nominating Committee is accountable to the Board. Administrative Lead Chief, Communications and Public Affairs Committee Composition Elected Directors (5) Ex-Officio Directors (2) President/CEO President of the Professional Staff Association (PSA) All committee members have voting privileges. The chair of the Committee does not vote unless necessary to break a tie. Directors are appointed to committees annually, in accordance with –the Board Nominations Policy. Terms of the ex-officio Directors on the committee are for the period of time they hold these positions. The Committee may designate a sub-committee for the Nominations work which may include non-Directors and need not include all of the members of the Committee. Quorum Quorum shall consist of a majority of the Committee members. The chair of the Committee meeting is included in computing a quorum. Meetings A minimum of seven (7) times per year.

3

Communication Minutes will be maintained. Reports will be circulated to the committee and to the Board. Evaluation The Governance and Nominating Committee shall annually evaluate its effectiveness in meeting its work plan objectives and fulfilling its designated responsibilities, as set forth by the Board. Monitoring Method and Frequency: 1 Review of the Policy (annually)



1

TERMS OF REFERENCE

EXECUTIVE COMMITTEE: E - 10 ii BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2005 REVIEWED/REVISED DATE: November 2018 – Version 9

Role To carry out functions assigned from time to time by the Board and to act on behalf of the Board in urgent situations when the Board is unavailable. Responsibilities The Executive Committee shall: A. exercise the full powers of the Board in matters of an urgent nature, in the event that a

Board meeting cannot be convened in a timely manner to address the matter and shall report to the Board on the outcome of any decisions made and reason for addressing at the Executive Committee level at the earliest opportunity

B. ensure a performance evaluation is conducted annually of the President/CEO (CEO) and the Chief of Professional Staff (COPS) and report the results of such evaluations to the Board

C. ensure the CEO and COPS report on their emergency and long-term succession plans and report the results of these plans to the Board annually.

D. perform such other tasks as outlined in the by-laws or directed by the Board Accountability The Executive Committee is accountable to the Board. Administrative Lead Chief Executive Officer Committee Composition Chair Vice-Chair Treasurer Elected Director (1 other) President/CEO Chief of Professional Staff President of the Professional Staff Association

2

Pursuant to Regulation 965 under the Public Hospitals Act as amended by O. Reg. 156/10, any member of the Executive Committee who is an employee or member of the Professional Staff of the Hospital shall not be entitled to vote at meetings of the Executive Committee. Quorum A majority of the Committee members, including at least three (3) of the elected directors. The chair of the Committee meeting is included in computing a quorum. Meetings Meetings of the Committee shall be scheduled Aat the call of the Chair, the President/CEO or any two members of the committeeand upon request of any two members of the Committee. Communication Minutes will be maintained. Reports will be circulated to the committee and to the Board. Monitoring Method and Frequency: 1. Review of the Terms of Reference (annually)



Formatted: Font: 11 pt

Formatted: Plain Text

1

TERMS OF REFERENCE

JOINT CONFERENCE COMMITTEE: E - 10 iii BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: October 2001 REVIEWED/REVISED DATE: November 2018 – Version 8

Role The role of the Joint Conference Committee is to facilitate communication among the Professional Staff Association, the Board, and senior management. Responsibilities The Joint Conference Committee shall serve as a forum in which the members may: i. exchange and discuss ideas, opinions and concerns of interest; ii. explore new ideas and concepts and seek comments from other members; iii. achieve understanding on points of interest to the Board, the Hospital’s management,

and the Professional Staff; and iv. raise concerns that have not been satisfactorily addressed in other venues with a view to

determining an appropriate forum for their resolution. Accountability The Joint Conference Committee is accountable to the Board. Administrative Lead Chief Executive Officer Committee Membership The Joint Conference Committee shall consist of the following membership groups: i. the Chair, Vice-Chair and Treasurer of the Board, ii. the President, both Vice-Presidents and the Secretary-Treasurer of the Professional

Staff Association, iii. the Chief Executive Officer, the Chief of Professional Staff, the Chief Nursing Executive

and the Vice-President (s) of Operations. The Chair may invite guests to attend meetings of the Committee. Chairperson The Chair of the Committee shall be the Chair of the Board.

2

Quorum A quorum shall be a majority of the members of the Committee, including at least one member from each of the membership groups. The chair of the Committee meeting is included in computing a quorum. Meetings Meetings of the Committee shall be scheduled at the call of the Chair and upon request of any two members of the Committee. Communication As the purpose of the Committee is to facilitate communication among the parties, in order to realize this: • any member may raise an issue for the consideration of the Committee • there must be meaningful representation and participation among all three groups • minutes will be maintained for follow-up purposes and circulated to Committee members

and the Board; and • the Committee shall report on the nature of the discussions to the Board, Medical

Advisory Committee and the Professional Staff Association. Monitoring Method and Frequency: 1. Review of the Terms of Reference(annually) 2. Board Evaluation


1

TERMS OF REFERENCE

QUALITY COMMITTEE: E - 10 iv BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Quality Committee APPROVED BY: Board of Directors ISSUE DATE: April 2003 REVIEWED/REVISED DATE: April 2019 – Version 12

Role To monitor the delivery of health care and services at Bluewater Health (BWH) and to ensure that quality improvement is an integral component of the hospital's governance and management processes. Responsibilities a) monitor and report to the Board on quality issues and on the overall quality of services

provided at Bluewater Health, making use of appropriate data, including the critical incident data (twice annual reporting in aggregate) and the Medical Advisory Committee's recommendations related to systemic or recurring quality of care issues at the hospital (Public Hospital’s Act Regulation 965 requirements)

b) recommend to the Board the long-term objectives for quality at Bluewater Health and annual quality goals and specific quality indicators to be monitored by the Board and the Committee

c) provide oversight for the preparation of the annual Quality Improvement Plan (QIP) for recommendation to the Board

d) receive Quality of Care Information Protection Act (QCIPA) and Quality Care Review recommendations in aggregate twice per year

e) review and monitor the quality and patient safety processes and indicators established by management related to programs and services provided by Bluewater Health

f) consider and make recommendations to the Board regarding quality improvement initiatives and policies

g) monitor Integrated Risk Management (IRM) annually h) ensure that a process is in place for sharing best practices information with hospital and

Professional staff and for monitoring its use within Bluewater Health i) consider the quality implications of budget proposals and make appropriate

recommendations to the Board j) receive periodic reports from the hospital's Quality and Patient Experience Committee k) review quality reports and monitor their compliance with the requirements of internal and

external standard-setting bodies, such as Accreditation Canada, the Ontario Health Quality Council and the Canadian Patient Safety Institute (CPSI)

l) monitor hospital-wide policies, processes and programs to prepare and protect Bluewater Health from foreseeable and significant risks related to the quality and safety of service delivery

m) review and report periodically to the Board on the outcomes of stakeholder satisfaction surveys and issues to be addressed

n) review, evaluate and make recommendations to the Board on litigation matters, based on appropriate input from management

http://www.e-laws.gov.on.ca/html/regs/english/elaws_regs_900965_e.htm#BK1

2

o) monitor the preparation processes for Bluewater Health’s accreditation survey byAccreditation Canada and monitor implementation of relevant recommendations arisingfrom the survey

p) monitor hospital-wide policies, processes and programs for research, research ethicsand clinical ethics and make recommendations to the Board, as appropriate

q) recommend to the Board recognition for quality improvement work and new qualityinitiatives

r) monitor compliance with Ministry of Health and Long-Term Care (MOHLTC) regulationor policy changes and make recommendations to the Board as required

s) develop an annual work plan of goals and objectives that fulfills the responsibilities of theCommittee, for approval by the Board

t) perform such other tasks as outlined in the by-laws or requested by the Board

Administrative Lead

Chief Nursing Executive (CNE)

Committee Composition

Minimum of five (5) Elected Directors Up to Two (2) Non-Director Committee Members Two (2) Patient Experience Partners President/Chief Executive Officer (CEO) Chief of Professional Staff (CoPS) Chief Nursing Executive (CNE) One (1) member of the Professional Staff Association Executive One (1) employee of the Hospital other than a physician or a nurse One (1) member of the Professional Staff

All committee members have voting privileges. The chair of the Committee does not vote unless necessary to break a tie.

Directors are appointed to committees annually, in accordance with the Nominations Process Policy. Non-Director Committee Members are selected through the Board nominations process and serve one year terms, renewable up to total of five years. The CEO, CNE, and CoPS are ex-officio Directors and, as such, their terms are for the period of time they hold these positions. Hospital employee and Professional Staff positions are selected through processes established by the CEO and the CoPS respectively and appointed for one year terms with possibility of renewal. The Patient Experience Partners (PEPs) will be selected by the Patient Experience Partner Council. The Chair is a voting member of the Board of Directors and appointed by the Board of Directors.

Quorum

Quorum shall consist of a majority of the Committee members, including at least one Committee member who is also an elected Director per the By-laws.

The chair of the Committee meeting is included in computing a quorum.

3

Meetings

Minimum of seven (7) times per year.

Communication

Minutes will be maintained. Reports will be circulated to the committee and to the Board.

Evaluation

The Quality Committee shall evaluate its effectiveness in meeting its work plan objectives and designated responsibilities as set forth by the Board.

Monitoring

Method and Frequency: 1. Review of the Terms of Reference (annually)2. Board Evaluation3. Review of Quality Program and its outcomes (quarterly)4. Accreditation Canada Survey and report (timing aligned with


1

TERMS OF REFERENCE RESOURCE UTILIZATION & AUDIT COMMITTEE: E - 10 v

BOARD RESPONSIBILITY Ensure Board Effectiveness COMMITTEE: Resource Utilization and Audit Committee APPROVED BY: Board of Directors ISSUE DATE: May 2009 REVIEWED/REVISED DATE: April 2019November 2019 – Version 98

The Resource Utilization and Audit Committee’s role is to: • oversee the Corporation’s resource planning processes• monitor the Corporation’s utilization of its financial, human, capital equipment, facility;

and information system resources• oversee the integrity of the Corporation’s internal accounting controls and reporting

processes• oversee the annual planning and performance of the external audit of the Corporation’s

books of accounts and internal controls, and review the report of the external auditor

Responsibilities

Resource Utilization:

1. Review and recommend to the Board for approval, a detailed annual budget for capitaland operating revenues and expenditures for the next fiscal year.

2. Advise the Board on the preparation and negotiation of the Hospital (HAPS) and theCommunity (CAPS) Accountability Planning Submissions and the Hospital (H-SAA) andMulti-Sectoral (M-SAA) Service Accountability Agreements.

3. Monitor and report to the Board on the performance and compliance with the ServiceAccountability Agreements.

4. Monitor and report to the Board on the performance and compliance of the ExcellentCare for All Act, 2010 (ECFAA)applicable legislation.

5. Review and recommend to the Board for approval on an annual basis a HumanResources plan for hospital staff and Professional Staff.

6. Review Bluewater Health’s quarterly operating outcomes (human resource, capital andfinancial) and advise the Board accordingly.

DRAFT

2

7. Review the Utilization Management process for Bluewater Health, with particular emphasis on performance indicators, ensuring that the hospital is providing its services within its available resources, considering peer group benchmarking and Local Health Integration Network defined parameters.

8. Review, evaluate and/or make recommendations to the Board, based on appropriate

input from management, on other resource issues including: (i) banking arrangements (ii) activities and support received from co-owned and operated, regional shared

service organizations (iii) types and amounts of insurance (annually) (iv) physical facilities and redevelopment of the hospital buildings and structures (v) investment policy for the management of the Corporation’s funds (annually,

with quarterly monitoring of the control and management of investments) (vi) borrowing policy for the management of the Corporation’s funds (quarterly

monitoring of the control and management of loans) (vii) forecasting and planning (viii) financial stewardship principles and protocols (ix) financial risk management (x) revenue generating opportunities (xi) litigation

9. Review, evaluate and recommend to the Board, signing of compliance attestations and submission of reports required under the Broader Public Sector Accountability Act, 2010 (BPSAA) including: (i) report on consultant use (ii) posting of expenses (iii) compliance with:

1) Lobbyist rules 2) Expense directives 3) Procurement directives

Audit: 1. Review and recommend to the Board for approval at the Annual General Meeting, the

annual, audited financial statements of the Corporation and report to the Board prior to the Board’s approval thereof.

2. Oversee the annual planning, preparation and conduct of the external audit of the

Corporation’s books of accounts and internal controls; and review the report of the external auditor to include but not restricted to: a) reviewing the auditor’s post-audit or management letter and management’s

response and subsequent follow-up to any identified weaknesses b) meeting privately with the external auditor (without the presence of management)

with regard to the adequacy of internal accounting controls and similar matters c) reviewing any problems experienced by the external auditor in performing the

audit, including any restrictions imposed by management or significant accounting issues on which there was a disagreement with management, or, situations where management seeks a second opinion on a significant accounting issue

3

3. Oversee the annual performance of the external auditor and annually recommend to the Members the appointment of licensed public accountants as the Corporation’s external auditor or, any change of external auditor. This function to include but not restricted to: a) reviewing the factors that might impair, or be perceived to impair, the

independence of the external auditor including the external auditor’s independence letter;

b) meeting privately with senior management (without the external auditor being present) with regard to the performance of the external auditor;

c) considering from time to time and no less frequently than every five (5) years, the engagement of a different external auditor on such terms and conditions as may meet statutory and other requirements for the audit of the Corporation

4. Receive, review, evaluate and/or make recommendations to the Board, based on appropriate input from the external auditors, other statutory bodies and management on other audit issues including but not limited to: a) changing the financial systems and controls during the year b) reviewing the integrity and effectiveness of policies regarding financial

operations, systems of internal control and reporting mechanisms and that they are in accordance with Canadian generally accepted accounting principles and practices

c) enquiring into major financial risks and the appropriateness of related controls to minimize the potential impact(s)

d) reviewing the procedures for establishing management’s remuneration and benefits, and for approving their expense reports

e) enquiring about changes in professional standards or regulatory requirements f) enquiring into any major control deviations and detection of fraud

Other: 1. Develop an annual work plan of goals and objectives that fulfills the responsibilities of

the committee, for approval by the Board. 2. Prepare an annual report to the Board of Directors detailing the activities it has taken

and the assistance the committee has had in fulfilling its duties. 3. Perform such other tasks as outlined in the by-laws or requested by the Board. Accountability The Resource Utilization and Audit Committee is accountable to the Board of Directors. Administrative Lead Vice-President Operations Committee Composition Elected Directors (minimum 3, maximum 7)

4

Non-Director Committee Members (maximum 5) President/CEO Chief of Professional Staff One (1) or two (2) members of the Professional Staff Association Executive All Committee members have voting privileges. The chair of the Committee does not vote unless necessary to break a tie. Directors are appointed to committees annually, in accordance with the Board Nominations Process Policy. Non-Director Committee Members are selected through the Board nominations process and serve one year terms, renewable up to total of five years. The terms of the ex-officio Directors who are committee members are for the period of time they hold these positions. The Committee when sitting as the Audit Committee shall not include members of management or the Professional Staff and need not include all members of the Committee. At least three members of the Committee must have formal education and work experience in the professional accounting and/or finance fields. Quorum Quorum shall consist of a majority of the Committee members, including at least one Committee member who is also an elected Director per the by-laws. The chair of the Committee meeting is included in computing a quorum. Meetings Resource Utilization – The Committee meets a minimum of seven (7) times annually. Audit – at the call of the Chair. Communication Minutes will be maintained. Reports will be circulated to the committee and to the Board. Evaluation

The Resource Utilization and Audit Committee shall evaluate its effectiveness in meeting its work plan objectives and designated responsibilities as set forth by the Board. Monitoring Method and Frequency: 1 Review of the Terms of Reference (annually) 2. Board Evaluation


1

BOARD CHAIR POSITION DESCRIPTION: E-11

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: January 2005 REVIEWED/REVISED DATE: November 2018 – Version 8

Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a position description for Board Chair. This description is an important requirement of effective governance as it provides the Chair and all Directors and Non-Director Committee Members (NDCMs) with a clear understanding of what is expected of this position and serves as a benchmark against which the performance of the Chair can be assessed. This policy sets out the position description of the Board Chair as developed and approved by the Board of BWH. Policy Role Statement The Board Chair, working collaboratively with the President/CEO and the Chief of Professional Staff, provides leadership to the Board, ensures the integrity and effectiveness of the Board’s governance role and processes and represents the Board within the hospital and to outside parties. The Board Chair co-ordinates the activities of the Board in fulfilling its governance responsibilities and facilitates co-operative relationships among Board and NDCMs, between the Board and President/CEO and the Board and Chief of Professional Staff and with internal and external stakeholders. The Board Chair ensures that all matters relating to the Board’s mandate are brought to the attention of, and discussed by, the Board. Responsibilities: Board Governance: Through the work of the Governance and Nominating Committee, ensures the quality of the Board’s governance processes including that: • the Board’s governance structures and processes are reviewed, evaluated and revised,

as required • the Board performs a governance role that respects and understands the role of

management • the Board develops and implements annual goals and a work plan aligned with the

hospital’s mission, vision and values and strategic priorities and embrace continuous improvement

2

• the work of the Board committees is aligned with the Board’s role and annual work plan and the Board respects and understands the role of Board committees

• Board succession planning through processes to recruit, select and educate Directors and NDCMs with the skills, experience, background and personal qualities required for effective governance

• Board members have access to appropriate orientation and education • Constructive feedback is provided to Committee Chairs, Directors and NDCMs, as

required, to foster continuous improvement

Board Meetings: • Ensure a schedule of Board meetings is prepared annually and is reflective of current

Board issues, needs and/or interests • Establish agendas for board meetings in collaboration with the President/CEO that are

aligned with the Board’s roles, annual goals, work plan and current issues • Preside over meetings of the Board and Executive Committee • Ensure that meetings are conducted according to applicable legislation, by-laws,

governance policies and Rules of Order • Facilitate and advance the business of the Board, ensuring that meetings are effective

and efficient for the performance of governance work • Encourage input and ensure that the Board hears all sides of a debate or discussion. • Encourage all Directors to participate in the discussions • Ensure relevant information is made available to the Board in a timely manner, and that

external advisors are available to assist the Board as required

Direction: Serve as the Board’s central point of official communication with the President/CEO and Chief of Professional Staff (COPS) • Guide and counsel the President/CEO and COPS regarding the Board’s expectations

and concerns • Serve as a resource to the President/CEO and COPS at his/her request • In collaboration with the President/CEO, develop standards for Board decision-support

documents that include formats for reporting to the Board and the level of detail provided to ensure that BWH management strategies and planning and performance information are appropriately presented to the Board

Performance Evaluation: • Lead the Board in monitoring and evaluating the performance of the President/CEO and

COPS through an annual process

Representation: • Ensure the Board is appropriately represented at BWH functions, other official functions

and to the community and public at large • Serve as the Board’s exclusive official spokesperson and contact with the media, unless

otherwise delegated

3

Relationships and Mentorship:

• Facilitate relationships with, and communication among Directors and NDCMs andbetween Directors, NDCMs and the President/CEO and Chief of Professional Staff

• Provide assistance and advice to committee Chairs to ensure they understand Boardexpectations and have resources required to fulfill their Terms of reference

• Serve as a mentor to other Directors and NDCMs to ensure that each is supported andcontributes his/her skills and expertise effectively in the performance of their roles

• Provide feedback to individual Directors and NDCMs on performance, includingaddressing issues associated with underperformance, in order to facilitate continuousimprovement

• Maintain a constructive working relationship with the President/CEO and Chief ofProfessional Staff providing advice, counsel and an understanding of Board expectations

Reporting:

• Report regularly and promptly to the Board regarding issues that are relevant to itsgovernance responsibilities

• Report to the annual meeting of the members concerning the operations of BWH

Board Conduct:

• Set a high standard for Board conduct and enforce by-laws and policies regardingDirector and NDCM conduct

Succession Planning:

• Ensure succession planning occurs for the President/CEO, COPS and the Board and itsStanding Committees.

Committee Membership:

• Serve as an ex-officio member of all Board standing committees, sub-committees andspecial committees (but not generally be expected to participate in their work anddeliberations)

Skills, Attributes and Experience

The Board Chair will possess the following personal qualities, skills and experience: • All of the personal attributes required of a Director• Substantial governance experience in the hospital, not-for profit or broader public sector,

preferably as a Board Chair• Demonstrated leadership skills• Strategic and facilitation skills• Tact and diplomacy skills• Ability to effectively influence and build consensus within the Board• Ability to establish trusted advisor relationship with the President/CEO, COPS and other

Directors and NDCMs• Ability to make the necessary time commitment and required flexibility in work schedule

to meet the requirements of this leadership role

4

• Ability to communicate effectively with the Board, Senior Management, the Ministry of Health and Long-Term Care, the Erie St. Clair Local Health Integration Network and the community

• Demonstrated commitment to continuous learning and self-development in areas of skills and expertise required by the Board and that will enhance Board effectiveness

• Demonstrated commitment to the Principles of Governance and Board Accountability

Term The Board Chair shall be elected by the Board to serve a two-year term. Following completion of the two-year term, the individual may be re-elected for a further one-year term. Monitoring Method and Frequency 1. Board Evaluation

2. Review of the Policy (annually) 3. Accreditation Canada Survey and Report (timing aligned with


1

BOARD VICE-CHAIR POSITION DESCRIPTION: E-12


Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a position description for the Board Vice-Chair. This description is an important requirement of effective governance as it provides the Vice-Chair and all Directors and Non-Director Committee Members (NDCMs) with a clear understanding of what is expected of this position and serves as a benchmark against which the performance of the Vice-Chair can be assessed. This policy sets out the position description of the Board Vice-Chair as developed and approved by the Board of BWH. Policy Role Statement The Vice Chair works collaboratively with the Board Chair and supports the Board Chair in fulfilling his/her responsibilities. Responsibilities Board Chair Substitute: Assume the duties of the Board Chair in his/her absence, as requested by the Chair, including representing the Board and the Hospital at official functions and to the public at large. Board Conduct: Maintain a high standard for Board conduct and enforce by-laws and policies regarding Director and NDCM conduct. Mentorship: Serve as a mentor to other Directors and NDCMs. Committee Membership: Serve as a member of the Executive Committee and at least one additional standing committee of the Board.

2

Skills, Attributes and Experience The Vice-Chair will possess the following personal qualities, skills and experience: • Hospital Board experience • All of the personal attributes required of a Director • Demonstrated management skills • Strategic and facilitation skills • Tact and diplomacy skills • Ability to effectively influence and build consensus within the Board • Ability to establish trusted advisor relationship with the President/CEO, Chief of

Professional Staff, other Directors and NDCMs • Ability to make the necessary time commitment and required flexibility in work schedule

to meet the requirements of this leadership role • Ability to communicate effectively with the Board, Senior Management, the Ministry of

Health and Long-Term Care, the Erie St Clair Local Health Integration Network and the community

• Demonstrated commitment to continuous learning and self-development in areas of skills and expertise required by the Board and that will enhance Board effectiveness

• Demonstrated commitment to the Principles of Governance and Board Accountability

Term The Vice-Chair shall be elected annually by the Board. An individual may serve a maximum of three (3) consecutive annual terms as Vice-Chair provided that the Board may approve extensions in exceptional circumstances. Monitoring Method and Frequency 1. Board Evaluation

2. Review of the Policy (annually) 3. Accreditation Canada Survey and report (timing aligned with


1

BOARD TREASURER POSITION DESCRIPTION: E-13


Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a position description for Board Treasurer. This description is an important requirement of effective governance as it provides the Chair and all Directors and Non-Director Committee Members (NDCMs) with a clear understanding of what is expected of this position and serves as a benchmark against which the performance of the Treasurer can be assessed. This policy sets out the position description of the Board Treasurer as developed and approved by the Board of BWH. Policy Role Statement The Treasurer works collaboratively with the Board Chair and President/CEO to support the Board in fulfilling its fiduciary responsibilities. Responsibilities Board Conduct: Maintain a high standard for Board conduct and uphold by-laws and policies regarding Director and NDCM conduct, with particular emphasis on fiduciary responsibilities. Mentorship: Serve as a mentor to other Directors and NDCMs. Committee Membership: Serve as a member of the Executive Committee and chair the Resource Utilization and Audit Committee. Audited Financial Statement: Present to the annual general meeting as part of the annual report, an audited financial statement of BWH and the report thereon of the independent auditors.

2

Skills, Attributes and Experience The Treasurer will possess the following personal qualities, skills and experience: • All of the personal attributes required of a Director • Strong financial management literacy, preferably with education and work experience in

the professional accounting and/or finance fields • Ability to make the necessary time commitment and required flexibility in work schedule

to meet the requirements of this leadership role • Ability to communicate effectively and efficiently • Demonstrated commitment to continuous learning and self-development in areas of

skills and expertise required by the Board and that will enhance Board effectiveness • Demonstrated commitment to the Principles of Governance and Board Accountability

Term The Treasurer shall be elected annually by the Board. An individual may serve a maximum of three (3) consecutive annual terms as Treasurer provided that the Board may approve extensions in exceptional circumstances. Monitoring Method and Frequency 1. Board Evaluation

2. Review of the Policy (annually) 3. Accreditation Canada Survey and report (timing aligned with


1

BOARD COMMITTEE CHAIR POSITION DESCRIPTION: E-14


Purpose As part of its responsibility for ensuring Board effectiveness, the Board of Bluewater Health (BWH) will establish, approve and periodically review a position description for Board Committee Chair. This description is an important requirement of effective governance as it provides the Committee Chair, all Directors and Non-Director Committee Members (NDCMs) with a clear understanding of what is expected of this position and serves as a benchmark against which the performance of the Committee Chair can be assessed. This policy sets out the position description of the Committee Chair as developed and approved by the Board of BWH. Policy Role Statement A Committee Chair, working collaboratively with assigned staff support, provides leadership to the committee. He or she ensures that the terms of reference of the committee are followed. He or she effectively manages issues to promote effective dialogue. He/she respects that the committee has no direct management role with Hospital staff. Responsibilities Agendas: Establish agendas, consistent with the Board approved committee work plan, in collaboration with staff support and preside over meetings of the committee. Leadership: Effectively facilitate each committee meeting in a manner that encourages thoughtful participation and promotes understanding of complex issues. Ensure a fair discussion, especially when differences and conflicting opinions arise. Expertise: Serve as a leader within the Board on the matters addressed in the committee’s terms of reference.

2

Advise Board Chair: Liaise with the Board Chair on the key issues and recommendations addressed by the committee. Report to the Board: After each committee meeting, with the assistance of executive staff support, prepare a report and where appropriate, decision-support recommendations for consideration by the Board. Work Plan: With the assistance of executive staff support, develop an annual work plan that fulfills the responsibilities of the committee and is consistent with the Board work plan. Mentorship: Serve as a mentor to committee members and with the Board Chair develop a succession plan for the chair. Skills, attributes and experience: A Committee Chair will possess the following personal qualities, skills and experience:

• All of the personal attributes required of a Director • Interest and experience related to the work of the Committee • Ability to chair a meeting such that decisions are made in a manner that is respectful and

efficient • Willingness and ability to commit time to the responsibilities of the Committee Chair • Demonstrated commitment to continuous learning and self-development in areas of

skills and expertise required by the Board and that will enhance Board effectiveness • Demonstrated commitment to the Principles of Governance and Board Accountability

Term A Committee Chair shall be elected by the Board for a one (1) year term. An individual may be re-elected to chair the same committee or may be elected to chair a different committee following completion of his/her term. Monitoring Method and Frequency: 1. Board Evaluation

2. Review of the policy (annually) 3. Accreditation Canada Survey and Report (timing aligned with


1

BOARD WORK PLAN AND GOALS: E-15

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: March 2005 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As part of its responsibility for ensuring board effectiveness, the Board of Bluewater Health (BWH) recognizes the development of an annual work plan and Board Goals is an important component of effective governance in order to: 1) ensure the Board meets its roles of policy formulation, decision-making and oversight 2) ensure the Board meets its responsibilities for establishing and providing strategic

direction, excellent management, program quality and effectiveness, financial viability, Board effectiveness and fostering relationships

3) Anticipate matters for consideration during the year and monitor the status of these matters

4) Articulate the Board’s expectations of its own contributions to the achievement of the BWH’s strategic priorities and goals

5) Focus the work of the Board and establish benchmarks against which the Board can evaluate its performance

This policy sets out processes to support the Board in fulfilling this responsibility. Policy Board Work Plan The Board work plan will address the matters to be considered by the Board during the Board meeting cycle to ensure the Board meets its roles and responsibilities and the organization meets all legislative accountabilities. On an annual basis, the Board and Board Standing Committees will establish work plans to fulfill this purpose. Board Goals On an annual basis, the Board will establish goals that are consistent with the strategic priorities and goals of the hospital, the annual operating plan and the specific objectives the Board must address in the coming year. The Board goals will be translated into the work plan. The updated annual goals will be used to establish the direction for the Board committees. The Board will evaluate its success in the achievement of its work plan and goals at the meeting of the Board of Directors prior to the Annual General Meeting.

2

Monitoring Method and Frequency: 1. Review of the Policy (annually)

2. Development and evaluation of Board Goals and Board Work Plan (annually)



1

BOARD AND BOARD COMMITTEE MEETINGS: E-16

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: February 2005 REVIEWED/REVISED DATE: November 2018 – Version 8

Purpose In keeping with its responsibility for fostering relationships and ensuring Board effectiveness, the Board of Bluewater Health (BWH) is committed to conducting its business in an open and transparent manner by having open Board meetings, with the exception of in camera sessions and special sessions as described below. This policy sets out processes to support the Board in fulfilling this responsibility. Policy Notice of Board Meetings A schedule of the dates, locations and times of the Board’s open meetings will be established annually. The schedule will be available at the Administration office and posted on the BWH website and intranet. Any changes in the schedule will be posted on the BWH website and intranet. The Board may be required to limit the number of attendees at meetings if the space is insufficient. Reasonable efforts will be made to post the open Board meeting agendas to the BWH website and intranet at least two (2) business days before the meeting. The open Board meeting agenda packages will be available to members of the public and staff on the BWH website and intranet by 12:00 P.M. on the day of the meeting or may be obtained from the office of the CEO in the afternoon prior to or at the meeting. Attendance at Board Meetings Members of the public, media and staff are welcome to attend open Board meetings to:

• facilitate the conduct of the Board’s business in an open and transparent manner • ensure the hospital maintains a close relationship with the community, the media and

stakeholder groups • generate trust and accountability

Such individuals are invited to attend open Board meetings in accordance with the following procedures: Conduct During the Meeting Members of the public may not address the Board or ask questions without the permission of the Chair. Individuals who wish to raise issues through presentations to the Board must contact

2

the CEO in advance, in accordance with the Guidelines for Presentations to the Board. Proper and respectful meeting decorum is expected of all attendees. The Chair may require anyone who is disruptive and interferes with the proper conduct of the meeting to leave. With the exception of any recording done by BWH, or otherwise approved by the Chair, no one shall take or transmit any photograph or video or audio recording of any portion of the Board meeting. Guidelines for Presentations to the Board The Board may permit members of the public to make a presentation to the Board concerning matters relevant to the hospital. Persons wishing to address the Board will follow the guidelines listed below. 1. Written notice of the request to address the Board meeting shall be provided to the CEO

at least eight (8) days prior to the meeting date for an item not related to the monthly Board agenda, and at least 48 hours notice is required for items specific to the agenda posted for that meeting. The CEO will direct these requests to the Chair, who will determine whether to include the presentation on the agenda. The request shall include the identity of the person(s) proposing to address the Board (including mailing address, email address, and telephone number) and a description of the specific nature of the matter proposed to be addressed.

2. Persons not permitted to address the Board will be so notified. The Board may limit the

number of presentations at any one meeting.

3. Persons addressing the Board: • will be notified and receive the guidelines for presentations to the Board; • will be required to limit their remarks to the time allocated by the Chair; • will be required to speak only on the subject for which they have received

approval to address the Board, unless otherwise requested by the Chair during the meeting; and

• will maintain proper and respectful meeting decorum when addressing the Board.

4. Following the meeting, the Chair will communicate in writing to the presenter or spokesperson for the delegation, acknowledging the presentation and outlining any actions to be taken by the Hospital in response.

5. The Chair is not obliged to grant a request to address the Board and the Board is not

obliged to take any action on any presentation it receives. Participation of Invited Participants at Board Meetings The Board of BWH consists of 17 Directors (12 elected and 5 ex-officio, non-voting) who are entitled to participate in all Board meetings. The invited participants may include the officers of the Professional Staff Association who are not Directors, senior members of the hospital's leadership team, and representatives of the Hospital's Foundations. The CEO shall determine which members of the hospital's senior leadership team should be present at meetings of the Board. As participants at meetings of the Board, these individuals will be required to abide by BWH Board policies.

3

The invited participants referred to above will generally be welcome to participate at Board meetings to the extent it is believed their contributions would be valuable to advance the business of the meeting or the Directors' understanding of any particular item of business. It is the role of the Chair to ensure that meetings are effective and efficient for the performance of governance work, and the Chair may limit participation where necessary to achieve these objectives. The invited participants referred to above may be invited to attend in camera Board meetings but may be requested to leave by the Chair when issues need to be addressed by Directors only. Board and Board Committee Meeting Agenda Development and Management of Meetings In collaboration with the Administrative Leads, the Chief Executive Officer, Board Chair and Committee Chairs, shall establish agendas for Board and Board Committee Meetings aligned with the Board’s roles and responsibilities, annual Board goals and work plan. Directors are invited to share agenda/work plan item suggestions with the Committee Chair/Board Chair for consideration. Board agenda packages should be accurate, timely, balanced, relevant and clear, and sufficiently detailed to ensure each meeting contributes effectively to the discharge of the Board’s governance role. The Chairs may assign time allocations to each agenda item and manage the Board discussion to that time allocation, and have discretion to table items to the next regularly scheduled meeting, if time considerations unduly limit any discussion. All Board Standing Committee Meetings shall be closed to the public. Consent Agenda The Board elects to use a consent agenda for open meetings for the passage of non-controversial or routine Board business, allowing more time for education and discussion of substantial and strategic issues. Consent items are those which usually do not require discussion or explanation prior to Board action, or are items which have already been discussed or explained and do not require further discussion. Consent agenda items may include, but are not limited to: approval of the previous minutes, approval of routine policies and procedures, reports, and correspondence. Consent agenda items must be circulated with the agenda package. Items may be moved out of the Consent agenda at the request of any member of the Board prior to approval of the agenda. No motion or vote of the Board is required with respect to moving an item out of the Consent agenda. Where a member of the Board requests that an item be moved out of the Consent agenda section, the Chair shall decide where to place that item on the agenda. In Camera Sessions The Board may move to an in camera session that is not open to the public where it determines it is in the best of the interests of the Hospital to do so. The Chair may order the meeting move in camera or any Director may request a matter be dealt with in camera in which case a vote will be taken. If a majority of the Board decides the matter should be dealt with in camera, members of the public will be asked to leave the meeting. A Board motion is required to move into and to rise from an in camera session.

4

Matters that may be dealt with in an in camera session include, but are not limited to: • Matters involving property – security, acquisition, sale, lease, etc. • Matters involving litigation or potential litigation • Material contracts • Human resource issues – labour relations concerning collective bargaining, terms of

employment of individual employees or management • Professional staff appointments, re-appointments, discipline and credentialing issues • Patient issues • Protected information

- information that would reveal the confidential commercial, financial, labour relations, scientific or technical information of an individual or company

- information that is subject to solicitor client privilege - personal information of individuals, including employees

In camera sessions form part of a Board meeting and, as such, agendas will be prepared and minutes recorded. The agenda, minutes and supporting documentation will be clearly marked confidential and will be handled and secured in a manner that respects the nature of the material. Minutes of in camera sessions will be presented for approval at subsequent in camera sessions of the Board. Following the in camera session, the Board Chair shall report at the open meeting on the in camera session. This report shall include advising the public on the category(s) justifying the in camera session and, where appropriate, reporting on the decisions taken at the meeting. BWH personnel and others (e.g. legal counsel, consultants) may be permitted to attend all or a portion of the in camera session upon invitation of the Chair. Board Decisions Board decisions, unless they fall within the scope of an in camera session, will be available on the BWH website and intranet and made available to the public upon request. Board Retreats The Board may periodically hold retreats for the purposes of Board education, orientation and strategic planning. These meetings are not regular Board meetings but should any formal Board business be conducted at a retreat, any decisions made will be confirmed at a duly constituted Board meeting and be reported to the public. Monitoring Method and Frequency: 1. Review of the policy (annually) 2. Board Evaluation


1

MEETINGS WITHOUT MANAGEMENT: E-17

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: April 2018 REVIEWED/REVISED DATE: November 2018 – Version 2

Purpose Meetings without Management is one of the mechanisms of evaluation used by the Board. The purpose of this meeting is to provide the Board with an opportunity to discuss the quality of the governance they provided to the organization. This involves questions related to the level of the discussion and the engagement of Board members in the meeting. The purpose of this meeting is to ensure the Board exercised independent oversight of management and to provide an opportunity to assess Board processes. The Board Chair can use this forum to draw attention to areas where the performance of Directors could be enhanced. It also allows for the building of relationships of confidence and cohesion among Board Directors. Process The independent Directors shall meet without management on a quarterly basis. 1. If a meeting without management is planned, the agenda of the Board meeting must include

this information. 2. Timing of the session without management should be declared in the notice or agenda. 3. Such meeting shall not be considered to be meeting of the Board, but rather, will be for

information purposes only. 4. Minutes will not be kept but the chair may keep notes of the discussion. 5. The Ex-Officio Directors of the Board may be invited by the Board Chair to participate in part

of the meeting without management before being excused. 6. The chair shall immediately communicate with the Chief Executive Officer and, as

appropriate, the Chief of Professional Staff on any relevant matters raised in the meeting. Membership/Participation A director that remains in the meeting without management is identified as an “independent director” who is described as being free of any special relationship with the corporation. Monitoring Method and Frequency: 1. Board Evaluation

2. Chair Evaluation 3. Accreditation Canada Survey and report (timing aligned

with Accreditation cycle) 4. Policy review (annually)

1

DIRECTOR AND NON-DIRECTOR COMMITTEE MEMBER EXPENSE REIMBURSEMENT: E-18

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: May 2008 REVIEWED/REVISED DATE: November 2018 – Version 5

Purpose As set out in the by-laws, Directors and Non-Director Committee Members (NDCMs) of Bluewater Health serve as such without remuneration. A Director/ NDCM is entitled to be reimbursed for reasonable expenses incurred in the performance of his/her duties. The purpose of this policy is to set out the categories of eligible expenses and the process for reimbursement. Policy Directors and NDCMs are encouraged to attend meetings, conferences and education events as reasonably required. Conference Registration Expenses: Conference registration fees must be pre-approved by the Board Chair and will be paid for or reimbursed by the Hospital in accordance with the Hospital’s Reimbursement of Hospital Expenses Policy. Transportation, Accommodation and Meal Expenses: BWH will reimburse Directors/NDCMs for pre-approved expenses incurred while attending a conference, education session or Hospital-related meeting. This includes transportation (e.g. mileage, train, parking), accommodation and meals. Directors/NDCMs will be reimbursed by the Hospital in in accordance with the Hospital’s Reimbursement of Hospital Expenses Policy which requires original itemized receipts for each expense. Local travel to BWH Board meetings and other Hospital related events is not considered a reimbursable expense. Other Expenses: A Director/NDCM who is required to pay others to care for dependents (e.g. child care, elder care) in order to fulfill his or her duties as a Director/NDCM may be reimbursed the actual out-of-pocket expenses incurred for such purpose. A Director/NDCM who incurs long-distance telephone, postage, courier charges or other similar expenses may be reimbursed the actual out-of-pocket expenses incurred for such purpose. Other categories of expenses will be considered for reimbursement if supported by a reasonable explanation.

2

Monitoring Method and Frequency: 1. Review of the policy (annually)

2. Completion and public posting (BWH website) of Director and NDCM expense reports (every 6 months – Broader Public Sector Accountability Act requirement)


1

BOARD EVALUATION: E-19

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: May 2009 REVIEWED/REVISED DATE: February 2019 – Version 6

Purpose: The Bluewater Health Board recognizes that the establishment of a process for evaluating its performance is an important component of effective governance to maintain and improve policies, practices and processes. The Board is responsible for ensuring its own effectiveness and this policy sets out processes to support the Board in fulfilling this responsibility. Policy: The Board evaluation process will be clearly aligned with the roles and responsibilities of the Board and individual Directors and will examine the structure, processes, performance and effectiveness of the Board as a whole, its leadership, committees, individual directors, and Non-Director Committee Members (NDCMs). The timing of the process will be linked to the annual board cycle so as to inform the implementation of corrective action/improvements as required. The evaluation will include processes to permit the results of the evaluation to be acted upon to foster continuous improvement and mechanisms to review and adopt governance best practices and benchmark with similar organizations. The Governance and Nominating Committee will establish an annual process for evaluation of the Board, its leadership, and individual Directors and NDCMs based on applicable Board policies setting out their roles and responsibilities. This process will include a report to the Board on the results of the evaluation and key issues to be addressed to ensure continuous improvement of the Board as a whole, its leadership, and individual Directors and NDCMs. The Board will evaluate its performance with focus on continuous improvement through completion of a variety of evaluations on a regular basis which address the following: 1. Orientation/education - annually 2. Collective Board performance – every two years/Accreditation cycle 3. Individual Director performance - annually 4. Individual Non-Director Committee Member performance – annually 5. Board Meeting effectiveness – twice annually 6. Committee effectiveness – annually 7. Board Chair effectiveness – annually 8. Committee Chair effectiveness – annually

Individual Director and NDCM contributions will be reviewed and feedback provided on performance as part of the individual Director and NDCM evaluation process. Specifically,

2

following completion of the annual Individual Director/NDCM assessment survey, Directors and NDCMs will be provided with a statement of individual results and related performance information. The Board Chair will meet with each Director and NDCM at the discretion of the Chair, to review results and provide feedback on performance. The Governance and Nominating Committee shall support the Board in its improvement activities by: 1. Developing strategies to address the areas for improvements identified in the evaluation

processes. 2. Recommending improvement projects to the Board for inclusion in the annual Board and

committee work plans. Monitoring Method and Frequency: 1. Review of the Policy (annually)

2. Completion of Board evaluation(s) tools and processes 3. Accreditation Canada Survey and report (timing aligned with

Accreditation Cycle)

1

REMOVAL OF A DIRECTOR: E-20

BOARD RESPONSIBILITY: Ensure Board Effectiveness COMMITTEE: Governance and Nominating Committee APPROVED BY: Board of Directors ISSUE DATE: November 2018 REVIEWED/REVISED DATE: Version 1

Purpose The Bluewater Health Board is responsible for ensuring the quality and effectiveness of its individual Directors in order to fulfill its roles and responsibilities. This policy sets out processes to support the Board in fulfilling this responsibility. Policy In addition to the provisions in the By-Law, the following will guide the process for removal of a Director. Under extreme circumstances and in highly unusual situations, it may become necessary to remove a Director from the Board of Directors. Reasons for removing a Director may relate to any of the following:

1. breach of confidentiality, for all matters dealt with in camera or issues not discussed at the public meeting

2. failure to meet obligatory procedures in the disclosure of interest 3. failure to fulfill the fiduciary duties of a Director of the corporation 4. failure to comply with the attendance policy for Directors’ meetings 5. inappropriate or lack of participation and contribution to effective discussion and Board

decision making 6. political activity not approved by the Board 7. failure to comply with the By-laws and policies of the BWH Board of Directors

The Governance Committee is responsible for recommending the removal of a Director to the Board of Directors based on the foregoing reasons. Prior to making a recommendation to the Board, the Governance Committee will follow the following procedures:

1. Directors will be treated fairly and with respect 2. the Director in question will be notified of the performance issue identified by the Board

and be given opportunity to address it with a performance improvement plan with timelines, if appropriate (for example, attendance can improve, conflict of interest can be examined and questions of conduct can be reviewed)

3. if the performance improvement plan fails, the Director will be provided with proper notification of the applicable reason for removal.

4. the Director will then be given the opportunity to respond to the Board 5. the Director should be clearly notified of the final consideration and action of the Board.

2


2. Accreditation Canada Survey and report (timing aligned with Accreditation)

3. Review of policy (annually)

1

COMMUNITY ENGAGEMENT AND

COMMUNICATIONS: F-1 BOARD RESPONSIBILITY Foster Relationships COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: January 2011 REVIEWED/REVISED DATE: November 2018 – Version 3

Purpose As part of its responsibility for fostering relationships and ensuring program quality and effectiveness, the Board of Bluewater Health (BWH) recognizes the importance of community engagement and communications so members of the community can be informed of and appropriately involved in the Hospital’s planning and decision-making processes. This policy sets out principles and processes to support the Board in fulfilling this responsibility and to support the achievement of BWH’s vision, mission and strategic priorities and meeting the community engagement requirements of the Local Health System Integration Act (LHSIA). Policy Community Engagement The Board will ensure BWH establishes a community engagement strategy which includes: 1) guiding principles and a framework

2) processes and mechanisms for community engagement

3) a monitoring and evaluation process

The process and scope for community engagement will vary depending on the issue. Communications The Board will ensure that the CEO puts an effective communications and stakeholder- relations plan in place and will review this with the Board on an annual basis. The Board Chair is the spokesperson on behalf of the Hospital for matters related to Board governance. The Chief Executive Officer (CEO) or his/her delegate is the spokesperson on behalf of the Hospital for all hospital matters. The CEO and Board Chair will mutually determine their respective roles as may be required from time to time. No Director will be a spokesperson for the Board unless specifically delegated by the Board Chair following consultation with the CEO. The Board will ensure the following information is posted on the hospital’s website:

• Board of Directors’ membership • Corporate and Professional Staff By-laws of BWH • BWH Board Policies • BWH Strategic Plan

2

• Agenda packages and minutes from open Board meetings • Articles in the local media on matters of interest to the communities served by BWH

The Board delegates responsibility and authority to the CEO to develop, implement, monitor and evaluate a communication and community engagement operational plan consistent with this policy. Monitoring The Governance & Nominating Committee will provide oversight for the strategy and plan by monitoring implementation and effectiveness and reporting to the Board on a regular basis. Method and Frequency: 1. Review of policy (annually)

2. CAP and RHAP evaluations (annually) 3. Review of BWH’s Global Communication and Community

Engagement Plan (every three to five years, aligned with Strategic Plan review)

4. Board Evaluation

1

SERVICE INTEGRATION PLANNING: F-2

BOARD RESPONSIBILITY Foster Relationships COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: April 2010 REVIEWED/REVISED DATE: November 2018 – Version 3

Purpose Bluewater Health (BWH) is responsible for identifying opportunities (separately and in conjunction with the Erie-St. Clair Local Health Integration Network (ESC-LHIN)) to integrate the services of the local health system in order to provide appropriate, coordinated, effective and efficient services pursuant to the Local Health System Integration Act (LHSIA). In keeping with its responsibilities for ensuring program quality and effectiveness and fostering relationships, the Board will take an active role in collaborating with the ESC LHIN and other health service providers and the community to identify and undertake community collaboration opportunities that improve healthcare services, enhance program performance, integrate service delivery in Sarnia-Lambton, are consistent with the Hospital’s mission, vision, values and Strategic Plan, and are in the best interests of the community. Policy The Board directs the CEO to: 1. collaborate with staff of other health service providers and the ESC LHIN to identify

opportunities for community collaboration and integration of services within the local health system for the purpose of providing appropriate, coordinated, effective and efficient services

2. recommend specific community collaborations and integration initiatives for consideration by the Board

3. identify performance indicators to monitor specific community collaborations and integration initiatives

4. report to the Board as to the progress of approved community collaborations and integration initiatives and the outcomes of those initiatives, as needs arise

The Board will: 1. participate in appropriate governance and leadership forums with the ESC LHIN and

with other health service providers 2. ensure that the Hospital’s strategic plan and supporting goals and initiatives address the

integration requirements of the LHSIA 3. establish mechanisms for dialogue with other health service provider boards and other

persons and entities as required, related to specific community collaborations and integration initiatives

4. monitor the progress of approved community collaborations and integration initiatives and the outcomes of those initiatives

2


2. Review of report on progress/status of Bluewater Health’s community collaborations (annually)

3. Board Evaluation 4. CEO Evaluation (annually) 5. Accreditation Survey and Report (timing aligned with

Accreditation survey)

1

COMMUNITY ADVISORY PANELS: F-3

BOARD RESPONSIBILITY Foster Relationships COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: April 2010 REVIEWED/REVISED DATE: November 2018 – Version 4

Purpose As part of its responsibility for fostering relationships and ensuring program quality and effectiveness, the Board of Bluewater Health (BWH) recognizes the importance of community engagement so that members of the community can be informed of and appropriately involved in planning and decision-making processes for healthcare services. BWH’s community engagement strategy includes a variety of processes, mechanisms and initiatives. Its two advisory panels, the Community Advisory Panel (CAP) and Rural Health Advisory Panel (RHAP), are an integral part of that strategy. This policy establishes those advisory panels and sets out the guiding principles governing them. Policy The advisory panels will serve as two-way communication mechanisms between BWH and the communities it serves, and from informed representatives of these communities to BWH. They will consist of individuals who are broadly representative of the community, reflecting many backgrounds and experiences and the diverse communities and viewpoints that make up the BWH catchment population. The process for selection of panel members is outlined in the CAP and RHAP Terms of Reference. The RHAP’s focus will be on rural health issues with the panel members being drawn from the rural communities served by BWH. The hospital’s President/Chief Executive Officer (CEO) and a member of the Board will serve as adjunct panel members. Other Hospital staff and Professional Staff will participate on a regular basis or may be invited as guests to provide presentations on topics of interest and/or to address issues identified by the panels. The panels will be led by a facilitator, as designated by the President/CEO. The panels will meet three times each and at least once jointly on an annual basis and will act in an advisory capacity, providing the senior leadership of BWH with community specific issues, questions and suggestions related to the Hospital’s operations and health service delivery. The President/CEO will respond to the panels’ advice and input and keep them apprised of the status of issues discussed and actions taken. The panels will report through the President/CEO to the Board. Meetings of the panels will be open to the public with public participation guidelines outlined in the CAP and RHAP Terms of Reference. The effectiveness of the panels will be evaluated annually, based on a review of their purpose and outcomes.

2


2. Terms of reference review (annually) 3. CAP and RHAP evaluations (annually) 4. CAP and RHAP Summary Report to the Board 5. Global Communications and Community Engagement Plan

review (timing aligned with strategic planning review cycle) 6. Accreditation Canada Survey and report (timing aligned


1

SUPPORT AND RELATIONSHIPS

WITH FOUNDATIONS: F-4 BOARD RESPONSIBILITY Foster Relationships COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: November 2018 REVIEWED/REVISED DATE: Version 1

Purpose As part of its responsibility for fostering relationships and ensuring program quality and effectiveness, the Board of Bluewater Health recognizes strong and positive relationships between the hospital and its’ supporting Foundations (BWH Foundation and Charlotte Eleanor Englehart Hospital Foundation) is essential. Policy

1. The Board of Directors will support the Foundations in their endeavors, is encouraged to contribute financially to their fundraising efforts, and will be represented at Foundation events when requested by the Foundations.

2. Regular communications with the Foundations will be achieved as follows:

a. Representatives of the Foundations will be invited to make presentations on their activities to the BWH Board on a periodic basis.

b. A Board Director will be appointed to each Foundation as a representative of the BWH Board to attend Foundation meetings.

Monitoring Method and Frequency: 1. Review of Policy (annually) 2. Period Foundation Reports to BWH Board 3. Board Evaluation

4. Accreditation Survey and Report (timing aligned with Accreditation Survey)

1

POLITICAL ACTIVITY: F-5

BOARD RESPONSIBILITY Foster Relationships COMMITTEE: Governance and Nominating APPROVED BY: Board of Directors ISSUE DATE: February 2019 REVIEWED/REVISED DATE: Version 1

Application This policy applies to all Directors (both elected and ex officio), Non-Director Board Committee members, the Chief Executive Officer, and the Chief of Professional Staff (collectively referred to in this Policy as “Board Committee Members”). Purpose The purpose of this policy is to ensure Board Committee Members have a shared understanding of the accepted parameters for partisan political activities. Board Committee Members are expected to uphold the non-partisan nature of the work of the Hospital. As a publicly funded organization, it is imperative the Hospital maintain positive working relationships across the political spectrum. Policy The Hospital will not make direct contributions to political campaigns or to any elected official. With the approval of the Board Chair, the Hospital may purchase tickets to a political event, where the presence of Hospital management or the Board is deemed appropriate. Board Committee Members retain their rights to participate personally in the political process through individual activities that do not imply endorsement by the Hospital. Permitted activities Examples of permitted activities include:

• Supporting a candidate or a political party by displaying political material such as a picture, sticker, badge, or button, or placing a sign on their lawn, where such support cannot be associated, or perceived to be associated, with the Hospital

• Attending political rallies, meetings, and fund-raising events • Signing nominating documents for a candidate for partisan elected office • Donating money to a political candidate or party, where such contribution cannot be

associated, or perceived to be associated, with the Hospital • Being a member of a political party registered federally in Canada, or in Ontario • Organizing, managing, hosting, or providing candidate introductions at, political rallies,

Meetings, or fund-raising events • Holding a full-time public office that is appointed by the Lieutenant Governor-in-Council

of Ontario or by the Governor General-in-Council

2

Activities permitted only with Board approval Examples of activities that are not permitted without Board approval include:

• Undertaking political activities that could raise any question as to the independence of the Board Committee Members’ judgement or ability to perform his or her duties

• Seeking to be a: o Member of Parliament of Canada o Member of Provincial Parliament of Ontario o Member of a municipal government

• Being employed by a political party registered federally in Canada, or in Ontario • Being a keynote speaker at a federal or Ontario provincial political rally, meeting, or fund-

raising event • Being an officer of a federal, Ontario provincial, or municipal campaign

PROCEDURES

1. Board Committee Members who wish to engage in the activities that are not permitted by this policy without prior Board approval must inform the Board Chair in writing of their intent.

2. The Board Chair will make a recommendation to the Board as to whether the Board Committee Member should no longer serve in their role as a Board Committee Member.

3. The Board Committee Member will have the opportunity to address the Board but will recuse themselves from the deliberations and the vote by the Board on this matter.

4. The Board will determine whether the Board Committee Member should be requested to resign.

5. Where the Board has the authority to remove a Board Committee Member, it may take such actions as appropriate to effect the removal.

6. The Board Chair will communicate the decision to the Board Committee Member. 7. The Board Chair will report the Board Committee Member’s resignation to the Board at

the appropriate time. 8. The Board may fill a vacant Board Committee Member’s position in accordance with the

By-laws as applicable. Monitoring: 1. Policy review (annually) 2. Accreditation Canada Survey and report (timing

aligned with Accreditation cycle) 3. Election cycle

1


Name of Committee: Board of Directors Date of Meeting: November 27, 2019 Submitted by: Julia Oosterman and Dr. Michel Haddad Subject: Annual Corporate and Professional Staff By-Law Review Purpose of Report: Information Input Approval

Situation The Board is required to complete an annual review of its By-Laws per policy E-1 – By-Laws and Board Policies. Background In 2017, the hospital retained legal counsel to conduct a review of its By-Laws. The recommended changes were vetted extensively via appropriate hospital and Board committees, and the revised Corporate and Professional Staff By-Laws of Bluewater Health were approved by the Board in February 2018. Board Policy E-1 was adopted in November 2018. Analysis Review of Corporate By-Law of Bluewater Health Since the last By-Law Review (2017), the hospital has been made aware the Medical Advisory Committee (MAC) is not a Standing Committee of the Board, rather, it is a statutory Committee required under the Public Hospitals Act, and is responsible to report to the Board per the Professional Staff By-Laws of BWH. As such, the reference to MAC as one of the Board’s Standing Committees in s. 8 of the Corporate By-law of BWH was questioned. Legal advice was sought as to whether a By-Law revision was required. BWH’s lawyer initially indicated an amendment to the By-law was not necessary since all Committees are established by the Board, and the section in question did not describe the work of these Committees. Despite this advice, the Governance & Nominating Committee requested the lawyer review the Corporate By-Law again, to ensure clarity and mitigate the risk of any future concerns. Legal counsel accordingly conducted another review of the By-Laws and has suggested the amendments to Sections 1.02, 5.11, 7.06 and 8.01 as outlined in Appendix A. These recommended revisions will also be vetted via the By-Laws Sub-Committee of

x x

2

MAC and MAC for recommendation to the Board. In addition, it should be noted the Professional Staff By-laws sets out all of the requirements for the MAC. Review of Professional Staff By-Laws of Bluewater Health The By-Laws Sub-Committee of MAC made a recommendation to add language to the Professional Staff By-Laws enabling nominations for the Professional Staff Association (PSA) elected positions to be made at the annual meeting, if no nominations have been made up to the date of the meeting. The MAC approved the addition to the By-Laws in June and BWH sought legal advice regarding the change over the summer. The hospital’s lawyer was supportive of the proposed change to s. 10.02 (see Appendix B) and made recommended style changes, which were subsequently recommended by the By-Laws Sub-Committee to MAC. The lawyer further advised there have not been any legislative or regulatory changes made since the last By-Law review that would require further amendments to either By-Law. This addition to the Professional Staff By-Laws will reduce the risk of the PSA not having elected representatives in place. Recommendation The Governance and Nominating Committee and the Medical Advisory Committee recommends the Board of Directors approve the amendments to the Corporate By-Law of BWH and the Professional Staff By-Laws of BWH as presented, to be posted for Professional Staff feedback for 30 days. Any comments will be considered by MAC, followed by a final recommendation to the Board.

CORPORATE BY-LAW

OF

BLUEWATER HEALTH

Bluewater Health is committed to its duties and responsibilities under the Accessibility forOntarians with Disabilities Act, 2005 and its regulations. Upon request, Bluewater Health willprovide, or arrange for the provision of, communication supports or an accessible format of thisdocument to persons with disabilities, in a manner that takes into account the person's disabilityand accessibility needs. Requests for communication supports or an accessible format are to bedirected to Senior Executive Assistant at 519 464-4400 ext. 5675.

Appendix A

RECOMMENDED BY-LAW AMENDMENTS - NOV 2019

“Letters Patent” means the letters patent of amalgamation creating the(w)Corporation and any supplementary letters patent;

“Medical Advisory Committee” means the Medical Advisory Committee(x)established by the Board as required by the Public Hospitals Act;

“Medical Staff” means the Physicians to whom the Board has granted Privileges;(y)

“Member” means a member of the Corporation;(z)

“Midwife” means a member in good standing of the College of Midwives of(aa)Ontario;

“Midwifery Staff” means the Midwives to whom the Board has granted(bb)Privileges;

“Non-Director Committee Member” means a non-Director, who has been(cc)appointed to a Committee;

“Officer” means those officers of the Corporation set out in section 7.01;(dd)

“Patient” means any in-patient or out-patient of the Hospital;(ee)

“Physician” means a member in good standing of the College of Physicians and(ff)Surgeons of Ontario;

“Privileges” means those rights or entitlements conferred upon a Physician,(gg)Dentist, Midwife or Extended Class Nurse by the Board at the time ofappointment or re-appointment;

“Professional Staff” means the Medical Staff, Dental Staff, Midwifery Staff and(hh)Extended Class Nurses;

“Professional Staff Association” means the association comprised of the(ii)Professional Staff members;

“Public Hospitals Act” means the Public Hospitals Act (Ontario) and, where the(jj)context requires, includes the regulations made under it and any statute that maybe substituted for it, as from time to time amended;

“Vice-Chair” means the vice-chair of the Board.(kk)

Interpretation1.02

This By-Law shall be interpreted in accordance with the following, unless the contextotherwise specifies or requires:

Any Director or Non-Director Committee memberMember may participate in a(a)meeting of the Board or a Committee by means of telephone conference,

Bluewater Health Corporate By-Law 3

notwithstanding any other provision in this By-Law, the remaining number ofDirectors shall be deemed to constitute a quorum, provided such number is notless than three.

Where, in the circumstances mentioned in section 5.10(l) above, the remaining(m)number of Directors who are not prohibited from participating in the meeting isless than three, any Director may apply to the Superior Court of Justice on an exparte basis for an order authorizing the Board to give consideration to, discuss andvote on the matter out of which the interest arises, or such other relief as the Courtmay order.

Confidentiality5.11

Every Director, Officer, Professional Staff member, employee of the Corporation(a)and Committee member appointed or authorized by the Board shall respect theconfidentiality of matters brought before the Board or any Committee or comingto his/her attention in the course of his/her duties, keeping in mind thatunauthorized statements may adversely affect the interests of the Corporation.

No statements respecting such matters shall be made to the public or the press by(b)any such Director, Officer, Professional Staff member, employee or Committeemember, except as authorized by Board resolution.

Persons, other than persons referred to in section (a) above, permitted to attend(c)any meeting of the Board or any committee established or authorized by the Boardor by the By-LawsCommittee shall be advised that they are required to respect theconfidentiality of all matters coming to their attention during any such meetingand shall behave accordingly.

The Board may, by resolution, authorize one or more Directors, Officers, or(d)employees of the Corporation to make such statements or publish information orparticulars respecting any such matter.

The confidentiality requirements set out in section (a) and (c) above shall not(e)apply to any information that is in the public domain, including any mattersdiscussed during those portions of a Board meeting at which members of thepublic were invited to attend.

Responsibilities of the Board5.12

The Board shall govern and oversee the management of the affairs of the Corporation,and in so doing shall:

develop and review on a regular basis the mission, vision, values and strategic(a)plan of the Corporation in relation to the provision, within available resources, ofappropriate programs and services in order to meet the needs of the populationserved;


Duties of the Vice-Chair7.03

The Vice-Chair shall:

have all the powers and perform all the duties of the Chair during the absence or(a)disability of the Chair; and

perform such other duties, if any, as may from time to time be assigned by the(b)Board.

Duties of the Treasurer7.04

The Treasurer shall:(a)

be Chair of the Resource Utilization & Audit Committee; and(i)

perform such other duties as may from time to time be assigned by the(ii)Board.

The Treasurer may delegate the performance of his/her duties to any person(s) as(b)approved by the Board, but shall retain responsibility for ensuring the properperformance of such duties.

Term of Office for Elected Officers7.05

The Chair shall be appointed for an initial two-year term. Following the(a)completion of this initial term, the Chair may be re-elected for a second term ofone year.

The Vice-Chair and Treasurer shall be appointed annually for one-year terms.(b)

The Officers shall hold office for the terms described above or until their(c)successors are appointed in their stead.

No Director may serve as Chair, Vice-Chair or Treasurer for more than three(d)consecutive years in one office, except as otherwise decided by Board resolution;provided, however, that following a break in the continuous service of at least oneyear, the same person may be re-elected to such office.

Duties of the Secretary7.06

The Secretary shall:(a)

give notice of all Members’, Board and Board Committee meetings;(i)

attend all Members’, Board and Board Committee meetings;(ii)

ensure the proper recording and maintenance of minutes of all Members,(iii)Board and Board Committee meetings;


Insurance7.10

The Board will cause to be purchased such insurance as it considers advisable andnecessary to ensure that Directors, Officers, and Committee members will be indemnifiedand saved harmless in accordance with this By-Law; the premiums for such insurancecoverage shall be paid from the funds of the Corporation.

COMMITTEESARTICLE 8.

Establishment of Committees8.01

At the first Board meeting following the annual meeting, the Board shall establish(a)the following standing Committees:

Executive Committee;(i)

(ii) Medical Advisory Committee;

(iii) Governance and Nominating Committee;(ii)

(iv) Joint Conference Committee;(iii)

(v) Resource Utilization and Audit Committee; and(iv)

(vi) Quality Committee.(v)

The Board may from time to time establish such other ad hoc and standing(b)Committees as it determines are necessary for the execution of the Board’sresponsibilities. The Board shall prescribe terms of reference and may createapplicable policies for any such Committee.

Excluding the Medical Advisory Committee, theThe Board shall appoint the(c)chairs and members of such Committees.

The Board shall encourage and promote the appointment of Non-Director(d)Committee Members to such of the standing and ad hoc Committees as it maydeem advisable.

All Committee meetings are closed to the public. Guests may attend Committee(e)meetings upon:

invitation of the Committee chair; or(i)

resolution of the Committee.(ii)

Excluding the Medical Advisory Committee, theThe Chair and the Chief(f)Executive Officer shall be ex officio members of all such Committees.


The Board may, by resolution, dissolve any ad hoc committeeCommittee at any(g)time.

An elected Director shall chair all standing Committees except for the Medical(h)Advisory Committee.

Directors shall comprise a majority of the members of all standing Committees(i)except for the Medical Advisory Committee.

A majority of Committee members shall constitute a quorum, except for the(j)Executive Committee (the quorum for which is set out in section 8.02(c)) andCommittees with Non-Director Committee Members (the quorum for which is setout in section 8.05.

Executive Committee8.02

The Executive Committee shall be elected annually by the Board and shall consist(a)of:

the Chair;(i)

the Vice-Chair;(ii)

the Treasurer;(iii)

the Chief of Professional Staff;(iv)

the President of the Professional Staff Association;(v)

the Chief Executive Officer; and(vi)

one additional elected Director.(vii)

The Executive Committee shall:(b)

subject to applicable laws, exercise the full powers of the Board in all(i)matters of administrative urgency between regular Board meetings,reporting every action and the reason for addressing issues at theExecutive Committee rather than the Board at the next Board meeting; and

study and advise or make recommendations to the Board on any matter as(ii)directed by the Board.

A quorum for the Executive Committee shall consist of a majority of the(c)Committee members, including at least three elected Directors.

Pursuant to Regulation 965 under the Public Hospitals Act as amended by O. Reg.(d)156/10, any member of the Executive Committee who is an employee or member


Bluewater Health Professional Staff By-Laws 55

ARTICLE 10. PROFESSIONAL STAFF ASSOCIATION ELECTED OFFICERS

10.01 Eligibility For Office

Only Physicians on the Active Staff may be elected or appointed to any position or office of the Professional Staff Association.

10.02 Election Procedure

(a) At least four weeks before the annual meeting of the Professional Staff Association, its nominating committee shall post on the Professional Staff bulletin board a list of the names of those who are nominated to stand for the offices of the Professional Staff Association which are to be filled by election in accordance with this By-Law and the regulations under the Public Hospitals Act. The list shall indicate the date of posting. The Active Staff of Charlotte Eleanor Englehart of Hospital of Bluewater Health will submit a name to the nominating committee for the position of Vice-President from Charlotte Eleanor Englehart Hospital of Bluewater Health.

(b) Any further nominations shall be delivered in writing to the Secretary of the Professional Staff Association within 14 business days after the posting of the names referred to in section 10.02(a). Subject to section 10.02(f), Nno further nominations may be made following this time period.

(c) Further nominations referred to in section 10.02(b) shall be signed by at least two members of the Professional Staff Association who are eligible to vote, and the nominee shall have signified in writing on the nomination his/her acceptance of it and such nominations shall then be posted alongside the list referred to in section 10.02(b).

(d) If there is more than one nomination for any of the elected positions of the Professional Staff Association, an election shall take place.

(e) Where an election or by-election is required, ballots will be sent electronically eight days prior to the meeting to each member of the Professional Staff eligible to vote. Each member eligible to vote shall have one vote, and all votes shall be kept strictly confidential. Voting will close 24 hours prior to the commencement of the annual meeting and the results will be presented and ratified at the annual meeting.

(f) If no nominations for one or more of the Professional Staff Association offices are made under section 10.02(a) or (b) before or during the 14-day period leading up to the annual meeting, then nominations will be accepted from the floor at the annual meeting from Professional Staff Association members who are eligible to vote. More than one nomination for a position may come from the floor. A mover and seconder is required to make a nomination. The current President of the Professional Staff Association will confirm the nominee’s willingness to accept the nomination. The nominees will then be excused from the meeting and the President of the Professional Staff Association will call for the vote.

Appendix B

Bluewater Health Professional Staff By-Laws 56

(f)(g) The officers elected at the annual meeting of the Professional Staff Association shall assume office immediately following the conclusion of that meeting.

(g)(h) Where an office of the Professional Staff Association becomes vacant by reason of resignation or otherwise, a by-election may be held to fill the vacancy. Where a by-election is required, the procedure set out in sections 10.02(a) to (f) shall be followed with necessary changes to points of detail.

10.03 Duties Of The President Of The Professional Staff Association

The President of the Professional Staff Association shall:

(a) preside at all meetings of the Professional Staff Association;

(b) call special meetings of the Professional Staff Association;

(c) be a member of the Medical Advisory Committee;

(d) report to the Medical Advisory Committee and the Board on any issues raised by the Professional Staff Association;

(e) act as a liaison between the Professional Staff, Chief Executive Officer, and Board with respect to matters concerning Professional Staff;

(f) support and promote the values and strategic plan of the Corporation;

(g) be an ex-officio Director;

(h) be a member of the Joint Conference Committee;

(i) be an ex officio member of all committees of the Professional Staff;

(j) be accountable to the Professional Staff and advocate fair process in the treatment of individual members of the Professional Staff; and

(k) have Active Staff Privileges in the Hospital.

10.04 Duties Of The Vice-President Of The Professional Staff Association

(a) There shall be two Vice-Presidents of the Professional Staff Association, one from Charlotte Eleanor Englehart Hospital of Bluewater Health and one from Bluewater Health, Sarnia, and each shall:

(i) advocate fair process in the treatment of Professional Staff members;

(ii) perform such duties as the President of the Professional Staff Association may delegate to him/her;

(iii) usually be in office for one calendar year; and

Quality Committee of the Board Highlights

November 18, 2019

Surgical and Maternal Infant Child Program Report Sally Jenkins, Director, presented a program report on quality improvements initiatives in her programs. The surgical program is working on Operating Room (OR) smoothing to address spikes in surgeries mid-week, and prevent staffing level issues and bed shortages. The maternal infant child (MIC) program is developing an Obstetrical Triage Acuity Scale (OTAS) to assist in triaging unscheduled visits by pregnant patients. The OTAS will be implemented in the Emergency Department (ED) and MIC. Stroke/Vascular Rehabilitation Program Paula Gilmore, Director, presented the work that is ongoing as the program works towards the Accreditation Canada Stroke Distinction award. To receive the Stroke Distinction, the program must meet 90% of the designated high priority guidelines, and 70% of the standards. The survey will take place approximately November 2020. Workplace Violence Prevention Dawn Harris, manager of Occupational Health and Safety, provided an update on workplace violence trends and strategies to address workplace violence at BWH. Indigenous Patient Navigator Pamela Doxtator presented an update on the Indigenous Patient Navigator (IPN) program. Successes such as the self-identification project and Orange Shirt Day were highlighted. Patient Experience Report Lisa Hawthornthwaite, Patient Experience Specialist, presented her patient experience results report. She highlighted trends identified in the feedback received, as well as noted improvements in the BWH patient experience metrics. Hospital Standardized Mortality Ratio (HSMR) Linda Schaefer, manager of Quality and Patient Safety, presented the hospital standardized mortality ratio (HSMR). There were no quality care issues noted, and BWH is meeting the provincial target. Quality Improvement Plan (QIP) Linda Schaefer informed the committee that there were no updates on the Quality Improvement Plan (QIP) as of now. The following items will be going forward to the board for review:

• The Adverse and Critical Incident Report • Integrated Risk Management Update

Submitted by: Brian Knott, Chair

FOI

Italics

*

ⱡ

JUL

18

AUG

18

SEP

18

OCT

18

NOV

18

DEC

18

JAN

19

FEB

19

MAR

19

APR

19

MAY

19

JUN

19

JUL

19

AUG

19

SEP

19Report

PeriodYTD

1 SarniaQIP/

P4R

25.7

hrs

20.3

hrs

<=16

hrs23.4 20.2 29.3 19.4 19.0 6.3 12.9 18.2 17.2 11.3 13.6 15.9 17.9 15.0 8.1

Jan -

Dec14.7 t

2 SarniaSP/

NOW

9.7

hrs

7.9

hrs ⱡ 2 hrs 9.5 8.2 11.7 6.8 6.4 3.3 5.1 6.5 6.2 4.1 4.6 5.3 6.3 4.7 3.5

Jan -

Dec5.2 t

SarniaHSAA/

P4R

10.8

hrs

9.3

hrs

<=8

hrs10.5 8.8 11.1 8.9 9.1 8.0 8.9 9.7 9.4 9.2 8.9 9.2 9.1 8.7 7.6

Jan -

Dec8.9 t

Petrolia 0 04.0

hrs* 3.5 4.0 3.6 3.8 4.3 3.6 4.0 3.6 4.1 4.3 4.6 4.3 4.4 4.7 3.8

Jan -

Dec4.2 t

Sarnia P4R33.3

hrs

26.0

hrs

<=20

hrs29.0 26.6 38.1 24.5 24.9 14.2 20.3 25.5 24.1 18.6 19.5 22.6 26.0 21.0 15.8

Jan-

Dec21.4 t

Petrolia 0 07.9

hrs* 9.6 12.2 10.9 6.3 6.8 7.9 5.0 6.1 7.3 10.3 5.4 7.9 9.3 7.5 5.1

Jan -

Dec7.2 t

5 0.0 n/a 4 0Jan-

Dec4 t

6 QIP 12.3% 12.1% 12.1%Jan-

Dec11.7% t

7 QIP 19.2% 18.5% 16.4% 0Jan-

Dec9.3% 0

ED n/a 51.1% 52.0% 49.3 52.2 41.1 50.0 56.4 50.8 47.0 49.2 52.3 53.1 53.4 41.7 55.1 54.8Jan-

Dec50.9% t

Inpatient

Med/Surg65.6% 65.9% 67.0% 62.7 64.8 54.2 65.5 69.8 63.8 64.1 62.8 71.4 81.4 66.7 73.6 76.7 71.7

Jan-

Dec71.0% t

ED SP 82.4% 83.5% 85.0% 89.2 76.6 81.5 82.8 91.2 87.9 78.5 75.4 86.4 80.4 87.9 91.8 89.9 78.0Jan-

Dec83.7% t

Inpatient

Med/SurgQIP 55.1% 56.7% 58.0% 55.1 50.0 51.0 63.5 61.8 61.7 47.6 54.8 56.1 65.2 61.7 63.0 54.2 63.6

Jan-

Dec57.9% t

ED n/a 71.7% 73.1% 75.7 68.2 70.2 64.4 72.2 72.7 66.2 68.9 56.8 67.3 67.2 68.8 62.9 71.4Jan-

Dec66.2% t

All Inpatient n/a 74.7% 76.0% 80.9 66.7 70.4 80.9 79.2 87.1 76.0 76.7 88.0 83.1 83.9 73.9 90.3 86.3Jan-

Dec83.4% t

11 QIP n/a 81 * 5 3 5 16 17 15 35 33 41 27 28 18 21 8 17Jan-

Dec228 t

0

0

0

1 2 2

Was patient/family treated with kindness

Overall Incidents of Workplace Violence

Positive score = 9 - 10

0

Strengthen Patient and Family-Centred Care

Readmission with 30 days for COPD

11.0 17.5 10.8OMHRS assessments: 30 days or less since last discharge from

this facility; excluding short-stay assessments

This is preliminary data and subject to change22.6 21.3 9.3

Leaving hospital did patients receive

enough information

This indicator tracks the total number of incidents reported

organization wide. Collecting baseline

12.830-Day Mental Health Readmission

Meets/Exceeds Target

Meeting baseline but not meeting target

Performance not meeting baseline

Data Unavailable

Q2 18/19 Q3 18/19 Q4 18/19

Quality Committee Performance Scorecard

REF

. Q1 19/20

Masked due to n size <5

n size between 5 - 29

no established target

corporate target

Key Performance Indicators

Pee

r

Co

mp

arat

or

De

sire

d

Tre

nd

ingQ219/20

TargetBaseline CommentsTrending

Quality Care - Assure the right care, in the right place, at the right time, by the right provider

0Average Time to Inpatient Bed

Improve access to care

0

0

Total High Severity Patient Safety Incidents

(Level 4 - 5) 00

Build sustainable partnerships and collaborations

Ingrain patient safety

3

4

90th Percentile Time to Inpatient Bed

90th Percentile ED Length of Stay for

Complex Patients

90th Percentile ED Wait Times

(Admitted Patients)

YTD

Performance

UP

DA

TED

#

8

9

10

Focus on the experience of care and caring

Positive score = 9 - 10

Positive score = Yes

Positive score = Completely

SP

Positive score = Yes, definitely

Overall Rating of Experience

Positive score = Yes, definitely

Inspired People - Advance our culture of kindness with an intention to learn, lead, collaborate and celebrate

Exceptional Relationships - Expand innovative partnerships and collaborations to improve experiences, services, transitions and community health

SP

Resource Utilization and Audit Committee (RU&AC)

November 7, 2019 Highlights

Financial Statement Presentation and Quality Based Procedures – Financial Exposure Presentation The Committee received an educational presentation on the Financial Statements and the Quality Based Procedures (QBPs) – Financial Exposure. The various sources of revenue were explained including how the funding flows from the LHIN/Ministry of Health and Long-Term Care (Ministry) to the hospital. An overview of the Health System Funding Reform Model (HSFR) was provided and how the Patient Based Funding differs from global funding. The Committee received tips on how to read the financial statement and reviewed the September financial statement in detail. The Committee received an explanation regarding the importance of QBPs; how QBPs align with the HSFR; how the funding is achieved; and, how they are funded by the LHIN and Cancer Care Ontario. The presentation has been uploaded to ShareFile. Ministry/LHIN Service Accountability Agreements The Committee received an educational presentation on the Ministry/LHIN Service Accountability Agreements. The definitions of the Hospital Accountability Planning Submission (HAPS); the Hospital Service Accountability Agreement (H-SAA); the Community Accountability Planning Submission (CAPS) and the Multi-Sector Accountability Agreement (M-SAA) were explained. The Committee was advised the definitions could change as hospitals transition to Ontario Health Teams. The Committee received an explanation of what the HAPS/CAPS are; when they are signed; and, how they inform performance measures/metrics in the H-SAA/M-SAA. The H-SAA/M-SAA agreements are prepared to reflect the fiscal year. The presentation has been loaded to ShareFile NOW (No One Waits) Quarterly Update The Committee received a presentation on the NOW initiative highlighting the progress made to the Time to Inpatient Bed indicator for Quarter 1 2018-19 to Quarter 1 2019-20. The Committee received an update on the hospital’s performance for the pay for results initiative, in particular, the improvements made to BWH’s Time to Inpatient Bed and Emergency Department Length of Stay. The Committee received highlights of the progress that has been made to shift the culture. There is better communication/collaboration amongst staff/physicians. The Committee received an overview of the next steps to create a flex culture and how this will be achieved. The Committee received updates on the following items:

- e-VOLVE (Hospital Information System) - Ontario Health Teams

-2- In addition, the following items will be coming forward separately for Board approval/discussion:

- Chief Financial Officer Certificate - Balanced Scorecard - Chief Financial Officer Certificate - Monthly Financial Statement - Analysis of the Loans and Investments - Hospital Parking Directive Attestation

Submitted by: Marg Dragan Chair, Resource Utilization and Audit Committee

Statement of Revenue and ExpenseForecast surplus/(deficit) as at March 31, 2020Based upon the six (6) months ended September 30, 2019(000's)

19/20 19/20 19/20 19/20 19/20 19/20 Projected 19/20 NotesYTD YTD YTD YTD % Annual Forecast Variance to Forecast %

Budget Actual Variance Variance Budget Amount Budget Variance

Revenue $

LHIN Revenue 75,009 74,510 (499) -1% 149,861 149,630 (231) 0% 1Cancer Care Ontario Revenue 3,945 4,378 433 11% 7,891 8,700 810 10% 2Paymaster Funding 647 644 (3) 0% 1,293 1,293 - 0%OHIP Revenue 6,813 7,079 266 4% 13,775 14,255 480 3% 3Patient Revenue - Other 705 907 202 29% 1,411 1,813 402 29% 4Room differential 1,234 1,429 195 16% 2,469 2,857 388 16% 5Co-payment 217 251 34 16% 434 502 68 16%External Recoveries 1,182 1,232 50 4% 2,617 4,421 1,803 69% 6Parking Revenue 520 538 18 3% 997 1,015 18 2%Other Revenue 218 232 14 6% 236 250 14 6%Deferred Equipment Grants 1,332 1,150 (182) -14% 2,664 2,664 - 0%Interest and Donations 50 92 42 84% 100 142 42 42%

Total Revenue $ 91,873 92,443 570 1% 183,750 187,543 3,793 2%

Expenses $

Salaries and Wages 45,758 45,490 268 1% 92,067 92,067 - 0%Medical Staff Remuneration 10,909 11,352 (443) -4% 21,917 22,668 (751) -3% 3Employee Benefits 12,570 12,918 (347) -3% 24,911 25,459 (547) -2% 7Employee Future Benefits 150 162 (12) -8% 300 312 (12) -4%Utilities, Buildings & Grounds 2,100 1,878 221 11% 4,194 4,048 146 3%Equipment Expense 3,419 3,542 (123) -4% 6,694 6,917 (223) -3%Supplies and Expenses 5,274 5,561 (287) -5% 10,548 11,034 (487) -5% 8Contracted Out Services 1,874 1,880 (6) 0% 3,748 3,748 - 0%Medical/Surgical Supplies 4,344 4,564 (220) -5% 8,688 9,058 (370) -4% 9Drug Expense 3,114 3,502 (387) -12% 6,228 6,926 (697) -11% 2Interest Expense 156 128 28 18% 312 312 - 0%Amortization 2,921 2,368 553 19% 5,842 5,642 200 3% 10

Total Expenses $ 92,588 93,345 (757) -1% 185,449 188,191 (2,742) -1%

Hospital Operating Surplus/(Deficit) $ (715) (902) (187) n/a (1,699) (648) 1,051 n/a

Net Marketed Service Surplus/(Deficit) 174 112 (62) -36% 390 360 (30) -8%

Net Other Vote Surplus/(Deficit) (4) (0) 4 n/a 0 0 - n/a

LHIN Operating Surplus/(Deficit) $ (546) (791) (245) (1,309) (288) 1,021

Deferred Building Grants 4,439 4,476 37 1% 8,878 8,878 - 0%Building Amortization (5,175) (5,223) (49) 1% (10,349) (10,349) - 0%Interest on L/T Liabilities (42) (33) 10 -23% (85) (85) - 0%

Operating Surplus/(Deficit) $ (1,324) (1,571) (247) (2,865) (1,844) 1,021

Notes to Financial StatementsSeptember 30, 2019 Actual and Full Year Forecast

Note 1

Note 2

YTD Actual Annual Budget Year-End Forecast

$ 1,960,327 $ 2,800,000 $ 3,920,655 $ 2,318,888 $ 4,886,408 $ 4,575,542 $ 99,009 $ 204,258 $ 204,258

$ 4,378,224 $ 7,890,666 $ 8,700,455

Note 3

Note 4

Note 5

Note 6

Note 7

Note 8

Note 9

Note 10

Total Funding

Amortization expense is expected to be under budget by $200K at year-end. Delays in the purchase of approved capital items that require a competitive procurement process contribute to this forecasted variance.

Ontario Breast Screening Program Funding

Employee Benefits are over budget by $347K at the end of September. The hospital is forecasting a negative variance of $547K at year-end. The majority of the variance is a result of the hospital portion of benefits for employees who are off on an approved leave (ie. maternity leave). Employees have the option of contributing to certain benefits and pension while off on leave. If they choose to contribute, the hospital will incur the expense of the employer portion of the benefits.

Bluewater Health is forecasting a deficit of $288K for the 19/20 fiscal year which is $1.02M better than the budgeted deficit of $1.3M. At the end of September, the hospital had a deficit of $791K. The largest contributing factor to the YTD and forecasted variances from budget are employee benefits, med/surg supplies & other supplies. Drug expenses and medical staff remuneration are also forecasting to be over budget for the year (there is offsetting revenue for much of these variances).

LHIN Revenue is under budget by $499K at the end of September. This negative variance is attributed to QBP achievement compared to budget and a LHIN recovery for psychiatric stipend funding from prior years. The year-end forecast is under budget by $231K. By year-end the hospital anticipates achieving all QBP funding which explains the reduction in variance from budget.

Bluewater Health does OHIP billings for various physician groups. There is an offsetting Med Staff Remuneration expense for these billings. The September YTD variance for OHIP Revenue and Med Staff remuneration is primarily CT, Radiography & MRI .

Patient Revenue - Other is a combination of WSIB Revenue, Revenue from Other Provinces, Revenue from Non-Residents, and Revenue paid directly by Patients. As of the end of September, these revenues were better than budget by $202K. The majority of this positive variance is revenue from other provinces and non-residents. The hospital anticipates further improvements to this positive variance to year-end.

Bluewater Health receives CCO funding for Oncology Drugs, QBPs, and the Ontario Breast Screening Program. Bluewater Health is forecasting achieving all QBP funding for Endoscopy and the Oncology program. The forecast anticipates a potential shortfall of QBP funding related to Cancer Surgeries. CCO funded Oncology drugs are contributing to the positive variance. The Oncology program has a corresponding overage in drug expense.

Description

Oncology Drug FundingQBP Funding (Cancer Surgeries, Endoscopy, Systemic Therapy)

The hospital re-allocated budget and actual expense from the Supplies and Other Expense line to the Medical Staff remuneration line. The annual budget reallocation was approximately $1M. There was no change to overall budgeted deficit for the year. The movement of budget was done to align with changes made in regards to reporting of actual expense.

Supplies and Expenses are over budget $287K at the end of September. This negative variance is mainly due to patient transporation costs, and professional fees. The forecasted negative variance is expected to grow to $487K due to some unbudgeted community integration work.

Room Differential revenue is better than budget by $195K at the end of September. The majority of this positive variance is from Inpatient Mental Health, Telemetry, & Obstetrics. The year-end forecast anticipates further improvements to this positive variance.

Med/Surg supplies are over budget by $220K at the end of September. This negative variance is primarily attributed to the Operating Room which performed higher volumes of hip & knee replacements. This negative variance is forecasted to grow to $370K at year-end.

External Recoveries are forecasted to be better than budget by $1.8M at year-end. This positive variance is attributed to a utility rebate dating back to January 2017.

Balance SheetAs at September 30, 2019Comparison to September 30, 2018(000's)

% Change

Assets

Current AssetsOperating Cash $ 5,541 8,982 -38%Investments - CEE Site 998 1,317 -24%Accounts Receivable 6,057 5,046 20%Accounts Receivable - MOHLTC 0 0 #DIV/0! Inventories 909 611 49%Prepaid Expenses 2,178 1,903 14%

Total Current Assets 15,684 17,859 -12%

Fixed AssetsLand and Land Improvements 7,446 7,446Building/Building services Equipment 335,217 333,540Furniture and Equipment 79,709 87,961Less: Accumulated Amortization (185,187) 237,184 (181,083) 247,864 -4%Construction in Progress 1,469 1,466 0%Other Non Current Assets 413 399 3%

Total Fixed Assets 239,066 249,730 -4%

Total Assets $ 254,750 267,588 -5%

Current LiabilitiesAccounts Payable 2,126 2,439 -13% Accounts Payable - MOHLTC 1,045 2,547 -59%Accrued Salaries & Vacation Pay 8,767 8,655 1%Current Portion - Long Term Debt 570 557 2%Other Liabilities 7,187 7,000 3%

Total Current Liabilities 19,696 21,198 -7%

Long Term LiabilitiesLong Term Bank Loans Payable 1,836 2,970 -38%Deferred Revenue 206,513 215,385 -4%Post Employment Benefits 15,361 15,538 -1%Other L/T Liabilities 2,494 1,547 61%

Total Long Term Liabilities $ 226,205 235,439 -4%

EquityOpening Equity 10,421 11,868R&E Surplus/(Deficit) (1,571) (916)

Total equity 8,850 10,952 -19%

Total Liabilities and Equity $ 254,750 267,588 -5%

Hospital Accountability Agreement Indicators: Negotiated Target

Current Ratio 0.75 0.78 0.60

Adjusted Working Capital 1,513$ 2,117$ -$

Note: Current ratio excludes CEEH Site Investments

Adjusted Working Capital is calculated using the definition of the Working Capital Funding Initiative

2019/20 2018/19Actual ActualSep-19 Sep-18

180 Riverview Drive Chatham, ON N7M 5Z8 Tel: 519 351-5677 • Fax: 519 351-9672 Toll Free: 1 866 231-5446 www.eriestclairlhin.on.ca

Via email October 22, 2019 Mike Lapaine President and Chief Executive Officer Bluewater Health 89 Norman Street Sarnia ON N7T 6S3 Dear Mr. Lapaine: Re: Investments to Sustain Capacity within the Hospital Sector – Fiscal 2019/20 The Erie St. Clair Local Health Integration Network (ESC LHIN) is pleased to advise that Bluewater Health will receive $2,112,000 in one-time funding in fiscal 2019/20 to sustain capacity within the hospital sector. The intent of this funding is to maintain existing services in medium-sized hospitals. Please note: this information is under embargo and should not be discussed with any party other than the ESC LHIN and the Ministry until further notice. The terms and conditions of this funding are set out in the attached Schedule A. The funding allocation will form part of your budget and will amend the current Hospital Service Accountability Agreement (HSAA). Please indicate your acceptance of this funding, the terms and conditions, by signing the attached Sign-Back Form and returning it by scanned copy to Annette Masalsky, Adminstrative Assistant, at [email protected] with in one week of receipt of this letter. If you have any questions regarding this funding letter, please contact Rick Racic Performance Analyst at 1-888-310-8881 ext.7121 or [email protected]. Sincerely, Ralph Ganter Chief Executive Officer SC:am Attach - Sign Back Form Schedule A



2019-20_048_BWH_SustainCapacity_1X

Schedule A Terms and Conditions

Project Title: Investments to Sustain Capacity within the Hospital Sector

Initiative: Medium Hospitals- 1.5% Increase - One- Time

Funding:

Fiscal Year One-time Base-Fiscal Base Annual Total Fiscal Year 2019/20 $2,112,000 $2,112,000

Description of Initiative/Project: • Investments to sustain capacity within the hospital sector to maintain existing services in medium-

sized hospitals.

Deliverables: • This funding should be applied to preserve access to care, eliminate or reduce hallway health care,

promote sustainability of hospital operations and to protect existing core services.

Performance Measurement: • The ESC LHIN and hospital will work together to use existing performance indicators or new

indicators if required, to measure and track: o Access to care; o Bed capacity; o Use of hallway health care; o Number of patients admitted/treated; o Preservation of core service; and, o Wait times.

Reporting Requirements: • Continue reporting HSAA performance indicators; work with the ESC LHIN to identify additional

indicators if necessary.

Conditions: • The initiative/project will not increase risk to multi-year expense limits and annual balanced budget

requirements. • The health service provider (HSP) is required to maintain financial records for this allocation for

year-end evaluations and settlement; unspent funds within the fiscal year may be subject to recovery.

• The HSP will ensure that any procurement of goods and services through the use of these funds will follow The Broader Public Sector Procurement Directive (Directive). If the HSP is not mandated to adhere to the Directive, the HSP will have a procurement policy and apply consistent practices that are based on best practices to increase efficiency in procurement practices.

2019-20_048_BWH_SustainCapacity_1X

SIGN-BACK FORM

Re: Investments to Sustain Capacity within the Hospital Sector – Fiscal 2019/20 Bluewater Health agrees to use the one-time funding entitlement provided by the Erie St. Clair Local Health Integration Network to support the Investments to Sustain Capacity within the Hospital Sector - Medium Hospitals - 1.5% Increase program as intended per the letter dated October 22, 2019 and corresponding Schedule A. AGREED TO AND ACCEPTED BY: Bluewater Health By: _____________________________________ __________________________ Mike Lapaine Date President and Chief Executive Officer

FOI

Italics

*

ⱡ

JUL

18

AUG

18

SEP

18

OCT

18

NOV

18

DEC

18

JAN

19

FEB

19

MAR

19

APR

19

MAY

19

JUN

19

JUL

19

AUG

19

SEP

19Report

PeriodYTD

1 SarniaQIP/

P4R

25.7

hrs

20.3

hrs

<=16

hrs23.4 20.2 29.3 19.4 19.0 6.3 12.9 18.2 17.2 11.3 13.6 15.9 17.9 15.0 8.1

Jan -

Dec14.7 t

2 SarniaSP/

NOW

9.7

hrs

7.9

hrs ⱡ 2 hrs 9.5 8.2 11.7 6.8 6.4 3.3 5.1 6.5 6.2 4.1 4.6 5.3 6.3 4.7 3.5

Jan -

Dec5.2 t

SarniaHSAA/

P4R

10.8

hrs

9.3

hrs

<=8

hrs10.5 8.8 11.1 8.9 9.1 8.0 8.9 9.7 9.4 9.2 8.9 9.2 9.1 8.7 7.6

Jan -

Dec8.9 t

Petrolia 0 04.0

hrs* 3.5 4.0 3.6 3.8 4.3 3.6 4.0 3.6 4.1 4.3 4.6 4.3 4.4 4.7 3.8

Jan -

Dec4.2 t

Sarnia P4R33.3

hrs

26.0

hrs

<=20

hrs29.0 26.6 38.1 24.5 24.9 14.2 20.3 25.5 24.1 18.6 19.5 22.6 26.0 21.0 15.8

Jan-

Dec21.4 t

Petrolia 0 07.9

hrs* 9.6 12.2 10.9 6.3 6.8 7.9 5.0 6.1 7.3 10.3 5.4 7.9 9.3 7.5 5.1

Jan -

Dec7.2 t

5 HSAA 12.7% 16.2% 16.2% 16.6 17.4 17.0 18.2 16.3 18.7 17.0 14.5 13.4 16.5 14.1 12.4 11.9 13.1Jan-

Dec14.1% t

6 SP 2.8 3.40 2.80Jan-

Dec0 t

7 SP $5,431 $5,988 $5,800 0Apr-

Mar$5,911 0

8 0.0 $5,814 $6,237 $5,849Apr-

Mar$6,257 0

9 0.0 $14,121 $14,404 $12,961Apr-

Mar$14,134 0

10 0 $637 $663 $620 0 0Apr-

Mar$635 0

11 0 $327 $317 $314 $313 $313 $319 $322 $319 $317 $321 $321 $326 $402 $400 $375 $370 $367 $378Apr-

Mar$378 t

12 0.0 n/a $187 $0 -$188 -$245 $57 $29 $89 $187 $78 $476 $847 $175 -$33 -$104 -$100 -$419 -$359Apr-

Mar-$359 t

13 0.0 n/a -$597 -$1,309 -$243 -$122 -$122 -$562 -$715 -$597 -$654 -$663 $127 -$642 -$1,038 -$1,579 -$1,452 -$1,028 -$791Apr-

Mar-$791 t

14 HSAA n/a $2,239 $0 $2,333 $2,025 $2,117 $1,726 $1,268 $2,239 $2,490 $2,982 $1,048 $783 $349 -$305 $951 $844 $1,512Apr-

Mar$1,512 t

15 0.0 n/a 47% 100% 2 2 3 30 45 47 54 56 62 1 1 2 9 13 17Apr-

Mar17% t

Ensure continuous investment in strategic infrastructure

$663

0

0

Rehab Inpatient

(4% of overall activity)$14,335 $14,404

Exceptional Relationships - Expand innovative partnerships and collaborations to improve experiences, services, transitions and community health

0

Our overall expenses for this indicator have decreased by $72K

compared to 17/18 YE. The weighted patient days have

decreased by 570 weighted days for the same period

0

$653 $635

% of Capital Budget Spent Actual YTD 0%

QBP Financial Exposure (Potential lost revenue related to

QBP achievement) Actual YTD in 000s

ALC Rate - All Inpatient Services

(Sarnia and Petrolia)

Continuing Care Cost per Weighted Patient Day

$5,988$5,881

Mental Health Inpatient Cost per Patient Day

Surplus/(Deficit) Actual YTD in 000s

Inspired People - Advance our culture of kindness with an intention to learn, lead, collaborate and celebrate

Adjusted Working Capital Actual YTS in 000s

Focus on the experience of care and caring

#

Build sustainable partnerships and collaborations

90th Percentile Time to Inpatient Bed

90th Percentile ED Length of Stay for

Complex Patients

90th Percentile ED Wait Times

(Admitted Patients)

YTD

Performance

UP

DA

TED

Quality Care - Assure the right care, in the right place, at the right time, by the right provider

0Average Time to Inpatient Bed

Improve access to care

0

0

Meets/Exceeds Target

Meeting baseline but not meeting target

Performance not meeting baseline

Data Unavailable

Q2 18/19 Q3 18/19 Q4 18/19

Resource Utilization & Audit Committee Performance Scorecard

REF

. Q1 19/20

Masked due to n size <5

n size between 5 - 29

no established target

corporate target

Key Performance Indicators

Pee

r

Co

mp

arat

or

De

sire

d

Tre

nd

ingQ219/20

TargetBaseline CommentsTrending

$5,911

Our overall expenses for this indicator have increased by

$180K compared to 17/18 YE and our weighted cases have

decreased by 172 cases for the same period


$236K compared to 17/18 YE and our weighted cases have

increased by 28 cases for the same period

3.12

Outstanding Performance - Optimize roles, resources, revenues, technology and innovation

2.97


$4.2M compared to 17/18 YE and our weighted cases are up

by 427 for the same period

$6,257

$14,134

3.05

ED Outpatient

(12% of overall activity)$6,154 $6,237

Acute Inpatient & Day Surgery (53% of

overall activity)

Cost per

Weighted Case

(Actual YTD)

Demonstrate accountability and efficiency

Absenteeism Rate - (avg # 7.5 hr. sick days) All StaffPrevious target 3.10. Target 2019 CY - 2.80.

2.83 3.40

0

0

0

0

3

4

Chief of Professional Staff Report to the Board

October 2019

At the Medical Advisory Committee meeting held on October 16, 2019, the following items were discussed: Quality Improvement Initiatives

• Approved recommendations from the Patient Order Set Committee • Reviewed the MAC scorecard • Reviewed the Clinical Practice Recommendations for Blood Component use in

Adult Inpatients • Reviewed and approved revisions to the following policies:

o Hospital Employed Nurse Practitioners-Medical Directives Policy o Tracheostomy Weaning Policy

• Received updates on: o Physician Resource Plan, planning for 2020-2021 o Emergency Department coverage o No One Waits (N.O.W.) Initiative o On-call rooms o CPSO approved Continuity of Care policies o New mandatory reporting requirements for adverse drug reactions and

medical device incidents o Communication process from Medical Affairs o MAC workplan o Vaping related Severe Pulmonary Disease o Ambulatory Care review o Influenza clinics starting October 22nd o Ontario Health Teams (OHTs)

Physician Education, Development and Engagement

• Medical Director Evaluations will begin soon • Discussed recent and upcoming events:

o OHT physician information session – October 21st o Mini Medical School – two sessions booked – October 24th with Dr.

Almalki talking about Cancer Screening (breast, lung and colon) and November 18th Dr. Martin will speak about Prostate Health

o Professional Staff Halloween Breakfast – Thursday, October 31, 2019 o Physician Appreciation Evening – Thursday, November 7, 2019 at Huron

Oaks o PLI course – Building and leading teams – January 24 and 25, 2020 o PEP retreat – Monday, October 28th at Guildwood Inn o Bluewater Health Foundation Gala - Thursday, October 17, 2019 o Dream Home Lottery tickets go on sale Tuesday, October 1, 2019

Recruitment/Succession Planning • Recruitment efforts continue for many needed specialists: ENTs, Plastic Surgery,

Anaesthesiologists, Neurologists, Emergency physicians and Psychiatrists (adult and child). We have had successes that are pending credentials.

Emergency Coverage Due to extenuating circumstances, there is a shortage of Emergency Physicians for the Sarnia site. Bluewater Health has received the support of HealthForceOntario (HFO) to support coverage of emergency shifts until we resolve the issue. An aggressive recruitment strategy is in place as well as advertising for physicians interested in being mentored to practice full scope in Emergency, in addition to starting the Sarnia-based residency training program by Western University in Emergency Medicine. Submitted by: Michel Haddad, MD, MSc, FRCSC Chief of Professional Staff, Bluewater Health

Chief of Professional Staff Report to the Board

November 2019

At the Medical Advisory Committee meeting held on November 20, 2019, the following items were discussed: Quality Improvement Initiatives

• Approved recommendations from the Pharmacy and Therapeutics Committee, the Infection Prevention and Control Committee and the Ethics and Research Committee

• Received updates on: o Physician Resource Plan, planning for 2020-2021 o New mandatory reporting requirements for adverse drug reactions and

medical device incidents o Emergency Department coverage o Ambulatory Care review o On-call rooms o OR Assist and HOCC o Corporate vs. medical items – what needs to be brought to MAC o No CPR orders, CPSO policy revisions and legal ruling o Ontario Health Teams o Budget

Physician Education, Development and Engagement

• Discussed recent and upcoming events: o Mini Medical School – two successful sessions have been held so far,

presented by Drs. Almalki and Martin – Dr. Shetty will talk about statins in January, Drs. Cuccarolo, Crombeen and Lacroix will be booked for future sessions

o Physician Appreciation Evening was held November 7, 2019 – Congratulations to the following award recipients:

• Peer Recognition Award – Dr. Renuka Naidu • Culture of Philanthropy Award – Dr. Rob Hislop • Outstanding Contribution to the Hospital – Dr. Richard Cheong • Outstanding Physician of the Year – Dr. Charles Winegard

o Physician Holiday Get Together – December 4, 2019 at Limbo Lounge o BWH Fall Leadership Retreat – December 17, 2019 at Lambton College

Event Centre o PLI course – Building and Leading Teams – January 24 and 25, 2020 o BWHF Winder Wonderland Holiday Market – November 22, 2019 o BWHF Children’s Fun Fest – November 23, 2019 o Dream Home Lottery tickets are on sale – will include houses in both

Sarnia and Petrolia

Recruitment/Succession Planning Recruitment efforts continue for many needed specialists: ENTs, Anaesthesiologists, Neurologists, Emergency physicians and Psychiatrists (adult and child) By-Laws Based on the By-Laws Committee review of the proposed changes to the Corporate By-Law, the MAC is recommending that the Definition section of both the Corporate and Professional Staff By-Laws include a statement clarifying that the MAC is established by the Board as per the Public Hospital Act statute. Submitted by: Michel Haddad, MD, MSc, FRCSC Chief of Professional Staff, Bluewater Health

Tickets for the 25th anniversary Dream Home Lottery are on sale and can be purchased on our

beautiful new website bwhfdeamhome.com. Open houses have started at both homes and

feedback from our visitors and ticket purchasers have been very positive. We are optimistic that

the Sarnia-Lambton community (and beyond our boundaries!) will support this new format.

Working together with our partners, the CEEH Foundation, has been a tremendous pleasure and

we are excited about further opportunities for us to raise important funds together for both sites

of Bluewater Health.

We ae grateful to the entire team who put together the Dream Home Lottery:

the Dream Home committee,

Sarnia builder Steve DeMelo of Stelobrook Home and decorator Lori Bambury of

Brushstrokes Interiors

Petrolia Builder John Sepe of Sepe Construction and decorator Darcie Janzen of

D. Janzen Interiors

BMW Sarnia, Sell off Vacations, Crowley’s Jewelers, Cogeco, Imperial Theatre and

Victoria Playhouse Petrolia for our awesome prizes

and of our suppliers for their efforts in building us two fantastic Dream Homes!

With the generous support of our lead sponsor NGL Supply, we were thrilled to welcome Jessica

Holmes to our community. She was the keynote speaker at our annual gala held on Thursday,

October 17th at Huron Oaks. Jessica was engaging and hilarious and shared so much with the

audience. The gala was an incredible success and raised both funds and awareness of the

ACCESS Open Minds project. Thank you to all of our sponsors and guests for their support of our

gala. If you have any ideas for next year's speaker, please let me know.

On November 15th, we celebrated National Philanthropy Day and recognized the importance

and impact of generosity and volunteerism. National Philanthropy Day ® celebrates the

charitable work that EVERYONE does to make a difference and create impact in their

communities. Whether you’re a donor or a volunteer (or both!), young or old, no matter how

much you give or what causes you support—what you do from the heart makes a difference!

Thank you to all support Bluewater Health Foundation. Our communities, our country and our

world is healthier and stronger because of the so many who support the work of charities.

Bluewater Health and the Foundation, together with presenting sponsor Campbell Kennedy

Wealth Management, were thrilled to host the annual Physician Appreciation Evening this

month. It was a wonderful event recognizing and celebrating the physicians in the Sarnia-

Lambton community who provide care and compassion to so many. Thank you to all who

attended and congratulations to all of the award recipients. The foundation was proud to

honour Dr. Rob Hislop with the Culture of Philanthropy award this year. This award recognizes a physician whose personal generosity and community leadership has inspired others to become involved in supporting Bluewater Health. Dr. Hislop joined the Foundations’ board of directors in 2017 and is a wonderful ambassador of the work that we do. He and his wife Julie are generous supporters, they attend foundation special events and most recently volunteered at “Brews for Breasts” community event where they set a record for 50-50 sales for the mammography department.

Executive Director ReportOctober/November 2019

Dan Edwards and the Do it for Sarnia campaign achieved its $150,000 goal with the incredible

success of the summer Block Party featuring The Trews. The funds will support the development

of a patio space for the inpatient mental health unit. Dan shared this incredible news recently

with staff and patients of the unit. As you can imagine the response was overwhelming. The

patio is an identified priority need for the floor and we are so grateful to Dan for supporting this.

The new space will provide a beautiful outdoor area to patients, who at times are not able to

leave the unit. I know you join me in acknowledging and thanking Dan for all his efforts!

Winter Wonderland, presented by Mainstreet Credit Union, took place November 22nd and 23rd

at Degroot’s. It was a wonderful way to kick off the holiday season! We are grateful to our

sponsors, our volunteers and all who attended. A very special acknowledgment to the Mental

Health and Addictions staff who volunteered their time over the weekend.

The Light up Our Hospital ceremony, coinciding with the annual patient and family carolling

event, will take place Nov. 28th. We are in need of some volunteers who are able to assist with

bringing patients to the atrium to enjoy the carolling. Please let me know if you are able to

attend and help out. Thank you to staff from the Foundation office and the Maintenance

department for all of their efforts and assistance in making Bluewater Health festive.

Respectfully submitted,

Kathy Alexander Executive Director

Documents

AGENDA - Bluewater Health