TBRHSC Incorporates Digital Patient Monitoring in Cancer Care

Originally published in the Walleye Magazine (July 2022)


After the successful implementation of SeamlessMD, a remote patient monitoring app, across numerous surgical programs at Thunder Bay Regional Health Sciences Centre (TBRHSC), the Northwest Regional Cancer Centre at TBRHSC has become one of two sites in Ontario to offer the digital technology to oncology patients. Six months after introducing SeamlessMD to the oncology program, feedback from patients and staff remains positive.

“SeamlessMD was being used by our breast surgery patients to help prevent emergency department visits, adverse outcomes, and readmissions to our hospital,” explains David McConnell, director for regional Cancer Care Northwest. “The idea of introducing SeamlessMD to our oncology patients was attractive. Working with the SeamlessMD team, we were able to adapt the platform to tailor it for oncology patients.”

Cancer patients in Northwestern Ontario undergoing active treatment (radiation or systemic therapy) are now able to stay engaged in their care, get educated, and stay connected while at home. Patients and their caregivers are provided with access to this free interactive platform, which provides a step-by-step guide to help patients throughout their cancer care journey. The platform can be accessed from any smartphone, tablet, or computer.

“SeamlessMD is essentially patient education at your fingertips,” shares McConnell. “Rather than searching the internet to find answers to cancerrelated questions, most of the information you need will be available on the app. When using this platform, patients can ensure that the material has been reviewed in depth by our Cancer Care team and comes from reliable health resources.”

It is also important to note that patient education materials are still available in paper versions if patients choose to forego the virtual platform.

Through SeamlessMD, the Cancer Care team can send messages and reminders to help patients manage their symptoms and prepare for active treatment. Patients can complete their daily health checks to identify any questions or concerns about symptoms. Patients also have access to a self-care library with information on different topics related to cancer care, treatments, side effects, and follow up care, important phone numbers, and more.

The goal of implementing SeamlessMD is to improve the patient experience, provide patients with the confidence to handle appropriate concerns at home, be a reputable resource for patient questions and concerns, and catch signs of trouble including infection, fever, extreme pain, and more. Depending on the severity of symptoms indicated by patients within the app, patients may be prompted to call their doctor or visit the emergency department.

To date, over 400 patients have been enrolled in the program and feedback has been positive.

One oncology patient who has used the program at TBRHSC says, “It is very easy to use and the program helps me focus on relevant health issues that can affect me. It gives guidance on actions that can be taken to address areas of concern.”

For another patient, SeamlessMD has enhanced patient experience by reducing anxiety and inspiring confidence when it comes to taking control of their health and knowing when to seek help. “It really helps me as a reminder of options on selfcare and in my situation that is a big deal. I seldom feel sick enough to warrant a hospital visit but I certainly do not feel good.”

Patients who began treatment on or after the January 2022 launch date are presented with the option to enroll in the program. If eligible, our Cancer Care team will connect with patients and guide them through the process to register.

To learn more about what SeamlessMD has to offer, visit seamless.md. If you have an upcoming appointment at the Cancer Centre, talk to our staff or your care team to find out if SeamlessMD is an option for you.

“SeamlessMD is essentially patient education at your fingertips.”

Manager, Perioperative Services

Shared on behalf of Laura Lee Barrie, Director Surgical and Ambulatory Services


I am pleased to announce that Ron Garon has accepted the position of Manager, Perioperative Services, effective July 4, 2022.

Ron started on 6E at PAGH in April 1999 and then joined the Operating room in 2000 after completing the Perioperative course at George Brown. Ron temporarily filled the Orthopedic, Plastic and Dental Team Lead position as well as the General Surgery Team Lead position prior to becoming the Operating Room Coordinator in June 2017.

Ron has been filling the Interim Manager position since September 2021 and has led the OR through many increases and decreases in service over the last two years of COVID.

Please join me in welcoming Ron.

Building Healthy Relationships

Building Healthy Relationships
Staff Feature:
Katie Jaremey (Technologist, CT) shows, trains and breeds Golden Retrievers. There is nothing more stress-relieving than snuggling with puppies. Being with her dogs is her “happy place” and it is truly a labour of love.

Mental health is a state of wellbeing; it includes how we think, feel, and act. Our mental health is impacted by a variety of factors, one of those being relationships. Throughout our lifetime, we will build relationships with not only family, friends, colleagues, and pets, but also with ourselves.

High quality, positive relationships can enhance resilience to stress, help protect against developing trauma-related disorders, and reduce medical morbidity and mortality. Positive connections can also provide us with a sense of belonging and comfort.

If you are looking to build relationships by spending time with others, here are some ideas:

  1. Exercise with friends. This is an excellent way to spend time with those important to us. By setting a goal to reach a minimum of 15 to 30 minutes of exercise daily, we can help to reduce symptoms of anxiety and depression and working out with a friend will hold us accountable to reach our daily goal.
  2. Explore new places. Adventuring to new places with others is another fun way to bond. We all likely remember the first time we visited a new place and memories come flooding back. Sharing experiences and creating memories together helps to strengthen our bond with others.

Alone time is equally as important to our wellbeing. Spending time on our own allows us to reflect on what is most important and what makes us happy. It allows us to recharge and can improve our mood. It may not always be easy to find time for ourselves and others, but it will make a world of difference. 

If you are looking for ways to help foster your relationship with yourself, here are some ideas for spending time on your own:

  1. Engage in forest bathing. Forest bathing allows us to reconnect with our surroundings and rejuvenate from the busy bustle of life. This activity involves walking in the forest and taking in the atmosphere through all of our senses. Forest bathing has been proven to reduce the production of stress hormones, improve feelings of happiness, boost creativity and strengthen the immune system.
  2. Disconnect from electronics. Unplugging, disconnecting and disengaging from electronics is an effective solution for improving our mental and emotional health. By turning off our phone, computer, and other electronics we can take a break from social media to eliminate distractions and avoid comparing ourselves to others.
  3. Pick up a book. Reading a good book can increase our imagination and creativity. Reading regularly can improve connections in our brain, improve memory and concentration, and reduce stress levels. Just like going for a walk exercises our body, reading a book can exercise your mind.

Whichever relationship you’d like to focus on, spending time with others and making time for yourself can have a positive impact on your overall health.

Hospital’s Internal COVID-19 Pandemic Response Level Moves from Orange to Yellow

Shared on behalf of Jennifer Wintermans, VP, Quality and Corporate Affairs, COVID-19 Lead, Adam Vinet, VP, Patient Experience and Chief Nursing Executive, Regional VP, Cancer Care Services


Effective, Monday, July 4, our Hospital will be moving its internal COVID-19 Pandemic Response Level from Orange (Restrict) to Yellow (Protect).

The decision was made based on decreasing numbers of COVID-19 cases within the community and region. As well, the number of COVID-19 cases at our Hospital has continued to decrease over the last few weeks. Upon changing response levels, a fulsome review of all actions is considered to determine which activities need to remain in order to maintain a safe environment. Moving into Level Yellow (Protect) will affect the following response activities and Hospital operations:

  • Masking continues to be mandatory for all except for when eating or within a private office. Level 3 masking remains required at all times.
  • Eye Protection: Is required when entering a patient’s room and/or providing direct patient care or upon preliminary screening if not able to be separated by a physical barrier Eye protection is no longer required in non-clinical settings, when not providing patient care.
  • Physical Distancing: We continue to encourage 2 metres of physical distancing where possible.
  • In Person Meetings: In person meetings are able to occur, while wearing a mask at all times. Continue physical distancing. Meeting rooms will no longer be used as additional lunchrooms.
  • Testing all new Admissions: Remains status quo and will be reevaluated in the coming weeks.
  • Contractors and Vendors: No restrictions to contractors and vendors, if they pass screening and are fully vaccinated.
  • Remote Work: At the discretion of the program/department.

As part of moving to Response Level Yellow (Protect), the dedicated COVID-19 Unit will be closing and any COVID-19 patient will be admitted to the most appropriate service unit and designated MRP in a private room.

We thank everyone for their continued cooperation and dedication to keeping our Hospital patients, families, and staff safe.

All Hospital COVID-19 updates, memos and resources are also available on the iNtranet at https://comms.tbrhsc.net/covid-19-information/.

Pharmacist Clinical Services – Critical Level

Shared on behalf of Carina Desramaux, Pharmacy Manager on behalf of the Pharmacy Leadership Team.


Pharmacy is currently experiencing a decrease in Pharmacist staffing levels. We currently have between 7-8 pharmacists per day working throughout the inpatient services for the near future.

Pharmacists will continue to perform essential services only. You will notice a decrease in clinical pharmacy services and presence on the floor to ensure we are able to sustain essential functions. These essential functions include:

  • Verification of medication orders and drug therapy problem identification and resolution related to those orders.
  • Therapeutic drug monitoring (i.e. vancomycin, gentamicin).
  • Sterile preparation clinical assessment and verification including chemotherapy, Total Parenteral Nutrition.
  • Consults for initial chemotherapy counseling.
  • Consults for cardiac medication teaching post-stent when formal consult is received.

Pharmacy Technicians and students will continue to provide a best possible medication history (BPMH) on admission. We ask that the prescriber complete the Medication Reconciliation process in the absence of clinical pharmacist services.

If the BPMH has not been addressed by the pharmacist within 24 hrs, we ask that nursing alert the MRP to address and complete Medication Reconciliation.

Thank you for your understanding.

VIDEO: Exceptional care for every patient, every time.

𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻 𝟮𝟬𝟮𝟲 begins a momentous phase for Thunder Bay Regional Health Sciences Centre (TBRHSC) and Thunder Bay Regional Health Research Institute (TBRHRI). As the inaugural joint strategic plan, it is the foundation on which significant progress in patient care and health research will be made.

This plan was built on extensive engagement with patients, families, the public, volunteers, staff and health service providers. Updated Mission, Vision and Values statements reflect the input received, but responses were clear that the organizations’ philosophy needs to remain the same: patients at the centre of everything we do. TBRHSC is committed to upholding its position as a leader in Patient and Family Centred Care by introducing the principles of co-design into care planning to ensure care better reflects the needs of the patients and families.

𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻 𝟮𝟬𝟮𝟲 is an evolution that builds on the successes of the previous strategic plan, with focused strategic directions identified during stakeholder consultations, including Equity, Diversity, & Inclusion, Patient Experience and Staff Experience. A clear emphasis on Research, Innovation, & Learning will help prioritize and integrate research efforts, build research capacity and create an environment that better supports research, innovation, teaching and learning.

The strategic enabler, Sustainable Future, is critical to the organizations’ financial health and future success, and includes supporting expansion of digital health, creation of a clinical services plan, advancing partnerships and system integration, and achieving operational sustainability.

With this new strategic plan, TBRHSC and TBRHRI will strive for continuous improvement, driven by the needs of the patients and families served, and the commitment to exceptional care for every patient, every time.

Since their establishment in 2004 and 2007 respectively, TBRHSC and TBRHRI have continuously evolved and expanded their directions, programs, services and facilities to advance and to support the health care needs of the people of Northwestern Ontario and to fulfill the mandate of becoming a leading academic health sciences centre.

Successes to date are the result of the hard work, dedication and commitment of staff, physicians, volunteers, partners and donors. That dedication and commitment is evident with the launch of 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻 𝟮𝟬𝟮𝟲, the first ever strategic plan jointly created by TBRHSC and TBRHRI and developed through consultation and collaboration with hundreds of stakeholders. 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻 𝟮𝟬𝟮𝟲 will build on our successes over the last five years and will help us to address the health needs of residents of Northwestern Ontario.

𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻 𝟮𝟬𝟮𝟲 is dynamic and will evolve in response to changing needs and ongoing stakeholder feedback. Progress reports will be made to the public annually, including the results of strategic performance indicators that will be used to measure success in achieving goals and advancing the vision of 𝙀𝙭𝙘𝙚𝙥𝙩𝙞𝙤𝙣𝙖𝙡 𝙘𝙖𝙧𝙚 𝙛𝙤𝙧 𝙚𝙫𝙚𝙧𝙮 𝙥𝙖𝙩𝙞𝙚𝙣𝙩, 𝙚𝙫𝙚𝙧𝙮 𝙩𝙞𝙢𝙚.

CEO’s Blog (June 30, 2022)

Rhonda

Hello, Boozhou, Bonjour.

I wanted to touch base quickly with all of you as we approach the summer months.

After two years and three months of dealing with a global pandemic, I know many of you are tired physically, mentally and emotionally. So, I truly hope you can take advantage of the weather, our amazing outdoors and reconnect with friends and family to help rejuvenate yourselves.

As you know, many people in the communities we serve are struggling these days for various reasons beyond our control. However, what is within our control is how we care for people when they come into our Hospital and how we can make sure our Hospital is a caring environment.  As I am sure most of you are aware, we have recently seen an increase in abusive and even violent behaviour within our walls. I need to be clear that this is completely and utterly unacceptable. I have directed our senior leadership team to increase the amount of security we have on site. In addition, I have reached out to local police to discuss an increased presence and better partnerships to improve protocols when they bring in patients in distress. Finally, in a rare move, I made a direct plea to the communities we serve through our social media platforms to treat our staff with respect and to tell people that violence in any form would not be tolerated. That post was shared more than 1,000 times and was picked up by media – a true testament to the broad support that you all have in the community. I know sometimes it may not feel like it, but please do know the public is supportive of the work you do and the respect you deserve. 

As we look ahead to brighter days, we officially launched our Strategic Plan 2026 both internally and within our community. A major pillar and area of priority focus is Staff Experience — developing our culture and engaging our people. Our goal is to build an environment that supports our people while contributing to our vision of Exceptional Care for every patient every time. They are directly connected, and it is foundational to our plan that we work together to create a working environment that is free from violence as discussed above…while supporting learning, development, equity, innovation, and a place where we all want to work, grow and thrive.

While challenging, it has been a busy and productive year. As we have closed out 2021/22 – we have so much to be proud of. We are thrilled there are new faces around TBRHSC as we have attracted an unprecedented number of new hires over the past year. Please join me in welcoming our newcomers and helping them feel like a part of the team.

Whether it’s on holidays or simply when you’re off work, please enjoy the summer and focus on recharging your bodies, minds and spirits. Lastly, as always, thank you again for everything you do and have done for the people we serve.

As always, I welcome comments on this blog or any other matter. You can reach me at: rhonda.ellacott@tbh.net.

Terri Gurney’s Retirement

Shared on behalf of Ron Turner, Director Medicine, Renal and Cardiovascular Services


After 39 years of dedication to the nursing profession, Terri Gurney, Manager, Cardiac Catheterization Lab, Pacemaker Clinic & Visiting Clinics, is retiring.

Terri joined the TBRHSC team in 2011 as the Manager of the Cardiac Catheterization Lab and Telemedicine Services. Prior to that, Terri has held numerous leadership positions throughout her career, including oversight of the TBRHSC Emergency Department, and the Intensive Care Unit at St. Joseph’s General Hospital.

Throughout her tenure Terri has held herself to the highest levels of accountability and professionalism through countless initiatives aimed at delivering high quality cardiovascular care to the residents of Northwestern Ontario.

Under Terri’s leadership we have seen a renewed focus on quality cardiovascular data and performance bench-marking, the inception of a successful Code STEMI program, the establishment of Cardiac CT, numerous clinical pathways; including congestive heart failure and infective endocarditis along with her ongoing support of our inpatient Cardiovascular & Regional Stroke Unit.

Terri’s strong clinical knowledge-base and business acumen have resulted in many improvements and upgrades to the equipment necessary to provide life-saving care along with service agreements and contracts for the countless consumables and supplies required to keep the Cath Lab and Pacemaker Clinics running. Terri has also successfully kept our visiting specialty physician clinics operating to provide much needed consultative care closer to home. Specialty clinics for cystic fibrosis, paediatric cardiology, UHN’s cardiovascular surgical clinics and her contributions to the development of congenital heart disease clinic have all taken place as a result of Terri’s dedication and passion for her role.

The halls of TBRHSC will not be the same without Terri’s witty sense of humour, contagious laughter and her healthy spirit of debate. Terri’s last official day of work is Wednesday, July 13th before she and her husband Jack fly off to beautiful Ireland.

Please join me in congratulating Terri on her retirement.

Project SEARCH

Shared on behalf of the Thunder Bay Catholic District School Board


Last week we welcomed students registered for Project SEARCH in September 2022 for an interview and skills day.

Project SEARCH is a unique, business-led, one-year, transition-to work program for young people with developmental or intellectual disabilities. Our partners the Thunder Bay Regional Health Sciences Centre and Community Living Thunder Bay joined us and we were all amazed by the students’ skills and abilities.

A huge thank you to Marcy Barry, Project SEARCH lead, and the many department staff, especially Special Education, throughout the Catholic Education Centre who warmly welcomed these students and enthusiastically participated in the skills stations.

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