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Working together to achieve healthier people and healthier communities by living our values every day

Quick Facts

Capital Health is Nova Scotia's largest provider of health services. We operate hospitals, health centres and community-based programs throughout Halifax Regional Municipality and the western part of Hants County.

2012-13 KEY STATISTICS

10,342 Employees
1,900 Volunteers
2,214 Medical Staff
1,380 Beds
  • 739,286 Outpatient Clinic Visits
  • 157,977 Emergency Visits
  • 39,821 Operative Cases
  • 466,919 Inpatient Days
  • 33,259 Admissions
  • 13.51 Average Length of Stay (Days)

A joint message from Capital Health's President & CEO and Board Chair

Capital Health is a values-based organization.

Our values – integrity, courage, caring, accountability and inquisitiveness – reflect who we are and how we choose to do things. Each day, as individuals and as an organization, we seek to live these values as we provide care and make a difference in the lives of our patients, clients and the communities we serve.

But what does that mean?

In this year’s annual report, we have taken the opportunity to try to demonstrate what “living our values” means to us. We offer five concrete examples; five stories of how we made our values more than just words on a page over the previous year.

The stories are but a few examples – mere illustrations of the tremendous work that was done by our skilled and dedicated staff, physicians, learners and volunteers. Our values are also demonstrated in some other major initiatives we undertook in 2012-13.

We developed our existing strategic plan, Our Promise, which had been guiding Capital Health for the past five years, into Our Promise in Action. This renewed plan – a renewed commitment – will now guide us to 2017. The renewal process involved public and staff engagement and has given Capital Health a sharper focus and greater clarity in our work.

Part of that focus included working to begin a dialogue with the public to address appropriateness of care. This, in essence, is about working to shift decision-making from hospitals and clinics to the citizens of Capital Health. It is about our professional role in helping to guide patients and families as they decide what care is right for them.

Our Innovative Care, Flexible Facilities work continued in parallel with our clinical services planning to ensure we achieve our goal to be a world-leading haven for people-centred health, healing and learning. Grounded in our values, this work underscores our commitment to innovation and the importance of future investment in infrastructure. With our partners, including the QEII Health Sciences Centre Foundation and the Dartmouth General Hospital Foundation, we are planning to create more comfortable and appropriate environments for health care, for patients and families as well as for our employees.

And as always, we continued to work both as leaders in Nova Scotia’s health-care system and as one part of that larger system. From province-wide projects such as Merged Services Nova Scotia to smaller, cross-district initiatives such as those under the Innovation Fund, we are committed to collaborating with our partners to achieve shared objectives for the health of our province and citizens.

It is with enormous pride that we serve the Capital Health district as leaders of this organization.

  • Chris Power
  • President & CEO
  • Capital Health
  • Dr. Daniel O'Brien
  • Chair
  • Capital Health Board of Directors

Values

Integrity

Integrity means to act honestly, ethically & morally and to do what is necessary to align our beliefs, our words, our behaviour and our actions.

Courage

By courage we mean having the strength to challenge the status quo. Courage calls on us, individually and collectively, to be leaders in doing the right thing for the people, community and planet that we serve - to do what is necessary to live Our Promise as we face tough issues and make difficult decisions.

Caring

Caring means having compassion and concern for others in a way that embraces a person’s physical, spiritual, mental, intellectual and emotional well-being. We do this, as Our Declaration of Health states, with our hearts, hands and minds. And we speak here not just of those we care for, but of each other within the Capital Health community and, indeed, the broader world in which we live.

Accountability

Being accountable means taking responsibility for our words and actions in open and transparent ways. It encompasses sustainability by changing the way we think about our resources, whether they be people or buildings, dollars and cents, or earth and air. With our citizens, we are changing the way we think about these resources because we want them to be around for tomorrow’s communities.

Inquisitiveness

Inquisitive reflects our essence as an academic health sciences network that is eager for and supportive of new knowledge. We value curiosity about finding new ways of being, doing, caring and exploring and we share our knowledge in the pursuit of improved health, health care and the systems in which they operate.

Stories

A lot of activity happens at Capital Health each and every day; the provision of health-care is a busy undertaking. And yet, no matter how hectic the pace becomes, everyone at Capital Health works to keep our organizational values top of mind. To highlight this effort, each story in this year's annual report ties directly to one of our Capital Health's five values.

  • Integrity
  • Courage
  • Caring
  • Accountability
  • Inquisitiveness

Integrity means to act honestly, ethically and morally and to do what is necessary to align our beliefs, our words, our behaviour and our actions

Collaborating for better care

In health care, clinicians, administrators and physicians may often feel they should have all the answers. But at times there are sources outside the medical community who can provide invaluable insights toward improving the care and recovery of our patients.

With mental Illness, for example, there are hard truths that only someone living with the unique set of symptoms, life circumstances and challenges associated with these types of illnesses can truly appreciate.

In addition, the people who support these patients outside of our hospitals, clinics and treatment areas have an equally powerful insight as to what it is really like to live with mental illness.

Consumer, Family and Provider Initiative

Capital Health’s Mental Health Program committed to improving its mental health service by increasing collaboration among consumers (people living with mental illness), their family members (a person’s circle of support) and service providers.

Instinctively, and through literature-reviewed accepted practice, Capital Health recognized a unique opportunity to gather information and insights from those affected most by mental illness – individuals living with the illness, and their loved ones – in order to build the basis for positive change in our services.

In doing this work, we learned the importance of seeking outside advice, actively listening and having the integrity to act on what was heard.

The resulting Consumer, Family and Provider Initiative is a multi-faceted internal cultural shift. In this approach, collaboration with the patient and their circle of support is integral to decision-making about mental health treatment and to program and policy planning and evaluation.

Information-sharing guidelines have been developed that are person-centred. They focus on including the individuals’ loved ones where possible, while still maintaining privacy and confidentiality.

In addition to treating patients, special emphasis has also been placed on supporting families through behavioural family therapy offered by specially trained clinicians. These clinicians have worked with 37 families in the first 10 months of the program’s implementation.

National recognition

The Capital Health Mental Health Program and the Dalhousie University Department of Psychiatry were recognized for this work by the Mental Health Commission of Canada in October 2012 with one of only five national awards given out by the organization each year.

The award for bringing people together to create a culture of collaboration in mental health services was presented in Ottawa.

In December 2012, the addictions and mental health service areas integrated to become the Capital Health Addictions and Mental Health Program. This strategic collaboration is designed to further improve the care and treatment offered to individuals living with mental illness and substance abuse issues.

Capital Health believes in the importance of family and collaboration to the healing process. The Mental Health Department’s Consumer, Family and Provider initiative is just one example of aligning our beliefs, our words, our behaviour and our actions.

Click to view a video by the Mental Health Commission of Canada on Capital Health’s award-winning Consumer, Family and Provider Initiative

By courageous we mean having the strength to challenge the status quo. Courage calls on us, individually and collectively, to be leaders in doing the right thing for the people, community and planet that we serve - to do what is necessary to live Our Promise as we face tough issues and make difficult decisions.

Challenging the culture of alcohol in Nova Scotia

In Nova Scotia, we know how to have a good time. We’re known for our ceilidhs and kitchen parties, pubs filled with live music and cheerful people, and cultural and sporting events at which beer tents have become the expected visual backdrop to liquid flowing freely into plastic cups. Unfortunately, the excesses of our fun-loving culture of alcohol are catching up to us.

A costly habit

A preliminary cost-benefit analysis presented by Nova Scotia’s Chief Medical Officer of Health in 2011 indicated that while there was significant provincial revenue (net income and provincial HST) from alcohol sales, the documented health, justice and other provincial costs associated with alcohol misuse actually exceeded the provincial revenue by close to $19 million.

As an organization striving toward healthy people and healthy communities, and working against the backdrop of a provincial alcohol strategy, Capital Health knew it had to challenge the status quo on alcohol. And yet, knowing that we live, work and play within a deep-rooted culture of alcohol, we knew it wouldn’t necessarily be an easy – or popular – undertaking.

Staff working in Capital Health’s Addictions Program began a social media conversation in the fall of 2012 about the role of alcohol in our community. That conversation sparked media interviews related to the annual tree-lighting and other family events.

Municipal councillors, local businesspeople, community groups and alcohol industry leaders all called for the development of a policy to guide decision-making for city-wide events and sponsorships.

At the same time, staff from Capital Health’s Public Health Services had already begun working with their addictions colleagues, as well as municipal leaders and provincial staff, to develop a report outlining a four-point model for progressive alcohol policy options. With the report underway and interim findings presented, the Union of Nova Scotia Municipalities passed a motion in November 2012 to support the development of municipal alcohol initiatives across the province.

Challenging the status quo

Capital Health’s Public Health Services proudly launched the report, Municipal Alcohol Policies: Options for Nova Scotia Municipalities Version 1.1, in February 2013. With examples from across the province, the country and around the world, the report highlights a variety of actions that have been taken at a municipal level to curb the overconsumption of alcohol and to create safer, healthier, more vibrant and sustainable communities. In March 2013, with copies of the Public Health report on the table, the Halifax Regional Municipality passed a motion to create a municipal alcohol policy for the city within one year.

A comprehensive policy will enable consistent decision-making about the availability, advertising, enforcement and liability of alcohol where we live, work and play.

Working together as citizens, parents, students and community leaders, we have challenged the status quo in the past and have seen progress in a variety of areas: reducing tobacco use and increasing the use of seat belts, bicycle helmets and car seats, to name a few. They weren’t uniformly popular changes at the time, and making them required courage and a commitment to make our community safer and healthier for future generations.

We rose to the challenge to once again take the path less travelled. This time, our partners and communities came along very quickly as well.

We can’t wait to see where our collective courage will take us next.

Alcohol in Nova Scotia

230
Number of ALCOHOL RELATED DEATHS each year in NS 1
1 in 5
Number of Nova Scotians who reported BINGE DRINKING AT LEAST ONCE A MONTH 2
13.4
AVERAGE AGE at the time of FIRST ALCOHOL CONSUMPTION in Nova Scotia 3
600
Number of ARRESTS each year in Nova Scotia for IMPAIRED DRIVING 4
$224
 MILLION
ANNUAL PROVINCIAL REVENUE from the sale of alcohol 5
$242.9
 MILLION
ANNUAL PROVINCIAL COSTS associated with misuse of alcohol 6
3,100
Average number of ALCOHOL-RELATED HOSPITAL ADMISSIONS per year in Nova Scotia 7
1 Changing the culture of alcohol use in Nova Scotia: an alcohol strategy to prevent and reduce the burden of alcohol-related harm in Nova Scotia, 2007 (http://www.gov.ns.ca/ohp/publications/alcohol_strategy.pdf)
2 Statistics Canada, 2012. Statistics Canada defines binge drinking as having more than five drinks on one occasion. (http://www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/health80b-eng.htm)
3 Nova Scotia Student Drug Use Survey 2012: Technical Report. (http://novascotia.ca/dhw/publications/Student-Drug-Use-Survey-Report.pdf)
4 Based on Halifax Regional Police Crime Stats, 2012 (http://www.halifax.ca/police/CrimeStats/CrimeStats.html#Stats2012)
5 Dr. Robert Strang, Chief Public Health Officer, Nova Scotia, 2011
6 Dr. Robert Strang, Chief Public Health Officer, Nova Scotia, 2011
7 Changing the culture of alcohol use in Nova Scotia: an alcohol strategy to prevent and reduce the burden of alcohol-related harm in Nova Scotia, 2007 (http://www.gov.ns.ca/ohp/publications/alcohol_strategy.pdf)

Caring means having compassion and concern for others in a way that embraces a person’s physical, spiritual, mental, intellectual and emotional well-being. We do this, as Our Declaration of Health states, with our hearts, hands and minds. And we speak here not just of those we care for, but of each other within the Capital Health community and, indeed, the broader world in which we live.

Changing to meet patient need

In 2010, patients with atrial fibrillation (an irregular heartbeat) faced an almost two-year wait for treatment.

“Many patients and families expressed frustration over the waiting list, telling us their atrial fibrillation episodes were significantly affecting their quality of life,” said Dr. John Sapp, director of the Heart Rhythm Service at Capital Health’s QEII Health Sciences Centre. “Their voices and frustrations were the driving force behind the improvement initiatives we made.”

By October 2012, thanks to those initiatives, the wait for treatment was down to 70 days.

Arrhythmias and treatment

Heart rhythm problems are called arrhythmias. Atrial fibrillation is the most common arrhythmia, with increasing risk as a person ages. Those who have it are five times more likely to have a stroke than those without, and are twice as likely to die. It also affects quality of life, exercise capacity and heart function.

Patients with atrial fibrillation are sometimes treated with a complex cardiac catheter ablation procedure. Cardiologists who specialize in heart rhythm (cardiac electrophysiologists) isolate the heart tissue that is causing the irregularity and then destroy – or ablate – it using thin, flexible wires that are inserted into blood vessels and threaded into the heart under X-ray guidance. The procedure at Capital Health used to require a four-to-five-day hospital stay, which meant only two procedures could be completed each week.

Sapp teamed up with heart health portfolio director Karen MacRury-Sweet to find a solution that would address the patients’ concerns and help improve the quality of life for those waiting for treatment. They determined they needed to increase the number of procedures done each week, from two to four or five. To achieve this, it had to become an outpatient procedure.

“Many patients expressed frustration over having to wait in the hospital for two to three days prior to the procedure,” said Sapp. “This separated them from their families and for some it meant that they had to take more time off work, hence loss of income.”

Prior to the change, patients were admitted to the Cardiology Inpatient Unit either on Tuesday or Friday. Patients admitted on Tuesday had their medications assessed and changed as required, went for an echocardiogram or cardiac CT scan on Wednesday, had their procedure on Thursday and went home Friday, if all was well.

Those admitted on Friday followed a similar process, and were discharged on Tuesday.

Today, the process involves a cardiac pre-assessment visit, where patients are assessed by a nurse and a Heart Rhythm Service fellow. All necessary tests – blood work, echocardiogram or CT scans – are completed at this time.

The patient then returns early the next morning for the procedure and spends just one night in a monitored bed in the Coronary Care Unit, followed by a return home the next day with instructions for a follow-up appointment in six weeks.

Creation of nurse practitioner role further addresses patient concerns

“Patients told us they wanted to have someone to talk to about pre-procedure issues and post-procedure concerns,” said Sapp. “We created the nurse practitioner role to improve patient communication, advocacy, coordination and long-term follow-up.”

Prior to the nurse practitioner role, procedures were frequently cancelled due to unprepared patients. Often medications had not been started or stopped appropriately, or required tests had not been scheduled.

The nurse practitioner carries out the history and physical assessment on the patient prior to the procedure and provides education about the procedure itself.

“One recent patient, who had two atrial fibrillation catheter ablation procedures done prior to our change in practice, was coming in for a third procedure. He told us this was the first time that he really understood what he was going to have done, as he had never before had it explained to him in such detail,” said Sapp.

The work of Sapp and his team is currently being studied to see how it can be applied to other health-care teams at Capital Health. It also recently won a gold Capital Health Quality Award, which recognizes the efforts and success of our health-care teams to come up with innovative ways to better provide quality health care.

"It’s so great to be able to fix something in health care,” said Sapp. “You don't often get to do that."

Click the image to view an explanation of atrial fibrillation and the catheter ablation procedure, courtesy of the Heart Rhythm Society (requires Adobe Flash).

Dr. John Sapp, left, director, Heart Rhythm Service at Capital Health’s QEII Health Sciences Centre, and Dr. Rajat Sharma, fellow at the Heart Rhythm Service, prepare their equipment to begin mapping the areas of a patient’s heart that are causing atrial fibrillation.

Being accountable means taking responsibility for our words and actions in open and transparent ways. It encompasses sustainability by changing the way we think about our resources, whether they be people or buildings, dollars and cents, or earth and air. With our citizens, we are changing the way we think about these resources because we want them to be around for tomorrow’s communities.

The energy to change

Most of us cringe when we open our utility bills. But imagine having to cover the water, electrical, natural gas, fuel oil, diesel and propane costs for all of Capital Health, at close to $23 million per year.

These types of annual costs, coupled with a desire to be more environmentally conscious, led Capital Health to join forces with Efficiency Nova Scotia and the Department of Health and Wellness to launch an innovative energy savings program in July 2012

“As an organization, Capital Health is committed to sustainability - both environmental and financial,” said Chris Power, president and CEO. “It’s our responsibility as stewards of both the planet and of taxpayer dollars to ensure we’re being as energy efficient as possible in our facilities.”

It was recognized that for the project to be truly successful, Capital Health needed its own expert; someone on the ground to identify opportunities for savings.

Efficiency Nova Scotia engineer Dave Bligh was that expert.

By embedding Bligh at Capital Health, the organization has been better able to identify and prioritize opportunities for improvements and savings. Every day, Bligh talks to staff, gathers their ideas and input and looks at opportunities to save energy.

“In the first six months of my involvement in this partnership, we were able to identify a number of initiatives that are expected to lead to total savings of $118,000 per year,” said Bligh.

Some of the changes included major upgrades to the kitchen at the Victoria General site of Capital Health’s QEII Health Sciences Centre.

“The existing oven took 28 hours to reach the necessary temperature, meaning it could never be turned off,” said Bligh. “This cost approximately $20,000 a year in electricity.”

A new oven, recently installed, will now cost only $1,000 to $2,000 a year to run.

The ventilation system in the central kitchen at the Veterans Memorial Building has also been upgraded to sense when there is heat that needs ventilation; when there’s no heat, it shuts off. The new system will save $25,000 in natural gas and electricity each year.

He has also made changes to ventilation control systems in operating rooms and installed LED lights in the parking garage at the Halifax Infirmary and Veterans Memorial Buildings. In addition to the aesthetic benefits of fresh, white light in the garages – a welcome change from the previous orange – the change will save more than $10,000 a year in electricity.

Bligh has been working at the Capital Health’s QEII Health Sciences Centre since he started in July 2012. In March 2013, based on the project’s success, Capital Health committed to making efficiency a core part of their renewed strategic plan and extended the energy savings program to all sites.

With partnerships of this nature, Capital Health can continue to realize energy savings that will benefit the earth, as well as maximize financial resources for the sake of the people we have the privilege of serving.

Click to view a video on Capital Health’s efforts, in partnership with Efficiency Nova Scotia, to find energy savings across our organization

Dave Bligh, left, engineer with Efficiency Nova Scotia and Brian Cox, Maintenance and Operations manager at Capital Health, discuss opportunities for reducing energy use and reducing costs as part of an energy savings program that began in July 2012.

Inquisitiveness reflects our essence as an academic health sciences network that is eager for and supportive of new knowledge. We value curiosity about finding new ways of being, doing, caring and exploring and we share our knowledge in the pursuit of improved health, health care and the systems in which they operate.

Investigating a natural pain reliever

Most people have heard of the endorphin system. Endorphins produced by your body are responsible for the feeling of exhilaration you might have experienced after a brisk jog or vigorous exercise. They are also produced during incidents of stress or pain.

In their simplest terms, endorphins are morphine-like substances that act as natural pain and stress relievers.

But there’s another system that also responds automatically to periods of excitement, stress or pain. It’s called the endocannabinoid system. Though similar in function to the endorphin system, it does not produce a morphine-like substance, but rather something akin to cannabis, also known as marijuana.

Cannabinoids and chronic pain

The endocannabinoid system works by producing cannabinoids – cannabis-like substances – that bind to cannabinoid receptors. Receptors come in two forms; CB1 and CB2.

“CB1 receptors are responsible for the high associated with using cannabis, and are located primarily in the brain and nervous system,” said Dr. Mary Lynch, director of research at Capital Health’s Pain Management Clinic. “CB2 receptors are responsible for responses to pain and inflammation and are located throughout the body.”

The pain clinic at Capital Health’s QEII Health Sciences Centre sees patients suffering from chronic pain, including back pain, ongoing pain from various injuries and also arthritis. They treat and help patients to manage chronic pain with a variety of existing methods, and are also working hard to investigate new methods of reliable pain relief, including a cannabinoid-based drug that targets only the CB2 receptors.

“Your body makes these marijuana-like chemicals naturally; we want to exploit that,” said Lynch. “There is huge potential for a drug that targets only the CB2 receptors to give pain relief benefits without the potentially mind-altering side-effects associated with cannabis use.”

Lynch and her team have been working with cannabinoids over the past six years, and the research has proven promising. She is hopeful her ongoing work will lead to treatments that help alleviate the types of chronic pain she frequently sees in her patients.

Lynch’s team is currently collaborating with scientists at Hebrew University in Jerusalem who are leaders in medicinal chemistry and the role of cannabinoids in bone metabolism and nerve and brain injury.

“We’re very excited about the potential of cannabinoids in treatment of pain and inflammation,” she said.

Preventing breakdown

Research shows the human body naturally makes cannabinoids at the time an injury takes place. The endocannabinoid system is “switched on” almost immediately and a release of cannabinoids occurs.

“They’re produced in cell membranes,” said Dr. Jason McDougall, associate professor at Dalhousie University. “And while the exact mechanism through which they are created is still somewhat unknown, what is very clear is that, unfortunately, the body also has naturally occurring enzymes that break down those cannabinoids quite quickly.”

When the cannabinoids break down, the relief from pain and inflammation they provide stops.

McDougall is investigating ways of inhibiting these enzymes, thus allowing a completely natural buildup of cannabinoids at the site of injury, and a completely natural form of pain relief. He is working to develop an enzyme-inhibiting product in the form of a cream or ointment that could be applied directly to the site of an injury or disease.

“Picture someone rubbing it on an injured or arthritic knee – if we stop the enzymes and the cannabinoids are allowed to build up naturally, there will be benefits,” said McDougall.

More than 4.5 million Canadians over the age of 15 – or one in six – report having arthritis. Current arthritis treatments focus on pills and injections, but these can have unwanted side-effects on the whole body.

Similar to Lynch, McDougall’s current work targets primarily the CB2 receptors.

“CB1 receptors are the most abundant receptors in the brain,” said McDougall. “They can have effects on reducing pain transmission, but they are also responsible for the psycho-active effects associated with cannabis, so they’re far from ideal.”

CB2 receptors on the other hand are found throughout the body, including joints, but are rarely found in the brain.

“So we’re targeting CB2 receptors locally, and thus avoiding the brain altogether,” he said. “We’ll have a drug that will target the pain at the source and have minimal to no effects on the brain.”

Future applications

The possibilities for the treatment of chronic pain with this type of research are endless.

Individuals dealing with everything from chronic back pain and arthritis to gastro-intestinal pain and even migraines could greatly benefit, with no unwanted side-effects.

It is but one of a myriad of examples of Capital Health continuing our pursuit of new knowledge in order to improve the health care we provide and the overall health of our citizens.

Arthritis in Canada

4.5 MILLION (ONE IN SIX)
Number of Canadians aged 15 years and older who report having arthritis
7 MILLION (ONE IN FIVE)
Number of Canadians aged 15 years and older who are expected to have arthritis by 2031 1
2 out of 3
Arthritis sufferers are women 1
3 out of 5
Number of arthritis sufferers who are of working age (under 65) 1
$33 BILLION
Estimated annual cost of arthritis to the Canadian economy 2
8.5 MILLION
annual number of arthritis-related physician visits 1
1 Public Health Agency of Canada, Life with Arthritis in Canada: A Personal and Public Health Challenge (Ottawa: Her Majesty the Queen in Right of Canada, 2010), 12.
2 Arthritis Alliance of Canada, The Impact of Arthritis in Canada: Today and Over the Next 30 Years (Fall 2011), 32, 40.

Financials

This financial reporting is intended to provide clients, stakeholders, citizens, and taxpayers with a general overview of the Capital Health's finances and to demonstrate accountability for the tax funding it receives. If you have any questions regarding this reporting or need additional information, please contact the office of the VP of Sustainability and Chief Financial Officer by emailing amanda.whitewood@cdha.nshealth.ca.

CONSOLIDATED STATEMENT OF FINANCIAL POSITION as of March 31, 2012 and 2013 (rounded to thousands of dollars)

2013 2012 (restated)
Financial Assets $316,715 $320,266
Liabilities ($327,322) ($339,412)
Non-financial Assets $304,633 $317,431
Accumulated Surplus $294,026 $298,285

CONSOLIDATED STATEMENT OF OPERATIONS as of March 31, 2012 and 2013 (in thousands)

2013 2012 (restated)
Revenue $947,762 $944,511
Expenses ($951,801) ($930,320)
Net Surplus (Deficit) from Operating and Capital Activities ($4,039) $14,191
Accumulated Surplus, Beginning of Year $296,829 $282,638
Operating Fund, End of Year $292,790 $296,829

CHANGES TO NET SURPLUS (deficit) from operating and capital activities in 2012-13 (in thousands)

2013 2012 (restated)
Current Year Operating Surplus $27 $6,645
Current Year Capital Surplus (Deficit) ($5,021) $8,267
Income (Loss) from Consolidation of Partners for Care $955 ($721)
Net Surplus (Deficit) from Operating and Capital Activities ($4,039) $14,191

CAPITAL HEALTH EXPENSE ALLOCATION 2012–13
Total Annual Expenditures: $951.8 million

  • Compensation ($619.3 million)
  • Other ($138.2 million)
  • Medical and Surgical ($74.9 million)
  • Drugs ($61.9 million)
  • Utilities and Plant Maintenance ($57.5 million)
  • COMPENSATION: includes all salaries and benefits (full time equivalents). Also includes funds allocated for temporary staff.
  • OTHER: includes miscellaneous expenses such as linens, disposables, postage, courier, food, audiovisual, computer supplies, cleaning supplies, lab/office supplies, purchased services, equipment depreciation, and retirement allowances.
  • MEDICAL and SURGICAL: includes a variety of medical and surgical supplies such as prosthetics, defibrillators, pacemakers, instruments, needles/gloves/dressings, and miscellaneous supplies.
  • DRUGS: includes general drugs, anti-infectives, and anesthetic gases.
  • UTILITIES and PLANT MAINTENANCE: includes utilities such as fuel, power, natural gases, etc., telephone, minor equipment purchases, rentals, various building and equipment maintenance, and maintenance supplies.