Management at Kenora's hospital is being asked to form a guiding coalition. Led by credible doctors, the coalition would help to restore lines of communication.
A consultant's report released last week said the rift between management and staff was apparent and impacting patient care. Among the 74 recommendations in the report were suggestions the board of directors be increased by three to 12 members from nine, in order to allow more physicians to be members.
The report comes as the hospital is looking for a new CEO and president. Mark Balcaen's last day is set for the end of the month.
The consultants also suggest new services for youth in crisis, saying management should work with the province on ways to meet demand.
The hospital had previously identified the gap applied for more than a million dollars in funding last year. Staff estimate they see at least one youth a day in crisis. A stabilization unit in Thunder Bay has only eight beds, and it is often full.
At the top of the list of recommendations were fiscal reforms to help with ongoing operations at the hospital, along with future maintenance costs. Board chair Wendy Cuthbert noted the shortage of funding is wearing on staff, but a new formula will help close the gap.
(3)The Medical Staff Association should immediately elect officers to both provide leadership to the MSA and represent the Physicians on the Board of LWDH.
(5)That the Board of Directors amend Article 4.01(a) to increase the number of elected Directors from 9 to 12 in alignment with the OHA Model, and to facilitate the annual rotation of Directors as required by the Public Hospitals Act, succession planning within the Board for leadership roles, and a more balanced distribution of Standing Committee assignments among the elected Directors.
(13)The CEO and COS should develop and implement a formal ongoing multifaceted physician engagement strategy, the goal of which is to ensure LWDH physicians come to recognize that the Administration genuinely seeks a partnership with them, a partnership that will allow them to have a voice in policy and strategy development and implementation, and meaningful input into decisions with clinical implications.
(14)The CEO and Board of Directors should ensure that a commitment to full physician engagement is consistently expressed in internal and external communications.
(15)The CEO and COS should identify and enlist the support of a temporary “guiding coalition” of credible physicians in Kenorawith whom LWDH can work during the transition period. The CEO and COS should work with this Guiding Coalition, to put a process in place to create an effective Medical Organization Structure and implement a strategy to improve the culture and relations between Administration and the Medical Staff.
(23)The VPMental Health and Addictions shouldwork with the LHIN and agree to report the psychiatric bed capacity that is actually available at the hospital.
(45)The VP Mental Health and Addictions and the Manager Mental Health Services should evaluate the ratio of full-time to part-time staff to assist in recruitment.
(46)The CEO and the VP Mental Health and Addictions shouldwork with the LHIN to review the accessibility to and potential need for Child and Adolescent psychiatric capacity and the potential ability for LWDH to meet such demands.
(47)The CEO and the VP Mental Health and Addictions should investigate with the LHIN the requirements for both youth and adult crisis response capacity.
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