Year: 2014

Local MPP Jim McDonell was quick to react to Winchester District Memorial Hospital’s announced bed closure last week.

Within a few hours of the announcement McDonell issued a press release from Queen’s Park.

“Winchester District Memorial Hospital announced the permanent closure of 14 beds earlier today, which equates to more than 22 per cent of their total capacity,” reads the release. 

The MPP is concerned with the impact this will have on the community. 

“At a time when the senior population of Stormont-Dundas-South Glengarry has increased and requires access to acute and chronic healthcare, the Government’s funding approach is causing local beds to close,” said MPP McDonell. 

“We have seen the present government slowly and silently eroding the provision of health services. While they may claim to be encouraging home care and other alternative health provisions, they focus more on creating expensive levels of administration and agencies such as Local Health Integration Networks, rather than actually delivering patient services. WDMH provides an essential service in an area that does not have easy access to either the Cornwall area or Ottawa hospitals – their ability to respond to any health situation that may arise is dependent on their capacity.”

 “WDMH is an essential service for Stormont-Dundas-South Glengarry, providing excellent care and stable, local skilled jobs. Enough is enough. The funding cuts that led to this closure are unacceptable and the Minister of Health must be held to account. I have created a petition against the closure of the 14 beds at WDMH, I encourage the community to sign in so that I can present it in the Legislature and show the Minister the terrific support for our highly recognized hospital.  It is available on my website and at my office.”

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February 25, 2014, the Winchester District Memorial Hospital Board of Directors approved a plan to balance the hospital budget for the 2014/2015 fiscal year. Achieving this was more challenging than in years past since, for several years, government funding increases have been much less than increases in expenses.

“Caring for our patients is our number one priority,” notes Lisa Little, Board Chair. “This plan is the result of a collaborative process that involved staff, physicians, volunteers and Board members. Everyone worked together to identify opportunities and provide feedback.”

The plan contains four key elements. 

“We are pleased to report that none of these changes affect patient services and programs. In fact, WDMH is doing more surgeries, providing more cancer care, seeing more outpatients, and admitting more inpatients than ever before,” adds Lisa Little.

WDMH will permanently staff 12 beds on Complex Continuing Care (previously 17) and 25 beds on the Medical/Surgical Unit (previously 34). 

The ECU (Enhanced Care Unit) will also relocate to the second floor, adjacent to the Medical/Surgical Unit. 

“These changes reflect the number of inpatient beds that have been in continuous use over the past year,” notes Cholly Boland, CEO. “WDMH is actually admitting more inpatients than ever before. However, they are staying for less time due to advancements in the practice of medicine, new technologies and additional supports in the community.”

WDMH will be eliminating the equivalent of 9.5 full-time positions in nursing, housekeeping, food services and management. 

“The good news is that no one is losing their job,” adds Cholly Boland. “These changes will be achieved by not filling vacant positions and reducing some part-time hours.”

WDMH will raise the daily parking fee from $2 to $5, and raise the monthly fee from $20 to $25 (for staff and visitors). 

“The WDMH parking rates have remained the same for the past 14 years and WDMH has the lowest hospital parking rates in Eastern Ontario,” explains Cholly Boland. “Proceeds from parking fees are used to support patient care.” This change will take place in late spring.

Finally, a review of all supply budgets is underway. Supplies include almost anything purchased externally such as medical and surgical supplies, heat and electricity, linen and private patient transportation. “Currently, we spend more on supplies than most other similar hospitals and we want to improve that,” says Cholly Boland.

“We are committed to providing the same level of high-quality hospital care and will keep our local communities informed as these changes are implemented,” sums up Lisa Little.

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The average residential property owner in South Dundas will pay about $8 more in municipal property taxes this year, and when combined with the Counties and Education levies the average property tax bill will be about $20 more than last year.

An average home in South Dundas is valued at approximately $176,000.

Capital and operating budgets approved by South Dundas council for 2014 result in a total levy of $5,231,000, which is about $85,000 more than last year.

South Dundas council wrapped up two days of budget deliberations February 20 and 21, satisfied that they had met their target to hold the municipal levy increase close to one per cent.

At the outset of budget deliberations, South Dundas mayor Steven Byvelds said, “We need to concentrate on getting the projects we’ve started done. We as a council have to consider what’s good for all of South Dundas, not just for individuals.”

With reserves sitting in fairly good shape at about $3 million, Byvelds suggested, “It’s better to set the books straight for the end of this year so the new council isn’t left to question what we did over the last four years.”

With staff submitting budgets that did not include a lot of excess, council made quick work of the operational budgets. For the most part they were happy with the capital projects presented, and provided their approval.

South Dundas chief administrative office Steve McDonald said there were no service cuts in the budget and told council that the 2014 budget included a one per cent increase in wages and council honourariums. Annual contributions to the municipal return of service incentive for new doctors ended this year.

“This is not an exciting budget. It’s a stay the course budget,” added McDonald, who thanked management staff, especially the treasurer, for the months of hard work that were poured into this document.

The budget does not become official until the budget bylaw is approved by council. It will be presented to council at the March 4, regular council meeting.

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The Stormont-Dundas-South Glengarry Provincial Liberal Association has scheduled an all candidate’s debate for Monday March 3rd at 6:30 PM at the Best Western Plus Hotel, 1515 Vincent Massey Drive, Cornwall. 

The event will feature the candidates seeking the nomination for the Provincial Liberal Candidacy. Candidates will be asked a series of questions from the event moderator, and be given an allotted period of time to respond to the questions.

“There are two excellent candidates currently seeking the nomination, who come from two very

different backgrounds” explains James Borer, president of the SDSG PLA. “Both would make very strong candidates in the next Provincial election.”

Currently the two candidates seeking the nomination are Del Jones and John Earle.

The event is open to the general public. 

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Darren Dalgleish, General Manager and CEO of the St. Lawrence Parks Commission (SLPC) has won a Canadian Government Executive (CGE) Leadership award.  

This prestigious award recognizes Dalgleish and his team for leadership in business renewal efforts through their strategy ‘Alive in Five’.  

“I am very honoured to be recognized with this award.  The toughest part of my job as CEO of SLPC is standing to receive recognition for work that others have done.  Over the past two years, my incredibly talented team has rallied around a common vision of self sufficiency and business excellence and we have achieved real momentum,” said Darren Dalgleish, General Manager and CEO, St. Lawrence Parks Commission.  

The award criteria was based upon the demonstrated benefits  improved service and reduced costs; difficulties faced; the quality of change management and leadership; innovation, collaboration, networking and partnerships; the development of team support and employee “buy-in”; the significance and materiality of the project; lessons learned and Replicability.

 “Congratulations to Darren Dalgleish on receiving the 2014 Canadian Government Executive Leadership Award.  The Commission has successfully enhanced its service offerings in creative and innovative ways during challenging economic times.  This award is a well-deserved testament to the hard work, dedication, ingenuity and leadership of the entire St. Lawrence Parks Commission team,” said Steven Davidson, Deputy Minister, Ministry of Tourism, Culture and Sport. 

Shortly after the arrival of Dalgleish, the SLPC adopted the business renewal strategy they call ‘Alive in Five’.  

The strategy, now in its third year, aims to completely renew the organization to self sufficiency within five years.  

There are two essential pillars of this plan; 1: Cost Structure improvement through the execution of Lean Kaizen methodology, enrichment of programs and product portfolio.  

“As an Agency of the Ministry of Tourism Culture and Sport, our priorities are complex and diverse, but we believe growth and cost effectiveness are key to regional economic growth and essential to enabling sound stewardship of the heritage facilities and properties entrusted to us” said Dalgleish.  

“Our focus is simple, we simply challenge everything we do with the question – “Would the customer be willing to pay for that?”” Dalgleish added. 

The other key is to lead a staff culture change whereby there was greater connection from the top to bottom of the organization with fewer layers, more open dialogue and greater employee engagement.  

Staff surveys, quarterly ‘All Hands’ meetings, Kaizen events, a Hero’s Cup staff award recognition program and other initiatives have helped to dramatically improve employee morale and engagement.  

“The open door management style at SLPC is taking hold” Dalgleish said.  

He also sites General Electric’s philosophy of E=QxA (effectiveness = quality (of the idea) x acceptance) as essential to the sustainability of change and at the core of SLPC’s quest. 

“Darren has brought an important private sector perspective to the St. Lawrence Parks Commission.  His passion for his work has permeated the whole organization and has given new energy to all our initiatives,” said  Ian Wilson, Chair, St. Lawrence Parks Commission.

Canadian Government Executive is the journal of record for public sector executives.  

Now in its 19th year of publishing, CGE reaches a wide national audience of senior decision-makers and managers across federal, provincial and municipal jurisdictions.  

Their mission is to contribute to excellence in public sector management. 

Our contributors are among the sectors most well-known and respected thought leaders.  Published 10 times a year, CGE reaches up to 60,000 public sector leaders and decision-makers every month. 

With extensive experience in business renewal and development, Dalgleish joined the St. Lawrence Parks Commission as CEO in 2011 charged with executing a corporate transformation to create business sustainability.  

He has extensive executive leadership experience in the public and private sectors, led multinational companies and business transformations.  

He is educated in Engineering and Business and has studied at Loyalist College, York University and the University of Tennessee and is a Six Sigma Black Belt. 

The St. Lawrence Parks Commission operates internationally renowned historic site Upper Canada Village, Fort Henry National Historic Site of Canada, part of Ontario’s only UNESCO World Heritage Site, thirteen campgrounds and beaches from the 1000 Islands to the Quebec border, Crysler Park Marina, Upper Canada Golf Course and Upper Canada Migratory Bird Sanctuary along with two scenic parkways – the Long Sault Parkway and the 1000 Islands Parkway.

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