Category Archives: Local Health Integration Networks

Hudak flip flops on health care issues

Have the Ontario Tories ditched some of their long-standing health care issues in the wake of the Drummond report?

On the one hand, Hudak likes Drummond’s idea for even larger Local Health Integration Networks, on the other hand, he remains silent on Drummond’s call to hold the line on new long-term care beds. During the election Hudak called for the elimination of the LHINs and pledged to create 5,000 new long-term care beds and renovate 35,000 more.

While PC Leader Tim Hudak has accused Premier Dalton McGuinty of cherry picking the report, he himself has been all over the map, one day insisting the Premier implement it, the next day carving out his own exceptions from the 362 recommendations.

“If the Premier takes a single one of them off the table he must specify an alternative approach,” Hudak said. And then Hudak himself began taking them off one by one, starting with his call to protect $340 million in revenue from slot machines shared with the horse racing industry.

Continue reading

LeClerc named third CEO of Champlain LHIN

The Champlain Local Health Integration Network has confirmed Chantale LeClerc as its permanent CEO.

LeClerc had been serving as interim CEO upon the departure of Alex Munter, who left six months ago to serve as CEO of the Children’s Hospital of Eastern Ontario.

LeClerc, a former nurse, has been with the LHIN since 2008. Prior to stepping into Munter’s shoes, she was senior director of health system integration.

LeClerc has impressive credentials, including graduating from a management program for nursing executives at the University of Pennsylvania’s Wharton School.

LeClerc is the third CEO of the Champlain LHIN since it was created in 2005. Of the 14 LHINs, only three have their original CEOs – Erie St. Clair (Gary Switzer), Central West (Mimi Low-Young) and South East (Paul Huras).

The Drummond Commission for Public Sector reform recommended a wage increase for LHIN CEOs given the turnover of senior management, many leaving for hospital jobs.

According to the Ottawa Citizen, Ms. Leclerc will earn about $249,000 this year.

Did The Scarborough Hospital hide its near insolvency from the LHIN?

The merger between the Scarborough and Toronto East General hospitals may be off, but the Central East Local Health Integration Network certainly took note of one of the report’s statements – The Scarborough Hospital is near financial insolvency.

This may be the main reason why the Toronto East General Hospital backed off from a proposed merger, or as the consultant’s report states, was a “potential show stopper.”

The LHIN has since released a statement March 1st that suggest The Scarborough Hospital’s financial predicament may have been previously misrepresented.

“The report makes a number of observations related to the financial sustainability of The Scarborough Hospital that are not substantiated by evidence or data previously submitted by the hospital to the LHIN which will require some clarification by the hospital,” the LHIN release states.

Or in more common parlance, TSH CEO Dr. John Wright may have some explaining to do.

The LHIN also raised issues about how the merger talks had evolved, noting that the process lacked a transparent explanation of the vision, aims and scope of an integration, a clear understanding of the benefits to the community, nor an appropriate community engagement plan.

The Scarborough Hospital is expected before the LHIN on March 28th to outline its plan on how it will “move forward.”

LHIN warns merger of two Toronto hospitals could undermine access and quality

As The Scarborough Hospital (TSH) openly advocates for a merger with the Toronto East General, CEO Dr. John Wright may have difficulty persuading the Central East Local Health Integration Network of the merits of bringing the two hospitals together.

In a preliminary report recently posted online, the Central East LHIN raises a number of concerns, including the fact that such a merger does not align with their clinical services plan.

The CE LHIN states there is no evidence that “this will improve quality or access,” suggesting that it may possibly undermine it.

The LHIN states that the current activity is not client-focused, lacks a clear engagement strategy, and has not garnered physician support.

They further state there is no evidence to suggest a merger would assist in addressing population health challenges within Scarborough.

The LHIN suggests that if TSH is interested in an alliance, that it would make more sense to look towards “integration” with the Scarborough Centenary Hospital, which is part of the Rouge Valley Health System.

This is not the first time that suggestion has been made. Community groups in Ajax, who have never been happy having their hospital linked to Scarborough Centenary, have long advocated that Centenary should join TSH, leaving the Ajax-Pickering Hospital to link to Durham’s Lakeridge Health.

No application has yet been made by the two hospitals to proceed with a formal merger.

CEO says he wants to increase power base through Toronto hospital mergers

After all the talk about system integration it’s notable that the CEO of a Ontario public hospital should argue for a merger on the basis of enhancing the institution’s power base.

This hardly strikes us as being in sync with the present evidence-based narratives emerging from the Drummond Report or the Minister of Health’s new action plan. Isn’t health planning supposed to be about providing care in the right place at the right time by most appropriate provider? The “power” scenario suggests the province may be making decisions on a different basis.

It is even more surprising given one of the two potential dance partners in the merger is Rob Devitt, CEO of the Toronto East General Hospital.

Continue reading

Drummond Report: Commission relies on unfounded assumptions about hospitals

One of the assumptions of the Drummond Commission report is that if health care services take place in a hospital, it is going to be more expensive.

As Tony Randall once expounded in an episode of television series The Odd Couple, when you “assume,” underlining parts of the word on a blackboard, you end up making an “ass” out of “u” and “me.”

Under such cost assumptions, Drummond recommends anything that isn’t acute care be delivered somewhere else.

The Commissioner does not say what those services would be, but it would be safe to bet it would include rehab, complex continuing care, mental health, palliative care, outpatient clinics and diagnostics, to name but a few. That’s a lot of service to come out of our public hospitals leaving us to wonder what would be left behind?

Continue reading

Drummond Report: Will Dalton McGuinty really implement this mess?

Two days after the Drummond Report was publicly released it is fair to wonder what will actually be implemented for health care. After all, it is not Don Drummond running the province, but Dalton McGuinty.

McGuinty is the master of building firewalls between his policies and the decision-makers at Queen’s Park. For example, how many times did we hear McGuinty and his MPPs suggest unpopular health care decisions were not theirs, but those of the Local Health Integration Networks? Now Don Drummond is the latest lightening rod that separates a long list of nasty trial balloons from the politicians who would like to see how much austerity the public will accept.

The government treated the release of Drummond’s report much like it does the budget, locking up journalists and opposition politicians until the official release at 2:15 pm Wednesday. This is hardly standard protocol and suggests the government was taking the recommendations very seriously. Or was this just optics?

Continue reading

Drummond Report: Health care sectors get funding restraint… and a pony

Don Drummond wants to provide every health care provider with their own pony while the system gets squeezed another notch tighter.

In his report released this week, the Commissioner on Public Sector reform wants to implement everything from increased salaries for the CEOs of the Local Health Integration Networks to triple the per capita spending on public health.

All this is to take place while restraining health care spending increases to 2.5 per cent per year – about half the funding increase from 2011.

Where the savings come from with all this new investment is not clear, nor is there an explanation on how so much can be done with so little. In fact, there is very little costing associated with any of these recommendations.

Continue reading

Niagara and Peterborough hospitals struggle with “improvement” plans

The Niagara Health System and the Peterborough Regional Health Centre are frequently on the radar of the public, and presumably, the Minister of Health and Long Term Care.

While hundreds of kilometres apart, both have accumulated significant debt from years of running operational deficits and both are struggling with unrealistic hospital improvement plans (HIP).

This week both made the news.

Continue reading

CCACs not given sufficient resources to deal with “home first” initiative

The government speaks regularly about moving services out of hospitals and into community-based care, including nursing homes and home care.

They tell us that it is not only more cost-effective, but it is preferred by patients.

So what is the deal with holding the line on CCACs and nursing home beds at a time when the hospitals are being placed under extreme pressure to move alternate level of care patients into the community?

The latest conflict is in Windsor, where the LHIN has refused to give the Community Care Access Centre a waiver to run a $5.2 million deficit.

The CCAC is arguing demand is on the rise and patients will be stranded in hospital if they are unable to provide home care services. Just yesterday Windsor Regional Hospital CEO David Musyj was urging patients to go elsewhere in the anticipated post-Christmas rise in demand for ER services.

No home care. No hospital care. People in the Windsor area must be truly wondering about the direction of their health care.

The CCAC says the overall increase in home care patients is rising by 1,000 to 1,500 per year in Erie St. Clair, and coming out of hospital sooner, these patients are more costly to serve. The cost of the CCACs end-of-life program is rising by 11 per cent per year.

The CCAC is also facing more demand because of delay in the building of a planned 256 bed long-term care home at St. Clair College. They say that delay is costing them $3 million annually.

The LHIN is willing to help out with a one-time grant of $1.5 million while they “study” the needs of the CCAC. In an unusually frank retort, CCAC Executive Director Betty Kutcha told the Windsor Star that “in my view, they’ve got a $1.5 million solution, so they’re trying to fit our problem into that.”

We are hearing that the Home First program – an initiative where hospitals are supposed to discharge patients home to wait for long-term care placement – is increasing overall community referrals to the CCACs by 10 per cent or more. This is a significant strain on their budgets.

Even the Auditor General of Ontario was skeptical in his summer report of the government’s plans to reduce the rate of growth in hospital spending based on service from home care and long-term care where the level of restraint is expected to be even more severe.

When the Health Restructuring Commission of the late 1990s made its recommendations around the transfer of mental health services to community-based agencies, they were adamant that no beds should close until community-based resources were established. The government cut the beds, didn’t provide anywhere near adequate service in the community, and left us with a system that has been the subject of one report after another calling for better.

Are we to repeat the experience as the government pushes hospitals to discharge patients before adequate community resources are put in place?

Seems we never learn.