Healthcare Change Makers

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As CEO of Yee Hong Centre for Geriatric Care, Glen Chow's core focus is providing care that's deeply rooted in cultural understanding. He and his team believe seniors should be seen for who they are, what matters to them, and what gives them comfort.

At Yee Hong, care is adapted to cultural identity instead of expecting seniors to adapt to the organization.

Glen's leadership style while guiding this level of care is built on two major pillars: embracing change and constant improvement.

He believes that improvement isn't a project, it's a way of thinking – which means staying curious and looking for opportunities within change.

On this episode, we hear about how Glen's leadership style has evolved where he empowers others to have a hand in strategy, Yee Hong's expansion in the community, and even how his love for Formula 1 inspires his leadership.

Quotables:

"I've always believed in leading in a really open, collaborative, people focused way. I'm very comfortable on occasion saying I don't have all the answers, I can't do this alone." – G.C
"The best decisions come from bringing the right people together, hearing different perspectives, and taking shared ownership of the direction that's agreed on." – G.C
"Empowerment has to come with accountability. People have to own both the action and the outcome." – G.C
"Good strategy only matters if people can execute it. Strategy can't just sit in some document and belong only to senior people, it has to be pervasive."
"People need to understand where we're going, how their work contributes and why it matters. I find when people have that context along with the support…they can act and the results follow." – G.C
"Constantly looking for ways to improve or enhance something should be part of your normal mindset." – G.C
"Improvement isn't a project, it's a way of thinking." – G.C
"Culturally appropriate care isn't an added feature, it's a really core focus and central to how we build out trust." – G.C

Mentioned in this Episode:

Yee Hong Centre for Geriatric Care
Formula 1
Toto Wolff
Zak Brown

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Email us at Communications@HIROC.com.

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Nova Scotia Health's Dr. Nicole Boutilier brings great optimism to the system. In all that she shares about their work, Dr. Boutilier reminds us why it's important to understand our true north.

Dr. Nicole Boutilier is known at Nova Scotia Health as Executive Vice President, Medicine and Clinical Operations, but she is so much more to the system at large. In her work, Dr. Boutilier dedicates herself to coaching, and developing strong partnerships across the sector.

On this episode of Healthcare Change Makers, Dr. Boutilier shares her excitement around how research and AI will shape the future for the province, and the work they've been doing to open Nova Scotia up to innovation.

Dr. Boutilier also shares many nuggets of wisdom around coaching and bringing people along, so they are as connected to the work as you are.

What keeps Dr. Boutilier and her team focused is remembering how what they do ultimately impacts their community, friends, and family. Looking back on her 30-year career, Dr. Boutilier says what makes it worthwhile is seeing how all the little pieces come together over time.

Listen to this episode if you need a dose of optimism for what you have today, and what's to come.

Quotables:

"You cannot make changes in healthcare without engagement and collaboration amongst many people." – NB

"You really have to think about why you're saying no, and how to get to yes." – NB

"Partnerships are the only way you get there, there is no other way." – NB

"With coaching you learn as much as you actually assist." – NB

"As a coach you say you want to hold people capable, and people are capable… you just need to give them the opportunity." – NB

"There are not always immediate payoffs for things that you do, it's not like other industries… I can look back now over a 30-year career and see all the little pieces. And it makes it worthwhile every day." – NB

Mentioned in this Episode:

Dr. Nicole Boutilier
Nova Scotia Health
Royal Roads University
2026 Chris Carruthers Excellence in Medical Leadership Award Winner
Whistler: Ann Patchett

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Dr. Vera Etches asks herself, "How do we make sure we're supporting children to have a good start in life and the best lives they can live?", to help guide her work as President and CEO of Children's Hospital of Eastern Ontario (CHEO).

This question is Vera's north star when leading initiatives such as CHEO's Integrated Treatment Centre. Set to open in 2028, this new building will join different teams and programs to support children and families in meeting their goals.

With this guiding principle, Vera and her team have also successfully reduced Emergency Department (ED) wait times at CHEO over the past year.

On this episode, we hear about what Vera has learned so far in her role, the value of fostering partnerships, and details around CHEO's Integrated Treatment Centre and ED flow.

Quotables:

"Coming into a new sector, the hospital sector, it definitely felt like I needed to do a lot of listening to really build my own understanding and hear directly from people… what is their experience like, what are they seeing?" – V.E
"We are here for the children, the youth, and their families, and people are so motivated." – V.E
"Because it's about children, it's extremely special work that can make a difference for the population's health long-term for the future generations. I'm happy to be able to focus on this." – V.E
"There's a whole journey before the ED so it's about trying to make sure parents can find information, videos, accessible tools and tips about when to come into the ER." – V.E
"The people we need to hear from are those who have the greatest barriers to access, who are going to show up later, presenting with more worrisome situations." – V.E
"If the system is working better for people who are living in poverty, it will be working better for everyone." - V.E
"Be patient, give yourself grace, lay those foundations of relationships." – V.E

Mentioned in this Episode:

Children's Hospital of Eastern Ontario (CHEO)
Dr. Penny Sutcliff
Dr. Isra Levy
Children's Healthcare Canada
Hindia Mohamoud
Tommy Douglas

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Peterborough Regional Health Centre's Dr. Lynn Mikula, President and CEO, and Evan Lyons, EVP, Digital Services, Strategy & Transformation and CIO, help us understand how to initiate and sustain delivery around Artificial Intelligence (AI).

They value building a solid foundation around data first and then using AI as a lever to build on what's created.

When it comes down to it, partnerships are key. Lynn and Evan feel strongly that no healthcare organization should figure out AI alone. Healthcare organizations are facing many of the same problems within the same system, so we should leverage the opportunity to go further together.

On this episode, we embrace this idea of doing it together, discussing how organizations can navigate, adopt, and adapt to this technology.

Quotables:

"We need to be helping each other because it [AI] is a vast and a little bit of an alarming topic, it is constantly changing, none of us can see that far ahead of where it's going next." - L.M
"I believe this technology has the potential to be deeply transformative in healthcare, deeply disruptive. Some of it will be good, some of it will be bad, a lot of it we don't understand yet. So, let's work together." – L.M
"If you try to do something yourself without understanding the data first, it would be an inappropriate or incomplete use case." – L.M
"The efficiencies to be gained exist in the lessons learned from other organizations who are trying to solve similar problems." – E.L
"The early innovations are great, it's good for exploration, but really what we want to see is sustained delivery of these solutions at scale and that's where that 'together' mandate is really important." – E.L
"The real value isn't in the technology as a standalone item. It's in the shared learning of how to apply that technology for a specific desired outcome." – E.L

Mentioned in this Episode:

Peterborough Regional Health Centre
HIROC's Strategic Plan – The Art of Safety
Patagonia
Pixar

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Francis opens up about how his experiences as a newcomer to Canada and a trained mediator shaped his leadership philosophy, emphasizing that listening is a foundational skill all leaders must intentionally practice.

Creating a culture of trust means creating a space for staff, partners, and community members to share their perspectives, and through this, his organization has been able to design services that truly reflect the needs of the community they serve.

From launching programs that address inequities to building a vibrant Learning Hub that fosters intergenerational knowledge exchange and ideation, Francis illustrates how empowering communities can unlock innovation and lasting change that include perspectives from all walks of life.

He also offers several great lessons for leaders:

How the community can be considered a library of assets, and organizations should open their doors to invite those assets in
Resist the temptation to do everything alone, as many successful programs can originate from community ideas and collaborations with partners
How trust, integrity, and respect are non-negotiable values

Our conversation also explores how Durham Community Health Centre approaches care through a person-centered lens, addressing not only clinical needs but also social determinants of health such as food security, connection, and access to services.

Francis also highlights the importance of partnerships and a shared purpose, including collaborations with organizations like Lakeridge Health and Queen's University, to strengthen community-based healthcare.

Quotables:

"Listening is a muscle that you have to exercise. The power of listening is more effective than the ability to open my mouth and speak." – FG

"Everything anchors on trust. Whether it's integrity or respect, one has to trust you. To me, my word is my contract." – FG

"The saying 'culture eats strategy for breakfast' is the ability to be able to say I might need to unlearn and relearn, so that I'm able to appreciate where these services we are developing or going to land, and which voices are missing in that." – FG

"The community is a library of assets. Learn to open your doors for those community members to come and pour into that cup. Once you do that, you continuously become a hub of innovation. To leaders who might be listening: Resist the temptation to do it all." – FG

"It is a moment of pride when you see the power of engaging and the power of partnership, as well as the power of listening. And again, I will say intentional listening, not listening because we had a solution, but wanting to know that which we didn't know, so that we can know what we don't know." – FG

"That means engaging our teams, that are working day-to-day on the front lines, to make sure the culture of listening and design, or co-designing with those who receive your services, is crucial. By doing that, we are perpetuating a culture that allows the community to buy in, but also owning the design and implementation." – FG

"When you walk around our organization, you hear my team talk about 'How do we empower the community? How do we build capacity in the community?' When we do it right, that individual becomes a magnet of support to the next person, and continuously in that way." – FG

"What does the real person want from here day-to-day to be able to sustain themselves? And how do we make sure that those needs are not one size fits all? That element of understanding that the community comes in different shapes. But when we look at the person, we need to look from top to bottom, and totally appreciate of them as a human being with different needs is crucial to this part." – FG

"Our Learning Hub has seniors that come in to knit and crochet, and also a group of youths from high schools that will share their digital and technical know-how. So, there's an intergenerational information exchange, skills that are being exchanges across these two different segments of the population, which actually happens to really bring the old traditional ways that knowledge used to be passed." – FG

Mentioned this Episode:

Durham Community Health Centre
Peter Drucker
Obliquity by John Kay
Lakeridge Health
Queen's University
Durham College
Durham District School Board
Hon. Sylvia Jones
Walk with a Doc, Dr. David Sabgir
Telus Health

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Email us at Communications@HIROC.com.

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Sue Graham-Nutter, CEO of The Rekai Centres, and her entire team are hard at work developing a new long-term care home in downtown Toronto, the Cherry Place Campus of Care. The heart of this new Campus is innovation, and the collective input from the community and their partners.

While leading this major construction project, Sue reaffirmed the value of relationships with organizations such as HIROC, the Ministry of Long-Term Care, the City of Toronto, and many others.

We hear about The Rekai Centres' Rainbow Wing and how it's addressing the need for community for 2SLGBTQI+ seniors.

Sue also weaves in stories of her family and friends and reminds us to listen to our inner Little Engine That Could – to believe in ourselves when things get tough.

Quotables:

"Just because there isn't an existing program, doesn't mean you can't put together a proper business plan and achieve your goal. But there has to be a business plan with everyone's goals realized."– S.G.N

"I think it's also important that people keep on top of the news, not just one news source but multiple news sources, so one has a full perspective on what's going on in the world around them and the opportunities to make a difference in society." – S.G.N

"Input can come from anywhere when you're building something and trying to be innovative." – S.G.N

"We didn't know HIROC pre-COVID, but HIROC was there for us when we were moving our insurance operationally and we wanted to make sure we had an insurance company that could protect the corporation if there was another pandemic… So, I think it's really the relationships that are so key." – S.G.N

"It's good to see everyone pulling together to support our seniors who built this country for us." – S.G.N

"… Insurance is very important operationally, but also during construction because construction is not for the faint of heart. So, it's good to have a partner in insurance who is there when you have a question, when you wonder – what do I do here?" – S.G.N

"I was fortunate to have a family that provided me with that confidence, so now in the workforce I try to provide the confidence and support to people that I think can do more than they think they might be able to." – S.G.N

Mentioned in this Episode:

Barbara Michalik
Brian Pollard
Building Ontario Fund
Catherine Gaulton
City of Toronto
Dr. Paul Rekai
Harvard University
HIROC
HIROC's Strategic Plan – The Art of Safety
Humber Polytechnic
Hon. Natalia Kusendova-Bashta
Infrastructure Ontario Real Estate
Lester Braithwait
Ministry of Long-Term Care
Peter Bethlenfalv
Peter Rekai
The Rekai Centres
Taylor Swift
Toronto Metropolitan University
University of Toronto

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Email us at Communications@HIROC.com.

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Research analyst, communications expert, event planner, and video editor – these are just some of the many hats worn as a knowledge broker. Renira Narrandes, Knowledge Translation (KT) Program Manager at The Hospital for Sick Children (SickKids) and her entire team carry a diverse skillset to share and implement evidence that's beneficial, easy to access and understand.

On this episode, Renira helps us understand KT better by breaking down what it is, what makes it unique, and how storytelling fits into it. Renira also shares the difference between KT and communications, a question she's often asked.

We at HIROC loved learning how integral partnering, as well as sharing and scaling knowledge are to KT. These are, of course, essential to HIROC's work in partnering to create the safest healthcare system.

In HIROC's Community Corner article series, we take this conversation to the next level. Our latest article features the entire KT team at SickKids to learn about their program's success and how they're advancing healthcare safety. Read the full article: https://www.hiroc.com/news/community-corner-filling-gap-knowledge-translation

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Sustainability and shelter, with a good dose of innovation. These are the words that come to mind when Catherine thinks about HIROC and the past year. It is her hope that for Subscribers, when things feel in flux, HIROC is viewed as that calm place in the storm.

Catherine and Philip tease HIROC's new strategic plan "The Art of Safety", which is launching in January 2026. Spoiler alert: topics like cyber, perinatal, education, and accessible data are featured heavily in the new plan.

We talk about Catherine's roots and the lessons she carries with her from her father, especially around there being no limitations to what his kids could do. For Catherine, it's about asking, "What's stopping you?" when things get tough.

In the spirit of the holidays, it's a true family episode as Catherine's son Thomas also stops in at the studio for a chat. We learn a lot about Catherine from talking with him – including some of what makes her a classic Newfoundlander.

Thomas uses the word "perseverance" to describe his mom. From all of us at HIROC, we concur.

So, we'll leave this as our challenge to all of you as we head into 2026… what's stopping you?

Quotables:

"I think when things are really so volatile, [when] they're so hectic, that you look for a calm place in the storm. And I would hope that while we [HIROC] are always changing in order to meet Subscribers' needs, that we're also viewed as that place in the storm." – CG

"I am always surprised by just the unequivocal devotion that we have here [at HIROC] to Subscribers." – CG

"This past year in our annual Subscriber Engagement Survey, we asked Subscribers to rank HIROC's Value Drivers. And the top five chosen by them, by our Subscribers, were expertise, responsiveness, risk reduction, price, and quality." – PD

"These values and these drivers for Subscribers are the cornerstone of where we start from as we develop strategic plans, as we do operational planning for the organization." – CG

"I have conversations every year with a whole cross-section of leaders across the country and they are driven entirely by: what's your context now that we should know, and what can we be doing more of, better in." – CG

Mentioned in this Episode:

Catherine Gaulton
HIROC's Risk Management Residency Program
HIROC

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A core component of what Christina Bisanz, CEO of CHATS, focuses on is understanding the caregiver perspective and the pressures that come with it. By listening to the experiences of caregivers, the programs and services offered by CHATS reflect their voices and respond to their needs.

"Caregivers really are the unsung heroes of our health system. If not for the presence and support that is being provided by informal caregivers, our health system could likely collapse," Christina explains.

Christina also tells us about CHATS' Assisted Living for High-Risk Adults program and CIBPA Place, York Region's first not-for-profit Overnight Respite Care Centre for short-term stays.

She also explains how caregivers and services provided for older adults support the health system as a whole and helps take pressure off other areas such as emergency departments.

Quotables:

"We believe aging should never mean that an individual loses their dignity, or their choice, or their agency on how they're able to live their lives." – CB

"The other thing about empowerment is that it really does foster resilience and helps combat isolation that too many older adults are facing in our communities." – CB

"The pressure on emergency rooms would increase tremendously if we didn't have informal caregivers helping to keep people home, helping to keep their loved ones able to meet medical appointments, and be socially involved." – CB

"One of the concepts that stuck with me is the idea that aging isn't a problem to solve, it really is a journey to support." – CB

"Innovation doesn't always mean the latest piece of technology, or the newest cell phone or AI, it often means rethinking how we listen and how we collaborate with others in our communities." – CB

"At CHATS we have engrained innovation as part of our culture and we're always empowering our staff to bring forward ideas and pilot new models and also to learn from failure." - CB

Mentioned in this Episode:

CHATS
CIBPA Place
Care As One
Amy Coupal
Dr. Samir K. Sinha
Ryan Schell

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When Paul Young, COO of the University of PEI Faculty of Medicine, sees an uphill battle, he doesn't turn the other way. His love for healthcare fuels his ability to face a challenge head on, with the outcome rooted in finding solutions collaboratively.

Paul's courageous leadership was witnessed through his support in bringing UPEI's Faculty of Medicine to fruition.

Paul shares key leadership lessons on helping teams feel empowered, how to drive positive partnerships, and navigating intergenerational differences in the workplace.

Having been named one of Atlantic Canada's Top 50 CEOS for a fifth consecutive year, we're not surprised to hear much of Paul's forward-thinking leadership shine through on this episode.

Quotables:

"I love healthcare and everything about it, especially for someone who loves challenges and loves puzzles, that is healthcare in its finest, there's always a problem to be solved." -PY

"We believe in every bit that [this medical school] is a big part of a better tomorrow, not just for the country but certainly for PEI in terms of trying to stabilize our healthcare." - PY

"It's really important that folks feel your passion, passion for the mandate, passion for the work, passion for the people that you're working with." - PY

"When I think of what's one thing that can be done today to drive those positive relationships… it's to ensure that I'm prioritizing the value of the relationship. We need to approach relationships and partnerships and collaboration with an open mind." – PY

"One of the hardest parts of today with all the challenges whether it's healthcare or outside, it's leading and holding your values close to heart and not sacrificing what you truly believe in to advance a relationship or initiative at the cost of someone or something else." – PY

"I think a big part of courageous leadership is creating a space where you can hear those perspectives, particularly when you're seeking out daring opinions and supporting a constructive debate, it takes courage to do that." – PY

Mentioned in this Episode:

University of PEI
University of PEI Faculty of Medicine
Memorial University of Newfoundland
Melanie Fraser
Dr. Preston Smith
Toronto Blue Jays

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Dr. Mike Heenan is the President and CEO of St. Joseph's Health System and President of St. Joseph's Healthcare Hamilton.

On the episode, Mike tells us about a time when he received one very striking complaint and how it pivoted his work and that of the organization.

We also speak to Mike about his career path and how no matter who you are, you can have an impact on someone's life.

Throughout his career, Mike has dedicated a lot of time to learning. He shares with us his views on how it's an important balance for all of us to keep in view.

While covering some heavy but important topics, Mike also touches on how his family grounds him. And of course, how he's a big Blue Jays fan!

Quotables:

"I think when you go through life and you say what's my value proposition, it allows you to focus on what gets you up every day and it doesn't look like a transactional job, but a career calling." – M. Heenan

"It's these real-life experiences that can stop you as a leader… but it's these humanistic ethical issues that really make a leader pivot and say enough is enough, we really need to deal with this." – M. Heenan

"This happens in coffee shops, and it happens in hospitals. And so, I'm not going to change society overnight in one healthcare organization, but I can contribute to us fixing it one incident at a time, or one hospital at a time." – M. Heenan

"Even though we have signs in our hallways across all our hospitals in this country that say there's zero tolerance, the fact of the matter is, we do tolerate some of it." – M. Heenan

"Someone like the IHI or HIROC who sees all these different organizations can bring this very diverse perspective to a table and apply it depending on the environment." – M. Heenan

"I appreciate all of HIROC's support. Most people see HIROC perhaps from an insurance reciprocal perspective but the value-added services and the partnership it provides to the whole continuum of providing quality care…" – M. Heenan

Mentioned in this Episode:

St. Joseph's Healthcare Hamilton
St. Joseph's Health System
Catherine Gaulton
HIROC
Dr. Kevin Smith
University Health Network
National Museum of African American History
Institute for Healthcare Improvement
Longwoods
London Health Sciences Centre
McMaster University
Ontario Hospital Association
Toronto Blue Jays

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Email us at Communications@HIROC.com.

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Leading the largest not-for-profit continuing care organization in Atlantic Canada, Charbel Daniel is always looking at how the organization can do better to serve its people.

On this episode of Healthcare Change Makers, Charbel tells Philip and Michelle about Northwood’s career college, which is adding capacity in a growing sector.

He shares the work Northwood’s Behavioural Support Unit is doing – challenging the standards of care provided to patients with dementia.

Throughout this, Charbel weaves in lessons from his parents who immigrated from Lebanon, and how this has shaped him as a leader.

Quotables:

“We say a lot: it’s not about adding years to life, but adding life to those years.” – CD
“Failure is really the recipe to success; you don’t know how you’re going to get there until you know how not to get there.” – CD
“The work that’s being done today is already fantastic and amazing but, yet every single day people are showing up and saying, ‘how can we actually do better?’. And that’s one of our values.” – CD
“I think of partnerships as things that go past being transactional and move toward transformation and working together.” – CD

Mentioned in this Episode:

Be Advice
Care By Design Program, Nova Scotia Health
Department of Infrastructure and Housing (Nova Scotia)
Department of Seniors and Long-Term Care (Nova Scotia)
Emergency Health Services (EHS), Nova Scotia
HIROC
Northwood Care
Northwood Career College
Tim Coolen

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For critically ill children, survival is just the beginning of their story and post-PICU (Pediatric Intensive Care Unit) care is the cornerstone of ensuring children thrive afterwards. Dr. David Zorko’s research places a magnifying glass on post-PICU care, aiming to better understand this type of care, identify the types of children who are at higher risk, and generate evidence-based practices to better support children and their families.

Dr. David Zorko’s role as researcher also helps him become a stronger paediatric critical care physician, as his eye for the long-term effects impacts the decisions he makes in the ICU (Intensive Care Unit).

For the first time on Healthcare Change Makers, our interviewee becomes the interviewer on a special second part of the episode! For the longest time, we’ve wanted to give our guests an opportunity to spotlight key people in their network.

Dr. David Zorko interviews two of his mentors, Dr. Geneviève Du Pont-Thibodeau and Dr. Karen Choong, who share a collective goal of researching post-PICU care. With their combined expertise, they explain why research about this type of care is critical and share advice for hospitals on improving post-PICU care. And it’s a true indication of how healthcare is a team sport.

Quotables:

“I’m really passionate about improving outcomes for children and families who survive critical illness, and my research focuses on their long-term outcome.” - DZ

“The dyad of a child and their caregivers and family are inseparable and codependent so consequently family members can also experience adverse outcomes related to their children’s critical illness. Then that can impact further upon the child.” - DZ

“What interventions and practices can we implement to not just help children survive, but survive better.” - DZ

“My inspiration comes from the patients and their families. Some are surviving and thriving after their critical illness and some are not. And some have such serious chronic health problems that they require long ICU stays or repeated ICU admissions, and many of these survivors are becoming our future patients.” - DZ

“There are over 4,000 Tim Hortons stores in Canada and less than 20 PICUs in Canada. You can imagine everyone kind of knows everyone in the Pediatric Critical Care world in Canada, and if you want to get any type of large-scale research done, we all need to partner together.” - DZ

“I like to use that Ted Lasso phrase, be curious not judgemental.” - DZ

“If you saw me in the ICU, what you’ll hear me say to families when their child is critically ill is despite how scary this all is…that doesn’t change the fact that you are still their parents. All the mom and dad things apply. And if you want to do something that your child would like, don’t let these things be barriers, let us make it happen.” - DZ

“There’s consistent evidence that the top predictor for reducing many of these ICU consequences is family presence, so empowering and engaging them is fundamental.” – DZ

“There’s been so much improvement in the way that we help kids survive critical care and critical disease, that now I think our priority has shifted in terms of making sure that not only they survive but they survive with a good quality of life.” - GDT

“We’ve evolved the model and come to understand that critical illness is a continuum of care, and it doesn’t just start in the ICU. In fact, it starts before the ICU and therefore should continue after the ICU.” – KC

Mentioned in this Episode:

· McMaster Children’s Hospital

· McMaster University

· The Canadian Critical Care Trials Group

· Dr. Geneviève Du Pont-Thibodeau

· Dr. Karen Choong

· Ted Lasso TV Show

· The Pitt TV Show

· ER TV Show

· Noah Wyle

· Dr. Jacques Lacroix

· Dr. Margaret Herridge

· Dr. Deborah Cook

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Email us at Communications@HIROC.com.

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Carey Lucki sat down with us to talk about her deep pride and passion for the work Circle of Care does as a predominant organization in Ontario’s home and community care sector.

What sets Circle of Care apart, as you’ll hear in this episode, is its unique combination of traditional home care and upstream social care programs. This includes transportation, meals on wheels, and innovative programs like their Adult Day Program, which contributes to that true wrap-around experience for their clients.

Carey speaks passionately about her vision for the future of homecare, one where people can age gracefully in their homes, and where younger generations are encouraged to pursue careers in this space.

Stick around to the end where we have a fun chat in our lightning round. Carey tells us about the fiction novel she’s written, which she describes as the perfect beach read.

Quotables:

“What’s unique is that we have this wrap-around service for clients. Because when our PSW goes in a home and sees an empty fridge, we can quickly link that client up with our meals program.” – CL

“Having the leaders completely together, in jive, in sync at the top is really I think what made this happen.” – CL

“Our Adult Day Program (ADP) is a gem, it’s a little jewel… We always say when you’re having a bad day at Circle of Care, go to the ADP.” – CL

“Just the relief for the caregivers… it’s tough on them and when they can drop somebody off for the day or the weekend, it makes a world of difference in their lives.” – CL

“97 per cent of Ontarians want to age in their home, they want to age gracefully in their home, they want to even die in their home… I think the future vision of home and community care is there.” – CL

“I think also a future of home and community care is really embedding us a little more closely with primary care.” – CL

Mentioned in this Episode:

Circle of Care
Circle of Care Adult Day Program
Sinai Health
Charity Village
Excellence Canada, Gold Award
CAMH: The Centre for Addiction and Mental Health
Jane Philpott
Mark Chignell
Dr. Sandra McKay
The Wager: A Tale of Shipwreck, Mutiny and Murder

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Email us at Communications@HIROC.com.

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As a health lawyer, Mary Jane Dykeman, partner at INQ Law has a strong pulse on health information, privacy, and AI, believing that these factors are critical to the future of healthcare. This pulse allows for a unique and tailored perspective on preventing risk and strengthening privacy.

In this episode of Healthcare Change Makers, Mary Jane taps into her dual expertise to share insight into some of the biggest influences on the future of healthcare, finding the balance between privacy and AI, and the risk processes that improve healthcare.

Quotables:

“I come from a place where I think if you’re going to practice law, wrap yourself around an area you love and just go do it. Law can be anything you want it to be.” – MJD

“I have great faith in the leadership of the health system… it’s a very dedicated group of people across the sector and across the country.” – MJD

“Privacy is in place for very good reasons. We need it, it is the price of entry. And I do think increasingly governments and public bodies are thinking about the fact that they hold this data.” – MJD

“Nothing in healthcare is perfect. We don’t have the resources for perfection, and I don’t think we need that. We need common sense, what is the graceful solution, what is the compliant thing that we need to do.” – MJD

“Maybe it’s a Canadian thing, but there is a generosity, there’s a real push to share what we’ve done.” – MJD

"We think about solutions, not answers." – MJD

“I like risk management because I think it’s very proactive, we’re not waiting for something to go wrong, we’re being thoughtful and considerate upfront and hopefully finding what I’ve always called the graceful path through.” – MJD

Mentioned in this Episode:

· INQ Law

· CAMH

· Sarah Downey

· Dr. Muhammad Mamdani

· Unity Health

· CAMH’s BrainHealth Data Bank

· Gemini Medicine

· CHMA York Region & South Simcoe

· Ontario Brain Institute

· LHSC EpiSign

· Holland Bloorview

· Julia Hanigsberg

· SickKids

· Alan Alda

· Dr. Ross Stanway

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Black maternal health in Canada requires collective change, and that belief is exactly what sparked Toronto’s first Black Maternal Health Week. Dr. Modupe Tunde-Byass, OB-GYN (NYGH) and President-Elect (FMWC), and Jennifer Dockery, Vice President, Quality, Post-Acute Care & Community Integration at North York General Hospital are determined to spotlight gaps in care and amplify the voices of Black mothers.

In this episode of Healthcare Change Makers, Dr. Tunde-Byass and Jennifer talk candidly about why there is limited data about Black maternal health in Canada, what data is available, and what healthcare organizations can do today to better support Black families and patients. They also share a bit about their own career journey, including launching Canada’s first racially concordant mentorship program.

Quotables:

“The biggest advice that I would give to other leaders on walking into uncharted territory is don’t do it alone. Change doesn’t happen in silos.” – JD

"You need to start by listening, really listening, to the communities that you're aiming to serve. Their voices will actually help to guide the process – they're critical to it." – JD

“I think it’s important to understand that the black population accounts for 4.5% of the total Canadian population but is only represented by 2.3% physicians who identify as Black. So, you can see there are some gaps there and some underrepresentation.” – Dr. TB

“The impact of anti-Black racism on Black maternal health is well documented as a crisis in the USA. It’s now being recognized as an urgent health issue affecting Black women and pregnant people and families in Canada.” – JD

“What we’re seeing is the higher deaths of Black women in preventable diseases like breast cancer. And also, the fact that when breast cancer occurs, these women are being affected by this disease in their 40s even before they get to the point of mammograms at the age of 50.” – Dr. TB

“Shining a light on these dark realities is important. And that was the essence of Black Maternal Health Week in Canada. The important thing is we’re not ignored, so we have allies and people who are interested in changing the status quo.” – Dr. TB

“My hope is there will be an awareness that Black Maternal Health Week isn’t just about Black mothers. It’s actually about a broader truth that women as a group have long been marginalized in healthcare. They’ve been denied access, they’ve been dismissed, they’ve been undervalued. And within that reality, Black women, Indigenous women, and other women of colour actually bear the heaviest burden.” – JD

“The first step of healthcare organizations supporting Black mothers and families is recognizing that equity isn’t a project. It actually has to be something that gets woven into the culture, the system, and the daily practices of care.” – JD

Mentioned in this Episode:

· North York General Hospital

· NYGH Early Pregnancy Assessment Clinic

· Black Physicians of Canada

· Federation of Medical Women of Canada (FMWC)

· HIROC

· Toronto Black Maternal Health Week

· Jenelle Ambrose Dash

· Black Maternal Health Collective Canada

· City of Toronto

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Rebecca Shields and her team at CMHA York and South Simcoe have strong throughlines in place for their 2025-2028 Strategic Plan. A key driver of this plan is the update of their mission and values, and their new vision which is all about a cure for mental illness. This disruptive and exciting thought stems from CHMA’s belief that true recovery is possible when institutions globally work together towards this goal.

What does this vision mean for their organization? “It means that we begin more and more to look at how do we partner in research, how do we ensure that we’re adopting promising, evidence-based best practices, how are we adopting better data analytics and decision making,” explains Rebecca.

In this episode of Healthcare Change Makers, Rebecca also shares insight into York Region's first Mental Health Community Care Centre. She speaks passionately about how healthcare organizations can work together to move the needle around mental health and addiction issues, and the importance of equity, diversity, inclusion, accessibility and reconciliation strategies.

Quotables:

“The field of mental illness because of stigma has been left behind, in research, investment, in care; and so bringing people along is helping them believe and turning that belief into action that things can actually improve.”

“Mental illness can be treated, people can recover. And that I think we can all get behind.”

“And that collective vision is, what do we need to do to ensure that somebody’s first mental health crisis is their last.”

“I just want to say a huge gratitude to all of our partners, and Ontario Health and the government, for stepping up and supporting this work. This is about system change, and although we’re leading it, everybody is committed to a collective vision and we can’t do it without going back and believing in the possible.”

“All of us have to lean in right now as we see an erosion of, and people trying to dismantle the respect and identity of each and every person and their own personal identities.”

“We know that there’s a tie between racism, oppression and mental health. It is a stressor. It is morally disruptive, you know absolutely that kind of ongoing trauma of racism, discrimination and oppression actually impacts somebody’s wellbeing.”

“I’ve always thought back about Dr. Ian Dawe who used to say, all of us as healthcare providers, we might be able to treat the symptoms and treat mental illness, but mental health is a home, a job, and a friend.”

“The value of each person, and the perspective and what they bring actually will be part of what makes communities resilient and allows for the recovery and support of people for all of us, and our kids, our families and our seniors.”

“I feel that governance is incredibly important. Good governance really supports an organization to achieve great things.”

“We are trying to solve wicked problems together – and good governance and leadership are part of that.”

Mentioned in this Episode:

· CHMA York and South Simcoe

· CAMH

· Dr. Ian Dawe

· Health Common Solutions Lab (Sinai Health Systems)

· Human Services Planning Board of York Region

· IABC Communicator of the Year Award

· Ontario Health Mental Health and Addictions Centre of Excellence

· Ontario Health

· Share Scale Repeat: A Podcast by HIROC

· Southlake Health

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Andrew Williams and his team at HPHA are steadfast towards innovating to provide exceptional care for Canadians. One of the many efforts towards achieving this is through the completion of the Cancer and Medical Care Clinic and Pharmacy at Stratford General Hospital. This initiative is a strong testament to the fact that facilities have a positive impact on the quality of care provided, and the relationship between hospitals and their communities are key.

“We would not have been able to do this had the community not stepped forward and donated their hard-earned money towards this project. It’s fantastic for care, it means an awful lot to the patients who are receiving care now and to those who will need to access the unit moving forward,” explains Andrew when speaking to the new clinic and the importance of strong community relations.

In this episode of Healthcare Change Makers, Andrew shares invaluable advice on being a strong leader, engaging board members, tapping into community support to leverage initiatives, and planting the seed to create strong partnerships and connections.

Quotables:

“Our vision is innovating for exceptional health, and I think it really speaks to where we see healthcare today and the role that it plays in not only the work that we do in the hospital sector, but also the broader health and wellness of the community.” - AW

“The most important criteria for any successful partnership is a high level of trust where you’re confident the interest of all is equally viewed by the participants.” - AW

“Facilities and contemporary facilities have a really positive impact on the quality of care you’re able to provide, both through the lens of the patient and the staff member.” - AW

“There’s no such thing as not changing, you either proactively change and go a certain direction or you fall behind. Everyday you’re not adapting yourself, growing yourself, or focusing on where the organization is going, you’re slipping a little behind.” - AW

“It’s a privilege to work in the healthcare space and I always believe that with privilege comes an accountability to make a difference.” - AW

“Bloom where you’re planted, in other words make sure you’re focusing all your energy and effort in doing the absolute best you can in whatever role you’re in.” - AW

“The most important thing you can do to have a successful career track is excel in the role you’re in in the moment, develop yourself, and make sure you’re focusing on what I believe to be the really important attributes to leadership: being accountable for your actions, making sure your actions are founded in integrity, and make sure you’re in tune to those you represent.” - AW

“Those who know me know that I’m a strong proponent of integration and working together, there’s a lot of different organizations in the healthcare space but we all support the same population. We all have a role and that’s important, but the more we can work together the better it will be for those we serve.” - AW

Mentioned in this Episode:

· Huron Perth Healthcare Alliance

· Stratford General Hospital

· Ontario Hospital Association

· Healthcare Collaborative Benefits

· London Health Sciences Centre

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Health is driven by more than what happens in a clinic or the operating room, it is driven by long-standing system decisions. One of the ways Dr. Andrew Boozary and the UHN are impacting health equity is through the inception of Dunn House, Canada’s first hospital-led supportive housing initiative. This unique model couples health and social care by improving health outcomes for unhoused Torontonians, embedding concreate solutions to UHN’s most vulnerable patients.

“This brings a wholistic approach to healthcare, that it’s not just about access to physicians and nurses, that there’s really a more integrated way to think about health, and Dunn House is real action on that kind of thinking and philosophy.”

In this exciting episode of Healthcare Change Makers, learn more about UHN’s social medicine program, the impact of Dunn house, and the value of partnership with community organizations.

And stay tuned until the end to hear Dr. Boozary’s take on medical TV dramas and which musician helps give him an energy boost.

Quotables:

“How do we recenter humanity in healthcare for those of us who work in the system, for families, for caregivers, and most ultimately for patients.”

“Health and so much protection in society are system choices or policy choices, and it’s not about individual failures but how resources, protection, power, and privilege, really play roles in worse health outcomes.”

“The idea that some lives matter more than others is the fundamental issue or injustice that we face in the world.”

“Whatever it is that grips you, that you lose sleep over, that makes your blood boil, whatever it is that you feel this sense of injustice, to not lose that feeling and energy, and pursue it however you can.”

“If the University Health Network is really serious (which they are) about advancing health and not being the university healthcare network, but truly about heath, we need to be able to take different approaches in how we reach people… who need it most.”

“Housing and health are inextricably linked.”

“This is what I think is really the secret sauce, is the partnership and the willingness to think differently about the solution – that the band-aid fixes are not going to work. That there is a moral distress that becomes imposed on health workers seeing the same revolving door… and how can we start embedding, building concrete solutions for people.”

“I think it’s really important to shout out the incredible work of community health centres that have been leading social medicine work for 50 years or more.”

“Preventing some of these feelings of despair or burnout is understanding this is part of the work, and how do you hold and create space for some of it, because trying to deny it or push it out or discount it has its own downsides as well.”

“We don’t need a magic wand, we need real investment in people, and that we can see magical outcomes if we actually dedicate that focus.”

Mentioned in this Episode:

· HIROC’s 2025 Conference, Save the Date

· University Health Network (UHN)

· Dr. Kevin Smith

· UHN’s Gattuso Centre for Social Medicine

· UHN’s Dunn House

· Dr. Jeff Turnbull

· Wendy Muckle

· Dr. Paul Farmer

· Emmanuelle Gattuso

· City of Toronto

· Fred Victor

· The United Way

· Angela Robertson, Parkdale Queen West Community Health Centre

· Camden Coalition

· Kendrick Lamar

· The Knick (tv drama)

· The Pitt (tv drama)

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Karen and her team are full steam ahead with all the initiatives at Nova Scotia Health today. She speaks with pride about their work around improving patient care and much more. One of the initiatives they’re working on includes the West Bedford Transitional Health facility which helps enhance the chances of patients going back home successfully. Another proud initiative includes the YourHealthNS mobile app, which over half the population in NS have already downloaded enabling them to better navigate the healthcare system.

“We’re on quite a pace, quite a tear, and there’s going to be no rest that’s for sure,” explains Karen when speaking to the dedication of her team and the magnitude of their efforts.

On our newest episode of Healthcare Change Makers, learn more about the initiatives Karen and her team are proud of, the collaboration between NS Health and Life Sciences Nova Scotia, and ways to be supportive of those around you!

Quotables:

“I like to sit down with the members of the team and basically say, that was then this is now – your history is irrelevant, I’m turning a page.” – KO

“I really like to give people a fresh start with a new leader and it’s something that has worked really well for me. Even in this current role, I can think of a number of people with a fresh start that just blossomed.” – KO

“I want to serve my province in this role and hopefully make a difference.” – KO

“I love having an opportunity to showcase the innovation and intellectual pros of some of our professionals. And they could come from any part of our system, these are people who want to make positive change for the better.” – KO

“Success breeds success, it energizes you and you need the energy to get through the bad.” – KO

“You need to have people around you that care about you, not about your job but about you, and can help separate the important from the urgent. We all get stressed out over the urgent, where it’s the important things you have to stay focused on.” – KO

“I think for the leader, it’s important to find the ways to raise people, to develop people, so they can give voice to what it is they care about and are passionate about.” – KO

Mentioned in this Episode:

· Nova Scotia Health

· NS Health’s More Than Medicine

· Dr. Angela Merkel

· Dr. Jane Philpott

· Margaret Thatcher

· Chelsea Handler

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

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Email us at Communications@HIROC.com.

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With the insights from 2024 under her belt, Catherine is filled with ideas, hope, and confidence in the magic of the reciprocal model for the upcoming year. One of the initiatives Catherine is looking forward to includes continuing to meet Subscribers where they are across Canada through joining Subscriber forums, conferences, and quality days. Another exciting thing on the horizon is finalizing HIROC’s strategic plan for 2026 onwards by tapping into the phenomenal guidance from staff, Subscribers, and the board.

On our final episode of the year, reflect alongside Catherine as she shares some of the new things she has learned in 2024, the top trends and success stories she’s heard from Subscribers, and what brought her joy this year. You’ll even hear about her new puppy, stay tuned until the end!

Quotables:

“We’ve done lots of work around ensuring we’re staying focused on service, that’s such a dominant feature for HIROC and its staff.” - CG

“It’s amazing to me how creative and talented the people who work in this system are.” - CG

“When you listen to what Subscribers are able to do with $20,000 or less, it’s absolutely amazing to me. Whether that’s making sure newborns’ temperatures are kept constant or how we use the implementation of oxytocin protocols as a driver across the system.” - CG

“There’s this predominant underpinning of change, and yet the things that are important stay very true for Subscribers in all of those jurisdictions.” - CG

“How do we learn from each other so that these are not pockets of things that are innovative and so they really spread? HIROC is in the midst of that, and we have the beauty of seeing everything that’s happening in so many parts of the country and supporting it.” - CG

“We as a group focus on where things didn’t go marvellously well, but the fact is that the overwhelming majority of the time, we’re delivering exactly what people in this country need and I’m grateful for that.” - CG

Mentioned in this Episode:

HIROC Staff Café
HIROC Safety Grants, Learn More
HIROC East Coast Safety Symposium
HIROC Prairies and Territories Safety Symposium
André Picard
True Reconciliation Book

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

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Email us at Communications@HIROC.com.

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Gail Hunt’s team at Royal Victoria Regional Health Centre (RVH) in Ontario describe her as being good at breaking down complicated things from a strategic perspective – a quality that helps lead the organization into the next decade. RVH recently announced a new 10-year strategic plan which has been carefully curated to ensure staff and the larger community feel connected, equipped, and excited long term.

“With the population growth in this area of the province, what do we need to be able to meet the needs of the future, meet the patient expectations, and have the team members here be able to fill all the roles”, says Gail when explaining one of the main priorities with their new strategic plan.

On our newest episode of Healthcare Change Makers, learn more about how RVH’s leadership will keep the momentum going with their strategic plan, ways in which Gail ensures she is approachable to staff, how to balance being an introvert in leadership, and much more! Also, stay tuned until the end to hear about Gail’s love for Jiu Jitsu!

Quotables:

“The relationship with medical schools really helps ensure you have that feeder system coming in that’s going to help you, make sure you have the specialists and physicians that you need as you grow.” - GH

“RVH does so much research right now, we have an amazing team here and we run the largest clinical trials for community-sized hospitals.” - GH

“We mapped out what some of our big moves are, and everything we do now ties back to asking where is it taking us? Where is that big move? So, the team here can feel connected.” - GH

“We felt we needed to embed our values in actions that people can relate to. Do great things, inspire trust, be kind, the things we could imagine ourselves doing and that’s how we make our choices.” - GH

“Really connecting with a couple layers away from you on a regular basis gives you that feedback about if the culture is building in the direction I’m aiming for and what my expectations are, do people feel they can speak up about things, do they feel connected to the vision?” - GH

“Whether you’re introverted or extroverted you bring your own strengths and gifts to every role you’re in. Instead of trying to be something you’re not, own what you are and let the team know that’s what you’re like and where they have to help lift you up.” - GH

“I have certain underlying values about really supporting other organizations in the community. A lot of times hospitals are the big player in the community and fundraising, and the smaller agencies in the community have a harder struggle raising money.” - GH

Mentioned in this Episode:

Royal Victoria Regional Health Centre (RVH)
RVH Foundation
Pamela Ross
Telus Friendly Future Foundation
Dancing with Easter Seals Stars
Adam Grant

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

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Email us at Communications@HIROC.com.

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Advocating for change and collaboration in our healthcare supply chain is part of Christine Donaldson’s purpose, this shines through in her leadership approach. Her team’s advocacy work is reflected with action as HealthPRO Canada recently became an Aboriginal Procurement Champion with the Canadian Council for Aboriginal Business (CCAB), thus making strides towards a more inclusive healthcare supply chain and system.

“Part of our Indigenous journey and reconciliation of where we’re heading into the future is to do it through business partnerships,” says Christine when explaining the importance of collaborating with CCAB.

Christine also shares her leadership approach centred around collaboration, transparency, openness, and meeting people at the level they’re at.

And collaboration is a big part of the work Christine and her team are doing on moving toward a more sustainable procurement model.

Don’t miss our special 70th episode of Healthcare Change Makers! It’s a great chance to hear from Christine about how HealthPRO is focusing on sustainable practices, their strategies to ensure constant supply for its hospital members, and Christine’s advice to healthcare organizations on implementing a collaborative culture!

Quotables:

“Sustainable products have always been an interest of mine, how do we really take the weight of the system, be more climate friendly, look at greening our healthcare environment, it’s always fascinating to me from back to my clinical days.” - CD

“My professional clinical background has been unbelievably important in how I’ve taken different leadership roles in my career.” - CD

“In the end, we look different on the outside but we’re really the same and that’s really that spirit of getting at the ground floor, really getting to know each other goes a long way towards that healthy new world we’re building for the future.” - CD

“I want all Canadian patients to have the same access, the best products, the highest quality, and how can we make that happen? Some of that is organic and getting the right people together.” - CD

“The legacy of any issues or mistakes is you move forward, and you create the stronger and better systems moving forward.” - CD

“In your career you want to have a purpose for the greater good of the system or greater good of what you do, and I think what drives us is we have an important role in the whole machinery of how things operate.” - CD

“We’re using procurement as a gateway to create some better practices.” - CD

“Too often we start off with contributing challenges, problems, and issues, I like to flip it on its head and say let’s talk about some of the positive first and get to a place of where we can really understand each other.” - CD

“You learn as much from the person you’re mentoring as much as they learn from you, it’s a two-way street and it’s part of that very healthy way of challenging each other and dialoguing.” - CD

Mentioned in this Episode:

HealthPRO Canada
U of T Pharmacy
Dr. Fiona Miller
Dr. Zubin Austin
Canadian Council for Aboriginal Business (CCAB)

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

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Email us at Communications@HIROC.com.

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For this episode of Healthcare Change Makers, we sat down and had a captivating conversation with Dr. Steven Harrison, the CEO of Tri-County Mennonite Homes. Steven has a wealth of experience as a seasoned leader in long-term care. Throughout the episode, you’ll hear all about his insights from working internationally and how this experience has shaped his views about Canada embracing global perspectives and solutions for challenges at home. We also learned more about Steven’s career journey, beginning as a PSW and his decision to pursue a career in leadership focusing on system design and change, rather than becoming a clinician.

Furthermore, Steven also discusses overcoming the most pressing issues in seniors’ care, such as the damage caused by the pandemic, and the coordinated efforts needed to recover and adapt. We also talk about a much-needed shift from large-scale institutional models to more personalized, community-based care, emphasizing the importance of adapting to modern societal needs.

When speaking about his leadership values, Steven believes in the importance of hard work, resilience, giving back to his community and learning from failure. As a healthcare leader, Steven says it’s critical to be vulnerable and selfless, especially when it comes to inspiring his staff and providing a safe space for them to express their concerns. Steven also talks about how impactful it is for his staff to create opportunities for them to be their best selves by focusing on their strengths and pushing them out of their comfort zones.

Quotables:

“Leadership is truly a privilege. You hear people say that a lot, but it is. It becomes very real when it impacts you directly as a leader. So, I always take that approach that you have to be selfless, supportive, community oriented, focused – those kinds of things, but it’s not a birthright being in a leadership role. What this also taught me is be ready for tomorrow and learn from every single opportunity that presents itself to you.” – SH

“Vulnerability is key to leadership. It’s not about crying in a meeting or anything like that. It’s really about understanding that you have a role and a place within the organization, and people look up to you constantly.” – SH

“In my home, in the community, working for home care, the experiences all those years ago is so different from today. Our needs have changed. The system’s changed. Expectations have changed. But what has stayed core to all of this is that compassion, the perseverance, the willingness to go above and beyond. That’s what makes you a great clinical support person and PSW.” – SH

“I always joke with people – my luggage feels heavier coming home than when I go out into the world because I’m bringing that much more depth and understanding of people and all that work I’ve done when I come back.” – SH

“Most people I’ve met in health and social services come into the field out of a place of wanting to help in some way. You don’t come here because you want to be a millionaire. There are other options to do that. You come here because this is your calling, so to speak, and as one of my team would say here, it gets you in your feels like it really is an emotional response to things. That makes the job a whole lot easier when you start from that place.” – SH

“I look at our organization, and we are not just a building. It’s bricks and mortar, but what happens inside that building is what will set us apart. It is inspiring people to operational excellence. It’s not the edifice that will make this house a home, it is what they will do inside this home that will make it rich and lively and I think that is the most important part.” – SH

“I was once told, compromise when you can, but never be intransigent. Always remember, shifting your position is not a sign of weakness, it’s a sign of learning from the room, growing your position and actually inspiring others.” – SH

“You need to manage your reputation, but you have to stay true to who you are, stay true to that character, and hold that near and dear to your heart. It’s not a popularity contest being in leadership, so don’t expect everyone to love you, but certainly don’t expect everyone to hate you either. Find your middle ground but be comfortable in you own skin and who you are.” – SH

Mentioned in this Episode:

Tri-County Mennonite Homes
AdvantAge Ontario
Ontario Hospital Association (OHA)
Infection Prevention and Control Canada (IPAC)

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

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Email us at communications@hiroc.com.

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John Yip and the team at SE Health are growing their social impact by bringing hope and happiness to different segments of society. As SE Health celebrates its 115-year anniversary, they’ve continued to stay true to their long legacy of service through leveraging powerful initiatives such as operating hospices for the homeless, investing in start-ups in the health space, running a technology company, and supporting communities across the country, including First Nations, Inuit, and Métis. Through these initiatives, SE Health keeps their vision strong by impacting how people live and age at home.

“It’s the combination of business and social mission that makes SE Health a perfect landing spot for me,” says John when explaining why his organization is so special to him.

In this exciting new episode, learn all about a few of SE Health’s main priorities and their balance between business and social impact, how being a first-generation Canadian helps shape John’s values, his practical tips for emerging leaders, how running triathlons positively impacts his life, and so much more!

Quotables:

“If you have a room full of providers, we’ll talk provider talk and that means full of acronyms, but you bring a patient, a care giver, and family member, it becomes real, and that tangible experience helps shape and influence the direction of where these Ontario health teams would go.” - JY

“There’s enormous pressure to perform and as a result a lot of young leaders aren’t themselves, so the first piece of advice I would give is to be your authentic self, lead with empathy, be kind, be thoughtful.” – JY

“My parents really instilled those values of work ethic and around kindness as a means to integrate into Canadian society where they really believed that they were so lucky they were able to leave where they came from which was war-torn China.” – JY

“We have 8,000 staff that serve 22,000 Canadians every day and we want to make sure we take care of our own.” – JY

“You don’t need to go very far to experience adventure, you can do it in your own backyard.” - JY

“It’s healthy to have different interests and do different activities and that leads to a very positive lifestyle.” – JY

“Everyone has their own brand with how they lead, and it takes time to figure out what your personal brand is.” – JY

“I’m a big supporter of the public library system because I spent a lot of time there, I read everything and it still sticks with me, so I think reading creates that sense of curiosity.” - JY

Mentioned in this Episode:

SE Health
McMaster DeGroote School of Business
Unity Health Toronto

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

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Michael Green understands that forging relationships with those who support Canada Health Infoway’s mission is crucial to navigating our complex system and accelerating innovation. With this understanding top of mind, Canada Health Infoway works with different systems and stakeholders across the globe to strategize, innovate and advance digital health.

“Rather than trying to reinvent the wheel in Canada or any other country, it’s often better to try and take the best international practice, and then try to implement that at home,” says Michael when explaining the importance of collaborating with international organizations who set health standards.

In this fascinating episode of HIROC’s Healthcare Change Makers, learn all about how Canada Health Infoway is impacting the advancement of digital health in Canada, Michael’s expert strategies for finding partners to support Infoway’s mission, how his team is adopting and securely implementing artificial intelligence (AI), as well hearing who inspires Michael, and much more!

Quotables:

“We’re an organization that is focused on digital health and innovation.” - MG

“Our concept is to work with all the different systems across Canada and really try to help them innovate faster than they can do on their own.” - MG

“In a complex health system like Canada there’s so many stakeholders that are into play, and so we really try and make sure that we connect with the best people that are responsible for digital health, for example, in each of the provinces.” - MG

“One of the big roles we have is liaising with some of these big international organizations that set standards, and really helping provinces across Canada to synchronize and link into those to effectively get their systems speaking to each other.” - MG

“There’s tremendous potential with AI and at the same time, there’s so many different solutions appearing, so what we try and do is provide advice to people to help guide them through the AI forest.” - MG

“I think one of the things that most people in the organization including myself feel, is that we’re making a difference and helping to improve healthcare, and that’s a very exciting challenge.” – MG

“We try and help front line institutions and care providers with tools to prioritize privacy and cyber security.” - MG

Mentioned in this Episode:

Canada Health Infoway

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Paris Semansky is Director, Communications and Public Affairs at CAMH. This role urges her to wear a variety of hats, including being a brand protector, advocate, and problem-solver.

Patricia Hoffer also wears a number of hats while being Chief Communications Officer and Vice President, External Relations at St. Joseph’s Health Care London. She takes pride in leading a diverse and dedicated group of communicators and storytellers.

In this episode, Paris and Patricia share key strategies that help them ensure their teams succeed in the healthcare setting, their thoughts on strategic integrated communications, the importance of removing the noise that comes with their jobs, and more!

Quotables:

“We’re known for the what and the how, but when we go back to the why then that’s where the strategy comes in and that’s where the purpose and the matter come in.” – PH

“When you have a team approach, you bring much more diversity and thought, much more creativity, and much more strategy to the table.” - PH

“Make sure that Communications has a seat at the leadership table, because without it we don’t have a line of sight on not just the issues, but opportunities that others won’t think about from a communications perspective, storytelling perspective, or brand perspective.”- PH

“One of the core things we can do to make our team successful is to have our team not all be the same, in experience, socioeconomic background, racial background, religious background, there’s so many different components to that.” - PS

“Our goal is to take your plan and enable success and make it sing no matter what it is, whether it’s an issue we’re trying to manage or a great story that we’re trying to tell.” – PH

“When communicators have the opportunity to be at decision making tables in the middle of a crisis, we show our full scope of practice. We show our ability to be strategic and to think about the broader community.”– PS

“The role and value of communications is all about driving culture, improving and strengthening our brand and reputation, and making that alignment of what are the priorities of the organization, what is the strategy, and how does that all converge with our community we serve.” – PH

“We’re the boundary spanners and environment scanners, we’re looking at what’s going on in the world, we’re that contact with the outside world.” - PS

“Provide time and opportunity and space to be proactive versus reactive because that fuels creativity and allows time for that strategic opportunity.”- PH

“Why am I throwing the covers off in the morning?” - PH

Mentioned in this Episode:

CAMH
St. Joseph’s Health Care London

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Email us at Communications@HIROC.com.

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Dr. Devin Singh refused to be a bystander when he recognized inefficiencies in health systems, and he jumped into action by co-founding Hero AI – a clinical automation platform which aims to improve patient safety and wait times. Devin fuels Hero AI by tapping into his experiences and expertise as Emergency Physician at The Hospital for Sick Children to recognize the needs of providers and patients.

“It was really important to think through what the real barriers are to improving care in our institution and beyond”, says Dr. Devin Singh when explaining the early stages of creating Hero AI.

In this episode, Devin shares his journey on becoming an entrepreneur including the barriers and lessons learned, advice he would give to other healthcare leaders on driving innovation and change, and how the sports space inspires his career.

Quotables:

“I’m so blessed that SickKids was willing to take this new technology on - there are hard questions to tackle, and as an institution rather than shying away SickKids said this is important let’s figure this out.” -DS

“Although there’s so much cool technology that’s evolving, the technology isn’t the most important part – it’s actually about the humans, and it’s about the workflow that is being adopted and enabled by the technology.” -DS

“Don’t let what feels like brick walls you run into again and again early on in the journey actually feel like these are reasons not to continue. They’re actually exciting opportunities to break ground on something that’s new and novel.” -DS

“Early on in the entrepreneurial or intrapreneurial journey, you want to find the people who are going to say no quickly. It means they represent a really different opinion or potential landmine or roadblock down the road.” -DS

“I always find in the athletics or sports space it’s surprising to see how much failure someone has to go through to be great. And so that’s something I’ve really taken to heart around this idea of truly promoting a fail fast fail safe culture.” -DS

“No one can ever take education away from you.” -DS

Mentioned in this Episode:

The Hospital for Sick Children
Hero AI
Special Olympics Ontario
University of Edinburgh
Cambridge University
Dr. Jason Fischer
Dr. Sasha Litwin
Dr. Anna Goldenberg

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When Dominic Giroux transitioned into the role of President and CEO and Hôpital Montfort, he took a unique and personalized approach. This approach included having 1 on 1’s with a variety of people in the organization to get to know their views and what’s important to them.

“You need to get to know your people first and earn their trust, and they will tell you what your priorities should be”, says Dominic when explaining the importance of engaging with staff and providing a listening ear.

In this episode, Dominic opens up about what helped him transition into his CEO role, what patient safety means to him personally, his hopes about healthcare moving in one direction, and more!

Quotables:

“What I love about healthcare is the teamwork, the level of commitment by, quite frankly, the smartest and most dedicated professionals I’ve ever met.” -DG

“Montfort has really become a social symbol for linguistic communities across the country, so it’s definitely a source of pride and privilege to be leading Montfort at this time.” -DG

“I find that the challenge in healthcare is to sustain improvements made around safety. I prefer to pick an area of focus and be relentless about it for years in a row.” -DG

“We need to continuously benchmark ourselves around patient safety. We’re fortunate to be surrounded by a lot of data in healthcare and we need to confront the brutal facts.” -DG

“I find that serving on so many boards instilled in me something that I was lucky to learn early in my career, that governance matters in organizations. I would submit that no where is that more important than in healthcare, given both the challenges and opportunities we have in the system.” -DG

“If I had a magic wand, having a clear long term capacity plan for healthcare in Ontario is paramount. For me, the capacity plan is health human resources and its capital.” -DG

“I find that the internal conversations change when patient family advisors are in the room. The focus shifts from the care providers to the patients.” -DG

“There’s always insightful information we receive from HIROC that we use for our risk management framework, our audit committee, the board, and frontline managers.”-DG

Mentioned in this Episode:

Hôpital Montfort
Ontario Hospital Association

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In this latest episode of HIROC’s Healthcare Change Makers podcast, Dr. Frank Martino, President and CEO of the William Osler Health System, reflects on his leadership journey while emphasizing the importance of remaining positive and aiming high in your career, especially in the context of leading one of Canada’s largest community hospital systems.

Dr. Martino highlights his organization’s ambitious initiatives, including the adoption of an advanced hospital information system, new redevelopment projects, and a groundbreaking partnership with Toronto Metropolitan University’s (TMU) School of Medicine. Our discussion also touches on Osler’s commitment to innovation, such as incorporating technologies like artificial intelligence into future healthcare delivery.

Throughout the interview, Dr. Martino's passion for healthcare and his commitment to building strong partnerships and a resilient, patient-centric culture shines through. He talks about the importance of cultivating a positive workplace, building psychological safety within his organization, and the value of learning from failures.

Dr. Martino also delves into his thoughts on his outstanding healthcare team at Osler and their unwavering commitment during challenges posed by the pandemic, and how his organization has evolved to respond to the complexities of serving a growing and diverse community since he joined in 1991. Our conversation even turned personal for a moment as Dr. Martino shared a few heartwarming memories from his experience, including a critical life-saving moment early in his career, showcasing his dedication to his healthcare team.

Quotables:

“We were very proud of receiving accreditation with exemplary standing. Something that is the highest achievement that you would receive from Accreditation Canada. That allowed my staff to understand that they were exceptional healthcare workers and continue to be. Aim high and always be positive.” – FM

“We as an organization have had to evolve. We’ve had to expand. We’ve had back-to-back redevelopments in our health system expanding the capacity that this community deserves.” – FM

“And that is what we focus on, in addressing those challenges, with innovative projects and initiatives. Assuring that we communicate with our community. We go to them for advice when a new initiative or strategy has been put in place. We want to make sure we get the patient and caregiver perspective on how we should grow programs and what initiatives and innovations we should put in place, and whether they actually work for them.” – FM

“When I go and do rounding, we call it ‘Let’s be Frank,’ or ‘Frank Conversations,’ and during these frank conversations we work around a huddle board and it’s been a huge success!” – FM

“Our job is really to keep an eye on the future. Look at what healthcare will be like in 10, 20, 30 years. One area that we’re going to start to focus on is looking at how artificial intelligence becomes part of the way we deliver care in the future. Harnessing it in an effective way, both in our workflow and in the way we intersect with patients.” – FM

“I think culture is what really defines and organization. We at Osler look at people as one of our foundational enablers to our strategic plan. We are to deliver patient-inspired healthcare without boundaries. To achieve that, you need to have the ‘people’ component of your organization inspired to provide the best care for both patients and families.” – FM

“One mentor once told me, ‘you need to surround your yeses with a lot of no’s,’ so you need to focus on the things you know you can achieve and do them well and prioritize.” – FM

“If I would give anyone advice, it’s get out of your office, out of your chair, and walk. I love walking meetings.” – FM

Mentioned in this Episode:

Toronto Metro Metropolitan University School of Medicine
Brampton Civic Hospital
Etobicoke General Hospital
Peel Memorial Centre for Integrated Health & Wellness
The College of Family Physicians of Canada
Right Kind of Wrong: The Science of Failing Well by Amy Edmonson
The University of Toronto Department of Family and Community Medicine (DFCM)
Family Medicine - Western University

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Email us at Communications@HIROC.com.

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With a new year on the horizon, Catherine is looking forward to so many things – the continued efforts in Health Human Resources, advancing the work in the main areas of Risk, the future of Collaborative Benefits, and so much more.

“My optimism is around people that surprise me every day. When I think you can’t help but be defeated, human spirit and strength comes forward every time”, says Catherine when explaining her positive outlook for 2024.

In this episode, Catherine gives us a glimpse into the mind of a CEO, including her zest for learning new things and how she recharges and stays inspired through even the most difficult of times.

Before we let her go, a surprise guest joins us to chat and gives us a sneak peak into what family time looks like for Catherine!

Quotables:

“There are these juxtapositions of so much that is going on, yet there’s reason for hope because the bedrock of what we provide in our healthcare system and the people that provide it is so very strong.” - CG

“I’m continually impressed by the people I work with everyday and the people that we have the true pleasure of serving in the healthcare system who are doing the work that is fundamental to the lives of so many citizens of this country.” - CG

“We have a population of employees who know that when they provide feedback, they will have a response and I think that’s phenomenal.” - CG

“Our strength will always be that we have brilliant and caring people who are willing to spend time with us so we learn what they’re doing, and we can take that knowledge and put it into forms that are used more generally.” - CG

“Lately I’ve been focused on how there are women who are coming into leadership, how they historically have not been facilitated to have a voice, and now are so strong in our system.” - CG

“If you’re feeling like you’re not accomplishing what you need to or want to, or you’re making no progress at all, give yourself the 5 minutes to walk around the block and compare where your life is today with how it was 6 months ago, and you’ll be inevitably inspired by that.” - CG

“Of course there are really hard times, and we’re all at times feeling defeated, but the people I interact with, the people that provide care in our system, the people at HIROC, there’s huge optimism on all those fronts.” - CG

Mentioned in this Episode:

TOH’s Innovation Framework
Ontario Hospital Association
HIROC Safety Grants Program

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Email us at Communications@HIROC.com.

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Stress and burnout within IT have been on the rise, which is why it’s transformative to create a sense of work life balance which leaders can help implement. Nimira believes that it’s important to check in with her team’s wellbeing and be there for each other outside of work to establish solidarity and balance.

“You take care of yourself first, then you take care of others,” says Nimira when explaining the importance of prioritizing one’s health and leading by example for her team.

In this episode, Nimira offers her wisdom on preventing burnout, embracing technological change within IT, the importance of sharing learnings, and staying connected with patients and their families.

Quotables:

“Let’s think about how to use these technologies efficiently, how do we develop guiding principles around the ethical use around these technologies, and how do we also make sure that we think about some of our inclusion principles.” -ND

“Try to bring in those people we don’t normally bring to the table just to hear their voices, and sometimes they may even bring in something we never would’ve thought about.” -ND

“My goal at the end of the day is if a hospital or healthcare organization is able to take away one or two steps where they can be better prepared and they’re better supported, I think we’ve done a good job.” -ND

“There were incidents like the cyber incident where you need to be directive, so in that point in time I had to really step up, make some decisions, drive some decisions forward, and bring in the right people. I needed to collaborate with the right people and ask for help when needed.” -ND

“The foundation of being able to support each other is grounded in the ability to understand each other.” -ND

“I strongly believe this partnership and communication between IT and communication teams or public affair teams is foundational.” -ND

“I actually would appreciate when my team members share with me some of the challenges of that they’re going through because that way I can help them, and we have all of our team members that can support them.” -ND

Mentioned in this Episode:

The Hospital for Sick Children

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Midwives play a vital role in supporting patients through their pregnancy journey, establishing strong connections with both the expectant individuals and their families as they prepare for parenthood. This close relationship uniquely positions midwives to recognize and address instances of family violence that their patients may experience.

To support midwives in addressing family violence and abuse, Elvira Truglia, Knowledge Translation Lead at the Canadian Association of Midwives (CAM) and Carol Couchie, Indigenous Mentorship Lead at the National Aboriginal Council of Midwives (NCIM) have developed a comprehensive curriculum in their continuing education workshops and expert resources.

Tune into this episode of Healthcare Change Makers to learn more about how their innovative project empowers both current and future midwives in providing trauma-informed care, and how they work to collaborate with their essential partners at McMaster University’s Midwifery Education Program and the NCIM.

Quotables:

“We try to talk about very complicated ways of looking at our society and prepare our midwives to be able to handle situations and look at the bigger picture.” – CC

“Family violence can take many forms, it’s not just about physical violence, it can be psychological, emotional and even financial.” – ET

“We’re hoping to sew the seeds of healthy relationships for families that are experiencing violence. With this project, we’re hoping that early intervention could mitigate the impact of family violence.” – ET

“We really try to talk to the midwives and students that you’re never going to know all the answers, you’re not necessarily going to become some kind of expert on how to handle families who are experiencing violence. But what we want you to do is find out what’s out there, find out your resources, get your back up.” – CC

“Trauma informed care is about welcoming and making people feel comfortable, forgiving missed appointments, asking people if they’d like a glass of water, thanking them for coming, and understanding how difficult it may have been for them to get there.” – CC

“Kindness and love and patience are really what is needed for the most vulnerable in our community.” – CC

“We’re hoping that through some of this work we’re creating a conversation that starts to take away the taboo of talking about violence.” – ET

“As midwives we really have this beautiful opportunity to greet brand new human beings that come onto the planet and see that change happening and I want to greet those babies in a way that’s least violent as possible.” – CC

Mentioned in this Episode:

Canadian Association of Midwives (CAM)
McMaster University Midwifery Education Program
National Council of Indigenous Midwives
Graphic Novel: Something Is Off
CAM – Family Violence Resources
Community Midwives of Ottawa
Association of Ontario Midwives

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Email us at Communications@HIROC.com.

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For Dr. Jackie Schleifer Taylor, being a healthcare leader and change maker is more than simply being the one at the helm. In this episode, Jackie offers a deep dive into her background, her experience in healthcare, and how she takes actions to cultivate an impactful organizational culture.

Underscoring the importance of authenticity in leadership, Jackie believes leaders should be genuine and true to themselves. “It takes time to develop trust and that commitment to be believed and understood,” says Jackie, emphasizing that healthcare leaders should always be creating a culture of empathy, continuous learning and excellence within their hospitals and healthcare communities.

Throughout the episode, you’ll be able to hear about LHSC’s commitment to health equity and community engagement, which shines throughout the discussion. She stresses that healthcare professionals have a duty to look beyond hospital walls and consider the social determinants of health, working with community partners to make a difference. She shares personal experiences and valuable advice on the courage to speak up and be oneself in leadership, encouraging others to do the same. Her vision of leadership as an opportunity to bring kindness, community building, and purpose-driven leadership to healthcare is truly inspiring.

Quotables

“I was so focused when I entered healthcare. I was completely motivated by the fact that I grew up with disability in my family. My memories are always revolving around how the health system intersected with everything in our lives. I found at a very early age that something seemed not as perfect as I hope it would be, and I was motivated to see how in some small way that I could be part of the system and make it better.” – JST

“When you go up in leadership, it becomes, in many ways, a lonelier space. But I learned it doesn’t have to be if you’re the same and create more overt ways and demonstrate you want to be the same person, people just come into that.” – JST

“I’ve doubled down on creating the space of accessibility to me, so that I can create that opportunity to continue to learn myself.” – JST

“My philosophy, personally, is that as many decision that can be made locally by those who would know, ought to be support to be made locally.” – JST

“What do we have to do differently now to not only keep people on the path to leadership, but also seek out and encourage people in their interest they might not even know.” – JST

“It takes time to develop trust and that commitment to believed and understood.” – JST

“I would say HIROC is the catalyst for excellence across the system. We don’t take the support lightly. We feel as though it’s a partnership with HIROC in all candor. It’s the conversations and the materials and relationships that you develop with hospitals, every one that I’ve worked in throughout my career, it’s been the same and it’s so incredibly important that it’s two way.” – JST

“I don’t think anyone reaches any level of success without a circle of people who just lift them up in every way.” – JST

“Culture is created a person at a time. It starts at the very top with the board, CEO, and leadership team, being the culture that they want to exist.” – JST

“I spend time with my family and friends. That energizes me. I would say I don’t get enough time with my husband, adult children, and my friends. So, when I’m with them, I’m very present. I work hard, but also love hard, play hard any time I’m with my family or friends.” – JST

Mentioned in this Episode:

London Health Sciences Centre (LHSC)

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When HIROC put a call out at the 2023 Alliance for Healthier Communities Conference for changemakers, the community delivered. We heard about some amazing healthcare changemakers across the province of Ontario – people like Sonia Hsiung and Natasha Beaudin, and the social prescribing initiative they have been involved in.

Sonia is with the Canadian Institute for Social Prescribing and the Canadian Red Cross, and Natasha works with the Alliance for Healthier Communities.

On this latest episode, Philip De Souza sits down with Sonia and Natasha to talk about how the social prescribing pilot started with just 11 sites working in collaboration with providers and clients. They share the ripple effect the initiative has had in community health across Ontario, Canada and internationally – how work like this is changing the culture of our health system towards connection and belonging.

Quotables

“I saw how it improved our model in so many ways. So, it helped us really integrate our work. Helped make those connections between the clinical side of things and our health promotion side.” – NB

“It really was work that was already happening in community health centres and other Alliance members. And it was more around building a bit more of that intentionality, the structure pathway, the measurements, within our system.” – SH

“There was just so much creativity within each centre as well, where the teams ended up supporting each other.” – SH

“I think part of how this work has been so successful is because everyone sees themselves in the pathway, everyone sees themselves as a contributor…” – NB

“That ability to track outcomes were just powerful. We saw an overall decrease in people’s sense of loneliness by 49%, and that is huge – that was over just a nine-month period.” – SH

“And what was really important, as an outcome of this pathway, is that people said they felt that they were seen and heard as whole persons, even when they were in their clinical appointments. And that made such a shift in people’s sense of self-confidence, their sense of purpose, their sense of ‘yes I can manage my own health’.” – SH

Mentioned in this Episode:

Alliance for Healthier Communities
Canadian Red Cross
Centretown Community Health Centre
Cormac Russell: The Connected Community
National Health Service
Older Adult Centres’ Association of Ontario
Public Health Agency of Canada
Rexdale Community Health Centre
Social Prescribing Network
The Ontario Caregiver Organization
211

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Today’s guest is President and CEO of University Health Network, Canada’s largest academic health sciences centre. Kevin Smith pursued his education in Canada, the U.S. and Great Britain, studying psychology, science, public policy and medicine.

If Kevin’s has had a frustrating day, one of his best experiences is talking to young people who are enthusiastic and filled with hope. He says the system is in good hands with the generation in training today.

Open forums and site visits are a regular part of Kevin’s life at UHN, and he sees the challenging questions he gets as a sign of a healthy culture. In fact, when he feels the news is too positive, he’ll precipitate a tougher conversation, asking people to tell him what they are scared of, and what’s not going as well as it should.

Quotables

“I actually think this is the challenge of our generation in healthcare – adequate health human resources with appropriate quality of work life not only in Toronto or Ontario but around the world.” – KS

“Our workforce should look like those we serve.” – KS

“We’re looking at what can we do to support nurses who are early in their career trajectory. A large portion of that is making additional investments in mentorship.” – KS

“We are seeing students now with a massive social conscience who are much more aware of population health and well-being.” – KS

“We have really embraced the model that says integrated care is about invisible points of transition, both for patients but also for providers.” – KS

“We have a responsibility to help our political and policy makers better understand that research is the lifeblood of the future economy, it is the lifeblood of building a civil society, and at the moment we are falling behind.” – KS

“I see people embracing that AI working with humans can dramatically improve the healthcare and science experience and result.” – KS

“The question now is how will we balance the needs of our patients and not make those people who provide that care ill from overwork.” – KS

“We all have something to learn, we all have something to teach, but nobody has all the answers.” - KS

Mentioned in this episode:

University Hospital Network

The Michener Institute for education at UHN

Inspire: UHN Nursing Strategy 2023-2028

Rotman School of Management

DeGroote School of Medicine at McMaster

Canadian Institute for Health Information

Mayo Clinic Platform_Connect

The Match King by Frank Partnoy

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Dr. Glaucomflecken has a unique backstory as he made the pivot from performing stand-up comedy to becoming a physician. TikTok is now his stage with over 2 million followers, creating comedic skits about the healthcare world. Besides comedy, he also uses his platform to spread awareness about his sudden cardiac arrest in 2020 and his diagnosis with testicular cancer.

On this episode, Dr. Glaucomflecken explains his introduction to content creation, the evolving idea of professionalism in the medical field, keeping a positive mindset, and more.

Quotables:

“I love making people laugh and exploring that creativity… it’s so different than what you do in medicine a lot of the time.”

“I’m able to learn a lot about the healthcare system by trying to put together these skits and relate to my patients better from a different perspective.”

“Doctors are regular people going through regular things, we have senses of humour and like to laugh and cry.”

“It’s really a wonderful that this idea of professionalism is changing to allow everyone in medicine to express themselves more because we need the public to see that side of us.”

“I started doing content creation because it was a way for me to take those difficult things in my life and add humour to them, present it to others and share a laugh.”

“I think more in the moment, which has helped me maintain positivity.”

Mentioned in this Episode:

Knock Knock, Hi! with the Glaucomfleckens

Dr.Glaucomfleken’s TikTok

Dr. Amy G Dala

Dr. Bryan Carmody

Mama Doctor Jones (Dr. Danielle Jones)

Dr. Emily Silverman

Medlife Crisis (Dr. Rohin Francis)

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Burnout is a prominent issue for healthcare workers and a topic Dr. James Maskalyk is passionate about. This led to the creation of a wellness program at St. Michael’s Hospital and later across 15 hospitals in the GTA through the University of Toronto. The program promotes facets such as peer support for providers, critical incident debriefing, and more.

On the episode, Dr. Maskalyk also touches on small yet important steps that can be taken to boost overall mood in the emergency department, such as mindfulness practices, and snacks.

Quotables:

“…medicine is not something that just happens in the emergency room, but something that very much follows us home as practitioners and patients.”

“It really is just about beginning the conversation that doctors are people too, and nurses are people too, and the people who are there who support us as porters, the people who cook the food, we are human beings working in an increasingly inhumane system – to be honest.”

“There is an opportunity for us to speak to each other about what’s happening inside of us that could be more clear, because vulnerability is not a skill that we learn in medical school, or I never did.”

“You standing there, beside these people, doing the best you can, is one of the most beautiful acts ever completed by a human being.”

“Life ultimately is a temporary situation. So, then the question becomes, what do you do with what you’ve been given… it sounds trite but the answer is just be kind, to yourself and other people.”

“It’s an honour to be here and to have the trust of my patients and my colleagues, who are in the ER this very moment helping people.”

Mentioned in this Episode:

St. Michael’s Hospital, Unity Health
University of Toronto
Dr. Sara Gray
Dr James Orbinski
Médecins Sans Frontières (MSF)

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Denise Lalanne is the Director, Digital and Client Services at IWK Health Centre, where she focuses on delivering the best care through leading strategic and operational plans.

Carrie Ricker supports IWK Health Centre’s Innovation and Research departments acting as legal counsel. Her passion lies in encouraging innovation through strategic business and legal advice.

Denise and Carrie joined forces for the Chez Neonatal Intensive Care Unit (NICU) Home initiative where their mutual passion for innovation and providing high-quality care was amplified. Using technology, this initiative will provide NICU families with the education and tools needed to be fully engaged in the care of their baby.

In this episode, Denise and Carrie touch on how the Chez NICU Home initiative came to be and how it’s improving care at the IWK Health Centre.

Quotables

“We wanted to focus on the families and creating an environment that made them as comfortable and engaged as possible.” – CR

“Having that ability to phone in and find out how their baby is doing and participate in rounds is really helpful and really makes parents feel like they’re part of the process.” -DL

“At the IWK, how we approach it is really focused on promoting care for patients as well as the experience for the families that we serve.” – CR

“A small change in practice can actually have a huge difference from a patient and family perspective.” -DL

“It’s never easy but when it gets there and you see a mom saying how wonderful it was to be able to learn something or be able to see her baby today, it’s makes it all worthwhile.” – DL

“The reality is innovation brings with it some risks, change is risky, and everything we do in healthcare has some risks associated.” – CR

Mentioned in this Episode:

IWK Health Centre
Cisco Canada

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System change is a big topic across healthcare in Canada right now. HIROC’s Catherine Gaulton sits down with Adam Topp to learn about the transition undertaken by Shared Health Manitoba, and the importance of engagement at every step along the way.

Adam also touches on his organization’s approach to the current HHR crisis – having good practices in talent management, retention, and embedding a people leader in senior management.

Stick around until the end to hear about Adam’s past life as a DJ – we promise it’s worth it.

Quotables:

“A laser focus on doing one thing at a time, I think is probably the best approach to transformation and to leadership that I’ve come across.” – AT

“What we tried to do is learn from the benefits we’ve seen from the other provinces… take the best of those and put them in a system that is patient centred.” – AT

“The goal was not to reduce the autonomy of the regional health authorities; it was really to facilitate so that they could focus their efforts on operations.” – AT

“We need to listen well; we need to serve well.” – AT

“It does continue to amaze me when I see significant health organizations who don’t have a leader of people… someone on the senior executive team who is responsible for people management. That’s a regular deficit in organizational structures of our healthcare system.” – AT

“I think it’s really important that HIROC continue its work towards improving the quality of our healthcare system.” – AT

Mentioned in this episode:

2023 AGM and HIROC Conference (April 24, Toronto and Virtual)
CancerCare Manitoba
Hay Group
Health Sciences Centre Winnipeg
IWK Health Centre
moreOB
Nova Scotia Health Authority
Salus Global
Shared Health Manitoba
Sunnybrook Health Sciences Centre

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Today’s guest has a special place in the HIROC archives. Sarah Downey was our first guest on Healthcare Change Makers when we turned on the mike in 2018. The years that followed that fun interview have been busy for Sarah. For 7 and a half years she was the CEO of Michael Garron Hospital where she shepherded the hospital through a major redevelopment project that included the newly opened Thomson Centre.

Six months ago, Sarah made the decision to move into the President and CEO position at the Centre for Addiction and Mental Health, better known as CAMH. Leaving Michael Garron and the East York community was tough, but the pull to the mission of CAMH was stronger. Sarah believes mental health is the most important health issue of our lifetime.

It’s a new place and a new culture to learn about, but Sarah always comes back to the importance of being human and being vulnerable in a leadership role. Where talking to people in the coffee line-up is one of the most important things you can do as a CEO.

Quotables

“You forget until you have to make those transitions how emotional they are.” – SD

”It’s thrilling to see these latest two buildings. The spaces are bright and airy. They’re respectful, and focused on recovery, healing and dignified care.” – SD

“It’s not just a one in five who will get mental illness in their lifetime. It’s in everybody’s family. It’s in all your social circles, in all your employees. It’s everywhere.” – SD

“I had forgotten until I came back how many people call to get advice on how to navigate the system.” – SD

“Who’s more important for us to invest in than our young people? They are our future and we need them to be healthier and more resilient.”

“You need to regularly connect with people, use a bit of humour. They want to know that their leader is real.” – SD

“It’s become even more important the last few years to find a break and a space, but what an opportunity to learn.” - SD

“I hold my dad’s lessons in my heart every day and try to act in a way that would always do him proud.” – SD

“We should tell people every day in the moment how much they mean to us and how they’re helping us change our lives.” – PDS

Mentioned in this episode:

Michael Garron Hospital

CAMH: The Centre for Addiction and Mental Health

The history of the Toronto Lunatic Asylum

Dr. Hilda Tremblett

Princess Margaret Cancer Centre - UHN

Dr. J. Downey, Past President, University of Waterloo (1993-1999)

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Our guest Dr. Katharine Smart does it all - she’s a pediatrician working in Whitehorse, former Canadian Medical Association (CMA) president, the podcast host for Spark: Conversations, and holds a strong platform on social media.

Through all her roles, her focus remains steady on advocating for kids’ health across Canada, holding the unwavering belief that all kids deserve the same opportunity to be healthy.

Quotables

“I think kids all deserve the same opportunity to be healthy.” – KS

“I really believe that providing healthcare is about building relationships.” – KS

“I really believe that the right solutions have to benefit patients and providers.” – KS

“I think having and maintaining the trust of the public right now is so critical as we continue to battle misinformation broadly, not only about science, but about many things.” – KS

“I'm feel grateful to be in the healthcare space right now because even though it's really challenging, I think there's a lot of opportunity for us to really be reconsidering how we can rebuild our healthcare system in a way that's going to be sustainable and really provide high-quality care for Canadians.” – KS

“I think being around the right people and having gratitude for the privilege of the work we do are things that really help keep the focus on the right things.” – KS

Mentioned in this Episode:

BC Children’s Hospital
Canadian Medical Association
Children’s Healthcare Canada
Government of Yukon
HIROC
Spark: Conversations Podcast
Women Executive Network

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Marking Healthcare Change Maker’s 50th episode, we’re in the mood to celebrate. HIROC CEO Catherine Gaulton and Director of Communications and Marketing, Philip De Souza jump right in celebrating the podcast, and HIROC’s 35th anniversary. Team HIROC is also celebrating a brand-new strategic plan, launching in 2023. Catherine previews what Subscribers can expect to see as a focus – topics like HHR and board education. Also on the horizon, HIROC and the Ontario Hospital Association (OHA) are collaborating on the launch of a brand-new start-up – Collaborative Benefits, simply known as Co. The two partners came together to determine the viability and approach for a universal provincial employee benefits strategy – co-designed by healthcare, for healthcare. With so many new initiatives coming in 2023, Catherine is also cognizant of self-care – that of her staff and everyone working in the healthcare system, including leaders. Before we let her go, Philip asks Catherine what gives her joy. Hearing her family play music, and seeing little kids pop up on Zoom meetings are just a few of the things that make her laugh and smile. Quotables “The stories that say, you allowed us to take care of people, they make me not just smile… they make me grin every day.” – CG “If it keeps our Subscribers up, it keeps me up.” – CG “We need everybody working in this system – and that includes leaders.” – CG “The compassion and strength of our leaders in the system is absolutely integral to how it is we deliver on what we need to for patients.” – CG “Subscribers will see a focus on more direct supports, on actioning patient safety, and looking at the science of implementation of patient safety.” – CG “Our work of course is to do what we can for not-for-profit entities that are delivering on healthcare in this country.” – CG “That’s true innovation – 35 years later, a company that’s still innovating, still thinking outside the box.” – PD “It’s very clear that you do what you love.” – PD Mentioned in this Episode: HIROC The Ontario Hospital Association Collaborative Benefits – Co (coming soon) HIROC Top GTA Employer for 2023 2022 HIROC Hackathon 2023 HIROC Strategic Plan (coming soon) The Elegance of the Hedgehog by Muriel Barbery

Access More Interviews with Healthcare Leaders at HIROC.com/podcast Follow us on Twitter, and listen on Apple Podcasts, Spotify, or wherever you get your favourite podcasts. Email us at Communications@HIROC.com.

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Our guests David Kay and Doran Walker have had a mentor/mentee relationship since 2018. Doran is an RN with an MBA, owner and Healthcare Consultant for BioMD consulting and a Patient Care Manager for Specialized Geriatrics, Glenrose for Alberta Health Services. He’s also the National Cochair for Emerging Health Leaders Canada.

The fact that they came together well before the pandemic Doran says is fortuitous, since he had someone to turn to when his professional life became more challenging, and he became a new father.

David runs his own healthcare and professional regulatory management consultancy. He says much of what he learned about being a good mentor comes from having strong mentors in the early stages of his career.

One of those was a CEO of a large teaching hospital who shared his insights with David on long drives around Saskatchewan. This CEO would call fellow CEOs after hours to have open and casual conversations, something that imprinted on David the value of compassionate leadership.

David and Doran talked to us about what they’ve learned from each other, what defines a good mentoring relationship, and the fact that we all probably have more mentors than we realize.

Quotables

“This was really another opportunity to give back to the next generation and to the profession” – DK

“I believe goal-setting is important for all of us – both personal goals and professional goal setting. It helps provide some focus.” – DK

“In some of those circumstances that we discussed I hadn’t lived it, but I could draw on something that might have been a little similar or at least this is how people might be feeling about what they’re hearing and ‘the why’. What do we do about the why, what’s the what and the how.” – DK

“Because of the mentorship relationship and our discussion on goals and values, what changed for me was a deeper understanding of who I was and what I needed to value. For that I’m grateful.” – DW

“There’s usually four or five different people who have mentorship within our lives in different ways. I think that’s going to be the next way forward for mentorship research and literature.” DW

“I like to call it a kitchen cabinet. I’ve been fortunate throughout my career of having a network of people around me whose opinions I trusted and who could be honest with me.” – DK

“Mentorship is probably the most direct way that knowledge can be passed on. It also has the added benefit of providing wellness to emerging leaders. Because when they come to stressful situations, they already have someone formally they can talk to about it.” – DW

Mentioned in this Episode:

Emerging Health Leaders Canada

Canadian College of Health Leaders

American College of Healthcare Executives

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Our guest CJ Blennerhassett, began her career as a midwife in a busy Toronto practice. She has since moved back to her home province of Nova Scotia where there are just 16 midwives who deliver reproductive care in an area that has both urban and large rural pockets.

CJ is still a practicing midwife but now combines her duties with her role as Vice President of the Association of Nova Scotia Midwives and President-elect of the Canadian Association of Midwives.

In those roles, CJ is honoured that her midwifery colleagues trust her to push health authorities, government, and decision-makers to think about creative solutions to the primary care crisis in Nova Scotia and across the country.

So many people in her province are without care, she says, while midwives are here and willing and excited about delivering that care.

Quotables

“When the opportunity presented itself to be back here in Nova Scotia, I really jumped at that – to be closer to family but also to participate in growing the profession in an area where it’s really needed.” – CJB

“Unfortunately, in Nova Scotia we turn away as many people as we take in to midwifery care. We’re only able to care for 50% of people who request midwifery care.” – CJB

“British Columbia has a model where they try their best to ensure the right care provider for the right patient at the right time.” – CJB

“I think about leadership as being somebody who is speaking on behalf of the will of the group.” – CJB

“We really want to see Indigenous midwives working in all Indigenous communities in Nova Scotia not only to bring birth and care to people in their home communities but to improve birth outcomes for those communities.” – CJB

“We offer a kind of care that is really unparalleled in this country and that’s something to be supported and celebrated.” – CJB

“One thing I have always felt strongly about in terms of midwifery care and ways it can benefit the healthcare system in lots of other areas is this focus on informed choice.” – CJB

“I’m really inspired by people who blend creativity with policy work.” – CJB

Mentioned in this Episode:

Association of Nova Scotia Midwives

CAM knovember 2022

Canadian Association of Midwives

Kensington Midwives

Jessica MacDonald

National Aboriginal Council of Midwives

Alisha Julien Reid, Mi’kmaq Midwife

Canadian Alliance of Racialized Midwives

Jennie Joseph

Stacey Abrams

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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CJ is still a practicing midwife but now combines her duties with her role as Vice President of the Association of Nova Scotia Midwives and President-elect of the Canadian Association of Midwives.

So many people in her province are without care, she says, while midwives are here and willing and excited about delivering that care.

Quotables

“Unfortunately, in Nova Scotia we turn away as many people as we take in to midwifery care. We’re only able to care for 50% of people who request midwifery care.” – CJB

“British Columbia has a model where they try their best to ensure the right care provider for the right patient at the right time.” – CJB

“I think about leadership as being somebody who is speaking on behalf of the will of the group.” – CJB

“We offer a kind of care that is really unparalleled in this country and that’s something to be supported and celebrated.” – CJB

“One thing I have always felt strongly about in terms of midwifery care and ways it can benefit the healthcare system in lots of other areas is this focus on informed choice.” – CJB

“I’m really inspired by people who blend creativity with policy work.” – CJB

Mentioned in this Episode:

Association of Nova Scotia Midwives

CAM knovember 2022

Canadian Association of Midwives

Kensington Midwives

Jessica MacDonald

National Aboriginal Council of Midwives

Alisha Julien Reid, Mi’kmaq Midwife

Canadian Alliance of Racialized Midwives

Jennie Joseph

Stacey Abrams

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Our guest Brian Goldman is a longtime staff physician at Sinai Health System, and a podcaster – host of White Coat, Black Art on CBC Radio One and the CBC podcast The Dose. He’s also the author of three books.

Many people who read his most recent book The Power of Teamwork have an ah-ha moment when they realize that they’re not actually working on a team but a group. As Brian explains, many teams flounder because the members of that team are more focussed on individual goals than team goals, they haven’t had much input in setting those goals, and they don’t help one another.

Whether it’s in healthcare, the military, aviation or a corporate environment, for real team problem-solving to happen, Brian says everybody must feel safe to say what they see. That means breaking down longstanding hierarchies, taking chances and leaning into uncertainty.

Quotables

“Everybody talks fast. Everybody wants to cut to the bottom line, get to the answer quickly. And that is death to a team meeting.” - BG

“We hate uncertainty so much that we prematurely close conversations.” – BG

“To me the Rosetta Stone was meeting Alexa Miller at dotmd 2019 and eventually forging a friendship with her. I think the world of her and think Visual Thinking Strategies really deserves a stronger public airing.” – BG

“You have to know their superpower because you have to position them to function on a team that brings out the best in them, that doesn’t keep asking them to do what they’re not best at.” – BG

“You know you’re in a silo if you tend to see the world as insiders and outsiders.” – BG

“The highest compliment people tell me is that they feel I’ve taken them into the world of medicine, to my side of the gurney, and they understand more than they did before.” – BG

“I firmly believe that medicine has become so complex there is no ‘I alone’ anymore. We can’t understand everything, know everything. I’ve discovered that I work better in an environment where I can be prompted.” – BG

“Cross-over wisdom is something we practice a lot at HIROC and we do it on our team, speaking to people outside our sector – we learn a lot from looking at things from a new lens.” - PDS

Mentioned in this Episode:

Sinai Health System

White Coat Black Art

The Dose

Alexa Miller - Visual Thinking Strategies

Dr. Joel Thorp Katz

Emily Mathieu

Erin Byrnes

Dotmd – A Festival of Medical Curiosity

Dr. Trevor Jain

The Spy Who Knew Too Much by Howard Blum

The Ezra Klein Show

Dr. Teodor Grantcharov - The OR Black Box

David N. Titcher

Save the Date – the 2022 HIROC Conference

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Welcome to Healthcare Change Makers, a podcast produced by HIROC. I’m Ellen Gardner with Michelle Holden and Philip De Souza.

Today’s guests are Janice Kaffer, former President and CEO of Hôtel-Dieu Grace Healthcare in Windsor and Bill Marra, current President and CEO of Hôtel-Dieu Grace Healthcare.

Although she formally retired from the CEO position in January, Janice has stayed involved through a project looking at re-establishing the hospital’s role in long-term care. She’s also taking an Executive Coaching course at Royal Roads University.

Bill and Janice have a connection based on mutual respect, admiration, and camaraderie, some of it formed through working closely during the pandemic and their shared passion for the mission of Hôtel-Dieu Grace Healthcare.

Bill’s association with the hospital goes back to his teen years when he worked in the dietary department. Although his career took him in many diverse directions – including serving six terms as a municipal councillor for the City of Windsor – he never fully stepped away from the hospital. He stayed involved through his work on the foundation and as VP, People, Mission, Communications and Corporate Affairs.

When Janice approached Bill about being part of the CEO succession plan, he was humbled and flattered. The hospital is engaged in many development projects and a key area of focus for him right now is attracting new talent and developing the leadership team. Bill is comforted knowing he’s got Janice on speed dial whenever he needs her.

__________________________________________________________________________

Quotables

“Hôtel-Dieu Grace is always going to be a priority for me and anything that the hospital and Bill needs, I will always be there.” – JK

“I wanted to ensure that every moment of every day that I served in that capacity was creating impact.” – BM

“I still pinch myself every once in a while, to be honest with you. It’s a very humbling experience to be asked to lead an organization of this nature.” – BM

“One of the really important leadership pieces is to always remember the mentorship piece. There are people watching you and learning from you, so we have an obligation to ensure that what they’re taking away from us is positive and reinforcing and inspiring.” – JK

“One of her qualities that I admired the most was her authenticity with our staff. Her authentic effort to get to know, to understand, and respect the people around her.” – BM

“It may not always be great news, but the respect and admiration you’ll get from those you lead because you’re communicating with them, keeping them engaged – they’re going to feel part of the organization.” – BM

“It’s so incredibly important particularly in healthcare, that CEOs don’t lead from their office desk, that they’re out and about in the organization, hearing directly from the frontline staff and from patients and families.” – JK

Mentioned in this Episode:

Hôtel-Dieu Grace Healthcare

Bill Marra and Municipal Politics

Royal Roads University

The Heart of Coaching by Thomas G. Crane

Change is Good but You Go First by Tom Feltenstein and Mac Anderson

June’s Journey

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At HIROC, we recognize the critical importance of good governance in healthcare, and its impact on safe, quality care.

What makes for a positive relationship between a senior leadership team and their board? This year, we are digging deeper on Healthcare Change Makers and talking all about governing with impact.

Today HIROC’s CEO, Catherine Gaulton, sits down with Jo-anne Marr, President and CEO, and Mike Arnew, Board Chair at Oak Valley Health.

The two talk about the importance of healthy debate around the board table, where both leadership and the board need to approach decision making with a bit of humility.

This is a great episode for emerging and seasoned leaders who are looking for a clear path forward.

Quotables

“Governors work in partnership with the CEO and senior leadership team with respect to addressing key issues and decisions.” – JM

“Certainly, in my role I always think about, well if I was on this board, what would I want to be hearing? What level of conversation would I want to have?” – CG

“You have to trust that you can share the good, the bad and the ugly.” – MA

“I think we have to expect that board members, as Mike said, will ask lots of hard questions. I think we have to be really open to all of them, and maybe guiding a little bit when it’s too operational.” – JM

Mentioned in this Episode:

HIROC
Oak Valley Health
Ontario Health

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Welcome to Healthcare Change Makers, a podcast produced by HIROC. I’m Ellen Gardner with Philip de Souza.

Today’s guest is Susan Bisaillon, CEO of The Safehaven Project for Community Living. Susan started her career in healthcare as a nurse in St. Anthony, Newfoundland, later moving west to St. Joseph’s Health Centre in Toronto, then to UHN where she worked as a clinical nurse specialist and nurse manager in the CCU. She moved on to direct the Neuroscience Program and oversee Clinical Operations at Trillium Health Partners.

Before joining Safehaven, Susan was the Chief Operating Officer at Oakville Trafalgar Memorial Hospital.

She grew up in a small community in Corner Brook, Newfoundland, and says it was a strong sense of curiosity and desire to keep learning that motivated her to move to the bigger centres.

Early in her time at Safehaven, Susan and her leadership team noticed the lack of education and support for people working in the community. The subsequent development of education programs has moved far beyond their walls to the point where the organization is now seen as a leader in the delivery of education.

In recognition of their role as Infection Prevention and Control Lead Champion for Toronto Region during the pandemic, Safehaven received the Celebrating the Human Spirit award from the Canadian College of Health Leaders. HIROC is proud to play a role in supporting that award. The award goes to an organization that provides acts of caring and compassion that go above and beyond – having a profound and lasting impact.

__________________________________________________________________________

Quotables

“The continuum of care for individuals with complexities is really not developed well in Ontario, and I just felt that the timing was there to be able to make some changes that could potentially help other families and individuals in the community.” – SB

“I do think the next big frontier is community care. And I see it every day – it’s tough work.” – SB

“Our goal is to try to let these kids have fun, and go to school, and participate in a way that it’s not all about appointments and care – it’s about living your best life.” – SB

“I think HIROC is an organization that we all look to – it’s an organization that really helps keep us safe, on track… Having that award from HIROC that really recognizes the spirit of the work that was done in the last two years is incredibly meaningful.” – SB

“I know our board has been great, our community has been great, in terms of just small touches… it let the staff know that we understand.” – SB

“Everybody who comes to the table, no matter who they are, what position they are in, everybody has something to offer, everybody has something that’s valuable… that’s teachable.” – SB

“I think understanding what your value is, what your gift is, but also sharing. Because when you share, you learn so much more.” – SB

“Share liberally and share freely, and you will reap the rewards of that.” – SB

“We all belong. We all have differences. We all have abilities.” – SB

“I think breaking down some of the barriers and inequities that exist in our system, I see some glimmers of hope but we’re not quite there in many respects.” – SB

Mentions

Accreditation Canada
Canadian College of Health Leaders
Halton Healthcare
HIROC
Holland Bloorview Kids Rehabilitation Hospital
Memorial University
Rotman: University of Toronto
Safehaven
SickKids
St Joseph’s Health Centre
Trillium health Partners
UHN

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Welcome to Healthcare Change Makers, a podcast produced by HIROC. I’m Ellen Gardner with Michelle Holden and Philip de Souza.

Today we’re talking with Zayna Khayat and Will Falk. Zayna is Vice President, Client Success and Growth at Teladoc Health. Will is a Senior Fellow at the CD Howe Institute and has an appointment at the University of Toronto as an Executive-in-Residence at Rotman.

Zayna and Will have collaborated in many different ways over the years and delight in wading into the messy problems in healthcare.

They don’t always agree, but Zayna and Will are united in their desire to use technology to move care forward. That task, they readily admit is hard work. As they call it, the clash of the static and the dynamic – when the industrial age and technological age collide with not always pleasant results.

The real satisfaction comes from breaking down the barriers to thinking big and getting stuff done. The tools they’re using and approach they’re advocating doesn’t just improve access to care, it delivers culturally appropriate care to communities that have been isolated in the past.

It's all about hanging out with the future, something Zayna and Will agree is a highly privileged place to be.

Quotables

“The thing that really gets me going these days is working with young founder teams who are dealing with tough problems.” - WF

“One of the great things about having to teach MBA students and other learners is having to explain yourself in front of really smart people.” – WF

“As soon as I see the doubt, the skepticism, hear ‘it’s impossible’, then I think time to double down, that’s the lock and I got the key!” – ZK

“In talking to people, many of whom were on the frontlines during the pandemic, I was blown away by how hard people worked in spite of the technological choices that are available.” – WF

“A study done by Dr. Eric Topol and the NHS in the UK concluded that 90% of all jobs will change because of what’s happening now and coming in tech. That’s a massive reskilling, retooling of the current workforce, let alone how you breed and train the next generation.” – ZK

“As soon as our tools can de-couple time and place from care, you’ve got a real gamechanger for access.” – ZK

“If you think economically about the fact that a public visit to a free provider costs the average Canadian $99 – that’s a big barrier for a lot of people.”– WF

“I’m not conceding the compassion high ground to anyone who’s advocating physical care over virtual care because it is not at all clear to me that the compassionate answer for most people is to insist that they show up in your office when other alternatives exist.” – WF

“No matter where you are – student, administrator, clinician, department chair – I always say, at least 10% of your capacity, 1/2 a day a week has to be blowing up the past and putting it together for the future.” – ZK

Mentioned in this Episode:

Teladoc Health

Verto Health

Chris O’Connor - FirstHx

Rotman School of Management

Computer Sciences Corporation

Robert Wachter – The Digital Doctor

Why Doctors hate their computers by Atul Gawande

John Nosta – The Emerging Role of TQ

Matthew Mendelsohn – Mowat Centre

Dr. Eric Topol Scripps

Canada Health Infoway

The State of Virtual Care in Canada as of Wave Three of the COVID 19 Pandemic: An early Diagnostique and Policy Recommendations by Will Falk

Revera

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

The Digital Doctor: Hope, Hype, and Harm at the Dawn of Medicine’s Computer Age

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Today we’re talking with Kathryn Nichol, who is President and CEO of VHA Home HealthCare. She stepped into the role in early 2021 after several years at VHA working as Vice President Quality, Best Practice, Research and Education.

Our aging population, movement towards a community-based model of care, and the pandemic have put the spotlight on homecare like never before. For Kathryn, this has reinforced homecare’s crucial role in facilitating the flow of people out of hospital so they can return to their homes where they want to be.

Her initial desire was to go to medical school but when that proved too expensive, she happily went to nursing school and worked as a frontline nurse for several years before discovering her passionate interest in research.

Having a clinical background in a leadership position Kathryn says is valuable – not just for her but for all healthcare leaders – because it enables them to lead from a place of compassion.

Quotables

“There is a ton of pride because homecare never stopped for a moment.” - KN

“There was a realization that homecare is a very safe way to provide care in a pandemic. It’s much safer than providing care in an institution where there’s many more people involved, and you have to be closer together.” – KN

“If we don’t have people who want to work in our sector and who are compensated at an equal level, they’re going to leave.” – KN

“The capacity issue is more acute than it ever has been before.” – KN

“If I had superpowers, homecare would be recognized as a clinical specialty and our workers recognized as clinical specialists because it takes a very unique set of skills to be able to operate in this kind of environment.” – KN

“Those people who were self-deployed for a month into LTC, that is the most remarkable example of courageous leadership I can share with you.” – KN

“Homecare is significantly understudied yet it’s an incredibly important part of our healthcare system.” – KN

“Health system leaders with some kind of clinical background is more important than ever before because you’re leading from a place of compassion in a field that is people-based.” - KN

“When you find yourself at the top of ‘S curve’, it’s time to disrupt yourself. You have to jump to your next curve.” - KN

Mentioned in this Episode:

VHA Home Healthcare

Dr. Samir Sinha

Disrupt Yourself by Whitney Johnson

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Lisa Levin’s passion for seniors’ care started when she was just a child, watching her young and intelligent grandfather battle dementia. Today, as CEO of AdvantAge Ontario, Lisa and her team are the voice of not-for-profit seniors’ care, dedicated to supporting their members in creating the best possible aging experience.

Again this year, HIROC and AdvantAge Ontario have come together to produce the Inspiring Impact podcast mini-series. This four-part series highlights several amazing presenters at the 2022 AdvantAge Ontario convention, and explores the innovation and passion at play in the long-term care sector.

Today HIROC’s Philip De Souza chats with Lisa about her organization’s work, what delegates can look forward to at the convention, and what drives Lisa to push for change in the sector.

Quotables:

“We want people to feel that they are at home, because long-term care is peoples’ homes.” – LL

“Did you know that we’ve lost 75 per cent of our volunteers in long-term care during the pandemic?” – LL

“We need to work together, and have partnerships to learn from one another and help each other out.” – LL

“We get through tough times by helping each other out because you can’t always do it alone.” – LL

“We need to be genuine leaders, we need to be vulnerable.” – LL

“I think you and your entire team at AdvantAge are doing something to change the world to be a better place, and we really value and appreciate that.” – PD

Mentioned in this Episode:

AdvantAge Ontario
Administrator Leadership Program
Ministry of Health
Premier of Ontario
Ministry of Municipal Affairs and Housing
Ministry of Long-Term Care
Ministry of Labour, Training and Skills Development
Ministry of Finance
Treasury Board Secretariat
St Joseph’s Health Centre Guelph
Simcoe Muskoka District Health Unit

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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When Denise Koster was asked to identify the body of one of her elderly clients 35 years ago, her life and career changed forever. Since then, Denise founded Koster Consulting & Associates in Toronto and has dedicated her life’s work to ensuring elder abuse never happens again with services such as abuse investigations, threat management, and mediation.

In today’s episode, HIROC’s Marc Aiello and Philip De Souza sit down with Denise to talk about the outstanding work she provides for seniors and their families, her session at the convention, and more.

Quotables:

“The most important thing about being an investigator is making sure they have emotional intelligence and they’re able to comprehend how a person much feel when they’re trying to recount details.” – DK

“Norma is the reason that I’m talking to you today. Knocking on Norma’s door actually change the entire direction of my career and my life.” – DK

“Every interview is different, even the interview we’re having right now. My response is going to depend on your next question.” – DK

Mentioned in this Episode:

AdvantAge Ontario
Koster Consulting & Associates

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Email us at Communications@HIROC.com.

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Nadine Persaud and Dr. Amit Arya have a deep passion for seniors’ care that extends beyond healthcare facilities with their community work, advocacy, education, and so much more. You’ll be able to catch them presenting alongside their colleague Dr. Naheed Dosani at the 2022 Advantage Ontario Convention with a session titled “Adopting a Specialist Palliative Care Program in Your Home.”

In today’s episode, HIROC’s Marc Aiello and Philip De Souza speak with Nadine and Dr. Arya from Kensington Health in Toronto to gain their perspective on the current state of palliative care in Ontario, what they’ll be speaking about at the convention, and the future they envision for long-term care.

Quotables:

“I came to Kensington and felt that it’s different. This doesn’t feel like long-term care. This actually feels like a home. And it’s these misconceptions that you hear in the media about what long-term care is. This isn’t actually happening in many long-term care homes.” – NP

“When you step into homes like Kensington, where beautiful moments are happening every day, we see such powerful moments, we learn stories of individuals that really make it an honour for us to care for them.” – NP

“I think my experience has really taught me that we need a lot more recognition about the palliative care needs in long-term care, because this is just the norm. Complexity in acuity is rising and unfortunately, long-term care is under resourced and understaffed.” – AA

“A second myth that we often encounter is that palliative care means giving up on other treatment. That is absolutely not true. Palliative care can and should be integrated along with other life prolonging treatments. It simply means that there’s proper care for the whole person.” – AA

Mentioned in this Episode:

AdvantAge Ontario
Kensington Health

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Email us at Communications@HIROC.com.

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Laura Tamblyn Watts believes that the future of seniors’ care is about taking a care-at-home approach, and reserving 24/7 long-term care for those who need it most. As CEO of CanAge, Laura works with long-term care operators, families, and caregivers to educate, inform, and advocate.

Today HIROC’s Michelle Holden and Philip De Souza sit down with Laura to chat about her presentation at the AdvantAge Ontario convention. Laura’s session delves into the two national standards drafts on long-term care, highlighting what operators, families and caregivers need to know.

Quotables:

“Our organization, CanAge, represents seniors and really all Canadians as we age.”

“In a perfect world our seniors’ care would be informed by overcoming ageism.”

“The good news is this, we know the recipe for improved seniors’ care. We know we need to move to a care-at-home approach.”

“Those walls of long-term care should be walls of safety and inclusion in community…”

“I think as we are more multicultural and more diverse, we also need to understand that people don’t just become heterogenous white men magically when they come into long-term care. And so a greater understanding of diversity and inclusion around gender, sexual orientation, sexual expression…”

“The good news is it’s not that hard, a human-based approach just means that we need to come together as diverse communities and support the planning of the physical space, the operations, and the programming. It allows us to be better.”

“You don’t want to miss the AdvantAge Ontario conference.”

Mentioned in this Episode:

AdvantAge Ontario
CanAge

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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At HIROC, we recognize the critical importance of good governance in healthcare, and its impact on safe, quality care.

What makes for a positive relationship between a senior leadership team and their Board? This year, we are digging deeper on Healthcare Change Makers and talking all about governing with impact.

Today HIROC’s CEO, Catherine Gaulton, sits down with Krista Jangaard, President and CEO of IWK Health Centre and Catherine Woodman, IWK Board Chair.

Krista and Catherine W. open up about what makes for good governance at the IWK. The two agree that it’s about stewarding the organization, while respecting the boundaries between the roles of the board and the senior team.

For Krista it’s critical to get to know the board, and what they each wish to contribute – honing in on the unique wisdom of their members helps the senior team make better decisions.

Since the start of the pandemic, Krista and Catherine W. have had to be nimble and work together to ensure staff are comfortable with change. Their work is also about positioning the IWK as part of the larger system, working collaboratively to meet the challenges brought on by COVID.

Underscoring their wisdom around governance, is a passion and love for the IWK – a place that is making a lasting impact on lives for years to come.

Quotables

“I have a deep love for the organization, a deep love for the purpose.” – CW

“In healthcare we are purpose-driven organizations because it’s about making people better and keeping them healthy.” – KJ

“Rapid change and uncertainty have really been the points of pressure for us in the healthcare system as we try to do our regular work, plus meet the challenge of the pandemic.”- KJ

“Organizations have talked about being nimble for years, but I don’t think we’d learned how to be nimble until this pandemic arrived.” - CW

“Well, you spend time in Halifax, and you know that the IWK is frankly a magical place. We commonly refer to the secret sauce, that there’s something really inherent to the core mission and purpose of women and children that excites everyone and focuses everyone who is part of the IKW community.” – CW

“Children make up about a quarter of our population, but they are 100 per cent of our future.” KJ

“It is part of peoples’ families and once you are part of the IKW family, we never let you go.” – KJ

“I think you build the best relationships with your board by finding out just where their wisdom truly is and making sure that you don’t lose the opportunity to pull on it.” – CG

“I think that one of the most important professional development opportunities every CEO should take on is to serve another board.” – CW

Mentioned in this Episode:

IKW Health Centre

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Early in her leadership journey, Janice Kaffer, Former CEO of Hôtel-Dieu in Windsor, realized that you need people around you who think differently than you and have different skillsets. Building that kind of team resulted in better decisions, including those that weren’t always easy for Janice to make.

Show Summary:

Today we’re talking with Janice Kaffer, who up until early January was President and CEO of Hôtel-Dieu Grace Healthcare in Windsor Ontario. She’s calling this time semi-retirement as she continues to work on a project that will keep her connected with the hospital for at least six months.

Janice honestly admitted on social media last year that being a leader in a time of extended crisis takes a toll. When she did finally take some time off, she recovered her sense of self in a surprising and delightful way – by doing Lego. It grounded her in a way she could never have imagined.

Janice says it took some time to understand she was more than a hospital leader – that she was a community leader as well. Her own modest upbringing convinced Janice that she had an obligation to talk about issues around poverty, politics and the social determinants of health because it all has an impact on health.

Today she’s proud of the part she played and continues to play in changing the perception in Windsor of what a hospital is and what it can be.

Quotables

“Through the last two years of the pandemic, Bill (Marra) has been at my side, we’ve been working together, we went into the nursing home together, we’ve led most of the response together.” - JK

“Because the crisis has been going on for so long – it’s not constant, it’s ebbing and waning periods of intense activity – so you never really get a chance to step away from that time, to take care of yourself unless you make that time.” – JK

“My grandkids love Lego, but they’re brutal. I find little bits all over the house!” – JK

“The team we built at Hôtel-Dieu Grace is incredibly diverse and very involved in the decision-making at all levels. I always benefitted from the fact that many members of the team felt comfortable sharing their thoughts and ideas.” – JK

“Over the years I developed a perspective that the job of the CEO for a community hospital it isn’t just about leading your own team, it’s also talking about those things in your community that affect health in the broader sector.” – JK

“Hôtel-Dieu Grace is more than a service delivery organization. We’ve tried to be an organization that connects to the community and speaks to a longer-term contract to change health for the better.” – JK

“Social media allows me to interact with people in a way that is super comfortable for me.” – JK

“One of the things that was important to me when I became CEO at Hôtel-Dieu was to create an opportunity for patients and families to have voice, but also for staff so that there’s balance.” – JK

“Unless we start taking seriously that the healthcare system is too lean, is too efficient, is needing investment, retaining staff is going to difficult.” - JK

“A lot of women hesitate to ask. Leaders have an obligation to make sure that everybody understands that we’re open to mentoring and coaching, and we’re here to share and assist.” - JK

Mentioned in this Episode:

Hôtel-Dieu Grace Healthcare

Bill Marra

ProsperUs

Capital Health

Chris Power

Peter Senge

The Hospice of Windsor & Essex County Inc.

Mary Ferguson-Paré

RNAO

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In a special year-end episode, HIROC’s CEO, Catherine Gaulton sits down with Philip De Souza, Director, Marketing and Communications.

The two talk about the strong culture at HIROC, a culture of caring – caring about those we serve, and those they serve (patients and families). As a leader, Catherine knows how important it is to build in moments of fun, to ensure staff have an opportunity to breathe. When asked why people stay at HIROC, Catherine called on the notion of service to a greater purpose.

Catherine shares some top topics from recent meetings with Subscribers, including cyber and health human resources. She and the leadership team at HIROC are focused on inspiring healthcare boards and leaders to think differently, and to ask the right questions on the issues that matter most.

As for 2022, Catherine is optimistic that HIROC can continue to help Subscribers, and that together we can turn the corner on safety.

Quotables:

“I have for the entirety of my working career been proud to be associated with this healthcare system in Canada. And this year, the past 18 months, has just made that all the more acute.” – CG

“The health human resources piece will be the issue; it is the issue.” – CG

“That notion of service and of a greater purpose means people stay... we have this universal approach to service to each other and to Subscribers that gives us a mission that creates this culture.” – CG

“HIROC is phenomenally privileged to be invited into boardrooms. These are busy people with a massive amount on their plate, and the fact that they make room for what we can offer means we have a big obligation to make our time with them very useful.” – CG

“Your people are the only way you’re successful… you need to have it be as much of a priority as getting the to-do lists done.” – CG

“It’s the fun that really will make the difference in the end… the fun together, both in how you feel about work but in how good your work is too.” – CG

“And people say to me, ‘What would be your advice to parents?’ It really is that you raise children who are kind and who find their way through a lens of kindness… There are all kinds of other measures of success, but I say kindness is a massive one.” – CG

“I get up every day feeling that today is going to be the day that turns the corner for so many things.” – CG

“I’m optimistic that we’ll continue to take things off the plate of Subscribers… that we’ll just respond to that need and free them up to do what they do best.” – CG

“I think this year will show us that we’re strong, that we’ve come through horrible times, that we’re better for it.” – CG

Mentioned in this Episode:

21 Questions: Guidance for Healthcare Boards on What They Should Ask Senior Leaders About Risk
HIROC Recognized as One of Greater Toronto’s Top Employers (2022)

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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At the 2021 HIROC Conference, we had the honour of hearing from Marni Panas, Program Manager of Diversity and Inclusion with Alberta Health Services (AHS). This episode is a recording of that incredibly information session, edited for length.

While walking delegates through the work she and her team have done at AHS, Marni connected diversity and inclusion to patient safety and risk mitigation. Much of that work has meant collaborating with staff – involving them in policy, educational initiatives, and celebrations.

We encourage you to share this episode with healthcare Human Resources and leadership teams. Marni and her colleagues have found that leaders want to support these important conversations but either don’t know how, or don’t have the language to do so. But if we want to change culture, we need to start here.

Quotables:

“We also know that in a world of healthcare, having people bring their whole selves increases innovation, creativity (which is something healthcare depends on), and all of this has a direct impact on patient safety, patient experience, and patient outcomes.” – MP

“An investment [in] diversity and inclusion is an investment in risk mitigation.” – MP

“We know that one of the most effective ways of reducing discrimination is being able to see yourself in your healthcare system, being able to see yourself in your leadership.” – MP

“We can do all the education that we want but if the systems themselves aren’t supporting an inclusive environment or providing inclusive care, then we’re not going to make a lot of impact.” – MP

“It is the system that creates an environment and a culture where leaders feel supported, and workers feel empowered to be inclusive and anti-racist.” – MP

“We want to celebrate diversity as a strength in our organization.” – MP

“In this time of COVID we cannot be oblivious to all the other impacts on the health and wellbeing of our colleagues, our patients, our families.” – Dr. Verna Yiu

“Leaders at all levels, especially our frontline leaders, play a vital role in changing culture.” – MP

Mentioned in this Episode:

Alberta Health Services
AHS – Diversity and Inclusion
AHS – Connect Care
Marni Panas
Canadian Institute for Health Information
World Health Organization

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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For this special edition of Healthcare Change Makers, HIROC has partnered with the Association of Family Health Teams of Ontario (AFHTO) to bring you the voices of health leaders advancing emergent technologies in clinical practices.

In today’s episode, we speak with Dr. Ervin Sejdić, Research Chair in Artificial Intelligence for Health Outcomes at North York General, and Faculty Member at the University of Toronto. An engineer by training, early on in his career Dr. Sejdić identified a passion for data analysis and an interest in clinical medicine. His career today brings those two passions together.

We talk with Dr. Sejdić about his team’s ongoing research in dysphagia, sensor-based prediction of falls, analysis of electrocardiograms, and the analysis of electronic health records.

Dr. Sejdić says the application of AI in medicine is still in its infancy. He sees the analysis of medical images coming as the next big splash for AI in clinical practice. We also talk with Dr. Sejdić about how we can make use of wearables, leveraging the sensors in our devices to learn about patient behaviour.

The next challenge for Dr. Sejdić is finding ways to translate his research from university and hospital labs into real-world solutions. He’s optimistic about working with start-ups and industrial partners to develop his research into products that can change lives.

At the 2021 AFHTO conference, Dr. Sejdić presented a session on “Artificial Intelligence and Robots in Primary Care” alongside Dr. Mohamed Alarakhia. After this, check out Dr. Alarakhia’s episode to learn more about how these experts are building a foundation for AI in medicine.

Quotables:

“I always knew that science plays a major role in every modern country, but it did not hit me until I was actually in the White House, meeting the American president, that it has that kind of a role, and that it is taken seriously.” – ES

“I would encourage all young students to actually consider science and research as a potential way to contribute to society.” – ES

“In theory, everything works. In practice, nothing works.” – ES

“I think that’s going to be the next big splash that AI will make in the medical world… we will be able to use AI algorithms to quickly analyze some of the medical images and come up with a summary for a clinician.” – ES

“R&D is one aspect, but developing a product is a completely different beast. And typically, you cannot easily do it in a university lab.”

“AI is about to change healthcare in ways we cannot predict. If our organizations don’t act on it in a timely manner, they will be playing a catch-up game.”

Mentioned in this Episode:

North York General Hospital
University of Toronto, Electrical and Computer Engineering
Holland Bloorview Kids Rehabilitation Hospital
Tom Chau
Healthcare Change Makers, Episode 29 with Daniel Pepe

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For this special edition of Healthcare Change Makers, HIROC is partnering with the Association of Family Health Teams of Ontario (AFHTO) to bring you the voices of health leaders on the cutting edge of advancing emergent technologies in clinical practices.

In today’s episode, we speak with Dr. Mohamed Alarakhia about artificial intelligence (AI), automation in primary care, and what the future of healthcare could look like.

Dr. Alarakhia is a family physician at The Centre for Family Medicine Family Health Team in Waterloo Ontario, a Faculty Digital Health Lead at McMaster University’s Michael G DeGroote School of Medicine, and the Managing Director of the eHealth Centre of Excellence.

When he’s not teaching or caring for patients, Dr. Alarakhia is focused on seizing every opportunity to make clinicians’ work easier by leveraging critical data and equipping clinicians with tools that automate day-to-day processes, such as his robot Bernie.

Although the COVID-19 pandemic inspired many to try innovative technology solutions to assist in rapidly-evolving care conditions, Dr. Alarakhia wants to ensure healthcare staff are better informed of the associated risks and opportunities with evidence-based studies.

At the 2021 AFHTO conference, Dr. Alarakhia presented a session on “Artificial Intelligence and Robots in Primary Care” alongside Dr. Ervin Sejdić. We encourage you to listen to Dr. Sejdić’s episode of the podcast after this one to get a full understanding and appreciation of the critical work done by these experts.

Quotables:

“I think it’s important for us to make sure that what we do is explainable. There’s something called ‘Explainable AI,’ which really allows a clinician to understand what’s behind the hood. Why is the AI or automation doing what it’s doing? And I think that’s really key for us to gain trust and confidence.” – MA

“Clinicians value evidence. They want to know why they’re doing something, what the benefits are or lack thereof. So, when we go to talk to clinicians about different technologies like automation, artificial intelligence, we go with evidence about what it has done, where the gaps are, and just be very open about that.” – MA

“One can be more effective if they’ve got their personal life in order, know when to start and stop doing things, and done self-care. A lot of leaders have been going full tilt for so long during the pandemic and they’re struggling. So, I think it’s important to have that balance.” – MA

“I feel that we have a great system, but we can do more. We have an opportunity to do more and make it easier, so people don’t fall through the cracks.” – MA

“We’re at the cusp of doing something quite different right now. I’ve thought for a while that we have a capability to leverage tools that we’re using every day a lot better.” – MA

“Just like any intervention in medicine, we need to have a particular amount of evidence around it. We need to have rationale for using it, and we need to demonstrate that it works in a real-life context.” – MA

“It’s not about ‘this is the greatest thing and why aren’t you implementing it?’ It’s about here’s another tool in your toolbox that you can use to help yourself and patients.” – MA

Mentioned in this Episode:

Association of Family Health Teams of Ontario (AFHTO)

The Centre for Family Medicine Family Health Team

McMaster University’s Michael G DeGroote School of Medicine

eHealth Centre of Excellence

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Today we’re talking with Bruce Squires, President of McMaster Children’s Hospital and Vice President, Women’s and Children’s Health at Hamilton Health Sciences.

In this episode, we talk to Bruce about preventable harm and his approach to turning the corner on patient safety. Bruce says it’s important to be explicit when talking about harm, sharing a realistic picture with clinical leads and teams.

Like many leaders, Bruce is focused on health human resources. He speaks to the need to build immersive learning environments, where staff have the tools and support from leaders to identify opportunities and act on them.

Bruce also speaks to the impact of COVID-19 on children and youth, describing it as disruptive and tragic. The measures imposed to keep our kids safe affected their physical, mental, and emotional health – effects that are most concerning for vulnerable children and youth.

But Bruce is ultimately optimistic. In looking to the next chapter of children’s health, he believes the dialogue should be driven by the voices of children, youth and families – they are our future.

Quotables

“If you're going to focus on safety as a healthcare priority, you have to name it and you truly have to prioritize that. You need to make it the core mandate.” – BS

“I think wherever I've seen kind of breakthrough performance, it's where the organization has made that explicit commitment to improving safety performance… to driving to zero harm.” – BS

“There's lots of things that you can do outside… but if you don't have at its core a frontline situation, a day-to-day at the worksite sense of an element of control over your own work, and an opportunity to improve, then it's not going to be healthy and it's not going to support learning.”

“These kids and their importance in recovery needs to be prioritized.” – BS

Mentioned in this Episode:

McMaster Children’s Hospital

Hamilton Health Sciences

Children’s Healthcare Canada

Children’s Hospital of Eastern Ontario (CHEO)

Canadian Medical Association

Newfoundland and Labrador Medical Association (NLMA)

Ontario College of Family Physicians

Mount Allison University

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Email us at Communications@HIROC.com.

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Today we’re talking with Liben Gebremikael, the first Executive Director of TAIBU Community Health Centre in Toronto. He’s held the position since 2008. Liben is a social worker with over 25 years of experience in the primary healthcare sector, social services, and mental health field.

TAIBU was created to meet the specific healthcare needs of the Black Community – and as it’s evolved, addresses all the social determinants of health including, education, income, lifestyle, and housing.

Their philosophy of care is built around a Zulu word ‘Ubuntu’, which means, we don’t exist as individuals, we exist as a family and as a community. All issues at TAIBU are addressed from that lens and that philosophy.

For Liben, there’s excitement and a sense of satisfaction at developing a culturally appropriate approach to specific illnesses that affect the Black community – illnesses like sickle cell disease and diabetes for example.

The larger issue that preoccupies Liben and his colleagues at TAIBU is the necessity of systems change. Eliminating barriers to care for racialized populations means big changes are needed at the systems level. As Liben explains, it begins with the four ‘As’.

Quotables

“Sometimes the role of a leader is very strategic, but I believe you need to continue to put your feet on the ground and really listen to people and hear people. Once a social worker, always a social worker!” – LG

“People talk about a broken system. We say the system is not broken; it’s working perfectly as it was designed. The challenge is, it was not designed for certain populations.” – LG

“One of the African principles of self-determination is that our clients participate in design, in decision-making, in planning of services. Critical ingredients when you’re talking about culturally appropriate approaches and services.” – LG

“People are really engaging with the issue of equity, which is promising, but it requires a lot of work because it’s very difficult to change the system quickly.” – LG

“We are moving from just doing programs – we are incorporating the concept of systems change in all that we are designing moving forward.” – LG

“If we continue in the long-term to address the systemic issue, then every CHC, every healthcare facility, every youth-serving agency will be meeting the needs of those racialized and marginalized communities and the system would be working for everybody.” – LG

“I usually say COVID is like an x-ray. It showed us how broken the bones were.” – LG

“We came through this huge impact of COVID-19 and we’re still functioning as a community. As staff and as an organization, and many other CHCs would share this view, we need to hang on to this resiliency” – LG

“I would not use the word ‘consultation’, I use the word ‘engagement’ – engaging with communities and really being transparent and saying, ‘We’re here to listen and we’re here to support’.” – LG

Mentioned in this Episode:

Black Scientists’ Task Force on Vaccine Equity

TAIBU Community Health Centre

Black Health Alliance

Dr. Christopher Morgan

The Ubuntu Village Project

Sickle Cell Association of Ontario

Black Creek Community Health Centre

Parkdale Queen West Community Health Centre

Rexdale Community Health Centre

Peloton Anti-Racism Initiative

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Email us at Communications@HIROC.com.

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Today we’re talking with Dr. Tim Rutledge, President and CEO of Unity Health Toronto. Tim was previously President and CEO of North York General Hospital.

Tim is a physician, trained in Emergency Medicine. He developed a strong interest in medical education early in his career and chaired the committee that developed the University of Toronto’s first undergraduate course in Emergency Medicine.

From the earliest days of the pandemic, Unity Health put a strong emphasis on caring for and vaccinating people experiencing homelessness and Indigenous populations. Tim’s own journey of leading the hospital during this turbulent time has led him to a new understanding of the lessons of anti-racism, equity and social accountability.

A big part of Tim’s life – and one of the important ways he unwinds – is through music. He discovered his love of playing at the piano as a young man and he now plays and records on several instruments. Healthcare and leadership are of course his central preoccupations but coming back to his music always gives Tim a feeling of joy and fulfillment.

Quotables

“One of the most important attributes in my experience of an effective leader is the ability to listen. I mean capital ‘L’ listen. Listen to truly understand the issues.” – TR

“COVID has really put into stark relief the fact that there was a disproportionate impact on vulnerable and racialized populations. It really has highlighted that equity is a key dimension of quality in healthcare. It’s a major focus here at Unity and for me personally.” – TR

“We need to recognize that we all have blindspots, as individuals and within our organizations. This is something we’re going to have to put a lot of work into.” – TR

“I think the most important thing we’ve been focussing on the last year or so is making sure that people have some time to unplug. We’ve been trying to be disciplined about that as well.” – TR

“In Ontario we have fewer acute care beds per population than any other province, and fewer beds than any other country in the world. We’re tied at the bottom with Mexico at 1.4 beds per thousand.” – TR

“The power of the perspectives we get from our patients is not to be underestimated. Our patients are continually giving us great advice on how we can improve the care experience.” – TR

“What we really need to focus on in the future healthcare provider is the human aspect. The clinician-patient relationship, connecting with patients in a way that optimizes their care and optimizes their experience. Plan for the many, deliver to the one.” – TR

Mentioned in this Episode:

North York General Hospital

Unity Health Toronto

Clay Christensen

Donald Berwick

Eric Topol

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Today we’re talking with Carmine Stumpo, President and CEO of Orillia Soldiers’ Memorial Hospital. Carmine joined Orillia Soldiers’ in 2018 after spending 21 years at Michael Garron Hospital in East Toronto.

Even if one of his first acts as CEO was participating in a polar swim fundraiser, Carmine has warmed up to every element of running a community hospital. This spring he was proud to unveil the hospital’s five-year strategic plan under the banner “We Are One Community”. The pandemic necessitated a radical reboot in how they structured the plan but Carmine is determined that all staff, volunteers and partners see themselves in that plan.

One of his proudest – and most difficult – moments during the pandemic was overseeing the hospital’s support of a long-term care facility when it experienced a tragic COVID outbreak. Although he’s been through crises before, Carmine said it was a humbling event that tested his personal resilience.

Quotables

“You need to be cognizant of the fact that there are really good practices and we need to celebrate that and appreciate that.” – CS

“We were able to come up with a strategy that we believe reflects, in a very positive and forward-thinking way, the aspirations of this hospital and what aspire to be for our team.” - CS

“The number one issue is, how do we continue to sustain the service and address some of our facility needs that we will have in the years to come which have been accelerated because of this tremendous growth. We see this as an opportunity.” - CS

“As leaders, it was a humbling experience around an incredibly difficult situation and reminding ourselves why we’re in the healthcare industry, how important it is to band together in these crises and do what we can to support because it is larger than any one organization.” - CS

“The best advice I can give to an emerging healthcare leader is, leadership matters.” - CS

“Volunteering to do that work, preparing vaccines was a ton of fun, great to work with our community, and was really re-energizing.” – CS

With his avid interest in woodworking, near the beginning of the pandemic, Carmine challenged himself with building his office. It included a very attractive series of wine racks – and ‘in true pharmacist fashion’ he has positioned his licence as a certified mixologist.

Mentioned in this Episode:

Orillia Soldiers’ Memorial Hospital

Roberta Place

Michael Garron Hospital

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Email us at Communications@HIROC.com.

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For this special series, Voices Lifting the Community, HIROC is partnering with the Alliance for Healthier Communities to highlight the work of several of the presenters at their online primary healthcare conference in June.

Today we’re talking with Kate Vsetula, Director of Community and Organizational Development at the Guelph CHC. One of the many programs Kate works on is ACEs which stands for adverse childhood experiences. Research has shown that those experiences are common and universal and can increase the potential for negative health outcomes later in life.

Together with her many community partners, Kate takes an upstream approach to ACEs that focusses on building resilience within individuals, the family and the community. It starts with how you pose the question – not by saying “What’s wrong with you?” but “What happened to you?”

Kate has been recognized with a Woman of Distinction Award, the University of Guelph Emilie Hayes Community Partnership Award, and The Alliance for Healthier Communities Health Equity Award.

Quotables

“ACEs are experiences in childhood that can shape who we are and set the stage for who we will become.” – KV

“ACEs do not predict your future, they just raise the risk of potential lower health outcomes. How we can adjust for that is by building community and family resiliency.” – KV

“I have experience with ACEs in my life and I have lots of people around me who have had those experiences and I see that ensuring protective factors and building communities that can support people through this is a really great long game.” - KV

“What we know is in our community, according to a local study we did as a coalition is that 81% of adults in the Guelph-Wellington area have experienced one ACE and that 31% of people have experienced four or more.” - KV

“I believe in the quote that every system is perfectly designed to receive the results it gets – we need to backsolve on our systems that don’t actually work to support those most marginalized.” - KV

“The passion in your voice Kate truly epitomizes what this series is called, ‘Voices Lifting the Community,’ and not only your voice but the voices of your colleagues and the coalition.” - PDS

“I feel so fortunate to work at the Guelph CHC because my work actually feeds my soul and keeps my passion going.” - KV

Mentioned in this Episode:

Guelph CHC

Kingston CHC

Toward Common Ground

ACEs Coalition in Guelph and Wellington County

Adverse Childhood Experiences (ACEs)

Alliance for Healthier Communities

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Email us at Communications@HIROC.com.

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Today we’re talking with Cheryl Prescod, Executive Director at Black Creek Community Health Centre and member of the Alliance Black Health Committee, and Joelleann Forbes, Mental Health Therapist at Women's Health in Women's Hands Community Health Centre.

Early data of the COVID-19 crisis, broken down by race, revealed that COVID-19 disproportionately affected Black, racialized, and poor communities at much higher rates than the general population. This comes as no surprise to Cheryl and Joelleann who in their respective jobs and communities, see the consequences every day of racism and discrimination on Black women, and how it creates unequal access to treatment.

If there is an upside, the women are hopeful that the inequities and discrimination exposed by the pandemic lead to a permanent shift in attitudes – and activate the development of policies and programs tailored to Black communities.

Quotables

“For us, care is not only about having access to seeing a healthcare provider, but enabling folks to have the tools to access that care.” – CP

“As a mental health therapist, witnessing how everyone has different boats and tools for how they’re coping – some people don’t have a boat at all, they might only have a piece of wood floating in the ocean.” - JF

“For folks who were here alone in a new country and having to deal with settlement issues and perhaps not even knowing the language, it was really a double or triple pandemic because they were experiencing so much loss.” - CP

“All this data that has been collected, and by that I mean the narratives and stories that our community members are sharing, cannot just disappear. It has to inform better policies in the future.” – JF

“These stories tell us that people want to see themselves represented in the healthcare they’re receiving. Even in the vaccination drive, this is an important piece and it will increase trust in our system.” - CP

“It’s always important to recognize that the Black identity is not a monolith. This means the experiences of the Black population should not be reduced to a single narrative.” – JF

“It’s not enough for us to say “I’m not a racist,” – we have to be equally invested in being anti-racist and that is an actionable thing.” – CP

“Our community is so much our strength and we have to work with them hand-in-hand.” – CP

Mentioned in this Episode:

Women’s Health in Women’s Hands Community Health Centre

Black Creek Community Health Centre

Alliance Black Health Committee
Black Physicians’ Association of Ontario (BPAO)

Alliance for Healthier Communities

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Email us at Communications@HIROC.com.

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For this special series, Inspiring Impact, HIROC is partnering with AdvantAge Ontario to highlight the work of several of the presenters from their 2021 online education and networking event.

Today we’re talking with one of the session presenters, Jennifer Cornell, Director of Long Term Care for the County of Grey. She moved into the position in 2019. During the tumultuous time that followed, she’s been fortified by the support of the Long Term Care community where leaders are encouraged to express vulnerability and “Call a Friend” when they need help.

Jennifer has also derived strength from the County slogan, Colour It Your Way – words that express a promise and a philosophy of person-centred care. Making that philosophy central to every decision she says has meant talking about it a lot and getting curious about what it means to people.

Quotables

”In a new leadership role, in a pandemic, I have found and continue to find the Colour It model and that framework really helpful in taking a step back, taking a breath and thinking through how can I use Colour It to make a person-centred decision.” – JC

“We use the Colour It language and the Colour It acronym to ask meaningful questions.” – JC

“The Long Term Care sector is a really caring and compassionate and innovative and helpful group of leaders. When you reach out and say, ‘Hey, I’m not sure how to handle this’, someone responds.” – JC

“Many times staff flexed their start time so they could support their kids at home and also still fulfill their commitment at work. We really took this very flexible approach.” – JC

“Get clear on your purpose and vision. What is it you’re trying to achieve as an organization or as a care home, then go out and start saying the words. Ask lots of questions. People will tell you when you ask them.” – JC

“I do depend on my colleagues to give me a nudge and say, ‘Hey, you’ve suggested I take a break, I think you need to take a break too.’” – JC

“It’s so true when you talk about having that North Star of Colour It Your Way, making sure you remember and say it.” – PDS

“We’re in the early stages of two new builds, new redevelopments and so Colour It will be a very strong theme and guide – the North Star – to help us make sure we’re on vision.” – JC

Mentioned in this Episode:

AdvantAge Ontario

AdvantAge Ontario Annual Convention

Grey County Long Term Care

Grey Gables

Lee Manor

Rockwood Terrace

Colour It Your Way

Brené Brown

Happily Ever Older – Moira Welsh

Atul Gawande – Being Mortal

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Email us at Communications@HIROC.com.

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Today we’re talking with Celeste Turner, the LGBTQ2+ Support Coordinator at the Niagara Falls Community Health Centre and a member of the Alliance's Rainbow Communities Advisory Group. Celeste uses the ‘they/them’ pronouns. At the Alliance Conference, they will be presenting the session, “Making the Invisible visible: How can we get support if no one thinks we are there.”

Celeste’s early dreams were to work with animals but they found their calling in the field of fitness and health promotion. They remember feeling lost for so many years as a young person and feel privileged to now be in a position of advocating for others in the LGBTQ2+ community.

When it comes to giving trans folks access, inclusion and visibility, Celeste says the building is on fire. Their personal mission is to get their voices at the table and make sure their stories are told.

Quotables

“The building is on fire and I’m putting out fires on the ground, dealing with the smaller, more local things but this is a huge systemic issue that we need to come together on.” - CT

“If we want to look at who makes the decisions about trans healthcare from a very high up level, it’s probably not trans folks. We need to get those voices at the table.” - CT

“If I do my job right, no one will replace me when I retire.” - CT

“Understanding that it’s absolutely not a choice. Someone’s gender identity is a strong internal sense of being, sense of knowing and sense of self.” - CT

“It all could be boiled down to education.” – CT

“We make today Day One and start that journey of learning.” – PDS

“I don’t think virtual groups, services, having that virtual option, I don’t think it will ever go away because it’s proven to be very beneficial.” – CT

Mentioned in this Episode:

Alliance for Healthier Communities

Alliance for Healthier Communities Conference 2021

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Today we’re talking with Sarah Hobbs, CEO of the Alliance, a role she assumed in the fall of 2020. Sarah has worked in community health for over twenty years, most recently as Executive Director of Planned Parenthood Toronto. Being an advocate for health equity for underserved populations is difficult work but Sarah draws inspiration from the Alliance’s 110 member centres who actively support marginalized people across Ontario.

She’s also uplifted by the new ways she’s seeing partners collaborating across the system during the pandemic – and the possibilities that now exist to build back a stronger healthcare system that works for everyone.

Quotables

“We can take the things we talk about and the things we learn and shift them into election strategies, and into conversations we’re all having in different ways across the province around how do we build back better.”

“People are recognizing that health equity needs to be a core component of our health system planning and beyond.”

“I feel like I’ve sort of come home in this role to a certain extent.”

“Being able to engage with member centres, our system partners, and decision-makers to influence what our vision, our strategic directions, what we need to be accountable to as a sector and as an organization, I’m really excited to begin those conversations and develop the plan.”

“When I think about problems, I think about what haven’t we thought about before and what have we tried in the past that might actually be the right solution now. I’m not afraid to do something new.”

Mentioned in this Episode:

Community Health Equity Builders Program

Alliance for Healthier Communities

Alliance for Healthier Communities Conference 2021

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Email us at Communications@HIROC.com.

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For this special series, Inspiring Impact, HIROC is partnering with AdvantAge Ontario to highlight the work of several of the presenters at their online education and networking event in May.

Today we’re talking with one of the keynote speakers, Trish Tutton. Trish is a yoga instructor and mindfulness expert. Trish suffered a devastating loss early in her life and it confirmed that she was on the right path with her career choice. Her mission is to create calmer and happier workplaces and employees.

The words mindful and mindfulness get tossed around a lot, but in these unusual and stressful times, Trish says makes sense to take a moment to pause and notice what we’re feeling.

Quotables

“Every time I got on a yoga mat, every time I heard some of these teachings, it was like there was something inside of me saying YES.”

“A lot of us are just moving through every day, dwelling on our stresses, dwelling on our challenges, missing out on so many beautiful moments.”

“This is not going to be the last difficult thing we’re going to navigate in our lives. This is life. In mindfulness teachings, they sometimes call it the 10,000 joys, the 10,000 sorrows.”

“Look to your challenges. These are your greatest teachers.”

“The risk comes when we’re in a chronic state of stress, when we don’t get an opportunity to return back to our baseline level of homeostasis.”

“We can have this feeling that rest is something we need to earn, all the ‘to do’ items need to be checked off until we’re able to rest. But the real key is acknowledging there will never be a time when everything is done.”

“This last year has really brought to light the focus that we all need to put on our mental health. Hopefully mental health will stay at the top of people’s minds long after we come out of this.”

Mentioned in this Episode:

Armchair Expert podcast

Will Ferrell

Banff National Park

AdvantAge Ontario

AdvantAge Ontario Annual Convention

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Paul is living proof that behind every healthcare leader is a nurse – in his case his mother and his wife. Their compassionate dedication to their craft has helped Paul develop a caring and thoughtful approach to leadership that’s helped him in posts he’s held in Calgary, Inuvik, Georgian Bay, and for the past 8 years in North Bay.

Paul is a true lifelong learner. He has the equivalent of more than 14 years of post-secondary education that includes two Masters Degrees, a Chartered Accountant designation, and he’s a certified health executive.

We first spoke with Paul early in 2020 just before the pandemic hit, and we were lucky to catch up with him again this past March. He reflected on how the north has traditionally been humble about its innovations, talents, and capabilities. But with the pandemic, he says there’s been a paradigm shift and people have started to appreciate the talents and resourcefulness of the north in a new way.

At one point in the pandemic, when the numbers of COVID positive critical care patients in southern Ontario was rising to dangerous levels, North Bay was officially added as a load sharing site. When we talked to Paul, they had not received any critical care patients, but since then, several have arrived and they expect to receive more until we’re through this current crisis period.

Quotables:

“I always reflect that I’ve been fortunate to have the insight and wise counsel of my wife and my mother. It’s helped me become a really considerate person who is thoughtful about the impact that the decisions I make have on our patients and staff.”

“All of our leaders at every level of management and even beyond, are trained in continuous quality improvement tools, creative problem-solving tools, and other leadership skills. That goes for not only our administrative leadership, but for our physician leadership group as well.”

“We’ve been working our team in overdrive going back even before the pandemic and I’m just so proud of how our teams responded.”

“It’s incredibly important that you don’t ask your staff to do something that you wouldn’t be willing to do yourself or follow some protocol that you wouldn’t use yourself.”

“I started scheduling in meetings while I was on the trail and realized I could actually conduct business and get exercise. I discovered a fun thing – it’s hard to get stressed no matter what the conversation is when you’re in the middle of the forest.”

“Your team needs you to be well in order to make the right decisions.”

“There is so much capacity and leadership in the north. Our challenge is the connectivity and the large geography. I think the virtual care options, virtual communication we developed is going to build a stronger voice for the north.”

Mentioned in this Episode:

North Bay Regional Health Centre

ONE Initiative (Meditech Expanse)

West Parry Sound Health Centre

Sault Area Hospital

Duchesnay Falls

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For this special series, Inspiring Impact, HIROC is partnering with AdvantAge Ontario to highlight the work of several of the presenters at their online education and networking event in May.

Today we’re talking with one of the session presenters, Paige Fernandes, Planning and Community Engagement Coordinator at Belmont House, a long-term care facility in downtown Toronto. With staff struggling with stress and burnout during the pandemic, Paige and her physiotherapist colleague Gordana Perunicic-Stankovic, created an evidence-based program called Workday Wellness.

Those were difficult days at Belmont House and they thought, let’s create a program that incorporates mindfulness and exercise and see how it goes. Workday Wellness is still in its early days, but Paige and Gordana are encouraged by staff interest in the program and want to keep doing everything they can to foster a positive work environment.

Quotables

“In conversations with Gordana and my colleagues, we noticed that staff were struggling. We wanted to fuse our practices together – physiotherapy and my personal interest in fitness and wellness – to develop a wellness program.”

“It’s all about sharing and learning and continuously growing.”

“It doesn’t have to be this big encompassing program. I encourage other homes to really start small – look at what you have in place and build off that.”

“The seeds were already planted and we’re just growing this movement into something very positive.”

“All of us have been going through similar things in long-term care and we would be happy to share the knowledge and experience we’ve gained so we can get through some of these challenging times together.”

Mentioned in this Episode:

Belmont House

AdvantAge Ontario

AdvantAge Ontario Annual Convention

The Circle of Health, US Department of Veterans Affairs

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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For this special series, Inspiring Impact, HIROC is partnering with AdvantAge Ontario to highlight the work of several of the presenters at their online education and networking event in May.

Today we’re talking with one of the session presenters, reporter Moira Welsh, author of the recent book Happily Ever Older. For close to two decades Moira had been investigating the negative aspects of long term care homes. On a tip from someone at AdvantAge Ontario, she started exploring one progressive model of care in Peel Region. The outpouring of excitement around that story made Moira start thinking, maybe there are other stories out there of seniors living with purpose and energy and love.

Quotables

“It was simply leaders of individual homes who saw what was possible and saw that people could live in a way that eliminated the anxiety and aggression that people experience, especially those with cognitive decline.”

“In these homes they’re really focussed on removing loneliness as a consistent part of people’s lives.”

“For me what it comes down to is great leadership. People who are not afraid to innovate, who are bold and don’t mind taking risks – that can change everything.”

“What I learned from this is the concept of potential. No matter our age or our vulnerabilities, we can actually live up to our potential at any stage in life.”

“It matters immensely that homes can attract good staff and keep them. That’s what these programs are finding – people want to work there because they feel value in their work.”

Mentioned in this Episode:

Happily Ever Older

The Butterfly Home

Sherbrooke Community Centre

Dr. Bill Thomas

AdvantAge Ontario

AdvantAge Ontario Annual Convention

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Our guest today, Jennifer Zelmer, is the newly appointed CEO of the organization formed through the amalgamation of the Canadian Foundation for Healthcare Improvement and the Canadian Patient Safety Institute. It’s called Healthcare Excellence Canada and we were fortunate to speak with Jennifer on the exact day the organization officially opened its doors, March 3.

Jennifer did her undergraduate degree in health information science at the University of Victoria and did several work terms in India, Australia, Denmark, and Canada. Those experiences awoke her interest her healthcare transformation – and since then she’s been dedicated to finding ways of making care not just better and safer, but how to scale those improvements so everyone can benefit.

Jennifer joined the Canadian Foundation for Healthcare Improvement as President and CEO in 2018 and was previously president of the Azimuth Health Group where she was a strategic advisor to leaders who sought to advance health and healthcare at local, national, and international levels.

Although they didn’t plan to bring the two organizations together in the midst of a pandemic, Jennifer is excited by the possibilities. “Amalgamation is a process, not a journey,” she says and knows change won’t happen in a day. But she’s dedicated to leading the organization in helping shift the conversation in healthcare in some simple and profound ways. It starts with asking not “what's the matter with you” but “what matters to you”.

Quotables

“Looking for opportunities for where were some of those levers of change and how could you put them together to make transformation happen.”

“We need to learn from some of those preparedness pieces as well as from the response during the pandemic.”

“This was an amalgamation that we chose as organizations to embark on, so quite a different context from amalgamations where that choice isn’t yours. Coming together as organizations just made sense.”

“It’s not just about individual innovations, but also about building our capacity for fostering excellence in the health system.”

“Culture is fundamental to patient safety.”

“The need for that connection has never been more clear. There’s absolutely no substitute for just spending that time to be able to connect, even if we’re connecting in different ways.”

“There has never been more focus on healthcare than now (in my lifetime at least), so where are those opportunities, to say ok, here now we can move this mountain together. It’s going to take all of us, going to take some heavy lifting, there will some twists and turns in the road we didn’t expect, but we’re committed to getting there together.”

Mentioned in this Episode:

Healthcare Excellence Canada

Myer Horowitz

Azimuth Health Group

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Dr. Daniel Pepe did his medical training at the Schulich School of Medicine and Dentistry at Western University. He did a surgery residency before moving into family medicine. His wife is also a family physician and together they run the London Lambeth Medical Clinic.

Dr. Pepe is truly a different kind of family physician - he loves the give and take of social media, he questions the status quo, and admits he’s often working on the fringe. Long before the pandemic Dr. Pepe was using an array of digital tools to improve his interactions with patients. The beauty of these tools he says is that they create more options for patients and they give care providers a fuller and more accurate picture of what’s happening with patients over time.

Digital tools are just one way of approaching patient care. Dr. Pepe says he’s constantly learning from his patients and listening their stories – those stories are his inspiration for tackling the bigger challenges in our healthcare system.

Dr. Pepe has no interest in labelling patients as non-compliant. It merely means that the physician hasn’t taken the time to explain in plain language the details of what the patient needs to know. It requires a bit of quick thinking on his part, but the resourceful physician uses analogies – stories that connect a patient’s health with their real life – as a way of building trust.

Quotables

“It’s Dr. Mike Ryan from the WHO who says you have to move fast, you don’t have to be perfect, but you need to move fast. And that was really the mentality that we took early on.” – DP

“I’m not sure I’ve ever going to see something that moves at that pace and speed again. I actually saw what was possible when people put aside that organizational lens and say, ‘What is the right thing for the patients right now?’ It was pretty cool.” – DP

“Fundamentally if you think about the special sauce of primary care, it’s a relationship.” – DP

“The risk of technology is that sometimes we say, everything is going to be virtual and the answer to that is no. Things that should be virtual can be virtual, but it should also create capacity for us to care for the most vulnerable in-person and look at how it frees up our time and energy to do a good job for those patients.” – DP

“If you take the time to explain something as an analogy, it makes you really understand the concepts. You can no longer just hide behind medical jargon and lingo.” – DP

“By allowing the patient to tell their story and not defining the patient’s narrative, it allows us to really understand that story at a depth that we don’t traditionally do.” – DP

“I do think patients should actually own their own record and be the steward of it, and that’s one of the things I’m trying to push forward with some of the leadership work I’m doing.” - DP

“What you see when you look at the healthcare space, it’s a much more level playing field. It’s more real because it’s what people are saying and feeling in the moment. It’s more visceral and that visceral sharing allows us to drive more change and helps us scale.” – DP

“That knowledge sharing and scaling is critical and what we at HIROC value – to make change, you have to get it out there.” – PDS

“The technologies to dramatically change how we deliver care exist. It’s just the will and leadership to say, ‘Ok, let’s go make it happen’. And if we fail, fine – learn from it and go on to the next thing.” - DP

Mentioned in this Episode:

Drs. Puneet Seth and Damon Ramsey (InputHealth Systems)

Dr. Mike Ryan, WHO Health Emergencies Programme

The Innovator’s Dilemma by Clayton M. Christensen

London Middlesex Primary Care Alliance

Janet Dang, Primary Care Transformation Lead, London Middlesex

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Email us at Communications@HIROC.com.

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In this episode we’re speaking with Dr. Lisa Calder, CEO of the Canadian Medical Protective Association, known as the CMPA. She stepped into the role in August last year and is the CMPA’s first female CEO.

Dr. Calder studied medicine at the University of Western Ontario and did an Emergency Medicine residency at the University of Ottawa. She has a Master of Science degree in Epidemiology and was an Associate Professor at the University of Ottawa in the Department of Emergency Medicine.

Dr. Calder pursued her passion for patient safety by completing two additional fellowships: the Patient Safety Fellowship in Emergency Medicine from the Society for Academic Emergency Medicine and the Emergency Medicine Patient Safety Foundation, and the American Hospital Association’s Fellowship in Patient Safety Leadership.

She spent more than a decade practising as an emergency physician before joining the CMPA in 2015 as the Director of Medical Care Analytics.

When Covid 19 hit, Dr. Calder and her leadership team moved quickly, using a variety of tools to support their physician members during this tumultuous year. She credits her own experience as an emergency physician for teaching her disaster training and how to live with unpredictability.

Today Dr. Calder says the mission of the CMPA has never been more important - to protect the professional integrity of physicians and promote the safety of medical care.

Quotables

“There are things that we can see that are right in front of us, and are being reported in terms of numbers, but there are impacts that are more subtle – on our well-being, on the way we work together, and those are the ones that I find tricky to put my finger on and understand.” – LC

“We have a phone line which is available to our membership and we receive up to 200 calls a day from our physicians asking for advice.” – LC

“We’re always, when we look at medico-legal data looking back in time. We’re limited by what’s actually documented and that’s a significant limitation because we know that a lot happens in the moment when physicians are making critical decisions that does not get documented.” – LC

“I’ve seen a real shift, which I think is hugely positive to a more of a personal tone to the communication, more of a ‘sharing struggles’ and a willingness to be humble and authentic on the part of leaders.” – LC

“I want to know from employees, what does it mean when we say ‘We are here for you? What does that translate for you in tangible terms in your day-to-day work?’” – LC

“I’m fiercely protective of my lunch break every day. I need time away from my computer and I use that time to go for a quick walk around the block and then to meditate.” – LC

“At HIROC we introduced the Collision Chats, where we pair up staff randomly and they meet up for 5-10 minutes and that’s a way of having those hallways conversations online if possible.” – PAD

“The challenges ahead for the healthcare system are huge and so we will need more collaborative approaches to address these. I don’t think siloing organizations – everyone doing their own thing –is going to advance us where we need to be.” – LC

Mentioned in this Episode:

CMPA

University of Ottawa – Faculty of Medicine

Dr. Mamta Gautam

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For this special series HIROC is partnering with the Association of Family Health Teams of Ontario (AFHTO) to highlight the work of several amazing primary healthcare teams.

Family health teams provide comprehensive primary care and are based on a collaborative model where physicians, nurse practitioners, nurses, dieticians, social workers and many more disciplines work together.

In this episode we speak with Dr. Cleo Mavriplis, a family physician and professor. In 2017, Dr. Mavriplis started working with an interdisciplinary team of family physicians, nurse practitioners, and students from the University of Ottawa, Faculty of Engineering on an app called icanbewell. The programming team was comprised of engineering and computer science students led by Professor Liam Peyton. The students are funded by CREATE-BEST, an NSERC grant that brings programming students and health care providers together to create the best health smartphone apps.

The app launched this year and is the only Canadian, evidence-based, bilingual, mobile application for preventive care.

What’s unique about the app is that it has a patient interface and a healthcare provider interface and both are visible to each group. Healthcare providers can search by age and gender for options on applicable preventive measures for a particular patient, and they can also access teaching materials for patients. Patients can use the tool in a similar way to learn about self-assessment and general prevention guidelines.

To see the app go to: icanbewell.ca.

Quotables

“We’re working with the computer science people to make an interface that would be acceptable to transgender and non-binary people.” – CM

“Fifty to 70% of all illness and disease in Canada and in the world are really due to preventive causes…studies show that if you advise people and do some intensive training that you can get 30% of people you’re talking to quit smoking for example or change their lifestyle.” – CM

“When we did the study, people said, “Oh, I didn’t know Canadian health information is different,” and that’s why the app is important and it’s trusted.” – CM

“We understand now that prevention and all these measures do work if we do them. Also, the emphasis is on helping marginalized or vulnerable populations. We’ve seen that we’re only as healthy as our most vulnerable.” – CM

“We’re working with the computer science people to make an interface that would be acceptable to transgender and non-binary people.” – CM

“It’s been a gut feeling for me that I wanted to be very democratic and transparent...I’m kind of glad that we’ve stuck with the two interfaces on the same app.” – CM

Mentioned in this Episode:

The Bruyere Academic Family Health Team

University of Ottawa – Faculty of Computer Science

McGill University Satellite Faculty of Medicine

Canadian Family Physician

Helen Monkman

Ontario 211

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For this special series HIROC is partnering with the Association of Family Health Teams of Ontario (AFHTO) to highlight the work of several amazing primary healthcare teams.

In this episode we speak with representatives from the Youth Advisory Council, part of the St. Michael’s Hospital Academic Family Health Team. Katie Sussman is a Social Worker on the Family Health Team; Muzammil Syed is a member of the Youth Council and a graduate student at the University of Toronto; and Ermias Nagatu is also a member of the Youth Council and a student in the Occupational Health and Safety Program at Ryerson University.

The St. Michael’s Academic Family Health Team has a focus on serving vulnerable and unattached patients – and youth are an important part of that population. The creation of the Youth Advisory Council came from a desire to have youth patients inform the Family Health Team about what youth services were needed and where improvements could be made.

It’s only been a year – and the council has smoothly transitioned to virtual collaboration. The students are having an impact on decision-making as planned, but the council has also transformed into a place where the youth are playing a true leadership role.

Quotables

“We really consider patients to have the most essential insights when it comes to healthcare development and delivery.” – KS

“The initial intention of the youth council was to focus on healthcare services. What’s really amazing is that’s it’s transitioned into a place where youth really have a leadership role.” – KS

“We transitioned from meeting at the Bond St. Family Health team location to fully virtual on Zoom and attendance actually increased and engagement increased. From there, we were able to move forward with our next steps.” – EN

“When youth told us the service they needed the most but were not currently accessing was a psychologist or counselling, that gave us a target, something we could improve awareness of.” – MS

“One of the things that’s really important with any advisory committee is recognizing the importance of power-sharing and that the health practitioners aren’t actually the experts here. It’s the patients who are.” – KS

“There’s a strong emphasis on diversity within the team – a diversity of people with different backgrounds, with different life experiences, and diversity of thought as well.” – MS

“You need to give youth time. Youth provide energy, they provide new ideas, provide lots of momentum and a fresh new perspective. But it often requires time.” – MS

“We are so lucky to have youth patients who are so motivated, have such a desire to create, to change, to do and to also teach us.” – KS

Mentioned in this Episode:

Association of Family Health Teams of Ontario

St. Michael’s Hospital Academic Family Health Team

Ryerson University

University of Toronto

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Email us at Communications@HIROC.com.

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For this special series HIROC is partnering with the Association of Family Health Teams of Ontario (AFHTO) to highlight the work of several amazing primary healthcare teams.

In this episode we speak with Robin Mackie, Executive Director, Delhi Family Health Team; Roxanne Pierssens-Silva, Clinical Services Manager/RPN, Delhi Family Health Team; and Rebecca Spencer-Knight, Nurse Practitioner, Delhi Family Health Team.

Migrant workers constitute a large portion of the workforce in rural Haldimand, Norfolk and Brant Counties. In Haldimand-Norfolk, there are 204 farms that hire and house over 3,300 Seasonal Agricultural Workers (SAW). The Delhi Family Health Team has traditionally provided primary care services to the workers and were the first people called when a case of COVID was reported. Within hours they transitioned to a fully-functional mobile care team. And they never looked back.

Using their cars, cell phones, and as much equipment and supplies as they could carry, Robin, Roxanne and Rebecca attended to the physical, mental and emotional needs of the workers who were isolated, spoke a different language, and were far from home.

The experience of providing low-tech care in an unpredictable environment reminded the team of why they became nurses in the first place and the importance of looking out for each other.

Quotables

“There were a lot of barriers this year for the agricultural workers being able to access primary care.” – RPS

“Within 20 minutes, I was on the phone calling my team and saying, ‘Can we start going out to these farms in the next couple of hours?’ I had no doubt that the team was going to respond in a positive way.” – RM

“My role as the Executive Director was to make sure that this team felt safe and that they were well before anything else so they could provide the great service they did to these workers.” – RM

“We were out there knowing that at any point in time if I needed supplies, if I needed support, if I needed just a phone call, I had people available to me at any time of day.” – RSK

“It’s amazing when you’re in something as big as this, how things just seem to fall into place.” – RPS

“By offering accurate information, by reassuring them about their care, and being there for them on an emotional basis as well, we were really able to enhance their ability to heal, their ability to cope with the isolation they were going through at that time.” – RSK

“The admin side we have to do now is taking away from that emotional, hands-on nursing that most of us got into healthcare for.” – RPS

“We put safety first, we put our workers first, we put our patients first and then we moved forward.” – RM

Mentioned in this Episode:

AFHTO Association of Family Health Teams of Ontario

Delhi Family Health Team

Migrant workers from Trinidad and Tobago stuck in Haldimand-Norfolk

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Ellen Gardner and Philip De Souza, Communications and Marketing at HIROC, speak with Dr. Ronald Cohn, President and CEO of the Hospital for Sick Children.

Early in his medical career, Dr. Ronald Cohn was on a tourist bus in Toronto and as it drove up University Avenue and by SickKids Hospital he told his wife, that’s one of the world’s leading children’s hospitals and I will probably never work there. Proving that life doesn’t go where you predict, in 2012 Dr. Cohn accepted a position as Chief of the Division of Clinical and Metabolic Genetics, Co-Director of the Centre for Genetic Medicine, and Senior Scientist at the SickKids Research Institute.

Even as he leads the hospital, staying true to his identity as a physician and a scientist is essential for Dr. Cohn, who still sees patients and is very active in the lab that bears his name. Most recently, his laboratory started to investigate the application of a new genome editing technology, CRISPR/Cas9 that holds the promise of correcting genetic abnormalities that lead to muscular dystrophy.

Today he is guiding the hospital in a new strategic direction called Precision Child Health. The campaign is built around the concept of individualized care tailored to each patient’s unique characteristics, from their genetic code to their postal code.

Quotes

“There is an aura in our institution of the people who love working here. That is true for every single person who works here.” – RC

“Moving forward, under the concept of “SickKids care anytime, anywhere”, we will hopefully have monitoring opportunities of children at home that would help us reduce the time they have to actually stay in the hospital.” – RC

“I had a lab meeting and asked the small group assembled – look at this exciting research. I want us to drop everything we’re doing right now. Are you willing to go with me on a journey trying to use this technology as a way to identify new therapeutics for muscular dystrophy?” – RC

“(With Precision Child Health) we’re trying to look at the very broad data set and then leverage the technology in order to think about prediction as well as prevention.” – RC

“It’s a difficult journey, a journey that will never end. But I’m glad we made it (diversity, equity and inclusion) a pillar of our strategic plan and we have full support from literally everyone at the executive level and director level to bring some real change.”

“There are always opportunities for change. I think leaders need to see them, identify them and you need to help implement them.” – RC

“My wife said it best: you put on a suit, it fit you and you just ran with it.”

“I can tell you that one of the best decisions of my life was to move here, and it was a difficult one.” – RC

Mentioned in this Episode:

The Hospital for Sick Children

Johns Hopkins University

Precision Child Health

Dr. Indra Narang

CRISPR/Cas9

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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For this special series we’re partnering with the Association of Family Health Teams of Ontario (AFHTO) to highlight the work of several amazing primary healthcare teams.

In this episode we speak with Janet Dang, Transformation Lead for Primary Care at the Thames Valley Family Health Team, part of the London Middlesex Primary Care Alliance, and Asher Frydman, a 2nd year medical student at the Schulich School of Medicine & Dentistry at Western University. Asher was one of the early volunteers to join Janet’s Covid project.

In the early stages of Covid-19, Janet and her team realized the area was experiencing a severe shortage of PPE. With the help of student volunteers and donations from businesses and the community, this grassroots effort grew to become the primary PPE distribution hub for the provincial supply within the region.

Quotables

“I saw that there was a small project that was at its grassroots stage, collecting PPE from the community and I said this is absolutely I want to do.” – AF

“We started to call a couple of places and more PPE came in and things were being picked up, and it started to snowball. We thought, oh no, there’s only the three of us. We can’t really do this for the entire city!” – JA

“The actual cycle of making sure you’re tracking all of it, making sure they’re getting the exact amounts they need – no more no less – that really took a lot of cycles, discussing with each other and individuals who work higher up like Janet as well as some other doctors, to make sure we were working efficiently as well as ethically.” – AF

“The (AFHTO) conference gave us a chance to explain there are hub systems that can really work, and that can actually make a difference in your communities, that can maintain close relationships with physicians and other primary care providers to ensure they can continue their operations during a pandemic such as Covid.” – AF

“It was incredible to see how both the community can step up to help healthcare workers and how future healthcare workers are willing to step up as well to make sure we have that continuity of care.” – AF

“It just shows that when we communicate and work together in a way to provide support in a time of need, it just was truly grassroots and so organic, it was something very special to be a part of.” – JA

Mentioned in this Episode:

AFHTO Association of Family Health Teams of Ontario

Thames Valley Family Health Team

Schulich School of Medicine & Dentistry

SoleScience

Fanshawe College

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Ellen Gardner and Philip De Souza, Communications and Marketing at HIROC, speak with Emily Gruenwoldt Carkner, President and CEO of Children’s Healthcare Canada.

Like many professional women, the usual pressures of leading two national associations, two young children at home, and staying healthy have been compounded for Emily Gruenwoldt during Covid-19. Fortunately Emily and her husband were able to turn to a big community of support, but she’s not lost sight of the effect of those pressures on her team and so makes a point of doing individual check-ins.

The entire landscape around children’s healthcare has shifted, creating accessibility and equity issues for many, but Emily also sees the silver linings – notably, the rise in virtual care and the prospect of many more people being able to attend CHC’s (now) virtual conference in November. This event and the many other ways they’re finding to meaningfully interact with members Emily says have been game-changers for the organization.

Key Takeaways:

1:08 Why Emily chose to work in children’s health

3:16 How Children’s Healthcare Canada has continued to provide virtual offerings to members

4:20 The transition of the annual meeting and the opportunities that presents

7:12 Great enthusiasm from CHC members around the rapid implementation of virtual care

8:19 The pandemic has given us permission to innovate

9:35 Why moving the dial on children’s health is going to take effort from health and other sectors

10:17 Why the UNICEF Canada 14 report card is a call to action

11:05 The collaboration of several organizations to create a new framework for the health and well-being status of children in Canada

13:26 A role for everyone to participate in the project, We Can for Kids

16:05 A unique opportunity to address mental health issue early and change the course for youth

17:03 How Emily tunes into issues in hospitals and healthcare organizations around the country

18:53 Coping with the biggest challenge of her professional career

19:27 How the CHC team used best practices to stay in touch during Covid

21:34 A memorable moment during the pandemic

22:44 The crisis has given the team a new sense of purpose

25:08 What has changed in Emily’s leadership style

26:49 The value of Emerging Health Leaders in giving leaders a safe space to ask questions and build relationships with peers and senior leaders

27:48 The value of having a “kitchen cabinet”

Mentioned in this Episode:

Children’s Healthcare Canada

Children’s Healthcare Canada Conference ‘20

Emerging Health Leaders

UNICEF Canada Report Card 14: Child Well Being in a Sustainable World

WeCANforKids

The Social CEO: How Social Media can make you a stronger leader

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Ellen Gardner and Philip De Souza, Communications and Marketing at HIROC, speak with Bernard Leduc, President and CEO of Hôpital Montfort.

From the day he joined the hospital in 1999 as a family physician to serving as Chief of Staff and then being appointed President and CEO in 2010, Bernard Leduc has never lost sight of the mission that drives the hospital: to serve the francophone population in the Ottawa area and deliver a high level of patient-centred care. “In the words of my predecessor, ‘We cannot fail’.” With small step improvements and empowering staff to make changes, for this leader failure has never been an option.

At the time of the recording (August), Montfort was not experiencing a high volume of COVID cases, but by mid-September, were coping with a few more. Throughout the pandemic, Dr. Leduc and his team have stayed visible and made sure staff feel safe and protected, continuously asking, “Do you have what you need?”. The philosophy that has kept the hospital on an even keel during COVID is the one that serves him well as CEO every day – it’s rooted in three words: transparency, communication and recognition.

Key Takeaways:

[1:14] What keeps Bernard engaged in the mission of the hospital

[3:17] How the hospital keeps employees and the community connected with the hospital’s origin story

[6:24] How uncertainty about the hospital in 1999 shifted to a sense of purpose and solidarity

[7:37] Still gaps in the provision of services to francophones

[10:39] The three words he lives by during a crisis

[12:27] The importance of validating the fears and anxieties of staff

[15:26] His recognition during the crisis of the need to rely less on consensus and be more decisive

[18:33] Why the relationship with the Board needs to be a partnership based on trust, transparency and communication

[19:35] Hôpital Montfort’s vision is to deliver exceptional care “avec vous et pour vous”

[21:27] Initiatives the hospital has taken to improve quality with a focus on Lean Management

[24:21] Following the advice of an old African proverb, “If you want to go fast, go alone; if you want to go far, go together”

[27:09] Steps being taken towards succession planning

[29:13] What Bernard thinks needs to happen to “turn the corner” on patient safety

Mentioned in this Episode:

Hôpital Montfort

The Ontario Health Services Restructuring Commission

Lean Tools

Studer Group

Marie Josee Martel

France Morin – Clinical Manager, Family Birthing Centre (Montfort)

Talking to Strangers – Malcolm Gladwell

Indian Horse – Richard Wagamese

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Welcome to From the Frontlines, a special Healthcare Change Makers mini-series. Healthcare providers and support staff have been on the frontlines, fighting for Canadians since the start of this pandemic. In this series we’re handing the microphone over to some of those amazing individuals.

Today, HIROC’s Michelle Holden and Philip De Souza sit down with three members of the Corporate Communications Team at The Ottawa Hospital. We hear from Bernie Etzinger (Chief Communications and Outreach Officer), Brooke Peloquin (Internal Communications Coordinator) and Michaela Schreiter (Media Relations Officer).

When COVID-19 arrived on the radar earlier in the year, the team was called into action to support hospital staff, partners and the community at large. Hear from Bernie, Brooke and Michaela about what it was like to stand up one of the first assessment centres, and the tactics they’ve been using to keep staff and community partners connected in times of great change.

And, if you get a chance, check out On Call: The Ottawa Hospital Podcast hosted by Michaela Schreiter.

Key Takeaways:

[2:41] Internal communications tactics the team employed during the pandemic

[8:44] Stronger together – working with public health and other hospitals in the region

[10:25] How Corporate Communications worked with teams to stand up the assessment centre

[13:00] Solidifying a relationship with the media during the pandemic

[16:24] Connecting the dots with stakeholders – the team’s special sauce

[18:04] Transitioning to a new CEO in the midst of the pandemic

Mentioned in this Episode:

The Ottawa Hospital
Cameron Love
Jack Kitts
Ottawa Public Health
On Call: The Ottawa Hospital Podcast

Access more interviews with healthcare leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, HIROC’s Michelle Holden and Philip De Souza sit down with Claire Dion Fletcher, Indigenous Registered Midwife and Co-Chair of the National Aboriginal Council of Midwives (NACM). Claire gives us an inside look at what midwifery and patient care look like in today’s new normal.

She speaks about the important role that Indigenous midwifery plays in our healthcare system and what Canadians can do to better understand this relationship.

For those looking to learn more about NACM and the role of midwives in our healthcare system, Claire leaves us with some salient takeaways.

Key Takeaways:

[1:05] Claire tells us about herself and her work

[2:18] The centering of clients and families in the care experience is crucial to providing good healthcare

[3:12] How midwives play a role in the revitalization of Indigenous knowledge and culture in healthcare

[4:16] What has changed and what has stayed the same in midwifery care since the start of the pandemic

[7:02] Talking to clients about the unknowns around being pregnant and delivering during the pandemic

[8:44] The day-to-day of a midwife

[10:03] NACM’s work around inequities in the healthcare system and the demand for better access to care provided by Indigenous midwives

[12:23] Claire’s work with the Midwifery Education Program at Ryerson

[13:06] One thing Canadians can do to better educate themselves and see the true value of midwives in society

[15:00] How the attention being drawn to racism today is interlinked with midwifery

Mentioned in this Episode:

Seventh Generation Midwives Toronto

National Aboriginal Council of Midwives (NACM)

Carol Couchie

Midwifery Education Program (Ryerson University)

Access more interviews with healthcare leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Marc Aiello, Communications and Marketing Coordinator at HIROC, and Philip De Souza, Director of Communications and Marketing, speak with Lori Zillman, a Registered Nurse from Alberta Health Services working as a Communicable Disease Coordinator in the South Zone of Alberta.

As Lori mentions in this episode, her team is “small but mighty.” Since the start of the COVID-19 pandemic, Lori and her team at South Zone’s Communicable Disease program have been working hard to respond to all the challenges brought their way.

Key Takeaways:

[1:22] Lori speaks about growing up in Alberta, her family, her current role and the type of work her team does

[3:25] Coordinating with Alberta’s provincial response team and other zones during the pandemic

[4:23] Keeping morale up during these difficult times

[5:40] How proud Lori is of her team’s passion for tackling challenges

[6:47] Strong leadership and resources are necessary for operating a team during a pandemic

[8:54] How Lori’s team effectively responded to an outbreak in South Zone

[10:57] Lori’s best piece of advice for similar healthcare teams across the country

[12:08] Working together and collaborating to support the communications process

Mentioned in this Episode:

Alberta Health Services

Access more interviews with healthcare leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Philip De Souza, HIROC’s Director of Communications and Marketing, chats with Leslie Motz, Vice President Clinical Services and Chief Nursing Executive at Lakeridge Health. In this dual role Leslie’s work impacts a number of areas at the organization, including patient care. She also works to ensure teams are well positioned for success, instilling the importance of self-awareness and self-care in her staff.

Throughout the COVID-19 pandemic, change has been coming fast and furious. Leslie has been inspired by her team who have managed this change in a very calm, thoughtful way – always putting patients and their colleagues first.

Key Takeaways:

[1:23] Learning about Lakeridge Health

[1:50] Leslie’s work in her dual role as VP Clinical Services and Chief Nursing Executive

[2:47] Strategies at Lakeridge Health that contribute to a culture of safety

[3:55] Throughout the pandemic, Lakeridge’s foundations of safety have been tested and true

[5:03] Leslie and her team have adapted to the management of clinical nursing and long-term care – a true moment of resiliency

[7:00] What Leslie has learned about partnering with other organizations

[8:28] Leslie encourages her team to be self-aware and provide self-care when needed

[9:30] Clapping Lakeridge’s first COVID-19 patient out of the organization

[10:04] Self-reflection on leadership and family during the Canadian Armed Forces ceremony at Orchard Villa

Mentioned in this Episode:

Lakeridge Health

Orchard Villa

Canadian Armed Forces

Durham Region

Access more interviews with healthcare leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Philip De Souza, Director of Communications and Marketing at HIROC, speaks with Krystal Mack, Administrator of Providence Manor – a 243-bed long-term care facility in Kingston, Ontario.

As part of the Providence Care Corporation, Krystal and her team leverage community connections to bring a wealth of knowledge and expertise to the home. When faced with the challenging nature of the pandemic, this emphasis on partnership has only increased in Kingston.

In this episode Krystal shares some of the programs and initiatives on the go at Providence Manor to ensure patient experience and the safety of staff and residents continue to come first.

Krystal has been amazed by the dedicated nature of the staff who, when faced with what turned out to be a false COVID-19 positive at the home, stepped up and put patients first. This, Krystal says, is not an act of heroism because it’s not a one-time thing. This dedication is something Krystal is blessed to be a part of on a daily basis through her work.

Key Takeaways:

[1:05] Krystal tells us about Providence Manor and her role in the home

[2:36] The dedication and spirit of Cathy Szabo, CEO of Providence Care

[3:23] A focus on mental health of the residents and the staff in such trying times through ethics rounds, recreation programs, and more
[6:19] Moved by the dedication of her team, the pandemic has magnified Krystal’s view of how the staff live their mission

[7:33] When asked about “healthcare heroes”, Krystal says this is more than a one-time act of heroics

[9:19] When Providence Manor had one case of a false positive for COVID-19, Krystal admires her staff who stepped up, put their heads down and did the work

[10:45] Working with community partners in the Kingston region

Mentioned in this Episode:

Providence Manor

Providence Care

Cathy Szabo
KFL&A Public Health

Access more interviews with healthcare leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Ellen Gardner and Philip De Souza, Director of Communications and Marketing at HIROC, speak with Juggy Sihota who leads the national strategy, execution and operation of the Consumer Health Business for TELUS.

In the midst of a worldwide pandemic, Juggy Sihota is amazed and encouraged by the rapid adoption of virtual healthcare, made possible in part by solutions like Babylon by TELUS Health which are designed to improve access to healthcare in Canada. She’s heard all the reasons why things can’t be done, but encourages her teams to always reframe the question – what is it going to take to do it?

Mentors are a big part of Juggy’s leadership story and she makes a point of advising the young people around her, especially women, to never underestimate themselves and their power to drive positive change.

Key Takeaways:

[1:29] How TELUS got into healthcare

[3:04] What makes Juggy proud of her work

[5:18] The headline Juggy would like to see that sums up the team’s accomplishments

[6:15] Why TELUS got into virtual care

[7:43] How a crisis has eliminated the challenges around adoption of virtual care

[8:35] What healthcare organizations need to consider as they move to virtual health

[9:21] Challenging her teams to reframe the question

[11:04] Why video is the most impactful way of delivering virtual healthcare services

[12:30] Juggy’s core value

[15:22] The roots of Juggy’s need to give back

[18:48] The possibility of public service in Juggy’s future

[19:33] How a mentor influenced her life

[21:49] The advice Juggy gives to young people and especially women

[22:29] Mentors are always there when you need them

[23:53] How Juggy helps her team get to the next level of leadership

[25:48] The qualities of the leaders who are doing the most for society

[27:43] The impact of a reprimand from her mother

[31:09] The one problem that Juggy is committed to solving

Mentioned in this Episode:

Babylon by TELUS Health

Man’s Search for Meaning by Viktor Frankl

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner and HIROC’s Philip De Souza speak with Andrée Robichaud, President and CEO of Central Health in Newfoundland.

Andrée shares leadership insights she’s gleaned during her extensive career. She speaks to the challenges in leading such a large health authority with a vast remote population. Andrée also touches on the importance of a feedback loop when it comes to engaging with staff, physicians, partners and government.

For Andrée, being a leader is about tackling issues head on – running towards the fire rather than away from it.

Andrée leaves us with advice for emerging leaders in healthcare when it comes to engaging staff and communities and bringing people to the table.

Note: This episode was recorded before the COVID-19 pandemic took hold in Canada. While we do not speak to the ongoing crisis in this interview, we felt it was important to bring you this episode and maybe take your minds off some of what we're facing today.

Key Takeaways:

[1:36] The priorities for Central Health in 2020 and beyond

[5:31] Employee engagement mechanisms Andrée and her team have implemented – Central Health’s I Lead teams and the value of physician feedback

[8:28] Instead of fearing conflict, Andrée says you have to be prepared to explain your decisions to employees

[9:28] The importance of getting advice from people who don’t think like you and can challenge you

[11:23] The challenges of managing the largest RHA in Newfoundland with remote communities – how telemedicine has become a major focus for Central Health

[17:26] Andrée’s mentors throughout her career

[19:14] Through the 5 Partners model, leaders who work with their communities and provide good information can get great outcomes

[24:26] How Andrée’s staff describe her leadership style and how her family sees her.

[26:28] How demystifying mental health and coming in without a bias really works

[28:36] Advice for emerging leaders in healthcare when it comes to engaging staff and communities

Mentioned in this Episode:

Aldéa Landry

Central Health

Dr. Charles Bohlen

Dr. Peter Vaughan

Eastern Health

Labrador-Grenfell Health

Nora Kelly

Scarborough Health Network

Thunder Bay Regional Health Sciences Centre

Vitalité Health Network

Western Health

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, Ellen Gardner and Philip De Souza, Communications and Marketing at HIROC, speak with Dr. Andy Smith, President and CEO Sunnybrook Health Sciences Centre.

Moving into management happened somewhat accidentally for Dr. Andy Smith, who began his medical career as a surgeon specializing in colorectal cancer. Notwithstanding the headwinds he faces leading a large organization, he often looks to historical leaders for inspiration and strives to set the tone for the hospital in an energetic and positive way. For him that means doing everything possible to remove barriers and give his team the resources they need for achieving the hospital’s mission of inventing the future of healthcare. Andy works hard to demystify the complex business of healthcare delivery and wants Sunnybrookers to always be asking, how can we make sure the patient experience is the best that it can be?

Key Takeaways:

[1:43] What drew Andy back to Sunnybrook

[6:17] How Sunnybrook’s vision of inventing the future of healthcare suffuses through all of the hospital’s work

[6:49] Sunnybrook’s approach to managing diseases of the brain and the mind

[9:20] How ‘non-invasive’ is a major theme of inventing the future of healthcare at Sunnybrook

[12:50] Andy’s role in setting the tone in a high-energy, positive, optimistic way

[14:55] The pivot towards being an important part of the knowledge economy

[17:34] Leveraging the extraordinary talent we have in Canada and reinvesting it in healthcare

[19:15] The real strength of frontline, inter-professional teams in moving the quality improvement and patient safety agenda forward

[20:08] What Andy learned from working in the hotel and restaurant business

[21:57] Why leaders need to focus on the teams and individuals providing compassionate care

[25:05] The leadership lessons Andy takes away from history and historical figures

[27:23] Why it’s important to provide a calm, balanced, evidence-based approach to the corona virus

[28:44] The dynamic leadership provided by Infection Prevention and Control and Communications teams at Sunnybrook in dealing with the corona virus

[30:23] Why culture is the critical element for sustaining an organization through difficult times

[34:04] Andy’s hope that people reflect with pride on their careers in healthcare

[34:44] Andy’s big piece of advice to emerging leaders in healthcare

Mentioned in this Episode:

Memorial Sloan Kettering Cancer Center

Ian Delaney, Ornge Board Chair

Dr. Sherif Hanna

Dr. Kullervo Hynynen

Lab100

Vermont Oxford Network

ACS National Surgical Quality Improvement Program (NSQIP)

A Little History of Canada by H.V. Nelles

Dr. Jerome Leis, Associate Scientist

Dr. Natasha Salt, Direction of Infection Prevention and Control

Aria by Nazanine Hozar

William Osler: A Life in Medicine by Michael Bliss

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Email us at Communications@HIROC.com.

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Today, Ellen Gardner and Philip De Souza, Communications and Marketing at HIROC, speak with Kathy MacNeil, President and CEO of Island Health in British Columbia.

Kathy MacNeil still has trouble believing the staff of Island Health now numbers more than 30,000. So when it comes to spreading the message of trust and accountability, she and her leadership team rely heavily on local leaders. A big part of Kathy’s learning journey has been getting comfortable with “heard enough, have to go” – making decisions with the information she has and then trusting her wisdom. Her natural curiosity and inclination to “lean into the questions” have been essential for building relationships with the Island’s Indigenous community and learning about cultural safety and humility. She and her team have declared their commitment to improved Aboriginal Health in a very public way and she is proud of the way the organization and their Indigenous partners have rallied around this initiative.

Key Takeaways:

[1:49] How Island Health is rolling out its new strategic framework

[3:31] Why the team relies on local leaders

[4:50] The experience of ‘swimming in the gray tsunami’ and how it’s affecting healthcare delivery on the Island

[7:19] Kathy’s priorities when she came into the position of CEO

[8:33] A leadership style focussed on developing relationships

[10:44] Where Kathy turns for leadership advice

[11:43] Learning to make decisions with the information you have at the time

[12:30] Advice for all emerging leaders to trust your wisdom

[14:32] Why asking questions is crucial for understanding different people’s perspectives and a tool for breaking down resistance

[17:54] What Kathy learned from doing change work

[19:13] How Kathy developed her philosophy around ‘courageous innovation’

[21:47] Why it’s important to talk about the risks of staying the same

[26:39] How Island Health is getting away from a ‘settlers approach’ to Indigenous health and moving towards a self-determined approach

[29:20] Why the work of restoring cultural safety and humility is the work of all Canadians

[33:39] How four partners collaborating around substance abuse won a Gold Apple award

[37:18] The one thing Kathy thinks we need to do to turn the corner on patient safety

[41:14] Kathy’s secret to being a leader and making an impact

Mentioned in this Episode:

Island Health

Zayna Khayat

Catherine Gaulton

BC First Nations Health Authority

BC Emergency Health Services

SOLID Outreach

Lookout Housing + Health Society

The BC Gold Apple Award

Collective Wisdom from High Performing Women: Leadership Lessons from the Judy Project

AccessMore Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Zayna Khayat, Future Strategist at SE Health.

Her story is not unlike many first generation Canadians. Zayna’s parents, who emigrated from Lebanon in the early 70s, instilled the values of hard work, humility and authenticity. From an early age, Zayna knew she wanted to tackle the big challenges in the world and after a stint in consulting, has been focussed on solving as she says, “the wicked problems in healthcare”. As a speaker, university instructor, innovation sherpa, and for the past two years, future strategist at SE Health, Zayna is the spark that gets people thinking differently. She consistently asks the tough questions and engages in ‘real talk’ that challenges the status quo.

The experience of getting close to patients through her work with SE Health has convinced Zayna that we’re on the brink of a perfect cocktail of change and what is coming in healthcare is nothing like we’ve seen before.

Key Takeaways:

[2:00] The work experience that convinced Zayna to work in healthcare rather than climate change

[5:03] The values instilled in Zayna by her parents

[8:01] The reason we are stuck with a healthcare system that doesn’t match people’s needs and expectations

[10:01] How Zayna knows she has succeeded in getting people to think innovatively

[12:59] Why being an ‘outsider’ works to Zayna’s advantage

[14:16] An example of the magic that happens when a unit is liberated to solve real problems

[16:19] Healthcare is not a digital-first operating model but it’s coming fierce and fast

[17:05] The difference between a futurist and a future strategist

[17:47] Where Zayna draws her inspiration

[19:53] How being close to patients and families in homecare brings a dose of reality to Zayna’s work

[21:47] The three big ways SE Health is defining the future of homecare

[24:00] Why the business case for using digital tools in healthcare is a slam dunk

[26:15] The trendsetters Zayna is watching now

[30:30] The questions that don’t further the discourse on healthcare

[33:05] How Zayna is re-envisioning the structure of her keynotes

[35:18] Why it’s important to throw a fresh perspective on traditional approaches

[38:26] The problem Zayna would solve if she was going to launch a start-up

[39:39] What keeps this futurist grounded in the present

Mentioned in this Episode:

SE Health

University Health Network

Hospital at Home

Babylon Health (UK)

CareMore Health (US)

Buurtzorg (Netherlands)

Year of the Nurse

Ping An Good Doctor (China)

Women’s College Hospital

Dot Health

Think Research

Seqster

AlayaCare

New Power (by Jeremy Heimans and Henry Timms)

Home Deus: A Brief History of Tomorrow (by Yuval Noah Harari)

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Carol Annett, CEO, VHA Home HealthCare.

In the 20 years since Carol joined VHA, home healthcare has gone from being an afterthought – with virtually no status or investment – to becoming an essential, influential and highly-valued healthcare service. Whether people are in recovery, living with chronic illness or want to die at home, the goal of VHA is to support them in living independently and with dignity. But leading a home healthcare organization in these times also means dealing with funding pressures, an inequitable compensation system, and a remote workforce. Still, Carol draws positive energy from the organization’s mission, the dedicated volunteer board, and the special skills and commitment of her professional staff, working solo in the community and delivering care to patients with higher acuity and complex needs.

Key Takeaways:

[2:15] What intrigued Carol about the mission of VHA

[3:21] The roots of VHA

[4:57] The special nature of VHA’s culture

[6:22] How VHA’s mission of supporting and helping people achieve independence and live to their potential has served clients well

[8:08] Carol’s personal experience as a caregiver

[8:28] Home care is about families…they are the backbone of home care

[9:10] How the care needs of the client groups served by VHA have changed

[9:47] The pressure and responsibility put on professional staff working solo and travelling through the day

[10:49] How the necessity of working faster – and pressure on funding – has changed the nature of the working environment

[12:12] The lack of equitable compensation in our healthcare system creates challenges and needs to be addressed, especially with a shrinking pool of resources

[17:10] The positive outcomes of a community partnership with Michael Garron Hospital

[19:10] Why Carol embraces a philosophy built around “try many things, make mistakes and move on”…and looks for that attitude in trusted partners

[20:14] Finding a way to engage more voices in VHA’s new strategic plan

[21:16] Why Carol loves the government’s vision for healthcare, including moving towards Integrated Care

[22:22] How VHA plans to shine a light on their knowledge and role as a thought-leader in the future of home healthcare

[23:25] What energizes Carol in her life and her work

[26:00] How VHA works to ensure the physical and emotional safety of employees

[31:27] What inspires Carol about the next generation of leaders coming into healthcare

[33:00] Why having a positive outlook is central to Carol’s character and leadership style

[34:55] The programs initiated by VHA that Carol and her team take pride in

Mentioned in this Episode:

VHA Home HealthCare

Michael Garron Hospital

South Riverdale Community Health Centre

Unity Health Toronto

Woodgreen Community Services

VHA’s Heart of Home Care Award

Access More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, your host Michelle Holden, Communications and Marketing at HIROC, speaks with Dave Thompson, Senior Vice President with FM Global, and Rocky Prosser, Director of Protection Services at Kingston Health Sciences Centre (KHSC).

As an insurance partner of HIROC, FM Global works with subscribers like KHSC to help keep facilities safe and to help mitigate property losses. On this episode Dave and Rocky share their unique perspectives around facility risks like water leakage, surface water, fire, and contractor management.

Dave and Rocky offer safety tips and trends, but also recommended resources for healthcare organizations across the country.

Key Takeaways:

[3:35] To protect the people, you have to protect the building you put them in – how healthcare organizations can become more resilient

[6:33] Why water is the number one loss driver for healthcare organizations

[7:45] FM Global says that if you have a water leak, it’s important to isolate, contain and drain – it’s critical to know where the valves and water lines are

[13:24] You have to know not only where the valves are, but who knows where they are – the importance of having a good response team between facilities, security, and other staff at the organization

[14:58] How FM Global works with its clients to understand sewer and surface water risks

[17:58] What we’ve learned from big storms in the US – an example from Houston

[23:10] What KHSC is doing in the way of partnerships with local municipalities and organizations to prevent disaster from striking and mitigating loss when it does

[27:01] Other loss drivers for healthcare organizations – fire and what we can do to prevent it

[28:13] The importance of contractor management when it comes to hot work

[29:00] The exposure of forest fires in Canada – the work FM Global is doing to map high-hazard forest fire areas

[30:06] Resources from FM Global and HIROC that Rocky recommends to other subscribers to help manage risks in healthcare facilities

Mentioned in this Episode:

FM Global

Kingston Health Sciences Centre

Brockville General Hospital

City of Kingston

Queen’s University

Sample Water Leakage Emergency Response Plan

Understanding the Hazard – Hot Work

Hazard Identification and Risk Assessment (HIRA)

Read More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Nathalie Pambrun, President, Canadian Association of Midwives (CAM).

Although she has worked as a midwife in urban, rural and remote communities across Canada and internationally, and sat on both the NACM (Nation Aboriginal Council of Midwives) and CAM boards before becoming President, Nathalie Pambrun emphasizes that none of us is a born leader. Finding our voice means connecting with our passion and purpose – something Nathalie says comes naturally to midwives! For her, articulating a vision for healthcare that’s inclusive of all people means remembering where we come from and always being aware of the voices you’re not hearing.

Key Takeaways:

[1:03] Nathalie explains the history of CAM and NACM and how they work together

[1:51] Does Nathalie struggle with leading CAM and continuing to serve the needs of Indigenous midwives?

[4:35] The transformation and change that resulted from the Aboriginal Health Human Resources Initiative

[6:39] What Nathalie took from her Indigenous roots

[7:30] How Nathalie was called to being a midwife

[12:15] The impact of seeing maternal and child health on another continent

[14:20Why Nathalie makes it a point to reach out and be aware of the voices she’s not hearing

[16:50] The need for true leadership in our country

[18:10] Why it’s important to look back and remind ourselves of how we got here

[19:21] The ‘gift’ in the HIROC-CAM relationship

[20:49] None of us is a born leader, but midwives need to articulate their passion and bring themselves to the table

[22:08] How association work has pulled Nathalie out of her day-to-day struggles and focussed her ‘angry, feisty’ side on something constructive

[23:11] All members should know that CAM is a safe place to have difficult conversations, explore topics together, and to be represented

Mentioned in this Episode:

National Aboriginal Council of Midwives (NACM)

Canadian Association of Midwives (CAM)

Carol Couchie (K’Tigaaning Midwives in Nipissing First Nation, Ont.)

Aboriginal Health Human Resources Initiative

Mohawk Council of Akwesasne

Read More Interviews with Healthcare Leaders at HIROC.com/podcast

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Alex Munter, President and CEO of the Children’s Hospital of Eastern Ontario (CHEO).

One of the misconceptions people have about pediatrics, according to CHEO President and CEO Alex Munter, is that people think of it as a service line, similar to oncology or rehabilitation. This is a mistake says Munter, who stresses that being a child is not a diagnosis and that we need a unique, tailored strategy for children’s health. After 11 years on the job and watching the youth and child population continue to grow, Munter is leading the conversation on social media, and among families and staff at CHEO, about the value and necessity of investing in the well-being of children.

Key Takeaways:

[2:45] Why it’s important to remember that being a child is not a diagnosis

[3:28] Why we need a unique and tailored strategy for child and youth health

[5:20] The most important business reasons to invest in the well-being of children

[9:22] Where Canada ranks in child well-being and child health

[10:39] Alex’s surprising discoveries about the opportunities and limitations of social media

[14:53] Why we should make social media companies more accountable

[16:00] What keeps Alex inspired on difficult days

[18:02] What it’s going to take to get to a place of zero harm in our healthcare institutions

[20:06] Why Alex chose to become a member of HIROC’s board

[20:55] Why HIROC is one of the gems of our healthcare system

[22:28] Why there is far more triumph than tragedy in a children’s hospital

[25:48] How technology, video games and social media have transformed the world at large and children’s health in particular

[26:45] Who Alex would interview today if he was still running a newspaper

Mentioned in this Episode:

CHEO

Dr. Wilbert Keon MD

Daniel Kahneman

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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In a special live studio recording, staff at HIROC had the opportunity to hear from Huda Idrees, founder and CEO of Dot Health.

With host Philip De Souza, Huda talks about how the burgeoning startup is leveraging partnerships in tech, healthcare and government to change the way we view patient data.

Huda offers advice for healthcare leaders on improving the sustainability and efficiency of healthcare organizations.

Key Takeaways:

[1:13] Dot Health is about helping all Canadians get access to their own medical information
[2:04] Canada’s publically-funded healthcare system creates unique challenges for empowering patients; how Dot is working with government to address these challenges
[5:46] Balancing risks associated with data collection with advantages, and communicating best practices in information security to Canadians
[8:35] The Twitter feeds Huda looks to for hope about the future of innovative health tech
[12:20] Engineering as an education is about teaching you how to think; what Huda took from her experience at the University of Toronto and how she fell into tech
[14:50] Everyone is looking for a way to move health data around to improve patient outcomes; how Dot is building partnerships to move data globally
[17:40] How building equitable workspaces, especially in the tech industry, relates to accessible health information
[21:20] How the upcoming federal election in Canada will impact the future of healthcare accessibility
[22:48] For hospital leadership, paying attention to what the patient experience looks like can drastically improve an institution’s sustainability and efficiency
[25:40] How patient stories have influenced Huda and the work at Dot Health
[27:49] What Dot Health did to move ahead with innovation while keeping privacy and security top of mind
[30:33] Getting the first users of Dot to jump on board
[33:29] Who Dot Health’s main clients are today

Mentioned in this Episode:

Dot Health
Toomas Ilves (Past-President of Estonia)
Maple
Reacts
Dialogue
Verto
Julie Drury
Dr. Cathy Faulds
Wattpad
Wealthsimple
Wave
University of Toronto

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Join host Ellen Gardner for a one-on-one conversation with David Diamond – President and CEO of Eastern Health in Newfoundland and Labrador.

David’s healthcare career started in Human Resources and has taken him across the country with positions in eastern and western Canada. His time in Albert before the creation of Alberta Health Services taught him some important lessons around bringing an organization together and developing commitment to strategic goals.

Today through Eastern Health’s Living Lab innovation centre, David and his team are developing strong partners around the world to influence projects, enhance safety, and cut costs in the region.

Key Takeaways:

[4:34] How David’s time in Alberta, during the early transformation of Alberta Health Services, has influenced his work at Eastern Health
[6:50] How David and his team have aligned the organization around a strategic plan
[9:51] Finding significant savings within the health system to respond to financial and population health challenges
[12:39] Pushing an innovation agenda in the province to benefit patient care and cost savings
[13:29] Eastern Health’s Living Lab leverages partnerships nationally and internationally to match expertise from the private sector to clinical leaders in healthcare [17:40] Looking toward best practices in other sectors around the world – how connecting with Ireland, Spain and Israel is helping to drive Eastern Health projects
[21:13] Why value-based procurement is a major focus for David and his team
[28:16] How high-reliability industries can be used to model change in healthcare, especially around quality and patient safety
[28:47] Population health is a critical focus in Atlantic Canada – how to move the dial

Mentioned in this Episode: Alberta Health Services
Central Health Deloitte
IBM
Mobia
Medtronic
Vision33
Memorial University
Newfoundland & Labrador Centre for Health Information
Enterprise Ireland
University of Tennessee

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This special episode of Healthcare Change Makers was recorded at the 2019 HIROC Conference.

On this episode, host Michelle Holden, Communications and Marketing at HIROC, sits down with Dr. Jeff Klassen, Emergency Physician at St. Boniface Hospital.

Dr. Klassen speaks to effective teamwork and communication, sharing the work he is doing at St. Boniface with the TeamSTEPPS program, and his views on the importance of psychological safety in healthcare.

Key Takeaways:

[1:13] What is TeamSTEPPS and how it began

[2:10] The early phases of TeamSTEPPS at St. Boniface

[2:58] Why the concept of psychological safety didn’t immediately take off

[3:58] How St. Boniface leveraged their team and social media to make psychological safety attractive

[6:47] A shift in emergency care in Winnipeg shows how resilient staff at St. Boniface are

[7:57] Why Dr. Klassen has been drawn to patient safety throughout his career

[10:00] The Canadian Patient Safety Institute’s database on TeamSTEPPS

[10:30] What Connor McDavid’s gameplay and medical error have in common

[11:21] Why Dr. Klassen uses stories and analogies to help convey patient safety information

Mentioned in this Episode:

St. Boniface Hospital, Winnipeg

TeamSTEPPS Canada

University of Manitoba

Agency for Healthcare Research & Quality (AHRQ)

Department of Defense (US)

Canadian Patient Safety Institute (CPSI)

Listen to more interviews with healthcare leaders at HIROC.com.

Email us at communications@hiroc.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Elizabeth Brandeis, President of the Board of the Association of Ontario Midwives (AOM).

For Elizabeth, the road to becoming a midwife started with her own personal experience with midwifery care, during the birth of her daughter 25 years ago. Now, on the 25th anniversary of regulated midwifery in Ontario, she looks back on where we’ve been and where we are headed.

Elizabeth speaks to the long history of midwifery in Ontario. As President of the Board of the AOM, she shares her view on the critical role the AOM has played in developing a model of care that promotes partnership and informed choice.

Key Takeaways:

[1:18] The unique history of midwifery in Ontario

[2:27] The resurgence of Indigenous midwifery in Ontario

[3:21] Funding for Indigenous midwives within the Ontario midwifery program

[4:29] Elizabeth’s own experience with midwifery care and her exposure to the model and the issues that the newly-regulated profession was facing at the time

[7:00] How the midwifery model can be applied to other aspects of the healthcare system (palliative care, senior care, acute care)

[9:30] Championing pay equity for midwives and how it sets a precedence for gender equity legislation

[14:00] The unpredictability of midwifery as a constant challenge (along with a lack of sleep)

[15:02] How the Ontario model blends beneficial elements of midwifery from different systems across the world

[18:15] The current misconceptions around what midwives do, with a view toward shifting these misconceptions in the future

[19:50] Midwives make a difference because they create true partnership and promote informed choice with their clients

[23:40] Elizabeth’s mentors – the giants whose shoulders she stands on

[27:05] Transforming the view of midwives as leaders in healthcare

[28:09] Who runs the world – girls, a song that motivates Elizabeth

Mentioned in this Episode:

Six Nations Birthing Centre

Jay MacGillivray

Elizabeth Allemang

Katrina Kilroy

Vicki Van Wagner

Toronto Birth Centre

National Aboriginal Council of Midwives (NACM)

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Rob MacIsaac, President and CEO of Hamilton Health Sciences.

Rob MacIsaac followed his father’s advice to become a professional, but after a couple of years as a lawyer, he realized he was drawn to public service. Without being a subject matter expert in any of the diverse roles he’s had – at Mohawk College, at Metrolinx, as mayor of the City of Burlington – Rob has developed a leadership philosophy built on humble inquiry and bringing people together around a vision. He is now CEO of one of Hamilton’s biggest employers, Hamilton Health Sciences, a city onto itself comprised of 7 hospitals, a cancer centre, an urgent care centre, and over 11,000 employees. For someone who loves change and rushes toward big projects, Hamilton Health Sciences is a perfect fit – the hospital is in the early stages of a massive 20-year transformation plan called Our Healthy Future.

Key Takeaways:

[1:02] How Rob stays connected to staff across the organization

[1:28] How ‘Teach Rob Your Job’ became a successful technique for meeting frontline workers

[5:35] Rob has had to develop a contribution around leadership for every role he’s held

[6:30] A key influencer in Rob’s life has been Clay Christensen, author of How will you measure your life?

[7:10] The philosophy that has guided Rob’s career

[8:45] Why Rob moved from Mohawk College to Hamilton Health Sciences

[13:30] How Our Healthy Future is part of a larger strategy for the hospital, focussed on four directions

[14:55] How healthcare can benefit from ideas taken from other sectors

[16:32] How a series of public consultations helped shape Our Healthy Future

[20:29] Why Rob is attracted to big transformation projects

[20:41] His principle motivation - we all have a chance to leave our community a little better than the way we found it

[21:20] The three responsibilities a chief executive always has to keep in mind

[25:43] Why looking at the city of Hamilton today – prosperous and still gritty – makes Rob smile

Mentioned in this Episode:

Hamilton Health Sciences

Our Healthy Future

Mohawk College

Metrolinx

The City of Burlington

The City of Hamilton

Clay Christensen

The World Business Forum

Daniel Kahneman – Thinking Fast and Slow

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Michelle Holden, Communications and Marketing at HIROC, speaks with Deborah Gillis, President and CEO of the Centre for Addiction and Mental Health (CAMH) Foundation, and Carrie Fletcher, VP of People and Experience at CAMH.

Deborah and Carrie share the path that got them to where they are today and the important role that sponsors and champions have played in both of their lives.

As former CEO of Catalyst, a global non-profit dedicated to advancing women in leadership, Deborah Gillis has spent much of her career focused on workplace equality and empowerment for women. She’s been on all sides of the table and has seen the value of having champions who advocate for others.

Throughout her career, Carrie Fletcher has spent time on the front lines of healthcare, in health information management, and today she’s stepping up to the challenge of leading and supporting the staff at CAMH as VP of People and Experience. Carrie speaks to the importance of normalizing the conversation around mental health and what CAMH is doing to enhance staff collaboration and leadership development.

Key Takeaways:

[0:55] What inspired Deborah to pursue a career advocating for change

[1:55] Why Deborah joined the CAMH Foundation and what she’s focused on today

[2:43] Deborah on the distinction between sponsorship and mentorship and the importance of having a sponsor

[3:59] How Deborah has benefited from champions in her career and her advice for women looking for champions

[5:40] Carrie’s recent career shift to Vice President of People and Experience at CAMH, a journey that speaks to the role of champions and speaking up for those who have the skillset

[8:18] How Carrie applies the clinical knowledge she gained in past experience to her current role in working with staff and with union partners

[10:15] Research shows that women are over mentored and under sponsored. Deborah speaks to why mentorship is critical

[13:01] Leadership development and skill recognition at CAMH

[16:33] Normalizing the conversation around mental illness in the workplace

[18:41] How CAMH is harnessing the power of data to help deliver better care for their patients and implementing practices that can be beneficial to external partners

[21:45] Creating a psychologically safe workplace extends not only to the employee but to their broader family

[23:12] Staff collaboration at CAMH and driving innovative thinking

[31:10] What International Women’s Day means to Carrie and Deborah

Mentioned in this Episode:

Catalyst

CAMH

CAMH Foundation

Fast Company

Listen to more interviews at HIROC.com.

Email us at Communications@hiroc.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with the four leaders whose organizations have formed a new collaboration to advance the safety of obstetrical and perinatal care in Canada.

Each year approximately 380,000 children are born in Canada. The majority of births occur safely, but patient safety events do occur, and while rare, these events can be associated with severe patient outcomes. HIROC, SOGC, and the CMPA have joined forces as partners in Salus Global to help address and reduce these rare events and improve the safety of care for mothers and newborns across the country.

HIROC and the SOGC have worked closely with Salus Global for years. In November 2017 they welcomed the newest member of the partnership, the CMPA – Canada’s largest physician organization with 100,000 members.

The partners now share equal ownership in Salus Global whose flagship program, the MOREOB program, is designed to create a culture of patient safety and performance improvement for interprofessional obstetrical teams. Together with the CMPA, the partners hope to build greater awareness and improved involvement in the MOREOB program.

Guests:

Catherine Gaulton, CEO, HIROC

Dr. Jennifer Blake, CEO, Society of Obstetricians and Gynecologists of Canada (SOGC)

Dr. Hartley Stern, Executive Director and CEO, Canadian Medical Protective Association (CMPA)

Malcolm Eade, President and CEO, Salus Global

Key Takeaways:

[1:47] Catherine: What this collaborative and Salus Global hope to achieve together

[3:05] Catherine: Why you need a consistent voice when you want people to act as a team

[3:57] Catherine: How HIROC’s vision of partnering to create the safest healthcare system is a perfect fit with this collaboration

[5:52] Catherine: The value of giving a wide variety of healthcare professionals in different environments the opportunity to collaborate around a program dedicated to the delivery of safe perinatal care

[9:53] Dr. Blake: Why this collaboration lets us imagine a future where no preventable harm comes to a mother or baby

[10:15] Dr. Blake: What it’s going to take to move in a positive direction with our combined strengths

[12:40] Dr. Stern: The single most important thing that this partnership brings together

[14:14] Dr. Stern: Why people caring about each other in the birthing suite reduces the likelihood of things going wrong

[15:36] Malcolm: How the MOREOB program changes the culture of the obstetrical unit

[15:59] Malcolm: Why overnight success in this business takes three years

[16:57] Malcolm: How Salus Global goes about changing the culture in a way that leads to better outcomes

[17:56] Malcolm: Why young men and women did not choose obstetrics as a career at the turn of the century and why malpractice rates were going up

[20:25] Malcolm: Why the CMPA joining the partnership is vindicating and validates the work of Salus Global

Mentioned in this Episode:

Salus Global

The MOREOB program

HIROC

The Society of Obstetricians and Gynecologists of Canada

The ALARM course (SOGC)

The Canadian Medical Protective Association

Listen to more interviews with healthcare leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Julia Hanigsberg, President and CEO of Holland Bloorview Kids Rehabilitation Hospital

There are many reasons that Julia Hanigsberg was drawn to a position in healthcare and she admits most of them have to do with family. Throughout her daughter’s life (born at just 29 weeks and now at 22), Julia and her family have been accessing many healthcare services that her daughter needed to be successful. Her admiration for the skill and resilience that healthcare providers bring to their jobs has grown since she joined Holland Bloorview, and today, as CEO, one of her key priorities is to break down barriers that get in their way and ensure that workers are supported and cared for. The stigma around youth and children with disabilities still exists, but under Julia’s leadership the hospital has taken a deliberate approach to reducing stigma that has made leading and modelling social change a part of their corporate strategy – the most visible element being a transformative anti-stigma campaign called Dear Everybody.

Key Takeaways:

[1:28] Why her own lack of self-confidence in science and math led Julia to become very passionate about STEM education for all young people

[5:13] The key leadership quality that Julia values in others and epitomizes herself

[8:24] How having the personal experience of accessing healthcare services has helped Julia in her role at Holland Bloorview

[13:10] How Julia and her leadership team are enabling a culture of innovation and collaboration

[16:21] The exercise of developing a risk appetite statement and moving the hospital’s level of risk tolerance to moderate, especially as it relates to taking on more complex patients and expansion of research

[20:06] Why all patients should have the right to research in the areas of their healthcare

[22:17] How scientists, researchers and engineers at Holland Bloorview are developing solutions that enable families and youth to have better functional lives

[25:00] The hospital’s approach to stigma around disability has not been one of judgment but of education and understanding

[25:35] How the Dear Everybody campaign has given children and youth the opportunity to tell the world what they wished everyone knew about them and not to define them by their disability

[29:06] How Holland Bloorview helps children develop their own self-advocacy

[32:50] A difficult moment in Julia’s career

[34:54] Julia’s priorities as leader

[37:54] Why observing the people who work in healthcare gives Julia confidence in our healthcare system and what we can accomplish collectively

[38:50] How social media has connected Julia to students, to colleagues in healthcare, to research, to patients, and expanded her circle

Mentioned in this Episode:

Holland Bloorview Kids Rehabilitation Hospital

Ryerson University

STEM Education

Dear Everybody – Campaign to end disability stigma

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Brendan Carr, President and CEO of William Osler Health System.

He had always wanted to be a physician, but Brendan Carr’s educational journey started in business when he acquired an MBA. That experience – and time as a commanding officer in the naval reserve – taught him the value of situational leadership and the power of leading through influence and seeking different perspectives and ideas from those around him. That belief has been reinforced as a healthcare leader, where he feels the best ideas and chance for impact come from the end user.

The opportunity to work in different healthcare systems across the country before coming to Osler has kept him curious and engaged. Brendan is acutely aware of the growing pressures on our healthcare system and the importance of not letting the drive towards greater efficiencies be done at the expense of quality and safety.

Key Takeaways:

[1:45] The value for Brendan of working in different healthcare systems

[3:30] Why the fruition of full integration across the country hasn’t been possible

[6:20] Why local conditions do matter in terms of what we can achieve for patients

[7:19] Biggest accomplishment since he started in the job a year ago

[8:05] The favourite part of his job

[8:59] The fact that as leaders, we have to admit that at times we’re driving our systems for efficiency at the expense of safety and quality

[12:28] Why every practitioner at Osler needs to know that in overcapacity situations, they can take whatever action is necessary to avoid a ‘never event’

[16:35] His belief that our greatest opportunities for change have to be co-created, using design principles that are driven by the end user

[20:02] Earliest leadership lesson on why authoritarian leadership doesn’t always work

[22:10] His belief that we need to love this system enough to let it evolve to where it needs to go, because it is not there right now

[23:55] What he loves about coming to Ontario and Osler – on any day, he can be at all sites and interact with staff, teams, patients and families

[25:35] The challenge of being an authentic leader

[29:02] Why it’s rewarding to spend time with young, aspiring leaders

[32:01] Showing up for work every day as people and human beings has a huge impact

[34:05] Advice Brendan has received that has influenced his career and leadership style

Mentioned in this Episode:

William Osler Health System

Mid-Staffordshire disaster

Vancouver Island Health Authority

Nova Scotia Health Authority

Canadian Patient Safety Institute

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Karim Mamdani, President and CEO of Ontario Shores Centre for Mental Health Sciences.

With a strong interest in building sustainability in the healthcare system, Karim started his healthcare career working with the OHA and PwC in systems management and finance. Before coming to Ontario Shores in 2006 in the role of Chief Operating Officer, Karim worked at a number of academic health science centres – the Centre for Addiction and Mental Health, University Health Network and the Hospital for Sick Children. He was drawn to mental health as the area in healthcare where we have yet to achieve significant breakthroughs. As the 2017 recipient of the Aird and Berlis LLP Award for CEO Human Resources Champion, Karim has cultivated a leadership style that encourages open and honest conversations, ongoing training, and being as human as possible.

Key Takeaways:

[3:51] Why financial modelling is important in healthcare

[5:22] Karim’s interest in leveraging his knowledge of health systems and financial methodologies in order to influence the healthcare system in a larger way

[8:15] What drew Karim to working in the area of mental health

[11:37] Why it’s important to Karim to make himself as available to staff as possible

[16:16:] The biggest problem in organizations is that they don’t recognize that mental health issues are a part of their workforce

[18:21] Why partnering is essential in enabling Ontario Shores to deliver for its patients

[20:53] Plans for celebrating Ontario Shores 100th anniversary and honouring the work that was done that made it possible to survive 100 years

[24:15] How Karim looks after his own mental health and why having an optimistic attitude is important

Mentioned in this Episode:

Ontario Shores Centre for Mental Health Sciences

CAMH - The Centre for Addiction and Mental Health

Aird and Berlis LLP HR Awards

Talking about Mental Illness (TAMI)

Waypoint Centre for Mental Health Care

The Royal Ottawa Health Care Group

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Dr. Andrew Petrosoniak, Emergency Physician and Trauma Team Leader at St. Michael’s Hospital.

When people come into emergency it’s often the worst day of their lives. For emergency physician and trauma team leader Dr. Andrew Petrosoniak, that’s what makes trauma care interesting and rewarding. He energizes teams and has built an international reputation around the value of in situ simulation as a quality improvement tool. Watching how people perform their jobs in the real work space and getting feedback enables Petrosoniak and his team to identify the latent safety threats and make changes before the patient ever arrives.

Key Takeaways:

[1:26] What drew Andrew to emergency medicine

[4:00] The factors that go into high-level team performance

[6:06] How working in New Zealand opened Andrew’s eyes to the value of simulation in improving systems and processes, beyond just being an educational tool

[10:50] Coping with resistance to simulation

[11:07] How to build support for simulation

[13:01] Using simulation to tackle one of the big challenges in trauma care – the massive transfusion protocol

[18:21] Why simulation is more effective than the classroom for teaching hands-on, technical skills

[20:41] The financial benefits of simulation

[23:08] How Andrew and the team are using the principles of design thinking to solicit feedback, understand what people need, build prototypes, and test new physical spaces at St. Mikes.

[25:50] If you can make the healthcare space work better for you, that impacts how patient care is delivered.

[27:20] Why Andrew is a big believer in including the perspectives of everyone who is part of the process.

Mentioned in this Episode:

St. Michael’s Hospital

Design Thinking

PDSA Cycle

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Sherry Janzen, CEO of Salem Home in Winkler, Manitoba.

Salem Home sits in a rural part of Manitoba but their innovative Relationship-Centred Model of Care has attracted international attention. Sherry discovered her affinity for older people early in her career and at the urging of her father, studied gerontology at Wichita State University. A defining characteristic of Sherry’s leadership at Salem Home, where she has been CEO since 2004, is coaxing staff to ask why things are done a certain way and to give new approaches a chance. A key priority for Sherry and her leadership team is ensuring staff receive specialized training in managing the home’s high numbers of residents living with dementia and Alzheimer’s. It’s been ten years since Salem implemented the Relationship-Centred Model of Care and as it continues to evolve, Sherry is proud of the fact at this point they don’t just talk about the culture, they live it.

Key Takeaways:

[:48] How Sherry got her start in healthcare

[2:11] What made Sherry question traditional approaches to providing care in a nursing home

[4:33] How changes in the mission, vision and model of care at Salem have resulted in fewer falls, a drop in medication usage, and happier residents.

[6:48] How Salem Home ensures that staff are able to interact with and manage the high numbers of residents with responsive behaviours

[8:13] What kind of adjustments were made to the physical environment as part of the adoption of DementiAbility: The Montessori Way™.

[10:30] How Relationship-Centred Care has evolved since it was introduced ten years ago

[11:27] Why Salem Home went to decentralized dining in the mid-90s and adopted the SuzyQ Model of Meal Service

[13:33] How growing up on a dairy and grain farm with supportive parents taught Sherry there were no limits to what a girl could accomplish

[15:49] How 216 volunteers, churches, and community organizations play an active role in the delivery of services and programs at Salem

[18:26] Salem encourages a culture of mentoring because it takes people a long time to really understand the Relationship-Centred Model of Care

[19:11] Sherry’s advice for new grads

Mentioned in this Episode:

DementiAbility Methods: The Montessori Way

Salem Home

SuzyQ Model of Meal Service

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner, Communications and Marketing at HIROC, speaks with Kavita Mehta, CEO of AFHTO (the Association of Family Health Teams of Ontario).

Before her move to AFHTO two and a half years ago, Kavita was ED for nine years at the South East Toronto Family Health Team (SETFHT) where she spearheaded the development of a new four-story clinic; led a restructuring of the Board of Directors; and served as the Executive Sponsor for the East Toronto Health Link. Kavita began her career as a nurse, working in public health for four years and then going back to school to get her MBA. Her focus at the helm of AFHTO is breaking down the siloes in primary care and working with the association’s 185 member teams to create a system that will give every Ontarian access to inter-professional team-based care.

Key Takeaways:

[:50] What drew Kavita to her position at AFHTO

[1:37] Kavita realized she was missing the broader policy, advocacy perspective and the job was a natural fit

[3:45] How Kavita’s perspective has changed on wait times, compensation and recruitment since coming to AFHTO

[5:30] How the AFHTO advisory councils encourage and facilitate involvement from the 185 member teams

[7:34] The importance of creating a long-term vision for team-based care where every Ontarian has a patient medical home

[8:09] How having a fragmented system affects the provision of primary care in the province

[10:04:] What does not having a physician services agreement in place mean for family physicians? What does this mean for primary care in general?

[10:50] The influence of Dr. Geordie Fallis on Kavita and what he taught her about the importance of trust and relationships

[13:07] The importance of work-life balance and your family

[14:00] How relationships and partnerships have been important to Kavita

[16:02] The challenge of being a role model to women, especially to daughters – going to work and being a mummy as well

[17:08] Kavita started her career as a nurse. How that experience continues to impact the work she does today

[18:20] The similarities between primary care and public health and why they are integral to the healthcare system

[18:55] What Kavita is looking forward to

[19:38] The coming election and what it’s going to mean for new policy directions

Mentioned in this Episode:

AFHTO

SETFHT

Dr. Geordie Fallis

Listen to more interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Today, your host Ellen Gardner of Communications and Marketing at HIROC, speaks with Debbie Molloy, the Vice President of Corporate Services at Eastern Health, in Newfoundland.

Debbie has responsibility for a number of programs including Human Resources, Quality, Patient Safety and Risk Management, Infection Prevention and Control, Occupational Health & Safety, and Rehabilitation. She has over 20 years of experience in the healthcare, energy, and hospitality industries, and has worked in both the public and private sectors. Debbie has a broad understanding of the challenges and opportunities facing healthcare and uses her knowledge and leadership to help shape Eastern Health into a healthier workplace — improving quality and safety throughout.

Key Takeaways:

[:36] Debbie explains her role at Eastern Health.

[1:25] The geographic reach of Eastern Health in Newfoundland.

[1:57] Where Debbie started her career in healthcare.

[2:44] What Debbie took from her work in the private sector of human resources and organizational effectiveness to her current position at Eastern Health.

[4:11] About the big projects Debbie is engaged with right now.

[5:25] Are people open about changes they’d like to see made?

[6:18] An example of an initiative where the feedback really affected the direction Debbie took in terms of making it work to achieve a successful outcome.

[9:23] How does isolation impact Eastern Health’s work?

[11:20] The physical challenges of remotely providing healthcare.

[13:13] Steps Debbie has taken to reduce adverse events through Quality, Patient Safety, and Risk Management.

[16:12] What is one common mistake Debbie sees leaders make?

[17:02] How Debbie learns and moves forward from setbacks in the workplace.

[19:53] Leadership lessons Debbie tries to impart to new, young workers.

[21:33] Debbie reflects on what she is most proud of in her career.

Mentioned in this Episode:

Eastern Health

Bridge the gAPP

Canada Health Infoway

HIROC Conference

Read More Interviews with Healthcare Leaders at HIROC.com

Email us at Communications@HIROC.com.

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Show Summary:

Welcome to Healthcare Change Makers, a podcast from HIROC where we talk to leaders about the joys and challenges of driving change in our complex and demanding healthcare organizations.

Today, your host, Ellen Gardner interviews Sarah Downey — the President and CEO of Michael Garron Hospital. Sarah strives for MGH to continue to be an outstanding healthcare provider to the people in Eastern Toronto and is inspiring the community to change the face of health. Join Ellen and Sarah to see change through the eyes of a healthcare leader.

Key Takeaways:

[:46] What motivated Sarah to get into healthcare administration.

[2:05] What was it that drew Sarah to the Michael Garron Hospital?

[3:19] How MGH is maintaining their tradition as a community hospital while becoming a bigger institution.

[5:33] How has MGH developing into a bigger institution affected the formation of Sarah’s own vision?

[7:29] Sarah’s leadership philosophy.

[8:20] How have Sarah’s previous positions and experiences informed her current philosophy?

[9:28] How Sarah stays positive in the face of stress.

[10:40] Overcoming the impact of the winter surge volume at the hospital.

[12:35] Sarah’s take on the Patient Ombudsman’s annual report.

[15:30] The important mentors in Sarah’s life and the lessons she’s learned from them.

[17:22] How Sarah balances her naturally friendly nature with that of her CEO persona.

[18:54] Is Sarah optimistic about the state of our healthcare system?

[19:45] The shift in energy in the hospital after they received a $50 million donation.

[21:34] What Sarah is looking forward to at MGH.

[22:38] Reflecting on how far she’s come.

Mentioned in this Episode:

Michael Garron Hospital

University of Ottawa

Dr. Bob Bell

United Way Fundraiser

Annual Report — Patient Ombudsman

Read More Interviews with Healthcare Leaders at Hiroc.com

Email us at Communications@HIROC.com.

Healthcare Change Makers: Recent Episodes

HIROC (Healthcare Insurance Reciprocal of Canada)