By William Crooks
Local Journalism Initiative
In its 2023-2024 annual public session, held on Nov. 7, and streamed live on Facebook, the CIUSSS de l’Estrie – CHUS presented an in-depth overview of accomplishments, challenges, and ongoing efforts. CEO Dr. Stéphane Tremblay and Quality Commissioner Sophie Brisson led the session, covering strides in service expansion, staff growth, and improvements in accessibility and addressing current obstacles in mental health services, emergency response times, and doctor availability.
With over 500,000 residents served across the Eastern Townships, the CIUSSS remains the most comprehensive health institution in the province outside major metropolitan centres, managing over 100 service points and providing extensive public health, short- and long-term care, and mental health support.
Significant advances in home and youth services
Dr. Tremblay highlighted several achievements, including the CIUSSS’s expansion in home support services, surpassing ministry targets for hours of care and client outreach. He noted that the organization’s home-support initiative continues to meet high demand, offering care to vulnerable residents within their own homes, a point of pride given the rural and semi-rural nature of many communities in the region. For families with young children, the “Agir Tôt” early intervention program, designed to identify developmental delays by 18 months, has seen significant success, exceeding detection targets.
In staffing, the CIUSSS made significant gains, with a net increase of 700 employees between September 2023 and September 2024. Tremblay emphasized that the current retention rate now exceeds 85 per cent for new hires in their first year, a crucial improvement to ensure continuity of care. “Our organization’s commitment to a supportive work environment is beginning to show real returns,” he noted.
Challenges in mental health access and emergency wait times
Mental health services are a continuing priority, but achieving the target of delivering 75 per cent of proximity services on time remains challenging, with CIUSSS currently fulfilling about 50 per cent of these cases. Tremblay acknowledged this gap, explaining that efforts to increase efficiency in service points, particularly in CLSCs, are ongoing. Several new psychosocial response teams were deployed this year in coordination with local police forces in communities such as Memphrémagog, Granby, and Coaticook to provide more immediate responses for those in need.
Emergency department wait times have improved, with average clinical assessment times now closer to two hours, although Tremblay pointed out that seasonal spikes in emergency visits often affect this target. “Despite these gains, extended emergency waits for higher-demand periods remain a complex challenge,” he said. The CIUSSS continues working to minimize these times through internal protocols.
Financial strains and infrastructure upgrades
With a $43 million deficit, the largest in ten years, CIUSSS faces significant financial challenges. Tremblay attributed this partly to rising demand for specialized youth and residential care services, as well as reliance on independent contractors that increased payroll expenses. Technological upgrades, however, are helping offset some of these challenges. New angiography and hemodynamic rooms equipped with advanced imaging capabilities now support faster, more precise interventions. Tremblay stressed that these advancements reduce the need for patients to travel to larger centres outside the region for treatment, a key benefit to the community.
Handling of complaints reflects accessibility and empathy issues
Quality Commissioner Sophie Brisson reported a notable increase in complaints related to accessibility and interpersonal interactions. Citing a total of 16 English-language complaints over the past three years, Nancy Corriveau from the Communications Department explained in a follow-up email that English-speaking staff are now encouraged to wear sunflower badges to be easily identifiable to anglophone clients.
Brisson shared that accessibility issues saw a 28 per cent increase in complaints, with concerns often revolving around the amount, frequency, or availability of certain services. She noted that these complaints largely reflect delays in treatment or limitations in service availability, impacting community members who rely on consistent care.
Interpersonal complaints also saw a sharp 34 per cent increase, with reports often related to staff empathy and communication issues. Examples include perceived lack of empathy, inattentiveness, and comments that clients found inappropriate. Brisson emphasized that the CIUSSS’s complaint process allows for significant follow-up, with staff empowered to implement corrective measures. This year, the complaint team recommended a record number of improvements across various departments.
Complaints around maltreatment also saw distinct patterns. Incidents of physical abuse were most commonly reported when the alleged perpetrator was another patient or healthcare provider. For vulnerable adults and seniors, financial abuse by relatives accounted for around 30 per cent of complaints, with individuals misusing their family member’s finances. Brisson pointed out that these cases are prioritized to ensure swift intervention and support.
Efforts to increase family doctor availability
One of the community’s most pressing concerns remains access to family doctors. Dr. Tremblay confirmed that around 72 per cent of residents have a dedicated family doctor, with 80 per cent registered within group medical practices. He acknowledged a decline from the target of 85 per cent and indicated that fluctuations in doctor availability complicate access for many residents. CIUSSS is working to expand the network of group practices to meet regional needs better, though Tremblay added that expected improvements might take several years as newly admitted medical students complete their training.
“We’ll see the benefits of increased medical student admissions in around 2030, when we’ll have new doctors entering the workforce to support our population’s needs,” Tremblay explained. Meanwhile, CIUSSS is exploring alternative care models that integrate other health professionals to offer faster, more accessible services.
Future goals and strategic initiatives
Looking forward, the CIUSSS is setting ambitious goals to improve mental health accessibility, sustain staff levels, and enhance local facilities. This includes plans to extend “Aire Ouverte” youth services, which offer in-person support for residents aged 12-25 in Sherbrooke, with mobile and virtual services throughout the region. CIUSSS’s 2023-2027 strategy also includes a targeted focus on developing services that allow people to stay in their homes longer, enhancing employee retention, and continuing modernization efforts.
By 2026, the CIUSSS expects all five Maisons des aînés to be fully operational. These eldercare centres provide long-term care alternatives that allow residents to receive quality services close to their communities, with new centres opening recently in Memphrémagog and Coaticook.
Dr. Tremblay underscored the organization’s mission to enhance healthcare access while adapting to the community’s changing needs. “We’re committed to maintaining and improving our services’ quality and safety,” he said, reflecting CIUSSS’s dedication to supporting the region’s health.