2016-17 Q1 Report on Strategic Plan June 28, 2016
Housekeeping • Washrooms located on the left wall • WiFi connectivity is limited • Documents are available on USB at registration
Strategic Reporting Strategic Planning Inputs Patient, Clinical Staff, and Best Provincial Practice Physician Outcomes CIHI Feedback & Targets Data Accred. Budget Standards Other We are here E-Scan Data Risks/Gaps/Challenges Q2 Q4 • Q1 Report on • Q3 Report on Strategic Plan Strategic Plan • Year end report • Q2 Report on • Current year • Finalize next year (annual report) Strategic Plan course correct plan • Celebrate • Review inputs successes into next year plan Q1 Q3
Objectiv Objectives es of Q1 Report of Q1 Reporting ing Day Day • Q1 Report on Strategic Plan • Current year course correct • Key Initiative discussion • Learning Opportunity: Examples of Daily Visual Management (DVM) using effective communication
CEO Introduction Mike Higgins for Keith Dewar
Welcome and Introductions Welcome – Patient Representatives, Board of Directors, Senior Leadership Team, Department Head Council, Executive Directors, Directors, Managers, Affiliates, and Provincial Colleagues
Our Purpose Why we are here
Strategic Hierarchy Patients, Clients, Residents and Families Government of Saskatchewan Ministry of Health Patient, Provincial Health System Staff and Physician Input Regina Qu’Appelle Health Region Patients, Clients, Residents and Families
Provincial Strategic Plan Provincial Hoshin • To improve access for patients and reduce ED waits by 60%, necessary improvements in key areas (primary health care, specialist consults, diagnostics, mental health & addictions, long term care, home care, and acute care) will be achieved by 2019. • • ED Waits and Patient Flow Primary Health Care • • Appropriateness Seniors • • Access to Specialist and Culture of Safety • Diagnostics Bending the Cost Curve • Mental Heath and Addictions
RQHR Strategic and Business Plan The Strategic Plan summarizes the direction from the Regina Qu’Appelle Regional Health Authority (the Board). The Business Plan is the Region’s one ‐ year operational work plan that guides us towards achieving the goals and targets that have been outlined in the Strategic Plan. Cascading Plans are worked on by the teams who can contribute to the success of the initiative.
RQHR Strategic Areas of Focus Quality and Safety - Everyone has a right to expect safe, quality health. Access/Patient Flow - Access to the right care, in the right place, at the right time, by the right provider is a cornerstone of high quality care. System Sustainability - Using our people, infrastructure, and financial resources responsibly to build a strong health care foundation now, and into the future.
2016-17 Operating Budget Allocation RQHR 2016-17 operating budget is approx. $1.05 billion. • RQHR’s MoH funded base operating grant increased by 3.5 per cent to $936 million this year. • New funding highlights: • $17.8M compensation funding to address collective bargaining increases • $9.247M inflation funding • $4.7M for amounts previously received as special payments now included in our base operating grant. • New targeted funding of $20M provincially to increase surgeries and decrease wait times (RQHR portion unknown at this time). • Commitment to maintain the targeted funding for reducing ED waits. • Other targeted funding for specific programs still to come
2016-17 Capital Budget Allocation Capital funding highlights • MoH - $2.8M for capital equipment, which represents no change from last year • MoH - $6.1M to begin electrical renewal projects at the Regina General and Pasqua Hospitals • MoH - $7.9M for life safety and emergency infrastructure funding which is an increase of $2.6M from last year • MoH - $1.0M Tertiary capital grant • HRF - $6.0M equipment, research and education funding
2016-17 Budget Challenges • Continued fiscal mandate to balance our budget • Delay in release of provincial budget resulting in final RQHR departmental operating budgets not being finalized until late July • Despite increases in capital funding this year, still have significant needs unmet in infrastructure (facilities, equipment and information technology)
• Budget direction to reduce RHA administration expenses and re-invest savings • RQHR allocation is $1.464M • Special Commissioner to be appointed to lead recommendation development on transformational change opportunities for the provincial health system
Quality and Safety David McCutcheon & SLT
Key Message • Quality and Safety is everyone’s responsibility. Our goal is to ensure the safety of all those who use our services and provide care within it.
Quality and Safety Multi-year Outcome Multi-year Outcome • To achieve a culture of safety, by 2020, there will be no harm to patients, clients, residents, staff or physicians (Provincial Outcome)
2016-17 Board Measures and Targets • Surgical Site Infection Rate of 6 Procedures • Coverage rate for diphtheria-pertussis-tetanus (DPT) for two-year olds residing in RQHR, Regina, and Rural • Coverage rate for measles-mumps-rubella (MMR) for two-year olds residing in RQHR, Regina, and Rural • # of Falls resulting in harm (code 3 and 4) • Hand Hygiene Audit Regional Compliance No Audit in Q1 Rate • # of Workers' Compensation Board Claims (WCB) per 100 FTE
2016-17 Interim RQHR Business Plan Quality & Safety ITL Hard copies on tables Planning Implementation Quality & Safety Legend: Planning Implementation Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Initiative Lead 27 25 29 26 31 28 26 30 27 27 Implement Region Wide Stop-the-Line Program Higgins Develop and Implement Comprehensive Medical Quality McCutcheon / Garratt Plan Develop Medication Reconciliation Program on Besse / McCutcheon Admission, Discharge and Transitions Implement Antimicrobial Stewardship Program McCutcheon Improving the Appropriateness of Care in RQHR McCutcheon Personal Protective Equipment Initiatives - Horizontal McCutcheon Infection Prevention and Control Strategy Implement Open Family Presence Policy Dewar/Higgins Implement Violence Prevention Policy Higgins Launch Computerized Provider Order Entry using SunRise Klassen Clinical Manager (SCM) Order Management
2016-17 Quality & Safety Initiatives Implement Region Wide Stop-the-Line Program SLT Lead: M. Higgins • Official rollout began in April • Implementation will continue throughout this year. Asking leaders in all areas to: – Educate your team – Lead by example – Help create a culture of safety • Goal: Embed STL into daily practice.
2016-17 Quality & Safety Initiatives Implement Violence Prevention Policy SLT Lead: M. Higgins • Policy rolled out since Sept. 2015 • Policy calls for training programs which is also identified by Accreditation Canada and by the Ministry of Labour Relations and Workplace Safety. • Target: 75% employees oriented by March 31, 2017
2016-17 Quality & Safety Initiatives Develop and Implement Comprehensive Medical Quality Plan SLT Lead: D. McCutcheon • Milestone Chart in place • Data Management • Symbiosis with Culture of Accountability
2016-17 Quality & Safety Initiatives Improve the Appropriateness of Care in RQHR SLT Lead: D. McCutcheon • Progresses: • Challenges:
2016-17 Quality & Safety Initiatives PPE Initiatives – Horizontal Infection Prevention and Control Strategy SLT Lead: D. McCutcheon • Education • Maintenance of Competence • Accountability for Hand Washing
2016-17 Quality & Safety Initiatives Develop Medication Reconciliation Program on Admission, Discharge and Transitions SLT Lead: J. Besse/ D. McCutcheon • Progresses: • Challenges:
2016-17 Quality & Safety Initiatives Implement Open Family Presence Policy SLT Lead: K. Dewar • Provincial initiative that supports PFCC • Once fully implemented family will be welcome in our facilities 24/7 • RQHR support team is in place • Audit measures in place provincially
Questions/Discussion
Lunch Break LUNCH BREAK We will resume at 1300 SHARP!
Access/ Patient Flow John Ash & SLT
Key Message • Enabling the patient to get access to the right care, in the right place, at the right time, by the right provider is a cornerstone of high quality care.
Multi-year Outcome • To improve access for patients and reduce ED waits by 60%, necessary improvements in key areas (primary healthcare, specialist consults, diagnostics, mental health & addictions, long term care, home care, and acute care) will be achieved by 2019 (Provincial Hoshin)
2016-17 Board Measures and Targets • ED LOS at 90th Percentile – All Patients • Seniors Plan current state, future state and gap analysis
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