The COEfficient The COEfficient - Capital Health

ALBERTA HOSPITAL EDMONTON CELEBRATES 5TH ANNUAL QUALITY IMPROVEMENT WEEK
www.capitalhealth.ca SUMMER 2006
The
COEfficient
Dr. Yashu Coe
designs life-saving
infant catheter
Putting
Patients First
Standardizing
our health services
The Stollery
Turns 5
Dr. Yashu Coe
Pediatric interventional cardiologist
Stollery Children’s Hospital

It’s hard not to get excited about an innovation in heart
care that’s this big. When the doors open to the
Mazankowski Alberta Heart Institute in 2007, the lives
of adults and children will be bettered and saved
through skill, research and state-of-the-heart technology.
Sincere thanks to the Government of Alberta for its
contribution of $156 million and to the University
Hospital Foundation fundraising cabinet led by Bill
Comrie, JR Shaw and Dennis Erker for securing $40
million in private donations. This Heart Institute is
destined to be among the most advanced and respected
clinical care, research and education facilities in the world
today. Right here in Edmonton, we’ll care for patients
from Alberta, the Prairies and the Canadian North.
Naturally, our maximum heart rate is attained just
thinking about this building with heart. days to go.
www.capitalhealth.ca/albertaheartinstitute

SUMMER 2006
IN FOCUS
5 Putting Patients First
Capital Health takes the next step to becoming
a more integrated health system by streamlining
the access and standardizing the delivery of health
services across the region.
COLLABORATING IN CARE
10 New Institute a Living Laboratory
11 Naming the Edmonton Clinic
12 Weight Wise for the Long Haul
IN THE COMMUNITY
14 Elite Transport Team
BEST PRACTICES
16 Stollery Children’s Hospital Turns 5
17 ABACUS Research Centre
18 Quality Improvement Week at
Alberta Hospital Edmonton
20 Health Informatics
NEWS AND NOTES
21 Bob Normand Joins Board
21 A Resource for Research
22 WebLinks
20
FEATURES
7 Miniaturizing Tools for Tots
The COEfficient, as this tot-specific catheter is
called, was named after Dr. Yashu Coe, a pediatric
cardiologist at the Stollery Children’s Hospital. His
design, accepted around the world, has now been
approved by the U.S. Food and Drug Administration.
8 Pandemic Planning for Business
Dr. Sherry Cooper, Chief Economist at BMO Nesbitt
Burns, talks about the importance of business
continuity planning at a Capital Health breakfast.
16 7 18
ON THE COVER: Dr. Yashu Coe by Laughing Dog Photography
THIS PAGE: Dr. Nicola Shaw (left) and Dr. Shoo Lee by Stephen Wreakes/
Capital Health (top left), Stollery celebration by Pat Marston/Capital Health
(bottom left), catheters by Laughing Dog Photography (bottom middle),
AHE Quality Improvement team members clockwise from top: Janice
Godbout, Susan Hample, Christine North and Rosie Thornton by
Robert Strand/Capital Health (bottom right).
Canada Post Publications Mail
Agreement Number 40639561
www.capitalhealth.ca SUMMER 2006 ~ CHQ 3

FROM THE DESK OF SHEILA WEATHERILL
Putting the Patient
at the Centre of Care
Historically, the health system in Alberta was structured around
independently-operated hospitals and
services. There was no linkage among
health services or co-ordination among
physicians – patients had to figure out
whom to call and where to go.
In becoming a health region 11 years
ago, we built an integrated care model
within the health system, providing
a complete range of health services
in addition to emergency and acute
care – from home care and continuing
care, to public and community health,
mental health and rehabilitation.
With regionalization, we centralized
our governance structure and administration,
and consolidated our finance,
human resources, IM/IT and communications
departments. But there was
little standardization or co-ordination
of health services among sites and
sectors. Patients were still being asked
to register and re-register whenever
and wherever they entered the system.
Today, we take the next step in our
goal to become a fully integrated
health system with a major initiative
to standardize health services across
the Capital Health region. Just as we
did by linking site information systems
through netCARE so patients need only
register once, we are streamlining the
access and delivery of health services
to provide patients with a co-ordinated
continuum of services to support their
care and guide them through the
health system.
We need to integrate services both
within programs and among programs
to ensure collaborative, co-ordinated
and comprehensive service delivery.
Turn to page 5 to read about our vision
and the seven key service areas which
make up the projects in Capital Health’s
Regional Integration initiatives.
On May 30, Capital Health completed
Operation Outbreak 2, its second
pandemic planning tabletop exercise,
to test its emergency preparedness
by guiding 200 leaders through a
real-life scenario. The next day, BMO
Chief Economist Dr. Sherry Cooper
spoke at a Capital Health breakfast on
the economic impact of a pandemic.
You can read about both events in
this issue.
Congratulations to Dr. Gerry Predy,
who received the Heart and Stroke
Foundation of Canada’s Leadership
Award August 11 for his contributions
to heart health policy. Dr. Predy
established the Urban Public Health
Network in 18 cities across the country
to allow Canada-wide collaboration
on healthy public policy initiatives.
I would like to welcome Bob Normand,
President and CEO of ATB Financial,
to the Capital Health Board. One of
the primary roles of the Board is to
promote the provision of integrated
heath services.
By building a strong customer-focused
organization we can provide people
with more choice in accessing health
services while improving the quality
and safety of patient care and the
performance of the health system.
In planning for a more integrated
and consistent approach to delivering
health services across Capital Health
region, we will always embrace
that which places the patient and
the client at the centre of care.
Quite simply, we are building a
health system that puts patients
and clients first.
Sincerely,
Sheila Weatherill, C.M.
President and CEO
www.capitalhealth.ca
Capital Health Quarterly is published by Capital Health Public Affairs.
EDITOR
Dawna Freeman
dawnafreeman@cha.ab.ca
780-482-8660
ART DIRECTOR
Julie Wons
CONTRIBUTING WRITERS
Tannis Baradziej, Ronna Bremer, Steve Buick, Dawna Freeman,
Melanie Friesacher, Karen Karbashewski, Juliet Kershaw, Jeanette
LaBrie-Cable, Jo-anne Nugent, Barb Petryk, Rob Stevenson
CONTRIBUTING ILLUSTRATORS/PHOTOGRAPHERS
Karen Karbashewski, Jeanette LaBrie-Cable, Laughing Dog
Photography, Pat Marston, Robert Strand, Stephen Wreakes
We welcome your story ideas and comments. Send your
comments to the Editor at dawnafreeman@cha.ab.ca.
Photos and articles may not be reproduced without the
written consent of the Editor.
HOW TO REACH US
Capital Health Public Affairs
1J2.51 Walter C. Mackenzie Centre
8440-112 Street
Edmonton, AB T6G 2B7
Capital Health Quarterly is printed by Nisku Printers (1980) Ltd.
on 80 lb Chorus Art Silk (50% recycled stock).
© Contents copyright 2006 by Capital Health.
4 CHQ ~ SUMMER 2006 www.capitalhealth.ca

IN FOCUS
There is a whole world of difference between good care
and good care that is properly co-ordinated.
Capital Health shows the will and the way
Pushing the envelope
of regional integration
If Michele Lahey’s forecast is correct,
Capital Health is on its way to becoming
the most integrated health region in
Canada.
But wait, you say, isn’t Capital Health
already the most integrated health
region in the country?
Since regionalization 11 years ago,
Capital Health has become an
exemplary model of integrated care,
merging acute and emergency care
with community and long term care,
public health, mental health and
rehabilitation.
The development of Canada’s first
region-wide electronic health record,
netCARE, was another leading example
of integration through the use of
technology, linking patient records
across all sites and sectors.
“Integration has as many definitions
as it has degrees,” says Michele,
Executive Vice-President and Chief
Operating Officer, Health Services.
“It may be structural, or functional,
or clinical. But like our quality improvement
initiatives, it’s ongoing. We have
become more integrated, and with
the functional electronic health record
(EHR) infrastructure firmly in place,
we’re in a position to take clinical
integration a step further.”
Michele is leading Capital Health’s
vision to improve the quality of care
through a more integrated approach
to delivering health services across the
region. With the current pressures on
health care resources, it is no longer
practical to expect individual programs
to provide comprehensive care for
today’s complexity of patient needs.
“Right now, there are areas in our
system that are fragmented and
cumbersome. We have dozens of
vertical spikes,” she says, sketching the
individual silos representing Capital
Health’s services and programs on
her notepad as she talks. “A patient
has to navigate a sea of services;
we don’t always make it easy for
them to move among services.”
Then she strikes several horizontal
lines through all silos.
“We need to create horizontal
structures across the whole continuum.
We need to integrate services both
within programs and among programs
to ensure collaborative, co-ordinated
and comprehensive service delivery.”
Clinical Integration
Full segregation Linkage Co-ordination Co-operation Full integration
www.capitalhealth.ca SUMMER 2006 ~ CHQ 5

IN FOCUS
An integrated health system is ‘a network of organizations that provides
a co-ordinated continuum of services to a defined population.’
Putting the patient
at the centre
As Capital Health moves deeper into
regional integration, it will continue
to build its health system around the
patient in order to reduce complexity
for patients and to provide staff with
a more standardized approach to
caregiving.
Seven key service areas have been
identified for Phase I integration
projects: neurosciences, chronic
disease management, bone and joint
health, cancer services, emergency
services, ambulatory care and mental
health.
Some projects, like stroke and
arthoplasty, are already well underway,
while others such as emergency
services and system capacity were
added in Phase I to address ER
pressures sooner.
Dr. Ken Gardener, Vice-President,
Medical Affairs and medical lead for
Regional Integration, outlined the six
key elements that are fundamental
to a fully integrated health care
organization:
• patient-centred approach
• single and/or central point of access
• standardized evidence-based
approach across the care continuum
• information systems to link
providers
• continuous improvement through
monitoring and evaluation
• improved use of resources
Success, he says, will be measured by
improvements in quality and safety,
access, collaboration and productivity.
“We need to reduce the complexity
for patients so they are supported
in a timely way,” said Dr. Gardener.
“And we need to create an infrastructure
to support staff so they have
what they need to deliver the care.”
Michele says projects will follow the
same basic planning framework now
used to create five-year service plans,
and the process will be standardized
for all integration projects. “We are
looking at how we deliver care for
each patient group, such as orthopedics,
from their first contact with
Capital Health all the way through
the system.”
Those involved in planning the more
integrated approach to delivering
health services represent every health
provider of that particular patient
group, she says. “Together they’re
asking what is the best care, what
are the best practices we know of,
how can we change what we do
and how can we evaluate to see
if we’re making a difference.”
Michele admits the regional approach
to integrate health services through
a seamless and co-ordinated delivery
of care is huge in scope given the size
and complexity of Capital Health.
“But it’s not magical; it’s good management.
We have 11 years experience as
a regional system and the health care
environment is constantly evolving.
To continue as we are would be to
lose ground. Now we need to become
a fully integrated health care organization.
We are pushing the envelope,
but that’s the culture of Capital
Health.”
“We need to integrate services
both within programs and
among programs to ensure
collaborative, co-ordinated and
comprehensive service delivery.”
MICHELE LAHEY
EXECUTIVE VICE-PRESIDENT
AND CHIEF OPERATING OFFICER,
HEALTH SERVICES
“We need to reduce the
complexity for patients
so they are supported in
a timely way.”
DR. KEN GARDENER
VICE-PRESIDENT, MEDICAL AFFAIRS
AND MEDICAL LEAD, REGIONAL
INTEGRATION
6 CHQ ~ SUMMER 2006 www.capitalhealth.ca

FEATURE
Miniaturizing tools for tots
Physician-designed
infant catheter
finds open market
Dr.Yashu Coe,
pediatric interventional cardiologist at the Stollery Children’s
Hospital, says the mortality rate for the treatment of defective
heart valves in infants is now zero per cent. “Here at the Stollery,
we’ve never had a procedural or late mortality.”
Each year, the Stollery Children’s
Hospital treats five to 10 infants for
aortic stenosis (a narrowed aortic valve),
one of eight common abnormalities that
account for approximately 80 per cent
of congenital heart defects.
At one time, surgery was the treatment
of choice. Then, 10 to 20 years ago,
angioplasty offered an alternative.
This procedure involves inserting
and guiding a catheter into the heart
through either a vein or an artery and
inflating a balloon across the valve to
eliminate the severely narrow valve
opening. When he first began using
Adult catheter (left) guide wire is
0.035 inches compared with the infant
catheter (right) at 0.018 of an inch.
The infant catheter is more flexible
and slimmer, allowing for easier
navigation through the heart.
this procedure, Dr. Coe found the
balloon too fragile or the catheter
too big for tiny babies’ bodies, and
was determined to find a solution
to improve the treatment for these
critically sick infants.
After conducting initial research,
Dr. Coe, also a Professor of Pediatrics at
the University of Alberta, approached
various manufacturers to help him
custom design a catheter to his specifications.
When he finally discovered
NuMed, a U.S. manufacturer with
a facility in Canada, within a month,
Dr. Coe had in hand his tot-specific
catheter for angioplasty operations.
“What’s neat about this is that it’s small;
and the balloon – it’s very, very strong.”
The COEfficient, as the tool is named,
has since saved the lives of many infants.
The catheter is now also used to
correct severely malfunctioning
pulmonary valves in newborns,
at times a life-threatening condition
that must be addressed immediately.
Angioplasty operations come with the
additional blessing that “the baby can
usually go home sooner,” says Dr. Coe,
unlike the longer recovery period
required for more invasive surgery.
With its new U.S. Food and Drug
Administration’s stamp of approval,
the COEfficient is ready for the open
market. Until recently it was little known.
In fact, not long ago in Germany,
a delighted Dr. Coe impressed staff
at a hospital he was visiting when
they proudly revealed their “new”
infant catheter – then discovered
the design was his.
LAUGHING DOG PHOTOGRAPHY
www.capitalhealth.ca SUMMER 2006 ~ CHQ 7

FEATURE
Real-life Exercise Tests Capital Health’s Emerge
You plan.
You prepare.
You react.
A good plan helps your
best efforts succeed.
Capital Health put
its emergency plan
to the test by guiding
its leaders through
a real-life scenario.
It was Operation Outbreak 2 –
the scenario: suspect cases of
severe respiratory illnesses surfacing
in Southeast Asia and Asia. Weeks
later, three suspect cases show up
at the Northeast Community Health
Centre in Edmonton. Alberta Health
and Wellness is notified. Capital
Health’s Regional Emergency Co-ordination
Centre (RECC) is activated.
The pandemic planning tabletop
exercise included about 200 people
from Capital Health, Caritas Health
Group and the Alberta Cancer Board.
It involved the activation of the
Policy Group, the RECC and the Site
Emergency Operations Centres at the
University of Alberta Hospital, Stollery
Children’s Hospital, Royal Alexandra
Hospital, Misericordia Hospital and
the Sturgeon Hospital.
The scenario was introduced to
the entire group. It created a buzz
in the room as site and planning
teams worked diligently through
the exercise, responding to different
circumstances as the situation became
more serious. The response needed
to be co-ordinated and focused on
protecting the health of patients,
staff, and the public.
This was the second phase of Operation
Outbreak. The first exercise took place
in June 2005. Its success initiated
planning for further, more interactive
emergency response activities.
“The public expects their health care
needs to be met regardless of what
incident has taken place. We need to
be able to respond to the emergency
situation and limit its effects on
Capital Health’s daily operations –
to deliver the standard of care people
expect from our health service
providers,” said Dr. Gerry Predy,
Capital Health’s Vice-President of
Public Health and Medical Officer
of Health.
“With a potential flu pandemic,
employees may be sick or be home
caring for family members. We need
to test our emergency and business
continuity plans so the public is
comfortable knowing it can continue
to rely on Capital Health to deliver
health services.”
Communication is a key component
in any emergency situation. For the
first time, telehealth equipment was
tested as part of the tabletop exercise.
It linked emergency operation centres
at several different sites. The technology
is a valuable tool to strengthen
communication lines with Capital
Health sites and the RECC.
“The tabletop exercise is testing
the plan, not the people. If the plan
8 CHQ ~ SUMMER 2006 www.capitalhealth.ca

ncy Plan
DR. SHERRY COOPER
Pandemic Planning – An Economist’s View
JEANETTE LABRIE-CABLE/CAPITAL HEALTH (PANDEMIC EXERCISE SERIES)
Capital Health’s second pandemic
planning tabletop exercise this spring
involved 200 people from Capital Health,
Caritas and Alberta Cancer Board.
is well-designed, it will allow our staff
to succeed in their designated roles.
No plan is perfect. We need to figure
out where those gaps are and what
lessons can be learned,” said Eric Bone,
Capital Health’s Regional Director,
Office of Emergency Preparedness.
“The best written plan is one that can
be changed at a moment’s notice.”
The value of Operation Outbreak
was in the dialogue that took place
during the exercise. Communication
strategies were essential for the team
to work together to relay key planning
messages to staff.
“Exercising a plan allows Capital
Health staff to understand the process.
It will identify planning weaknesses
and resource gaps, clarify roles and
responsibilities, improve co-ordination,
test equipment and reassure the public
that Capital Health is prepared,” said
Eric.
At the end of the day – lessons were
learned. The emergency preparedness
plan will be further fine-tuned, taking
Capital Health another step closer to
effectively handling pandemic influenza
or any other emergency situation.
The human and social costs of a possible pandemic are unimaginable.
But experts predict an outbreak could also have devastating effects on our
economy – potentially costing more than $3 trillion worldwide. Businesses
of all sizes need to manage the risk. Effective plans can help minimize the
damage to the economy and individual operations.
Dr. Sherry Cooper, Chief Economist at BMO Nesbitt Burns, shared her expertise
on the importance of business continuity planning with dozens of businesses
at a Capital Health breakfast in May. Dr. Cooper estimates a flu pandemic
will cost the Canadian economy anywhere from $20 to $60 billion, depending
on the severity of the outbreak. She predicts the industries most affected will
be poultry, tourism, hospitality, entertainment, sports facilities, food services
and luxury goods suppliers.
Preparing now is critical to limiting the effects of a pandemic. Companies
should be ready to deal with absenteeism, changes in the delivery of public
services, and a slowdown in the global economy.
“Governments, businesses, health services and individuals must continue to
develop continuity and emergency preparedness plans and test and retest these
plans as well as revise them as the situation changes,” says Dr. Cooper.
Business should expect a 30 per cent reduction in the workforce. Cross-training
is essential to have employees prepared to step into critical roles and companies
should plan to have staff work from home if necessary.
Pandemic is unlike other natural disasters, it can be prolonged, with no fixed
location and no set end date.
Dr. Cooper says it’s important to remember that even with a severe pandemic,
roughly 98 per cent of the world’s population will survive. Borders will reopen
and the flow of goods and services will start again. The global economy will move
forward and businesses and government will have learned valuable lessons.
For more information on pandemic planning check Capital Health website at:
http://www.capitalhealth.ca/pandemicbusinesschecklist
www.capitalhealth.ca SUMMER 2006 ~ CHQ 9
STEPHEN WREAKES/CAPITAL HEALTH

COLLABORATING IN CARE
New ‘living laboratory’ puts women and children first
Wendy Beaudoin with three-year-old
daughter Olivia and Dr. Thierry Lacaze,
neonatologist and Acting Director of the
Women and Children’s Health Research
Institute.
THE UNIVERSITY OF ALBERTA AND
Capital Health have announced
a joint commitment to create the
region’s first-ever research institute
dedicated to women and children’s
health. Thanks to commitments of
$37 million from our communities
through the Stollery Children’s Hospital
($30 million) and Royal Alexandra
Hospital ($7 million) Foundations,
the new institute will be a potent
force in the national research agenda
in two critical fields.
Clinicians will work with scientists
across six University of Alberta faculties
in the Women and Children’s Health
Research Institute to study and treat
the full range of women and children’s
health issues, from diagnosing and
treating illness in utero and developing
new treatments for autism, epilepsy
and other child health problems,
to new services for mature women.
The institute will consist of three
linked research centres:
1. A children’s clinical research
centre, to be located in the future
Edmonton Clinic across 114 Street
from the Walter C. Mackenzie Centre
2. A women’s clinical research centre,
to be part of the future Lois Hole
Hospital for Women within the
Robbins Pavilion, being built on
the Royal Alexandra Hospital site
3. A basic research centre, to be
located within the future Discovery
Centre being built on 87 Avenue
just north of the University of
Alberta Hospital site
10 CHQ ~ SUMMER 2006 www.capitalhealth.ca
“These three centres will be the ‘life’
in the ‘living laboratory’ that we’re
envisioning for these new facilities,”
says Dr. Terry Klassen, Capital Health’s
Regional Clinical Program Director for
Child Health and University of Alberta
Chair of Pediatrics. “This is the leading
edge of health sciences, where we
study, develop, apply and evaluate
new treatments as we care for patients
in real time. It’s an exciting model and
nowhere else in Canada is it possible
on the scale we’re building here.”
“This is a great day for patients and
all the different health professionals
who care for them,” adds Dr. Wylam
Faught, Site Chief for Women’s Health
at the Royal Alexandra Hospital and
Chair of Obstetrics and Gynecology
for the University, at the May 24 news
conference. “Women will have access
to state-of-the-art care, and the work
done here will benefit people right
across Canada. The institute will
not only build on many established
strengths in the region but also help
create new areas of expertise, like a
mature women’s clinic at the Royal
Alexandra.”
Planning for the institute is being
led by Dr. Thierry Lacaze, inaugural
Acting Director. Dr. Lacaze is a neonatologist
at the Stollery Children’s
Hospital and Research Director in
the University of Alberta Department
of Pediatrics. He was recruited to
Edmonton in 2003 from the University
of Paris.
The institute will include four new
endowed research Chairs – starting
with Dr. Lonnie Zwaigenbaum,
who is joining the Stollery team this
summer from McMaster University.
Dr. Zwaigenbaum is known internationally
as the author of a 2005
study that pinpointed signs of incipient
autism in infants as young as 12 months,
paving the way for earlier and more
effective intervention.
The institute will be devoted to
making life better for patients like
three-year-old Olivia Beaudoin, who
dropped in to the news conference
along with mom Wendy, a nurse
at the Stollery. Wendy told reporters
she’s grateful for Olivia’s care – which
started with a premature birth and
eventually included five neurosurgeries.
“Nobody should have to live their
first year in the hospital, and so I think
this is a huge step as far as research
money to develop different techniques
and different equipment. As a community,
we need to strive for no surgeries
for children, and this is a huge step in
that direction.”
Capital Health President and CEO,
Sheila Weatherill, says Alberta is in
the midst of a “baby boom” as young
families move here for jobs, so the
institute couldn’t be coming at a
better time. “Our region’s population
has grown eight per cent in the last
five years; but births in our hospitals
are up by 15 per cent, partly due to
steadily growing numbers of moms
and babies referred from northern
Alberta, the Northwest Territories
and elsewhere.” In total, she says, the
region expects about 15,000 babies
to be born here this year.
PAT MARSTON/CAPITAL HEALTH

Community
Pride Inspires
the Name
STEPHEN WREAKES/CAPITAL HEALTH
the
Mayo Clinic and the Cleveland
Clinic draw patients from around
the world, and in five years time, so
will the Edmonton Clinic. In 2011,
Capital Health and the University of
Alberta will officially open the model
for future academic health centres
in North America and highlight
Edmonton’s place on the health
care map.
Formerly called the Health Sciences
Ambulatory Learning Centre, the
new name is the strategic outcome
brainstormed by University of Alberta
President, Indira Samarasekera, and
Capital Health President and CEO,
Sheila Weatherill, who says, “The
name Edmonton Clinic reflects the
pride we have in our community.”
The $577-million clinic will concentrate
health services, such as day clinics
and diagnostic services from the
University of Alberta Hospital and
Stollery Children’s Hospital, into a
“one-stop” family-centred complex.
The result will free up space on existing
wards and about 200 inpatient hospital
beds.
In addition to health services, the clinic
will create interdisciplinary educational
environment for 6,000 students from
the university’s health sciences faculties.
It is an innovative solution to the
needs of a maturing capital region.
Sheila elaborates, “This plan will help
to ensure that we have the beds and
trained health service providers to
meet the current and future health
needs of our growing and aging
population.”
The Edmonton Clinic will serve approximately
one million patients annually.
Deb Gordon, Vice-President and Chief
Operating Officer of the University of
Alberta Hospital and Stollery Children’s
Hospital, says, “The Edmonton Clinic
will integrate first-rate facilities,
the electronic health record, and
sophisticated scheduling systems so
rural patients receive expert testing,
advice and treatment quickly.”
Decreased waiting times will see more
patients being treated, and patients
with complicated conditions won’t
have to travel as much.
The 168,000 square-metre clinic
is in the design stage, which will take
about a year. “Detailed planning is
complete and now Capital Health and
the University of Alberta are assembling
teams of designers and builders,”
says Brent Skinner, Chief Planning
Officer for Capital Health. “Because
the centre has a separate design
team for both clinic and academic
components, we’ve appointed a
master architect, Mark Henderson
of Callison Architecture, to ensure
the design teams are working towards
a common vision.”
Construction of the Edmonton Clinic
will be tendered in phases with the
first stage beginning in spring 2007.
The clinic will be located on the
west side of 114 Street, next to
the LRT station and connected to
the University of Alberta Hospital
by a pedway.
www.capitalhealth.ca SUMMER 2006 ~ CHQ 11

COLLABORATING IN CARE
Get Weight Wise f
TOP: Johanna Dietrich, Capital Health
Website Content Manager; Dr. Richard
Lewanczuk, Regional Medical Director,
Chronic Disease Management and Professor
of Endocrinolgy and Metabolism at the
University of Alberta; and John Stanton,
Community Ambassador for Weight Wise
MIDDLE: Tracy Friesen, Integration Pilates
BOTTOM: Gizmo Williams, Ex-Eskimos
football player
TOP: Anastasia Rozhdestvensky, Dance
Alberta
BOTTOM: Marg Zapf, executive associate
for Joanna Pawlyshyn, executive lead
for Weight Wise, and Vice-President
and Chief Operating Officer of
Royal Alexandra Hospital
TOP: Dr. Geoff Ball, Director of Capital
Health Pediatric Centre for Weight and
Health and Assistant Professor at the
Department of Pediatrics at the university
MIDDLE: Leah Gravells, Manager of
Nutritional Services, Capital Health
BOTTOM: Velerie Chowaniec, Edmonton
Yoga Studio
12 CHQ ~ SUMMER 2006 www.capitalhealth.ca

or the long haul
KAREN KARBASHEWSKI/CAPITAL HEALTH
New effort promotes participation,
lifestyle changes
Capital Health is putting residents in the region in the
driver’s seat with their new Weight Wise In It for the Long
Haul initiative, a drive that is geared at helping residents
eat healthier and increase their activity level while reducing
their Body Mass Index and waist circumference.
“We know that change will not occur
overnight and that’s why we are in
this for the long haul,” says Joanna
Pawlyshyn, executive lead for Capital
Health’s Weight Wise initiative and
Vice-President and Chief Operating
Officer of Royal Alexandra Hospital.
“We want to help residents in this
region become healthier by providing
them with information, tools and
the incentive to help them become
the most weight wise population
in the country.”
Weight Wise In It for the Long Haul
is part of the larger Weight Wise initiative
that Capital Health introduced
last year. This comprehensive approach
to addressing the obesity epidemic
that exists in our population includes
a number of programs and services
ranging from promoting healthy
lives to offering bariatric surgery for
extremely obese adults. All of these
efforts are designed to help adults
and children reach healthy weights
while supporting them to make lifestyle
changes for improved health.
Essentially it’s about creating healthy
weights for healthy lives.
Part of the Weight Wise In It for the
Long Haul effort includes putting the
tools and information into the hands
of the public so that they can make
wise and healthy decisions about
the food that they eat, their activity
levels, and other lifestyle factors.
Using the interactive Weight Wise
website residents can register
to receive monthly newsletters,
weekly reminders about inputting
their progress on eating healthy
and increasing their activity levels,
as well as tracking their weight loss
and waist circumference. All this
is available just by signing up at
www.capitalhealth.ca/weightwise.
Capital Health will also work with
its partners and others in the communities
so that they can join in on the
journey and help residents reach our
objective – healthy weights for healthy
lives for both children and adults.
“We know that obesity is not something
that the health system can
tackle alone. It requires each one
of us as individuals and as family
members and community members
to make wise choices about diet,
exercise, and creating supportive
environments to help people make
good decisions,” says John Stanton,
Community Ambassador for Weight
Wise.
“Becoming more weight wise is about
making long-term commitments and
lifestyle changes and that’s what we are
looking to achieve with this exciting
new effort. I encourage residents
to sign up and join us as we work
together to improve the health of
our region.”
Members of Capital Health’s
Weight Wise Community Network
support the prevention and
management of weight and
obesity issues and help individuals
to improve healthy living habits.
To find out how you can become
a Network Member visit:
www.capitalhealth.ca/weightwise
CHIP – Coronary Health
Improvement Program
Centre for Cognitive
Behavioral Therapy
Changes for Women
City of Edmonton –
Leisure, Sports and
Fitness Facilities
Club Fit Corporation
Fit N Well Personal
Training Inc.
Kwantum Wellness Centre
MacEwan Centre for
Sport and Wellness
Maximum Motion Personal
Fitness Training, Inc.
Rejuvenation Health
Services, Inc.
Running Room Canada, Inc.
Strathcona County,
Recreation, Parks and Culture
University of Alberta
Fitness and Lifestyle Centre
Weight Watchers of
Alberta, Ltd.
YMCA Edmonton
www.capitalhealth.ca SUMMER 2006 ~ CHQ 13

IN THE COMMUNITY
Stollery’s PICU celebrates 10 Years
The sky’s the
limit for this Elite
Transport Team
RN Joanna Byers sits beside the transport sled in the plane with
flight paramedic David Hole behind the monitor.
ozens of pairs of
winter boots are
lined up and ready
to be laced for a
mad dash, even in
the heat of Alberta’s
dry summer.
They belong to an elite
group of specially trained
physicians, nurses and respiratory
therapists who make up the Stollery
Children’s Hospital’s Pediatric Intensive
Care Unit (PICU) transport team.
This team provides specialized care
of severely ill children during hospitalto-hospital
transfers and transports by
ambulance, helicopter and airplane.
The team can be mobilized for a trip
as far as the Arctic in just 20 minutes.
This month, the PICU transport team
celebrates its 10th anniversary.
“In 1996, the first formally trained
PICU transport team in Alberta was
launched,” says the group’s Medical
Director Dr. Allan de Caen. “We found
that there were children in hospitals
within Edmonton and surrounding
rural communities who were critically
ill and needed not only definitive care
from Pediatrics within Edmonton, but
needed to be transported to us without
deteriorating en route. For this
reason, a specialized PICU transport
team was developed.”
A decade later, the team is now considered
one of the busiest in Canada
and serves the largest geographic area,
stretching from parts of eastern B.C.
and the Yukon, across the central
Arctic, and extending down into
eastern Saskatchewan and southern
Alberta as necessary. The team can
bring the resources of the Stollery
Children’s Hospital’s Pediatric Intensive
Care Unit to the patient’s bedside.
“We’ve learned to improvise in some
very unusual situations,” says the
team’s Unit Manager, Vanessa French.
“We’ve coped with IV lines freezing in
the Arctic, monitors that stop working
in bitter cold conditions, and been
COURTESY PICU TRANSPORT TEAM (PLANE)
14 CHQ ~ SUMMER 2006 www.capitalhealth.ca

Stollery Children’s Hospital’s
Pediatric Intensive Care Unit
transport team:
Back row, left to right:
Eileen Heidler (RT), Shevaun
Clark (RT), Darrell Derkach (RT),
Shannon Duncan (RN), Kelly
Stabler (RT), Colleen Gresiuk
(RN), Dr. Jon Duff, Lindsay
Lonsdale (RT), Christine Bichai
(RT), Dr. Allan de Caen, Dave
Schoepp (RT), Karen Tomlinson
(RN), Esther Weathers (RT),
Vanessa French (unit Manager).
Front row, left to right:
Joy Mekechuk (RN), Misty Reis
(RN), Debra Anderson (RN),
Tonia Polak (RN) Klara Vigen
(RN), Cindi Ryan (RT).
PAT MARSTON/CAPITAL HEALTH (GROUP)
faced with a dispatch to pick up one
critically ill child and on arrival learning
we needed to transport three.”
In the past 10 years, 2,500 sick children
from the Capital Health region and
beyond have been helped by this
group. One of the most memorable
and challenging transports occurred
last summer when the team was asked
to transport a cardiac patient from
Winnipeg to the Stollery Children’s
Hospital.
Respiratory therapist, Kelly Stabbler,
was part of the mission along with
the Stollery Children’s Hospital’s Extracorporeal
Life Support Team. “There
was so much equipment involved that
we had to use a military Hercules
aircraft for the transport. It took an
amazing amount of co-ordination
The team can be mobilized for a trip
as far as the Arctic in just 20 minutes.
with the medical team in Winnipeg,
the emergency medical services
personnel, even Winnipeg’s fire
department.”
The sky remains the limit for this
team as it welcomes another decade
of providing critical care for children.
“We want to see an increase in our
role in outreach education,” according
to Dr. de Caen. “It takes time to
reach most of our referral centres,
and whatever we can do to better
prepare the health care team in those
centres to care for critically ill children
before we arrive will ultimately
make a difference in the outcome
of children.”
www.capitalhealth.ca SUMMER 2006 ~ CHQ 15

IN THE COMMUNITY
The Stollery Children’s Hospital Turns 5
LEFT: Six-year-old Lauryn Stubbs is with
sisters Eden and Morganne, Dad Martin
and Mom Jacqueline.
BELOW, TOP: Lauryn presents her framed
birthday card to Premier Ralph Klein,
while Mom and Capital Health Board
Chair Neil Wilkinson look on.
BELOW, MIDDLE: Dr. Klassen, Premier Klein
and Michele Lahey, Executive Vice-President
and Chief Operating Officer, Health Services,
watch the children blow out the candles.
BELOW, BOTTOM: Premier Klein signs
the keepsake banner.
Premier Ralph Klein joins patients, physicians,
staff and guests at the Stollery’s fifth birthday
party on August 3.
“It’s been great to see the Stollery grow into
a centre of excellence, not just for Albertans
but for all Canadians,” said the Premier,
who received a special birthday card from
six-year-old oncology patient Lauryn Stubbs.
Several former Stollery patients were on hand
to sing Happy Birthday and blow out the candles
on the teddy bear cake.
“Partnerships among Capital Health, the University of Alberta
and our community as a whole have allowed us to become
one of the top pediatric facilities in North America in just
five years,” said Dr. Terry Klassen, Regional Clinical Program
Director, Child Health, and Chair, Pediatrics, Faculty of
Medicine and Dentistry, University of Alberta.
The Stollery was granted official hospital status in 2001
and this year will receive 140,000 patients visits.
PAT MARSTON/CAPITAL HEALTH
16 CHQ ~ SUMMER 2006 www.capitalhealth.ca

BEST PRACTICES
ABACUS Brings Diversity of Professionals
and Technologies Under One Roof
Artistic rendering of ABACUS
The Alberta Cardiovascular
and Stroke Research Centre
(ABACUS) is a new “research
hospital within a hospital.”
Located in the lower level
of the Mazankowski Alberta
Heart Institute, it’s the only
Canadian research centre of
its kind physically integrated
into an acute care setting.
It will assemble scientists, health care
professionals, clinicians and trainees
under one roof to focus on research
into the prevention, detection and cure
for cardiovascular disease and stroke.
Heart disease, stroke, and blood vessel
or vascular disease make up cardiovascular
disease – the leading cause of
death in Canadian women and men.
“The facility is what the Canada
Institutes of Health Research envisions
as the optimum way of doing research,”
says Dr. Stephen Archer, Scientific
Director of the centre. “ABACUS is
a collection of all things needed for
a research hospital.”
The facility includes an area for
clinical research on heart attack and
stroke patients, a basic science lab
to study disease at a cellular level
and a clinical trials area where new
drugs and protocols are tested. Soon
to follow is a wireless classroom.
The $20 million ABACUS Research
Centre, scheduled to open this fall, has
been supported by the University of
Alberta Hospital Foundation, Canada
Foundation for Innovation, and both
federal and provincial governments.
ABACUS complements the vision
of the Mazankowski Alberta Heart
Institute for a future where cardiovascular
disease is no longer the
leading cause of death in Canada
and the best health care is available
here in Alberta. It does so by pushing
the research envelope to find new
and better ways to prevent and
treat heart disease.
Its location in the heart institute will
enable researchers to actually be able
to study patients in the middle of
their cardiovascular event in a hospital
setting. Patient’s medical needs can
be tended to while researchers study
their event as it is happening.
“It’s a hot first,” says Dr. Archer.
“The design of ABACUS is both
philosophical and practical, and
will knock down barriers between
biology, radiology, cardiology and
neurology.”
www.capitalhealth.ca SUMMER 2006 ~ CHQ 17

BEST PRACTICES
From healthier vending machine products to Supported
Patient Employment in the community, Rosie Thornton
has seen her share of quality initiatives during her time
as Quality Improvement Coordinator at Alberta Hospital
Edmonton (AHE). That’s what makes AHE’s annual Quality
Improvement Week so special to her.
Left to right:
Christine North, Quality Improvement
Coordinator – Geriatric Psychiatry
Janice Godbout, Quality Improvement
Coordinator – Adult Psychiatry
Rosie Thornton, Quality Improvement
Coordinator, AHE Site
Susan Hample, Quality Improvement
Administrative Assistant
Alberta Hospital Edmonton
Celebrates its Fifth Annual
Quality Improvement Week
“This is a positive way to reinforce the
principles of quality improvement in
a positive and collaborative fashion,”
says Rosie, who has worked at the
hospital since 2001. “We wanted to
heighten staff’s awareness of quality
improvement initiatives in all areas of
the hospital and to show that everyone
from management to front line staff
are involved.”
2006 also marked the launch of
the Steps to a Healthier You site-wide
initiative, which looks at increasing a
patient’s physical activity and teaching
patients to make healthier nutritional
choices. Building on this initiative, a
committee looked at healthier vending
options at this site for both patients and
staff. Working with a clinical dietician,
the new project labels vending items
as green (healthy choice), yellow
(use in moderation) and red (choose
infrequently), with the intention of
increasing the number of green items
individuals choose. Accompanying
the changes will be in-services and
other nutritional teaching to ensure
ROBERT STRAND/CAPITAL HEALTH
18 CHQ ~ SUMMER 2006 www.capitalhealth.ca

users are aware of what the labels
mean, and what makes the “green”
items healthier and better choices.
Alberta Hospital Edmonton has
celebrated five Quality Improvement
Weeks, the most recent in June 2006,
each highlighting the progress that’s
been made on a variety of projects.
Another component of the celebrations
is the Staff Recognition day, a twohour
open house held at the Dorran
Auditorium. Featuring education
displays that showcase the evolution
of quality at AHE, research, and highlights
from the other services within
the Regional Mental Health Program,
the event also recognizes the top five
annual initiatives from AHE as voted
on by hospital employees. The focus
is projects that contribute significantly
to patient care. It is a time to recognize
and thank staff for their valuable contributions
and dedication to improving
the system for enhanced patient care.
Hospital staff members enjoy the opportunity
to celebrate their successes.
“Staff also has access throughout
the year to a registry of completed
and ongoing QI projects to view all
the initiatives since 1999. The staff
is now able to apply best practices
to a number of similar quality issues,
without having to re-invent the wheel,”
says Rosie, who leads a team of quality
improvement professionals at AHE.
“The quality improvement registries
are now online at the AHE intranet site,
so people can access them whenever
they want.”
“The staff recognition component
of AHE’s annual Quality Improvement
Week is so important,” says Paula Tyler,
Vice-President and Chief Operating
Officer for Mental Health. “Quality
Improvement is most successful at the
grass roots level, with front-line staff
identifying an area for improvement
and putting together a team to address
and resolve the issue. The large majority
of projects are completed by frontline
staff with the full support of their
supervisors – that’s what makes this
week so special.”
Examples of previous initiatives
include the extremely successful
On Time, Every Time, a project undertaken
by Transportation Services to
determine the number and reason for
missed or late patient appointments.
By gathering data about circumstances
surrounding transportation issues,
the team was able to determine that
purchasing a small wheelchair van to
help accommodate the transport of
patients to their destinations would
help them meet their goal of being
on time, every time.
“The objective of Quality Improvement
Week is to strengthen the quality
culture of Capital Health,” says Paula,
who notes the projects from AHE aspire
to the same success as other regional
quality programs such as netSAFE,
Good Catch and the new medication
management program at the University
of Alberta Hospital. “As we strive
to increase our quality of service at
Alberta Hospital Edmonton, we are
helping raise the quality bar across
the region.”
Over the past five years the events of
Alberta Hospital Edmonton’s Quality
Improvement Week have grown
exponentially. Last year more than
300 people attended the Recognition
Day event, up from 160 at the second
annual event in 2003.
“164 quality improvement projects
have been presented to the Site
QI Committee from December
1999 to March 2005,” says Rosie.
“There is no question that the quality
improvement culture at AHE will
continue to be an important focus
for years to come.”
www.capitalhealth.ca
Your reliable source for
health information.
From where to find a physician to learning
more about staying healthy and managing
chronic illness, Capital Health's website is
your personal 24-hour resource for health
information. Look up a wide range of
health topics, procedures, current events
or the latest research and technology
updates in the Capital region. You can
even access the physician-approved
health advice from Capital Health Link.
All from the convenience of your home.
Capital Health aims to keep health information
and advice available to you,
when you need it. So bookmark us today
for a quick and convenient way to find the
information you need to make better health
choices for you and your family.
Call 408-LINK (5465)

BEST PRACTICES
Leading
the Way
in Health Informatics
Her interest in technology is apparent when you walk into
her office. Her focus on patient care is evident when you leave.
“My interest is in people and organizational
issues,” says a leading expert
in health informatics, “and coming
to Edmonton is a natural progression
in that interest.”
In April, Dr. Nicola Shaw was appointed
as the region’s first Research Chair of
Health Informatics, a position jointly
created by Capital Health and the
Faculty of Medicine and Dentistry.
She is based in the Integrated Centre
for Care Advancement through
Research (iCARE), also a joint partnership
between Capital Health and the
University of Alberta.
Recruited from the Centre for Healthcare
Innovation and Improvement,
Child and Family Research Institute
in Vancouver, Dr. Shaw concentrates
on the implementation, development,
and the evaluation of electronic patient
records in primary care. Dr. Shoo Lee,
Scientific Director of iCARE, is enthusiastic
about the association, “She is
a great addition to the team. Health
informatics is a critical piece for the
improvement of patient care.”
20 CHQ ~ SUMMER 2006 www.capitalhealth.ca
Dr. Shaw is applying her expertise in
health outcomes research on a strategic
level with Capital Health to evaluate
and enhance netCARE’s potential.
netCARE is Capital Health’s regional
electronic health record. “Applying
research in health informatics improves
patient care, and Capital Health is a
national leader in that advancement
through netCARE.”
“Outcomes need to be evaluated
with the needs of both the health
specialists and patients in mind.
We must consider the bigger vision:
what are we trying to accomplish,
a course of action, and what will be
the patient’s experience?”
Dr. Tom Feasby, Capital Health
Vice-President of Academic Affairs
and Associate Dean, Clinical Affairs,
Faculty of Medicine and Dentistry,
supports that vision, “Outcomes under
real conditions are what matter to
people. It is essential to find out how
technology can make a difference in
patient care.”
To aid that vision, Dr. Shaw works
with groups such as Canada Health
Infoway to develop an understanding
around the sharing of medical records.
As for the short-term? Over the next
four months, she is sending out a
calling card, “Health informatics is
multidisciplinary, and I am interested
in collaborating with experts and
research students interested in
managing information.”
And for the long-term? Donna Strating,
Capital Health Vice-President of
Information Systems and Equipment
and CIO, is looking forward to what
Dr. Shaw brings to the table. “Her value
will be demonstrated again and again
as we move into other electronic
health record (EHR) projects.”
Dr. Shaw holds a doctorate in Health
Informatics from Central Lancashire in
collaboration with Oxford University
Postgraduate Medical Education &
Training Office (UK).
STEPHEN WREAKES/CAPITAL HEALTH

NEWS AND NOTES
SEARCH Canada –
A Resource for Research
Capital Health Welcomes
New Board Member
Neil Wilkinson, Chair, and members
of the Capital Health Board welcome
Robert J. (Bob) Normand as a new
member of the Board.
“As a leader in the community, Bob has
impressive accomplishments to his credit
and brings valuable expertise to the Board,”
says Neil. “His solid understanding of the
financial management system, combined with
his leadership experience will be an asset as
we look at innovation in the region to meet
the needs of a growing and aging population
and ensure residents have access to an affordable
health system.”
Bob Normand is currently the President and
CEO of ATB Financial. He has over 25 years
of banking management experience with
the Bank of Montreal in Québec, Ontario and
Alberta, and was the Vice-President, Edmonton
Region BMO prior to joining ATB. Bob holds
both a Bachelor of Arts (Economics) and a
Masters in Business Administration, and is a
Fellow of the Institute of Canadian Bankers.
Bob has also served as director of several
foundations and boards such as the University
of Alberta Hospital Foundation, Montreal’s
Douglas Hospital Foundation, Royal Victoria
Hospital Centre Board and Montfort Hospital
Board in Ottawa. Active in the community,
Bob is a director of STARS Air Ambulance
Society, Citadel Theatre Society and The
Conference Board of Canada.
Led by CEO Sarah Hayward, SEARCH (Swift Efficient
Application of Research in Community Health) Canada
has become a valuable resource for health organizations,
looking to improve capacity by equipping
their staff to develop, disseminate and use research
information to improve health outcomes. SEARCH,
a non-profit organization offers programs to help
health organizations support decisions about health
care planning and priorities with sound evidence,
through the development of their people’s research
skills.
Marianne Stewart, Capital Health’s Vice-President
and Chief Operating Officer, Primary Care, and
a Board member of SEARCH Canada notes, “SEARCH
provides participants with knowledge and hands-on
experience in research methods and interpreting
findings, while teaching them to work as a team
and establish a network of resources, which is key
in the delivery of health services.”
According to Dr. Tom Feasby, Capital Health’s
Vice-President, Academic Affairs, “this made-in-
Alberta program is a great asset to Alberta’s health
regions, helping managers and providers use
evidence to improve health care delivery.”
Capital Health’s two current participants are from
Community Care, Rehabilitation and Geriatrics.
Kari Elliott, Program Development Coordinator and
Marg Mooney, Acting Director from the Community
Rehabilitation Program, started the program in
May 2005 and will complete it in June 2007. The
Capital Care Group also has a participant, Clinical
Specialist Agnes Mitchell.
SEARCH Canada is governed, supported and funded
by its member organizations including the Alberta
Heritage Foundation for Medical Research and
Alberta’s nine health regions.
www.capitalhealth.ca SUMMER 2006 ~ CHQ 21

NEWS AND NOTES
Congratulations!
❧❧❧
The Capital Health Board,
staff and physicians
congratulate
Dr. E. Anne Fanning,
Professor Emeritus of the
Division of Infectious Diseases,
University of Alberta,
Dr. Zaheer Lakhani,
cardiologist,
Royal Alexandra Hospital
and
Sheila Weatherill,
President and CEO,
Capital Health
on their July appointments
as members of
the Order of Canada.
Congratulations also to
Bill Comrie,
Campaign Chair, Mazankowski
Alberta Heart Institute,
MARK YOUR
CALENDARS!
Canadian Society of Telehealth’s
9th Annual Conference –
Telehealth: e-solutions for
our future
Oct. 15-17, 2006
Shaw Conference Centre
Edmonton
Hosted for the first time in
Edmonton, this conference
will feature the latest scientific,
technical and clinical developments.
For more information and/or
to register, contact Regional
Telehealth at 780-735-0668
Health Informatics Bootcamp
Nov. 1-3, 2006
Mayfield Inn & Suites
Edmonton
Hosted by Capital Health, NAIT, the
University of Alberta and Waterloo
Institute for Health Informatics
Research (WIHIR)
For more information
call 1-800-860-7901
Register at:
http://hi.uwaterloo.ca/bootcamp
WebLinks
Accelerating Primary Care –
Gaining Momentum
Feb. 14-16, 2007
The Westin Edmonton
Sponsored by Capital Health
and the University of Alberta
For more information go to
www.capitalhealth.ca/primarycare
or e-mail primarycare@buksa.com
The Greying Nation
March 21-23, 2007
Shaw Conference Centre
Edmonton
The first bi-annual Greying Nation
national conference will address
how the health care sector can
adapt care to the changing needs
of the population in the later stages
in the life cycle.
Stephen Lewis, Commissioner of
the World Health Organization’s
Commission on the Social
Determinants of Health will
open the conference.
For more information, or to
be added to the mailing list
for a full conference brochure,
e-mail GRHEdServices@cha.ab.ca,
or call 780-735-7912 (toll-free
1-877-877-8714).
who was appointed
Officer of the Order of Canada.
❧❧❧
The Order of Canada
recognizes outstanding lifetime
achievement and service.
Resources of interest on Capital Health’s website
How Healthy Are We?
www.capitalhealth.ca/MOHreports
Capital Health Business Plan 2006-2009
www.capitalhealth.ca/BusinessPlans
The Report on the Health of Albertans
http://www.health.gov.ab.ca/public/HAlbertans06.htm
22 CHQ ~ SUMMER 2006 www.capitalhealth.ca

O P E N I N G I N 2 0 0 8
LOIS HOLE
HOSPITAL
FOR WOMEN
The new Lois Hole Hospital
for Women, located within the
Royal Alexandra Hospital, will
provide women with the very
best of care, supported by
leading-edge research and the
training of today and tomorrow’s
women’s health professionals.
Support the campaign
for the Lois Hole Hospital for Women
www.loisholehospital.com call (780) 735-4723
RETURN UNDELIVERABLE CANADIAN ADDRESSES TO:
Capital Health Public Affairs
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8440-112 Street
Edmonton, AB T6G 2B7
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