- Accessibility for Ontarians with Disabilities
- Collective Agreements
- Energy Conservation and Demand Energy Management Plan
- Executives’ Contracts
- Executive Compensation Framework (Proposed)
- Expenses related to Travel, Meals and Hospitality
- Pandemic Contingency Plan
- Patient Bill of Rights
- Patient Relations Process
- Public Sector Salary Disclosure
- Quality Improvement Plan
Accessibility for Ontarians with Disabilities
Kemptville District Hospital has a policy to ensure access to services for people with disabilities, and a multi-year accessibility plan that guides our continuous efforts to prevent, identify and remove any barriers to services.
- Click here to read and/or comment on the Policy.
- Click here to review our Self-Certified Accessibility Report, filed with the Government of Ontario July 8, 2015.
- Click here to view our Accessibility Plan.
- Persons with disabilities may receive public documents in a format that is considerate of their disability. To request documents in an accessible format, please email your request to email@example.com or call us at 613.258.6133 ext. 153.
- If you encounter any problem accessing our services, or have any other comments about accessibility at KDH, please contact us at AODA@kdh.on.ca or 613.258.6133 ext. 287.
Collective Agreements establish and maintain collective bargaining relations between the Hospital and the workers covered by the agreements. They outline wages, benefits and more. KDH has the following current collective agreements:
- Local agreement with the Ontario Public Service Employees Union (OPSEU)
- Central agreement with the Ontario Public Service Employees Union (OPSEU)
- Local agreement with the International Union of Operating Engineers (IUOE)
- Local agreement with the Ontario Nurses’ Association (ONA)
- Central agreement with the Ontario Nurses’ Association (ONA)
The Ontario Green Energy Act requires all public agencies, including hospitals, to make public their annual energy consumption and resulting greenhouse gas emissions. In addition, each organization must share an energy conservation and demand management plan outlining how the organization will reduce energy consumption.
The KDH Energy Conservation and Demand Energy Management Plan fulfills the reporting requirements of the Green Energy Act and provides a framework to support energy and sustainability initiatives at KDH. The Plan addresses energy consumption in the hospital, including the development of a greenhouse gas emissions inventory, benchmarking KDH’s existing energy intensity performance relative to other hospitals, identifying potential energy efficiency projects, and establishing a greenhouse gas emissions reduction target.
- KDH Energy Consumption and Greenhouse Gas Emissions Reporting 2015
- Five Year Conservation and Demand Management Plan 2014-2018
- KDH Energy Consumption and Greenhouse Gas Emissions Reporting 2014
- KDH Energy Consumption and Greenhouse Gas Emissions Reporting 2013
- KDH Energy Consumption and Greenhouse Gas Emissions Reporting 2012
- KDH Energy Consumption and Greenhouse Gas Emissions Reporting 2011
Appropriate compensation is a key element in attracting and retaining the kind of leaders we need at KDH. Our executive compensation consists of salary plus standard employee benefits. The CEO’s salary is set at the midpoint of CEO compensation in the budget appropriate quadrant of the group of $10-$25 million budget hospitals. No compensation is provided to the CEO for managing the KDH Health Centre, serving on the KDH Foundation, or any external Rideau Valley Health Services work. There are no other compensation perquisites such as free parking, club memberships, general travel allowances or a car allowance. Read our Employment Agreement with our CEO, Frank J. Vassallo.
Executive Compensation Framework (Proposed)
In 2010, all non-unionized employees within the Broader Public Sector were affected by a two-year Government of Ontario-legislated compensation freeze that impacted their total compensation including their basic rate of pay, benefits, perquisites and other payments. In 2012, the freeze was lifted but continued to impact all designated executives. In 2014, the Broader Public Sector Executive Compensation Act, 2014 was approved by the Government of Ontario; it defined the establishment of compensation frameworks for executives in the public sector, including hospitals. In 2016/17, the government released regulations 304/16, 187/17 and 400/17, which detailed the requirements for determining executive compensation. In lieu of the government setting the frameworks centrally, the regulations required that each hospital Board and Chief Executive Officer establish their own executive compensation program within strict parameters.
Effective hospital leadership is critical. In order for hospitals to continue to deliver the high quality of care that patients deserve, it is necessary to recruit and retain the best hospital leadership possible. Setting appropriate executive compensation frameworks is key to the recruitment and retention of high quality leaders.
In 2016, Kemptville District Hospital (KDH) participated in the Ontario Hospital Association’s Chief Executive Officer and Designated Executive Compensation Surveys along with more than 130 Ontario hospitals to determine the most appropriate hospital and position comparators and associated salary ranges.
Ontario’s Ministry of Health and Long-Term Care recently approved KDH’s draft executive compensation framework. At KDH, we value feedback from our staff and community. The draft framework is posted here for public consultation for a 30-day comment period. This public comment period is an important opportunity for all interested parties to provide valuable input into KDH’s proposed framework. The framework impacts our four executive positions (Chief Executive Officer, Chief Financial Officer/Vice President of Operations, Vice President Nursing/Clinical Services/Chief Nursing Officer and Vice President Corporate Services). The Public Consultation period will begin on March 1, 2018 and end on March 30, 2018. At the end of the period, the Hospital will summarize any feedback received, make any revisions to the framework as appropriate, and then resubmit the draft framework to Ontario’s Ministry of Health and Long-Term Care for final approval.
Your feedback is important to us. Please submit your comments by email to firstname.lastname@example.org. Please note: the public consultation period has now concluded.
Twice a year Kemptville District Hospital reports Executive and Board Member expenses related to travel, meals and hospitality.
- October 2011-March 2012
- April 2012-September 2012
- October 2012-March 2013
- April 2013-September 2013
- October 2013-March 2014
- April 2014-September 2014
- October 2014-March 2015
- April 2015-September 2015
- October 2015-March 2016
- April 2016-September 2016
- October 2016-March 2017
- April 2017-September 2017
This document outlines the responses that could be undertaken by Kemptville District Hospital in the event of a pandemic outbreak. Click here to read the plan.
Click here to read our Patient Bill of Rights.
Click here to read about our Patient Relations process for responding to patient concerns.
As an organization that receives public funding from the Province of Ontario, we annually make available the names, positions, salaries and total taxable benefits of Kemtpville District Hospital employees paid $100,000 or more in a calendar year. This information is shared each March 31 for the previous year. Click here for salary disclosure for 2017.
A list, by organization, of all public sector employees who earned $100,000 or more in 2017 is available on the Government of Ontario website.
KDH has a comprehensive quality management framework that reflects our commitment to quality improvement. Our Board of Directors monitors the hospital’s performance on 33 indicators across five quality dimensions: Quality of Care; Quality of Staff; Operations; Facilities; and Financial. Each year we develop a new Quality Improvement Plan (QIP) to drive continuous quality improvement.
Our 2017-2018 QIP is entirely patient-focused, with initiatives to enhance patient safety and minimize risk, optimize patient health, improve the patient and Interim Long-Term Care resident experience, and increase the efficiency of service delivery. The initiatives in the QIP reflect our core values of quality, safe, efficient, and evidence-driven care, with patients and families at the centre. As well, they align with our current strategic directions, which include specializing to meet the needs of patients and families, and partnering with patients and families for an exceptional healthcare experience.
Click here to read our 2017-2018 Quality Improvement Plan.