IWK ReporT
TO THE COMMUNITY
2012/2013
Anne McGuire and Robert Richardson take
a leadership role in the IWK’s pursuit of excellence
in care, teaching and research achieved through
entrepreneurial decision-making, discovery
and innovation.
Tightly Knit
As caregivers, we are reluctant to talk about ourselves. We
prefer to focus the attention on our purpose, our end results,
and how we make a difference in the health of women,
children, youth and families. But we know it is important to
look inward, to examine how we achieve our goals “behind
the scenes,” as much as we celebrate the impact our health
centre has on people’s lives.
The philosophy of our organization touches every aspect of how
we meet and exceed the expectations of women and children
in our care. Everyone at the IWK is part of an ecosystem of
care, made up of our physical spaces, our infrastructure, our
behaviours, decisions, and our culture. Our independent, unique
health centre is the summation of all our parts, carefully nurtured
over a 100-year history of passion and determination, resulting
in the IWK’s reputation as a globally recognized vanguard of
excellence. We are a tightly knit group that works well because
of how all the parts come together. Every outcome is the result of
many people and processes thoughtfully linked and interconnected
by core values and beliefs that make up who we are.
Our organization was borne from necessity, to fulfill the
underserved health needs of children in 1909. Today, the
IWK is an outstanding facility offering a heightened level of
specialized, integrated health care that would be beyond reach
without all three Maritime Provinces coming together under
a shared sense of community. Together, we have created
a high-tech health, research and training centre that both
creates and attracts the best and brightest practitioners,
researchers, educators, and leaders, building a reputation
for Maritime innovation and excellence here, and beyond.
We are in a fortunate position to be an independent
organizational system, empowered to create this unique,
centralized healthcare resource. In turn, we do so with an
aligned and responsible business model that is efficient,
effective and accountable. The IWK is a system that transcends
provincial borders with an integrated process that focuses on
the whole healthcare picture, the whole family, and the whole
patient. We get there not by chance, but by virtue of our model.
Everyone – from community member, patient family, volunteer,
health care provider, educator, researcher and staff – is a part
of the IWK, a tightly knit group ensuring healthy families,
and the best care.
3
Anne McGuire
President & CEO, IWK Health Centre
Robert Richardson
Chair, Board of Directors, IWK Health Centre
There is no “typical family,” nor is there a “typical
volunteer,” just an overall commitment and passion
for making a positive difference in people’s lives.
Extra Support for Parents Program,
help beyond our doors
Our commitment to the health and well-being of Maritime
women, children, youth and families extends beyond our doors.
Many new parents face additional stressors and burdens that put
them and their children at higher risk for a range of difficulties.
They may need emotional support, parenting information, adult
company and an extra pair of hands during this stressful, yet
rewarding time of transition.
model allows ESP staff and volunteers access to information,
education and resources, resulting in a seamless pathway from
the delivery room to a healthier family and child in the community.
This kind of “big picture” thinking is rooted in our organization’s
flexible and responsive leadership style in delivering our core
mission to the Maritimes. And it is one of the many ways we
pursue excellence and best practices in our field.
Like many of our initiatives (and indeed the genesis of the
original Children’s Hospital in 1909), the IWK’s home visiting
program, Extra Support for Parents (ESP) volunteer service, was
the brainchild of a group of passionate volunteers. Originally
funded by a volunteer-run maternity gift shop in 1995, this
much-needed outreach service quickly became integrated into
the Health Centre, and has been funded by the IWK since 2005.
For example, ESP Family Support Worker Susan DeWolf recently
worked with new mother, Edith Stols, a student in Nova Scotia
Community College’s welding program. Edith was living with
a roommate, struggling financially, and had a colicky newborn
who kept everyone in the house from a good night’s sleep.
Susan quickly matched up Edith with a volunteer, Murdena
Dupont, who held and rocked baby Evelyn in the evening so
mom could rest and get some housework done.
Whether a parent is new to the country, has no family nearby,
is facing health obstacles, or dealing with loss or trauma, the
ESP program is there to help. There is no “typical family,” nor
is there a “typical volunteer,” just an overall commitment and
passion for making a positive difference in people’s lives.
ESP coordinator Maura Donovan, recently completed a
master’s thesis on home visiting programs. She found that
similar programs are usually operated by external not-for-profit
organizations, disjointed from the hospital. Conversely, the
resulting connectivity established by the IWK’s home visiting
In her Family Support Worker role, Susan helped Edith navigate
the financial aid system, found Edith and Evelyn a new apartment,
and loaned the family a baby swing to help calm the colic
symptoms. Edith could have been overwhelmed and defeated
by her circumstances, but with the help of a caring volunteer, and
a resourceful and experienced staff member, Edith became a
confident parent with a happy, healthy child and successfully
completed her welding program.
Susan DeWolf began volunteering with Extra Support for Parents (ESP) in 1998. She became a
Family Support Worker and full-time staff member in 2003. She recently completed her Masters
of Counselling at Acadia University, allowing the ESP program to offer more in-depth counselling
to new parents in difficult situations.
5
Four years ago, the IWK Capital Planning and Oversight
Committee, with patients and family voices at the table,
identified the health centre’s Acute Mental Health
Inpatient Unit as a priority for redevelopment. Funded
100 per cent by donations through the IWK Foundation’s
fundraising efforts, the build is now in process.
(Architect’s rendering above)
Facility Redevelopment, working to create
a healing environment
Bricks and mortar make a difference. Our spaces at the IWK
are high-tech, complex, and support a wide range of activities
from patient care (including surgery), to research, planning and
administration, group work and independent work. We really
are a city within a city, requiring an integrated system of utilities,
like water and electricity, information technology, heat, airflow,
security, and facility monitoring, maintenance and management.
This complex system hums behind the scenes, largely
unnoticed as it supports the foundation of our patient care
activities at the IWK.
So, what happens when a space undergoes a renovation or
retro-fit? How does the IWK function when a physical part of
our integrated system undergoes a major repair? This is exactly
what’s happening right now for our Acute Mental Health Inpatient
Unit. First built in the 1960s, the unit (known as 4 South) is a
temporary home for children and youth up to age 19 requiring
acute mental health treatment. In this 50-year old space, with
few upgrades, one can imagine the challenges for the 4 South
mental health team working to create a healing environment
for young patients already experiencing distress.
As Clinical Facilitator of Facility Redevelopment, Becky is the
choreographer of a complex balancing act that keeps the facility
functioning amidst a major renovation, in close collaboration
with a construction project manager at Aecon, a construction
and infrastructure development company that specializes in
healthcare construction. Along with the other members of the
Facility Redevelopment team, Becky supports planning and
logistics functions that take noise, dust, infection control, utilities
management and more into consideration throughout the build,
while minimizing the effects on other units. Planning began two
years ago for the IWK’s new Acute Mental Health Inpatient Unit.
The new space will open in the spring of 2014.
But it is never just about bricks and mortar at the IWK. A major
consideration in the planning phase for the new Acute Mental
Health Inpatient Unit was the input and feedback from current
and past patients. In a discussion facilitated by Becky and
members of the design and redevelopment team, a group of
youth played an active role in imagining and creating a new
unit that feels safe, inspiring and comfortable. Becky ensured
that youth focus groups were involved throughout the entire
process, from choosing furniture, finishes, colours and more.
Four years ago, the IWK Capital Planning and Oversight
Committee, with patients and family voices at the table,
identified 4 South as a priority for redevelopment. Funded
100 per cent by donations through the IWK Foundation’s
fundraising efforts, the build is now in process, with IWK
nurse, Becky Hardie, playing an integral role.
Becky Hardie has spent 30 years at the IWK Health Centre as both a staff nurse in the NICU as
well as a research nurse, and she is now utilizing her expertise in a different role as the Clinical
Facilitator of Facility Redevelopment at the IWK.
7
The Golden Hour refers to the first hour after delivery;
The Golden
Hourthe
refers
to the is
first
hourand
after
delivery;
during
that time,
newborn
dried
placed
during
that
time,
the
newborn
is
dried
and
placed
immediately skin-to-skin on mom’s chest, and left
immediately skin-to-skin
on mom’s
and left
uninterrupted.
This first, golden
hourchest,
is important
uninterrupted.
This
first,
golden
hour
is
important
to the well being of mom, partner and baby.
to the well being of mom, partner and baby.
Protecting, promoting and supporting
breastfeeding, The Golden Hour
The Birth Unit at the IWK is focused on enhancing breastfeeding
friendly practices as we move towards achieving accreditation
in the World Health Organization/UNICEF Baby Friendly
Initiative. Exclusive breastfeeding is recommended for the
first six months of life, yet while 86 per cent choose to breastfeed,
only 56 per cent of mothers are exclusively breastfeeding
upon discharge from the IWK.
Newborn care practices immediately after birth are an important
way of increasing the success of breastfeeding initiation,
duration and exclusivity, and enhancing baby’s transition
into the world. One new practice, referred to as The Golden
Hour by staff at the IWK, is providing a time to help protect,
promote and support the mother/baby pair within the first
hour after birth.
With global best practices as their guide, IWK Birth Unit
registered nurses Jennifer Jollymore and Melissa Mackie
recently led implementation of The Golden Hour for all birth
unit deliveries and operating room c-sections. The Golden
Hour refers to the first hour after delivery; during that time, the
newborn is dried and placed immediately skin-to-skin on mom’s
chest, and left uninterrupted. This first, golden hour is important
to the well-being of mom, partner and baby. Skin-to-skin contact
calms both parents and child (helping to stabilize vital signs and
blood sugars for baby), initiates bonding, provides comfort from
painful procedures, and encourages breastfeeding.
Not so long ago, it was common practice for babies to be
delivered, dried and then swaddled, followed by procedures
and assessments prior to making contact again with their
parents. But an important shift in this practice and operating
room procedures can create a lasting and profound impact to
breastfeeding outcomes.
As a group, the Birth Unit team value building successful
relationships with patients and their families as partners in
decision-making and care, and we value and respect all
members of the team. With these organizational core values of
care, passion and respect as their foundation, nurses Jennifer
and Melissa were able to lead change in the Birth Unit and
OR in just under one year, supporting Maritime parents and
their newborns during their most important first hour together,
and helping move us a little closer to the finish line in the
IWK’s goal of achieving accreditation in the World Health
Organization/UNICEF Baby Friendly Initiative.
Nurses Jennifer Jollymore and Melissa Mackie championed The Golden Hour in the IWK Birth
Unit and Women’s Operating Room, thus protecting, promoting and supporting breastfeeding
as a World Health Organization best practice. Weeks after delivery, mothers are enthusiastically
referring to their Golden Hour skin-to-skin contact as a foundational bonding and attachment
experience that affects the ease of parenting and breastfeeding.
9
The IWK EHS LifeFlight critical care team is able to
suit up and respond at a moment’s notice, transporting
the region’s mothers, babies, children and youth in
need of care at the IWK.
EHS LifeFlight, a network of critical care
transport experts
EHS LifeFlight is a powerful critical care transportation system
that expertly moves the Maritime region’s most fragile patients
to reach the care they need.
Made up of helicopter, fixed wing and ground ambulance
critical care crews, including IWK flight nurses and respiratory
therapists, these critical care responders are supported on
the ground by a system of emergency response professionals
across many partner organizations, working seamlessly to get
the right people and the right equipment, into the right place
at the right time.
As our region’s pediatric and women’s and newborn tertiary
care centre, the IWK’s EHS LifeFlight nurses and respiratory
therapists are experts in their respective areas of neonatal,
pediatric, high-risk obstetrics, and respiratory therapy, but also
undergo rigorous additional flight training and regular drills
to become part of the in-flight crew. Always at the ready,
the IWK EHS LifeFlight critical care team is able to suit up and
respond at a moment’s notice, transporting the region’s mothers,
babies, children and youth in need of care at the IWK.
The IWK EHS LifeFlight critical care team recently responded to
a call from Saint John, New Brunswick. A critically ill premature
baby was exhibiting extremely low oxygen levels, requiring
the highest level of specialized care. Already in an exhausted
state, a four-hour trip by vehicle was deemed too risky for this
fragile child undergoing constant oxygen administration and
monitoring. The on-call LifeFlight crew flew in by helicopter, safely
transporting both mother and child to the IWK rooftop landing
pad, and into the hands of the ground medical team. Mom and
baby were able to relax and regain strength under the care of
IWK pediatric heart specialists, while awaiting surgery.
With a high level of interdisciplinary professional collaboration,
the EHS LifeFlight tightly knit network of critical care transport
experts – including IWK health professionals – works together
to bring the highest level of response to
critically ill patients.
Dr. Chris Soder, Staff Intensivist, IWK Health Centre, Medical Control Physician, EHS LifeFlight,
and other founding advocates of transport medicine envisioned a cohesive unit with the singular
goal of safe and timely transport of critically ill patients. The EHS LifeFlight program is currently
pioneering national efforts for air medical transport accreditation standards across Canada.
11
Milestones
April 2012
IWK Chief of Psychiatry part of team that makes important
research discovery
Dr. Kathi Pajer, Chief of Psychiatry, IWK Health Centre, is
recognized for her work in the development of the first blood
test to help diagnose major depression and its subtypes
in teens.
Period of PURPLE Crying® program
The IWK launches an infant abuse prevention initiative, called
The Period of PURPLE Crying® program, to educate parents
and caregivers about normal infant crying and the dangers of
shaking a baby.
May 2012
IWK Orthopedic researchers receive AIF support
The Atlantic Canada Opportunities Agency via the Atlantic
Innovation Fund awards the IWK Orthopedic Surgery Research
Group (along with co-investigators at Dalhousie University
and Capital Health) $2.2 million toward the development and
commercialization of low-dose X-ray techniques to help
improve outcomes of pediatric orthopedic surgeries.
Kermesse 2012
The IWK Auxiliary – a dedicated group of volunteers – hosts
the 102nd Kermesse Fun Fair on the grounds of the IWK, raising
$94,000 in support of key IWK projects and patient comfort.
June 2012
Telethon 2012
The 28th Annual IWK Telethon broadcasts live on CTV Atlantic,
raising more than $5.6 million in support of the Health Centre.
IWK Aquatics Laboratory team, led by Dr. Jason Berman,
receives Innovation Excellence award
The Innovation Excellence award, presented by Cancer Care
Nova Scotia, is presented to an individual or group who has
used “out-of-the-box” thinking to positively impact and improve
the provincial cancer system.
September 2012
Read to Me! Nova Scotia’s reading promotion program, hosted
by the IWK, celebrates their 10 year anniversary.
History-making donation for the IWK
An extraordinary day in the IWK’s 103 year history – the Garron
family announces that they are giving a $10 million donation to
our Health Centre.
November 2012
Izaak has arrived!
Izaak, a partner magazine between the IWK Health Centre, the
IWK Foundation and The Chronicle Herald, launches, showcasing
the incredible professionals and programs at the IWK.
Child Safety Link, a children’s injury prevention program based
at the IWK Health Centre, celebrates their 10 year anniversary.
January 2013
The journey towards a world-class Breast Health Centre
Construction begins on the Diagnostic Imaging wing of the
Breast Health Centre, a collaboration of the IWK and Capital
Health. The support of the IWK Health Centre Foundation, the
QEII Foundation and Bust a Move continues to move us closer
to our shared vision of a comprehensive world-class Breast
Health Centre.
February 2013
Understanding the impact of stigma
The IWK Health Centre partners with the Mental Health
Commission of Canada to pilot a mental illness and addictions
anti-stigma training workshop, titled “Understanding the
Impact of Stigma.” More than 500 IWK staff, physicians and
volunteers participate.
March 2013
Mass casualty exercise
As part of our commitment to continual improvement, the
IWK (in partnership with Capital Health), tests its readiness
to respond in a disaster that could overload our emergency
department.
July 2013
Improved dental care for children
The province of Nova Scotia announces support to improve
access to pediatric dental care. The IWK’s pediatric dentistry
department does specialized surgery for 700 patients each year
from across the Maritimes. This investment by the province will
more than double that number.
September 2013
IWK researchers awarded highest honour from the
Ernest C. Manning Awards Foundation
Dr. McGrath and Dr. Lingley-Pottie are named winners of the
prestigious Principal Encana Award for their social innovation,
Strongest Families Institute, which began as a six year research
program at the IWK.
13
A positive experience and desire to pass it on
inspired mother Yarrow Gillis to become a volunteer
with the Family Leadership Council, and ultimately
a part-time employee working as a Family Leader.
Family Leader, a personal
connection
Mother, volunteer and family leader, Yarrow Gillis, began her
journey with the IWK seven years ago. Her daughter was born
with multiple complex heart defects requiring immediate and
ongoing surgeries. With a wee babe going into the OR for
the first time at five days old, the Gillis family has personally
experienced the IWK patient and family centred care philosophy
in action. This positive experience and desire to pass it on
inspired Yarrow to become a volunteer with the Family
Leadership Council, and ultimately a part-time employee
working as a Family Leader.
The IWK Family Leadership Council, and its teen-focused
Youth Advisory Council, is a volunteer group with members
participating in working committees, project teams, and
operational groups. With the leadership support of Mary-Ann
Hiltz, IWK Vice President, Strategy and Organizational
Performance, these family leaders offer input on IWK care
and service, from their unique perspective and experience
that gives a fuller picture of Health Centre needs and issues.
This patient and family voice effects change and informs
decision-making, helping the IWK in its mission to make a
difference in the health and well-being of women, children,
youth and families.
“It seems so obvious to bring the patient voice to the table, but
how does this actually happen at the IWK?” says Mary-Ann.
“We work with leadership and staff across the organization
to identify opportunities to engage patients and families at
various levels of discussion and about all kinds of topics. Our
formalized Family Leadership Council helps give direction to
patient participation and consultation at the IWK.”
For Yarrow, the doorway into her participation came via a
role on the IWK’s Capital Planning and Oversight Committee
(CPOC), which oversees major capital projects at the Health
Centre and is chaired by IWK CFO and VP of Operations and
Support Services Allan Horsburgh, who is also passionate
about the IWK’s patient and family-centered care model.
At CPOC, Yarrow had an equal voice at the table and was
encouraged by the results. In her role, in addition to working
with staff at the clinical level, Yarrow also promotes our
patient and family-centred care philosophy as a presenter
in the IWK new staff orientation sessions. These sessions
introduce new IWK employees to the IWK core values, mission
and vision, and they are given real world examples showing
these principles in action.
CFO Allan Horsburgh has much more than just an employee relationship with the IWK Health
Centre. His mom was a Registered Nurse who began her career at the IWK. And his son was
born at the IWK as a tiny premature baby with serious medical issues. Over the years, the IWK
has saved Allan’s son’s life on numerous occasions. Allan’s upbringing and personal experience
are why he has a passion for the IWK and understands the importance of the patient and family
partnership in every decision made.
15
The MEG Lab, located at the IWK, was developed
by Sweden-based Elekta. This brain and cognitive
diagnostic tool is only available in four cities
in Canada.
BIOTIC, our region’s solution
to life sciences imaging
The birth of BIOTIC is a testament to our tightly-knit life
sciences community coming together to ensure innovative
and game-changing technology stays in our region, in turn
attracting top scientists from all over the world. BIOTIC is
a research-dedicated imaging organization made possible
by a collaborative partnership between the IWK Health Centre,
Capital District Health Authority, and the region’s life sciences
community. BIOTIC offers a wide range of leading-edge imaging
technologies across several hospital sites, with a collaborative,
cross functional team that focuses on commercial and research
development with a number of industry partners and institutions.
BIOTIC came together to assume leadership of the formerly
Federally funded MEG Lab (magnetoencephalography).
The MEG Lab, located at the IWK, was developed by Swedenbased Elekta. This brain and cognitive diagnostic tool is only
available in four cities in Canada. As the most advanced
technology to date for imaging brain function, it is an ideal tool
to map brain activity in children and the elderly. Unlike the
secluded and enclosed experience of an MRI scan, the MEG
sensors are simple to apply, and easy on both child and parent.
This new technology is vastly more sensitive, detecting what is
happening in the brain, including how connections and messages
are transmitted from one area to another, providing real-time
mapping of brain activity by non-invasively measuring the
magnetic fields produced by the brain. So not only does the
MEG technology have enormous research benefit, but its
patient care benefit is significant.
For example, a patient recently underwent a MEG brain imaging
assessment to locate the problem area related to their epileptic
seizures. Surgery was the best option, but the medical team
must know the exact location of the lesion before they can
operate. Using current, standard equipment, the patient would
have been admitted to hospital and monitored for several
weeks, waiting for an actual seizure to occur in order to pin-point
the source. Using the MEG technology, the patient came into a
pre-scheduled appointment and the sensitive equipment found
the lesion with ease, minimizing the time delay and stressors
required with older technologies. This MEG technology is in the
research phase, gathering data and attracting top researchers
and their projects from all over the world, but the data collected
is having relevant clinical application today. This technology
will also have major implications in the neurophysiology and
neuroscience research of concussion and autism.
BIOTIC was able to attract the global multinational creator of
the Elekta Neuromag MEG into our region through an innovative
partnership that mitigates technology costs, and establishes
Halifax as Elekta’s North American research and development
arm for MEG technology. This collaborative approach allows
Elekta to continue with their research and development of
the MEG, in tandem with actual, real-world data. Our Swedish
partners could have chosen anywhere in the world to
collaborate, but found the IWK’s philosophy of teamwork
and expertise a unique experience in the hospital industry.
Patrick McGrath, Integrated Vice President of Research, IWK and Capital Health, rallied
a science-community wide effort to fundraise and problem-solve to protect the MEG Lab, a
formerly Federally funded technology, and bring it into the IWK operations. With a new
lease on life, BIOTIC attracted the Sweden-based multinational, Elekta Instrument AB, into
a collaborative partnership, bringing leading edge diagnostic tools to the brain imaging
centre, and attracting researchers from around the world.
17
The CHOICES program creatively works with
HomeBridge Youth Society, a not-for-profit
organization of six residential youth facilities
serving approximately 130 youth annually in
the Halifax Regional Municipality.
CHOICES and HomeBridge, the circle of care
At the IWK, a full circle of care is required to support youth when
involved in the IWK CHOICES Program, a treatment service
for adolescents aged 13 to 19 who are harmfully involved with
substances, gambling, and may have a mental health disorder
at the same time. Within Mental Health and Addictions, it is
essential that we involve family members and partners in all
aspects of the treatment plan. This family partnership optimizes
treatment success by enabling a system of supports. But what
happens when an adolescent goes into treatment and doesn’t
have a traditional home or family to go back to?
In partnership with the Nova Scotia Department of Health and
Wellness, the IWK CHOICES Program secured a grant through
the Federal Drug Treatment Funding Program to help young
people in non-traditional home settings. With this support,
the CHOICES program was able to creatively work with
HomeBridge Youth Society, a not-for-profit organization of
six residential youth facilities serving approximately 130
youth annually in the Halifax Regional Municipality.
IWK CHOICES staff have taken actions to enhance the capacity
of more than 140 HomeBridge front line and supervisory staff
through a five-day training event. Further, the IWK CHOICES
recreation therapist, Zac Crouse, helped to facilitate recreation
therapy groups onsite, enhanced existing HomeBridge music
and art programs, and helped to facilitate weekly yoga classes.
In addition, IWK CHOICES has devoted resources to provide
ongoing clinical consultation to HomeBridge staff, on-site
engagement and treatment of youth residing at Homebridge.
A CHOICES clinician now works collaboratively with
HomeBridge staff to uniquely engage and facilitate
treatment alternatives for youth and link them to the most
appropriate IWK CHOICES service.
Until recently, a major issue for HomeBridge (and other similar
organizations) was the legal status of on-site youth care workers.
Barriers between youth care staff and health and education
services existed because youth care workers do not have
legal guardianship status of their residents. While these workers
are well-trained professionals, it is the off-site Department
of Community Services Social Workers that are the legal
guardians of the youth. They hold responsibility for confidential
information flow, decision-making, immediate intervention,
treatment choices and other considerations for youth when
living at HomeBridge. This situation left the front-line adults
caring for youth disconnected from the systems in place to
support ongoing care and intervention.
In June 2013, a change to the provincial privacy act, and a new
partnership between the IWK’s CHOICES program, HomeBridge
and the Department of Community Services paved the way for
better inclusion of HomeBridge youth care workers in the treatment
of their residents. Now they can formally make initial assessments
and referrals for youth in their facilities, allowing for integrated
and timely information flow, and a client-focused interdisciplinary
approach. While this change may seem small, HomeBridge
Executive Director, Linda Wilson, with 23 years experience in
the industry, says this shift is a pinnacle moment that is truly
history in the making. This important change and related funding,
provides IWK CHOICES staff greater opportunity to support
HomeBridge, enabling on-site youth care workers to identify,
assess and respond to signs and symptoms of addiction and
mental health issues in the early stages.
The future of mental health and addictions treatment is based on partnerships. That’s why
Maureen Brennan, Manager of CHOICES, spearheaded the funding proposal and partnership
effort that aligns different systems as key collaborators in care of at risk or homeless youth.
This makes it possible for the Departments of Education, Justice, Health and Wellness and
community-based group homes to work together in a coordinated plan of care. Considered
a major shift, Maureen’s work in this area resulted in a “Most influential person” award from
HomeBridge Youth Society, and recognition for the IWK’s CHOICES program from the
Canadian Association of Substance Abuse.
19
Financials
The care of our financial resources is as much a part of the
fabric of our organization as any other element, and as the Chief
Financial Officer, I take great care in supporting our collective
fiscal responsibility to help enable and sustain our organizational
patient care objectives and values. We are a unique facility
comprised of high tech and specialized health care, training,
and research, resulting in a brain trust that makes its way into all
regions of Atlantic Canada, with many linkages among health
partners and professionals back to the IWK.
In the spirit of our organizational values of collaboration and
integration, our annual business planning process includes
input from representatives across the entire IWK community,
including staff, physicians, volunteers, patients and families.
This tightly knit process results in a business model that is as
responsive and responsible, as it is innovative and inspiring.
Allan Horsburgh, CA
Vice President & Chief Financial Officer
21
Statement of Financial Position
March 31, 2013
2013
2012
____________________________________________________________________________________________________
Financial Assets
Cash and cash equivalents
2,734,000
12,131,000
Receivables
27,291,000 21,746,000
Employee receivables
1,765,000
2,038,000
Receivable from IWK Health Centre Charitable Foundation
17,047,000
11,405,000
Accumulated sick leave receivable
12,864,000
11,391,000
Retirement allowances and health benefits
30,784,000
28,490,000
__________________________
Liabilities
Payables and accruals
Capital lease payable
Retirement allowances and health benefits
Accumulated sick leave payable
Facilities loan payable
Deferred capital and research revenue
92,485,000 87,201,000
__________________________
__________________________
29,593,000
31,068,000
189,000
229,000
30,784,000
28,490,000
12,864,000
11,391,000
10,784,000
11,489,000
21,522,000
19,266,000
__________________________
105,736,000 101,933,000
__________________________
Net
Debt
Non-financial assets
Prepaids
Inventories
Property and equipment
(13,251,000)
(14,732,000)
__________________________
1,032,000
1,764,000
1,469,000 1,483,000
174,831,000
171,999,000
__________________________
Accumulated
surplus
177,332,000 175,246,000
__________________________
__________________________
164,081,000160,514,000
__________________________
__________________________
Internal Statement of Operations
Year Ended March 31, 2013
2013
2012
____________________________________________________________________________________________________
Revenue
Retail Revenue
7,721,000
7,924,000
Taxpayers
227,628,000222,966,000
IWK Foundation
250,000
250,000
Out-of-Province, Out-of-Country and Differential
9,313,000
8,826,000
Capital Grants and Donations*
11,543,000
3,072,000
__________________________
Total Revenue
256,455,000
243,038,000
__________________________
* The IWK Foundation also provides $3.75 million to the IWK to purchase priority equipment, and fund research and fellowships
Expenses
Administration
3,899,000 3,823,000
Operations & Support Services
65,118,000
63,731,000
(Utilities, Information Technology, Maintenance, Housekeeping, Food Services, Human Res, etc.)
Medical Services
26,664,000
25,789,000
(Pathology, Lab, Diagnostic Imaging, physician administration, etc.)
Women’s & Newborn Health
47,113,000
48,009,000
(Neonatal Intensive Care Unit (NICU), Birth Unit, Operating Rooms (ORs), Breast Health, etc.)
Mental Health & Addictions
27,345,000
26,855,000
(CHOICES, Adolescent Centre for Treatment, Compass, etc.)
Children’s Health
62,785,000
61,384,000
(Pediatric Intensive Care Unit, ORs, Inpatient Units, Ambulatory Care, etc.)
Provincial Programs
19,964,000
20,519,000
(HITS-NS, Reproductive Care)
__________________________
Total Expenses
252,888,000
250,110,000
__________________________
Annual Surplus (loss) before Capital Adjustments
Current Year Capital Adjustments
Current Year Surplus (loss) from Operations
3,567,000
(7,072,000)
(3,567,000)
7,072,000
__________________________
–
–
__________________________
__________________________
A year end transfer from operations to capital resulted in a balanced operating position in each of the last two fiscal years.
A complete set of Audited Financial Statements, as reported on by the IWK Health Centre’s external auditors, Grant Thornton, are available in the office
of the Vice President & Chief Financial Officer. The Statement of Operations above is an internal summarized version of the complete statement found in
the Audited Financial Statements.
In addition the comparitive previous year amounts may have changed due to the IWK’s adoption of the Public Sector Accounting Board (PSAB) reporting
requirements.
23
5850/5980 University Avenue, Halifax, NS B3K 6R8
T 902-470-8888
I
E [email protected]
facebook.com/iwkhealthcentre
I
I
@iwkhealthcentre
W iwk.nshealth.ca
I
IWKTightlyKnit.ca