14-Nov-26 CEO Report

CEO Report November 26, 2014

I am pleased to provide the following CEO Report outlining contributions in support of the provincial vision – Better Health, Better Care, Better Value and Better Teams.

Keith Dewar President and Chief Executive Officer Regina Qu’Appelle Health Region

Page 2 of 5

PLANNING & REPORTING

Operation of RQHR

guided by vision, mission and values as well as strategic direction and policy framework of the Board.

Implementation of major strategic initiatives.

Administrative processes and practices consistent with strategic direction that meet MoH requirements and comply with legislation and regulations.

PROVINCIAL ACTIVITIES:

The Provincial Second Quarter Wall Walk and Provincial Leadership Team Meeting took place on October 15. Highlights of the meeting include: ‐ The Provincial Leadership Team confirmed the draft 2015 / 2016 Provincial Plan. ‐ The first phase of a Hoshin Kanri review which assessed the operationalization of Hoshin

Kanri at Level 1 (Provincial Health System) has been completed. The results were presented at the Provincial Leadership Team meeting in October and a number of opportunities for improvements were identified.

‐ Remaining is the second phase of the review which assesses the operationalization of Hoshin Kanri at Level 2 (Regional Health Authorities). RQHR will be conducting a self‐assessment over the next few months which will be followed by a JBA audit in the spring. The review helps us understand how Levels 1 and 2 have operationalized Hoshin Kanri and identifies opportunities for improvements.

On October 16 a meeting regarding the Future State of Lean Management System in Saskatchewan took place. This is part of a series of meetings of the provincial leadership that will occur over the coming months to lay the foundation for the continued evolution of the Saskatchewan Health Care Management System

The October 16 Council of CEOs meeting focused on matters of mutual interest to all health authorities including updates from the provincial lab, 3sHealth and other provincial business cases.

REGIONAL PLANNING:

Planning for 2015 / 2016 is moving to the final phase now that we have agreement on provincial outcomes for next year. This work is being led by the RQHR Senior Leadership Team and their respective staff and physicians. Our goal is to have a draft plan ready for review by the organization at our third quarter review. From here, we will be taking the plan to the Board for their final input and formal approval by the end of March. This approval will include approving our budget for 2015/16 fiscal year.

OPERATIONAL OVERSIGHT:

RQHR’s second quarter report on strategies was held on October 21.

A new format for the quarterly report was introduced; the invitation was extended to managers, and in attendance we had several Board members, Department Heads, Affiliates, as well as partners from the Ministry of Health, and Health Quality Council in addition to patient/family representatives, Senior Leadership Team, Executive Directors and Directors. A copy of the presentation and the dashboard is attached.

The RQHR JBA service line review was held on November 13 and 14. The objective of this review is to assess the progress that organizations are making to achieving the benefits of lean.

Management Forum is scheduled for November 20. The theme of the upcoming forum is building on our focus on accountability. The format for the day will include a balance of presentations by various staff in RQHR as well as a guest speaker. The forum also provides opportunities for open discussion of the agenda content.

Page 3 of 5

IMPROVE PATIENT CARE, QUALITY & SAFETY

Create a culture of

clinical and academic performance excellence throughout the organization.

KEY ACTIVITIES:

Uptake of influenza vaccine has seen a marked increase this year. As of November 15, 2014, 74% of staff has been immunized. This represents a 33.4% increase in staff immunized over the same period last year. In addition, as of November 17 of this year, Population and Public Health Services has immunized 46,616 people in the RQHR (not including health care workers immunized through employee health or people immunized through physician offices, etc.). This represents an increase of 47% in the number of immunizations provided over the same time period of last year when 31,631 people had been immunized. While the increases in immunization uptake are encouraging, it must be noted that last season in January there was a rush on immunizations because of the high disease numbers and the shortage of vaccine so numbers may level out over the long run.

CHALLENGES:

Planning, both provincially and regionally, continues for management of suspected Ebola cases. At its October 28 meeting, the Senior Leadership Team supported creation of an Ebola management team and opening of a planning room to complement and support the work that was being led by our Public Health and Infection Control staff since August.

FISCAL MANAGEMENT

Sound deployment

of RQHR resources.

Compliance with appropriate professional standards.

Maintaining proper management controls and systems.

Managing the approved budget.

KEY ACTIVITIES:

We continue to work hard towards achieving a balanced operating position by the end of this fiscal year. Our focus remains in four key areas – quality and safety, patient flow, primary health care and diligent daily management. The Efficiency Initiatives Task Team continues to work on a number of specific improvements that are targeted at reducing the growth in our salary expenses.

Page 4 of 5

LEADERSHIP & STAKEHOLDER RELATIONS

Leadership: Develop positive culture

for patient safety.

Foster a safe, supportive work environment for staff.

Develop a strong SLT through personal leadership, recruitment, retention, development, succession planning, performance management and recognition.

Overall accountability for people leadership, people management practices and sustaining constructive relations with RQHR staff.

Stakeholder Relations: Develop and maintain

positive stakeholder relationships at the community, local and national levels.

Foster open, transparent communication with staff, health care partners and other stakeholders including the Board.

LEADERSHIP:

As indicated in my last report, I have extended a request to all regional practitioner departments expressing my interest in attending one of their upcoming departmental meetings. The purpose of my attendance is to provide an opportunity for informal dialogue with Department Heads and physician members. At each meeting I attend, I provide a short overview of provincial and organizational direction followed by open discussion. Since my last report, I have attended meetings with the Departments of Obstetrics and Gynecology (October 8) and Medical Imaging (October 9), the Medicine Service Line Portfolio (October 23) and attended Cancer Services Tumour Rounds at the Saskatchewan Cancer Agency (November 18).

On November 6, I chaired the inaugural meeting of the Administrative Quality and Safety Committee.

STAKEHOLDER RELATIONS:

Since my last report, I have had the opportunity to participate in the following activities and events that allowed for networking with key stakeholders: ‐ I attended the Practitioner Liaison Council meeting on October 1. ‐ RQHR’s Employee Long Service and Retirement Awards Banquet was held October 2. This year's event celebrated the following achievements:

‐ 215 retirees with two retirees achieving 40 years of service upon retirement, 20 retirees achieving 35 years of service upon retirement, 21 retirees

achieving 30 years of service upon retirement and 16 retirees achieving 25 years of service upon retirement. ‐ Of those who achieved long service milestones in 2013 and who were recognized at the event, three achieved 45 years of service, seven achieved 40 years of service, 37 achieved 35 years of service, 86 achieved 30 years of service and 152 achieved 25 years of service.

‐ On October 6 I met with Regina Policy Service (``RPS``) Chief Hagen and Michael Redenbach to continue discussions on how RQH and the RPS will continue working together to improve services to the individuals who we jointly support.

Page 5 of 5

LEADERSHIP & STAKEHOLDER RELATIONS

Leadership: Develop positive culture

for patient safety.

Foster a safe, supportive work environment for staff.

Develop a strong SLT through personal leadership, recruitment, retention, development, succession planning, performance management and recognition.

Overall accountability for people leadership, people management practices and sustaining constructive relations with RQHR staff.

Stakeholder Relations: Develop and maintain

positive stakeholder relationships at the community, local and national levels.

Foster open, transparent communication with staff, health care partners and other stakeholders including the Board.

STAKEHOLDER RELATIONS (continued):

‐ On October 6 and again October 20, I and other representatives of RQHR met with the hospitals of Regina Foundation to solidify a go‐forward plan for capital planning between the two organizations in 3 main areas: Annual Clinical Capital Equipment List, One‐off Capital Items and Major Capital Projects which link to multi‐year planning.

o To address challenges with the current processes, a Capital Oversight Committee has been formed to coordinate the capital purchase and replacement process. This committee will be co‐chaired by Robbie Peters and Carol Klassen and will provide an umbrella to the Clinical Capital Equipment Committee and will report to SLT.

‐ On October 9 I had the opportunity to tour the community‐based MRI site that is operated by Mayfair Diagnostics.

‐ I had the pleasure of meeting with Pharmacy Residents on October 17 with Sue Neville. The purpose of the meeting was to fulfill one of the learning objectives in their residency program being to discuss health care system issues with senior leaders in the health system.

‐ On November 3 I met with Dr. Moola to discuss his primary health care practice. This is part of my commitment to learn where the challenges and opportunities are to improve the quality and safety of our services from the physicians and staff in our system.

‐ Over the last month we have been working with the leadership at Mayfair Diagnostics and Radiology Associates of Regina to ensure that the implementation of community‐based MRI and CT services are successful in achieving the expectations identified in the respective RFPs.

‐ On November 7 and 8 I attended the Saskatchewan Medical Association (SMA) Regional Assembly Dinner and Fall Meeting. Focus of the assembly was for the members of the SMA to share ideas and talk about the issues and opportunities for physicians and their services in Saskatchewan.

2014-15 Q2 Report on Strategic PlanOctober 21st, 2014

WELCOME AND INTRODUCTIONS

VIRTUAL GEMBA WALK VIDEOS

CEO INTRODUCTION&

UNDERSTANDING THE RQHR CORPORATE WALL

Our Purpose

Why we are here

Strategic Direction

• Vision: – Healthy People, Families and Communities

• Mission:– We are a provincial and community provider of a full range

of quality health services, education and research that inspires public confidence. We achieve success in meeting the diverse health needs of our communities through the strength of our people, partnerships and personal responsibility for health.

• Values: – Compassion, respect, collaboration, knowledge, stewardship

Strategic Hierarchy

Government of Saskatchewan

Ministry of Health

Regina Qu’Appelle Health Region

Provincial Health System

Patient, Staff and Physician Input

Provincial and Regional Priorities

• Provincial Plan: – Provincial Health System direction (multi-year outcomes)– 14/15 Hoshin: ED Waits and Patient Flow

• RQHR Multi-year Strategic Plan • RQHR 2014/15 Business Plan (One year Regional

priorities)• Quality and Safety• Primary Health Care• Patient Flow

HOW IT ALL FITS TOGETHER AT THE CORPORATE LEVEL

Nine multi‐year provincial

outcomes chosen by the Provincial Leadership Team

(PLT) which comprise the Provincial Plan. Organized under the Four Better’s.

Three multi‐year regional

outcomes chosen by the RQHR

Senior Leadership Team (SLT)

organized under the Four Better’s

14‐15 RQHR Focused Areas (Hoshins) with initiatives

organized under the QCDSM categories

Emerging Issues & Gemba Walk

Reports

Strategic Plan/Strategic Plan Wall RQHR Business Plan/Business Plan Wall

The Multi‐year strategic plan is comprised of several multi‐year plans for important areas of

work that are fundamental to achieving RQHR’s vision.

The RQHR one year Business Plan is comprised of regional priorities for present year –

initiatives that are cross functional in nature and/or of high profile that require

organizational attention.

RQHR STRATEGIC PLAN OVERVIEW

• 15 multi-year plans led by VP’s to support achievement of 9 provincially chosen outcomes and 3 regionally chosen outcomes

CROSS FUNCTION MANAGEMENT GRID

• Outcome measures identified to monitor progress– Provincial outcome measures adopted for some

multi-year plans if available and applicable– Other multi-year plans picked their own

measures

RQHR STRATEGIC PLAN OVERVIEW

• Quarterly Report on Strategic Plan (today’s event)– VP Leads of multi-year plans report on

outcome measures and progress towards targets– Wall walk format: 3 minute report + 2 minute

for Q&A– Detailed progress report of each multi-year plan

is posted on RQHR’s Strategic SharePoint site as background information: http://rqhshrpntwebprd:4604/sites/DocShare/Reporting/Forms/AllItems.aspx

RQHR STRATEGIC PLAN REPORTING MACHANISM RQHR 14-15 BUSINESS PLAN OVERVIEW

• Current year focus that contributes to the achievement of multi-year strategic outcomes

• Three RQHR Areas of Focus:1. Quality and Safety2. Primary Health Care3. ED Waits & Patient Flow (14-15 provincial hoshin)

• A variety of initiatives, measures and targets identified for each focus area

RQHR BUSINESS PLAN

QCDSM Gantt Corrective Action Plan (CAP)

IT1Slide 15

IT1 We can make a slide like this for each of the sections on the Bus Plan if needed but I think this shows each of the important elements and how to read the plan.Information Technology, 10/10/2014

RQHR 14-15 BUSINESS PLANREPORTING MECHANISM

• Twice-monthly SLT wall walks– VP Lead of each plan reports on outcome measures

and progress towards 2014-15 targets– QCDSM measures split into two 30 minute cycles– Wall walks filmed and uploaded to RQHR YouTube

channel • RQHR 14-15 Business Plan summarizes the

information

How it All Fits Together at Other Organizational Levels

• Task #1: Multi-year Plan

Every portfolio, service line and department will need to work out a multi-year plan for your area.

How it All Fits Together


Step One:

• Visioning – what is a desired future state for your area. May be influenced by a variety of factors:

o Provincial outcomeso RQHR outcomes o CIHI data o Accreditation standards o Patient/staff suggestions, feedback, etc.



Step Two:

• Analyzing – what’s the current state for your area and what is the gap that needs to be addressed to achieve the future state

o Gapso Challenges o Risks



Step Three:

• Planning – what needs to done and when (think through the 6 big buckets of work)

o Accountability Frameworko Human Resourceso Facilities (and/or other major infrastructure requirement)o Technology (IT/IM/Health Technologies/Equipment)o Policy/Legislationo Budget


• Task #1: Multi-year Plan• Multi-year planning and it’s integration with

other regional planning activities: – RQHR budget planning– Physician Department Head: Department planning– RQHR capital planning (e.g.: Clinical Capital

Planning and HRF requests), etc..


• Task #2: One-year Operational Plan

Portfolio, Service Line/Department, Unit:• From your multi-year plan, what do you need to do in

2015-16 • What Lean tools (RPIWs, 5S, etc.) can be used to help

achieve your operational goals

REPORTING AND ACCOUNTABILITY

EFFICIENCY TARGET INITIATIVES COMMITTEE

REPORT OUT &INTERACTIVE SESSION

Efficiency Target InitiativeQuarter 2: Report

October 21st

R. Peters

As a team we accomplished a lot last year!

As a team we can do it again!

• http://www.youtube.com/watch?v=5_QzK7HFoYQ&list=UUMGOQegdTVpzuk6pdOlTdjw

Intent of getting in front of you today…

• Increase awareness of RQHR financial goals

• Increase awareness of ETI and associated sub-strategies and demonstrate the alignment with Provincial Hoshins and targets

• Transparent sharing of progress to date

• Encourage open dialogue- interactive session: deep dive into management capacity initiative

Goal: Efficiency Target Initiative

• Provincial expectation that by March 31, 2017 the health system will bend the cost curve by lowering status quo growth rate by 1.5% per year

• RQHR aims to achieve $12.4 million in reduced expenditures by March 31, 2015, specifically related to human resource utilization

Balance the budget- Bend the cost curve

RQ Financial Status: Current State

• Year to date deficit (Sept 30/14): $5,969,000• Compared to Sept 30/13: surplus $409,000

• Forecast $13.8M deficit at year end

Imperative to take action and reverse this trendCost Drivers: salaries, benefits and physician remuneration

Factors we can influence: Wage Driven Premiums

‘non-budgeted positions’-total paid hoursSick time

The Measures: Efficiency Target Initiative

3 Efficiency Targets

• Straight time hours: 1.1% reduction = $4.9M savings

• WDP hours: 20% reduction = $2.7M savings

• Sick hours per FTE: 29.7% reduction = $4.8M savings

Goal$12.4MSavings

‘Tough Targets’: Sub-strategy of overarching regional budget strategy

ETI: Long-term Plan

• ETI-the early phase implementation of the longer-term vision necessary to achieve sustainability

If we want to achieve sustainability, we have to make permanent, sustainable changes

• We can expect continued challenges when it comes to future funding- which will compound our problem if we don’t take permanent measures

Alignment: Clear Line of Sight

Unit/ service area: (budget performance; sick time; WDP/overtime; safety metric/injury rates)

RQHR Corporate: (budget performance; sick time; WDP; straight time hrs; safety metric/injury rates; WCB claims)

Provincial Hoshins/ Targets: Better Care/ Better Value Hoshin: Safety Culture: focus on patient and staff safety Metrics: sick time; overtime; WCB claims, budget performance

Daily Visual Management is important!

The Plan: Efficiency Target Initiative

• Efficiency Target Initiative- strategic focus and cohesive approach to realizing ambitious goals

• ETI Steering Committee- diverse membership from both corporate and clinical areas

- champions of HR strategies- provide leadership and guidance- Build organizational commitment

• ETI Visibility Wall- monitoring progress• Engaging all levels of the organization is key to our

successShared Responsibility = Shared Success!

Shared Responsibility = Shared Success

• Communication Toolso Key messageso In the Know ‘5 min

updates’

• Resources and Supportso Financial/ business

managerso HR tools for Managerso Data/ reports: self-

serve run charts on the Work force Planning Site

HR Tools for Managers

Report Out: 6 of 7 Key HR Strategies

1. Accountability Strategy (JP.Cullen/D.Sinnett)

2. Master Roster Alignment Strategy (T.Carlson)

3. Position Control Strategy (JP.Cullen/D.Rorbeck)

4. OT Authorization Standard Work Strategy (L.Garchinski /S.Garrett/T.Carlson)

5. Use of contracts to reduce overtime Strategy (M.Vogt/M.Petrychyn)

6. Nurse Resource Teams Strategy (JP.Cullen/S.Garratt)

Feedback Session: Shared Responsibility

We are interested in hearing what you have to say…

Is there anything that we have missed that will offer material gains in the short-term?

What else can we be doing, as managers, to move the region in the right direction?

15 minutes: Break

Anyone need a break?

7th Key Initiative: Management Capacity

What is management capacity?

Optimizing Management Capacity

Action to undertake to solve the problem Responsibility Due date % complete

1 Establish morning meeting prohibition for front line

managers

Mike Higgins September

1 2014

100

2 Increase the number of seats available to front line

managers in the Sask Leadership Program (25 seats

reserved for the next three years)

Mike Higgins September

1 2014

100

3 Develop a business case for enhancing administrative

support for front line managers

John Paul Cullen September

16 2014

100

4 Work with unions to establish block scheduling for Labour

Relations/Human Resources meetings with front line

managers.

Michelle Vogt October 31

2014

50

5 Redesign the attendance support program and pilot it

with the home care team

Sheila Forman October 1

2014

100

6 Span of Control analysis, along with redefinition of the

Lean Depth Study will be presented to the SLT on Oct 7

John Paul Cullen October 7

2014

50

7 Begin Implementation of a restructured attendance

support program region wide based on the pilot project

Sheila Forman November

1 2014

50

8 RPIW of the hiring process, from the time the position is

posted to when the new employee reports to work.

Janet Balak December

15 2014

10

9 Development of standard work for HR processes Michelle Vogt &

John Paul Cullen

Ongoing 25

Management Capacity: Table Discussion Questions

Q1. Are you experiencing any gains from the implementation of the current strategies related to management capacity? If so, what gains have you experienced? What steps can be taken to further improve those gains?

Q2. Are we pursuing the right strategies relating to management capacity? What additional strategies should we be considering?

Q3. What barriers are you experiencing for improving your capacity as a manager? How do you recommend we overcome those barriers as an organization?

Q4. What knowledge, skills, tools and information do you need, that you don’t presently have, to be successful in achieving your budget accountabilities in your role as a manager?

Closing Remarks

Thank you for participating today!

We value you your input

RQHR STRATEGIC PLAN VISIBILITY WALL WALK

Q2 2014-15

BETTER HEALTH Primary Health Care Multi-year PlanVP Lead: Karen Earnshaw

Primary Health Care Multi-year Plan

Provincial Health System Outcome

By March 31, 2017, people living with chronic conditions will experience better health as indicated by a 30% decrease in hospital utilization related to

6 common chronic conditions.

Age and sex-adjusted hospitalization rates for 6 ACSCs per 100,000 population aged <75

Concern

Seniors Multi-year PlanVP Lead: Michael Redenbach

Seniors Multi-year Plan

2014/15 Provincial Outcome & Improvement Targets• By March 31, 2020, seniors who require

community support can remain at home as long as possible, enabling them to safely progress into other care options as needs change.- By March 31, 2017, the number of clients with a

Method of Assigning Priority Levels (MAPLe) score of three to five living in the community supported by home care will increase by 2%.

- By March 31, 2015, increase home care utilization and clients in the three pilot RHAs, by 5%.

Seniors Multi-year Plan

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Weeks 1 through 52 (April - March)

Fiscal Year-at-a-Glance Chart 2009 through 20132013/2014

2012/2013

2011/2012

2014/2015

No Concern

Mental Health & Addictions Multi-year PlanVP Lead: Michael Redenbach

Mental Health & AddictionsMulti-year Plan

2014/15 Provincial Outcome & Improvement Targets

• By March 31, 2019, there will be increased access to quality mental health and addictions services and reduced wait time for outpatient and psychiatry services.- By March 31, 2017, wait time benchmarks for

mental health and addictions will be met 100% of the time.

BETTER CARE

ED Waits & Patient Flow Multi-year PlanVP Co-Lead: Sue Neville

RQHR Multi-year plans that Contribute to 14/15 Hoshin

2014/15 Provincial Hoshin

• At least 85% of patients requiring admission from emergency department are admitted to an appropriate bed within 5 hours

• RQHR Supporting Multi-year Plans:

Corporate Patient Flow Primary Health Care

SeniorsMental Health &

AddictionsMedicine Service Line

Multi-year Strategic PlanVP is Leading on:

• Corporate Patient Flow Multi-year Plan:Provincial Hoshin ED Waits & Patient Flow

Implementation StrategyRQHR Multi Year Strategic Plan & Business

PlanRQHR Patient Flow Program / Framework

Patient Flow Multi-year Plan


• By March 31, 2017, no patient will wait for care in the emergency department. (Hoshin) At least 85% of patients requiring

admission from emergency department are admitted to an appropriate bed within 5 hours.

Maintain the number of Alternative Level of Care days (waiting placement) across the province and in each region at no more than 3.5% of total.

By March 31, 2015, 50% reduction in emergency department waits.

Hoshin Measure 1 RQHR Metrics

RQHR Metrics RQHR Metrics

RQHR Metrics RQHR Metrics

RQHR Metrics ED Waits & Patient Flow –Corrective Action Plan

ED Waits & Patient Flow –Corrective Action Plan (Cont’d)

RQHR Patient Flow Program is responsible for providing corporate leadership and oversight across the system to support the implementation of the RQHR Patient Flow Framework.

Results will be achieved through:• Program governance• System level patient flow metrics• Establishment of standards, policies & processes• Reporting on system and service line/area

performance• Integration of system, service line/area planning

Patient Flow Program

Major corporate patient flow framework initiatives include for example:• Governance – establishing the governance structure;

regular patient flow visibility wall reporting schedule; approving business plan priorities; leader standard work

• Care Coordination – discharge planning standard work (RTDC, D system, MDR); physician real time reports; “Waiting for What”; EBM Phase 2; efficiency targets

• Demand & Capacity Planning – implementing predictive tools and production boards; admission rate review

• Quality & Safety – implementing a new Bed Map

Patient Flow Multi-year Plan Patient Flow Program

ED Waits & Patient Flow Multi-year PlanVP Co-Lead: David McCutcheon

RQHR Multi-year plans that Contribute to 14/15 Hoshin

2014/15 Provincial Hoshin

• At least 85% of patients requiring admission from emergency department are admitted to an appropriate bed within 5 hours

• RQHR Supporting Multi-year Plans:

Corporate Patient Flow Primary Health Care

SeniorsMental Health &

AddictionsMedicine Service Line

Medicine Service Line Multi-year Plan


• By March 31, 2017, no patient will wait for care in the emergency department.- (Hoshin) At least 85% of patients requiring

admission from emergency department are admitted to an appropriate bed within 5 hours.

- Maintain the number of Alternative Level of Care days (waiting placement) across the province and in each region at no more than 3.5% of total.

- By March 31, 2015, 50% reduction in emergency department waits.

2014/15 Outcome Measure

• Length of time from the decision to admit from the emergency department until the patient is in an appropriate bed.

Medicine Service Line Multi-year Plan

Wave Time Occupancy

Admit No Beds

Wait 1 / Access to Specialists and Diagnostics Multi-year Plan

VP Lead: David McCutcheon

Wait 1/ GP to Specialist Multi-year Plan


• By March 31 2019, there will be a 50% decrease in wait time for appropriate referral from primary care provider to all specialists or diagnostics.– By March 31, 2015, a provincial model is developed

for appropriate referral to diagnostics and specialists in one or two clinical areas.

Wait 1 Outcome Measure

Appropriateness Multi-year PlanVP Lead: David McCutcheon

Appropriateness Multi-year Plan


• By March 31, 2018, there will be a 50% reduction in inappropriate services.– By March 31, 2015, develop a provincial

appropriateness framework strategy, implementation plan and accountability mechanisms.

– By March 31, 2015, data analysis and reporting mechanisms are in place to capture and analyze baseline data that flows back to point of care.


2014/15 Outcome Measure• Level of development reached, by quarter,

for establishment of an Appropriateness Framework for Saskatchewan


Patient & Family Centered Care Multi-year Plan

VP Lead: Marlene Smadu

Patient and Family Centered Care Multi-year Plan

2014/15 RQHR Outcome

By March 31, 2017 RQHR will have created a culture of Patient and Family Centered Care that leads to zero defects, no waits and waste from the perspective of patients and families, and that incorporates the core concepts of Patient and Family Centred Care (dignity and respect, information sharing, participation and collaboration).

Patient and Family Centered Care Multi-year Plan Milestone Chart

No Concern

Patient and Family Centered Care Multi-year Plan Milestone Chart – Cont’d



BETTER VALUE IT/IM/Equipment Multi-year PlanVP Lead: Carol Klassen

IM/IT/Equipment Multi-year Plan

2014/15 Provincial Outcome & Improvement Targets• By March 31, 2017, all infrastructures

(information technology, equipment & facilities) will integrate with provincial strategic priorities, be delivered within a provincial plan and adhere to provincial strategic work.o By March 2015, the 2014-15 approved business cases

for shared services will be implemented and mitigation strategies

o By March 31, 2015, equipment & facility renewal planning processes will be developed to ensure a coordinated & integrated provincial approach.

2014/15 RQHR Outcome Measures

1.Multi-year IM/IT/Equip Plan by Mar 31, 2015• Work with eHealth to develop Business Case Phase 1

2.Responsive time/availability of services supporting critical applications, infrastructure (including equipment) and information

• Availability of critical systems• I.T. Help Desk Response Time for critical applications• Transcription turnaround time• # of unplanned maintenance on critical equipment

3. Implementation of tools/supports/projects

IM/IT/Equip Multi-year Plan

IT/IM/Equipment Multi-year Plan

1‐Apr 1‐May 31‐May 30‐Jun 30‐Jul 29‐Aug 28‐Sep 28‐Oct 27‐Nov 27‐Dec 26‐Jan 25‐Feb 27‐Mar

Provincial IT/IM plan (PROV)

RQHR IM/IT Strategy

Review projects (PROV)

Align RQHR plan with Prov

Transition plan to E.H.R.

Transcription Bs Case

2015 equipment deliverables(PROV)

Redesign equipment process

Start Datedd/mm/yyyy

Scheduled Completion Datedd/mm/yyyy

= Not Yet Started (1) = Prov Task = No Concern = Concern Overdue (days)Date Prepared: 15 Oct 2014Report Contact: C. KlassenSource: Refresh Cycle: Operational Definition:

Facilities Multi-year PlanVP Lead & CFO: Robbie Peters

Facilities Multi-year Plan


• By March 31, 2017, all infrastructures (information technology, equipment & facilities) will integrate with provincial strategic priorities, be delivered within a provincial plan and adhere to provincial standard work.- By March 31, 2015, equipment & facility renewal

planning processes will be developed to ensure a coordinated & integrated provincial approach.

Outcome Measure

BETTER TEAMS Patient Safety / Stop the Line Multi-year Plan

VP Lead: Marlene Smadu

Patient Safety/ Stop the LineMulti-year Plan


• To achieve a culture of safety, by March 31, 2020 there will be no harm to patients of staff.- By March 31, 2017, fully implement a provincial

Safety Alert / Stop the Line System.- By March 31, 2015, “stop the line” will be replicated

in three acute care facilities in Saskatoon and one other agency or region.

Patient Safety/ Stop the LineProvincial Milestone Chart

Patient Safety/ Stop the LineRQHR Milestone Chart

No Concern

Patient Safety/ Stop the LineRQHR Milestone Chart – Cont’d

Patient Safety/ Stop the LineRQHR Milestone Chart – Cont’d

Workplace Safety Multi-year PlanVP Lead: Mike Higgins

Workplace Safety Multi-year Plan

2014/15 Provincial Outcome & Improvement Targets• To achieve a culture of safety, by March 31, 2020

there will be no harm to patients or staff.

• By March 31, 2017, fully implement a provincial Safety Alert / Stop the Line System.

• By March 31, 2015, “Stop the Line” will be replicated in three acute care facilities in Saskatoon and one other agency or region.

• By March 31, 2016 there will be zero shoulder and back injuries.


• Number of accepted WCB shoulder and back injury claims – decrease of 50%

• WCB Lost Time Claims – 50% reduction from baseline year 2011-2012

Workplace Safety Multi-year Plan

Workplace Safety Outcome Measure

WCB Data not available

Workplace Safety Outcome Measure

Great Workplace Multi-year PlanVP Lead: Mike Higgins

Great Workplace Strategy

2014/15 RQHR Outcome

• By 2017, RQHR will reach an average employee and physician engagement score of 80%.


• 2014 staff engagement survey not yet released

• Small decrease from 2012 staff engagement survey

• Analysis of survey results not yet completed• Results and action plan to be developed

based on analysis

Great Workplace Strategy

Physician Engagement Multi-year PlanVP Lead: David McCutcheon

Physician Engagement Multi-year Plan

2014/15 RQHR OUTCOME

• By 2017, RQHR will reach an average employee and physician engagement score of 80%.

Note: Due to rounding, percentages may not sum to 100Note: Results are provided for groups with 10 or more respondents

Aon Hewitt | © 2014 Aon Hewitt Inc. All Rights Reserved.

Physician Engagement by Department

N= % EngagedDifference fromProvince Overall

RQHR Overall 199 35% -1%

Obstetrics & Gynecology 11 82% +29%

Anesthesia 20 55% +10%

Medicine 23 43% +16%

Emergency Medicine 17 41% +10%

Family Medicine 46 26% -10%

Surgery 22 23% -5%

Medical Imaging 19 11% -23%

Critical Care 8 -- --

Other 7 -- --

Pediatrics 6 -- --

Psychiatry 5 -- --

Laboratory Medicine 4 -- --

Physical Medicine & Rehabilitation 3 -- --

Ophthalmology 2 -- --

Cancer Services /Oncology 2 -- --

Physician Engagement Multi-year Plan

Academic & Research Multi-year PlanVP Lead: Carol Klassen

2014/15 RQHR Outcomes & Improvement Targets

By March 31, 2017 RQHR will:- Have the necessary infrastructure in place to grow

patient oriented research- Enhance its role as an academic health science

centre

• By March 31, 2015, RQHR will have developed research and academic strategies with multi-year plans

Research/Academic Multi-year Plan

2014/15 RQHR Outcome Measures

1. Vision/Strategy and multi-year Plans for:• Research by December 31, 2014• Academic Health Centre by March 31, 2015

2. Improve alignment of academic and research with RQHR/provincial priorities in 2014-15 by:

• Embedding researchers in service lines• Identifying how to track when research makes a

difference in clinical practice• Improving safe practices of students/residents• Improving retention of medical graduates

Research/Academic Multi-year Plan

1‐Apr 1‐May 31‐May 30‐Jun 30‐Jul 29‐Aug 28‐Sep 28‐Oct 27‐Nov 27‐Dec 26‐Jan 25‐Feb 27‐Mar

Develop Research Strategy

Develop Research Multi‐yearPlan

Develop Academic HealthSciences Plan

(Research‐Academic Strategy and Multi‐year Plan)

Start Datedd/mm/yyyy

Scheduled Completion Datedd/mm/yyyy

= Not Yet Started (1) = RQHR task = No Concern = Concern Overdue (days)Date Prepared: 21 Jul 2014Report Contact: C. KlassenSource: Refresh Cycle: Operational Definition:

KTS 2014 Wall Walk UpdateResearch/Academic Multi-year Plan We Are Done!

• THANK YOU!

• Please provide your feedback – fill out and leave your evaluation forms

• Watch the SharePoint site for after meeting package: http://rqhshrpntwebprd:4604/sites/DocShare/Reporting/Forms/AllItems.aspx. Please click on the folder “RQHR Q2 Report on Strategies- Oct 21 2014”

2014‐15 Q2 RQHR Strategic Wall Measures Report

<100% of target100% of target

By Year‐end

2014/15Outcome Targets 2013‐14

2014‐15

Q1

2014‐15

Q2

2014‐15 Q2

% Meeting TargetsNotes

Primary Health CareHospitalization rates for six

common chronic conditions (per

100,000 population)

Karen

Earnshaw181 162.9

(10% reduction)

126.7(30% reduction by Mar

2017)

169.63(Quarterly average

as of Q4)

163.91(Quarterly

average as of Q2 2013-14)

169.63(Quarterly average as of

Q4 2013-14)Not Available Provincial outcome

measure - data delayed

SeniorsAcute Care Beds Occupied by LTC

Residents Waiting Placement

Michael

Redenbach42.5 22

16.3 (2.3% of total beds by

Mar 2017)

9.71(Yearly average)

9.03(April & May

average)

8.28(Q2 Average) 100%

Provincial process measure -provincial outcome measure doesn't provide RQHR data

Percentage of Adult Clients

Meeting the Triage Benchmarks in

Addictions Outpatient Programs

70% 100% All Levels 100% All Levels 100% 100%

Percentage of Youth Clients


Addictions Outpatient Programs

70% 100% All Levels 100% All Levels 100% 100%

Severe Level: 100% 100%Moderate Level 72% 100%

Mild Level 100% 100%Very Severe & Severe Level:

100%Moderate Level 100% 100%

Moderate Level 55%

Mild Level:36% Mild Level 50% 72%

Very Severe & Severe Level:

100%Severe Level: 50% 72%

Moderate Level 31% Moderate Level 37% 53%

Mild Level 18% Mild Level 0% 0%Very Severe & Severe Level:

100%Severe Level: 100% 100%

Moderate Level 39% Moderate Level 32% 46%

Mild Level 35% Mild Level 30% 43%



Mental Health Outpatient

Programs

70% 100%

PerformanceTargets

Data Not Available

Provincial process measure -no provincial outcome

measure identified

Data is average of July and August, 2014

All Levels 100%

Date Prepared: October 17, 2014

Document Creator: Anna Liu

Baseline2011-12

SLT

LeadMeasures

RQHR Strategic

Multi‐year Plan

Provincial

Strategy

Percentage of Child and Youth

Clients Meeting the Triage

Benchmarks in Mental Health

Outpatient Programs

Document Owner: Strategic Planning & Business Intelligence Unit

Last Revision: October 20, 2014

Data Not Available

70% 100%

70%

100%

100%

70%

Mental Health &

Addictions



Psychiatry Programs

Percentage of Child and Youth

Clients Meeting the Triage

Benchmarks in Psychiatry

Programs

Better Health

Michael

Redenbach

1

By Year‐end


2014‐15

Q1

2014‐15

Q2

2014‐15 Q2


PerformanceTargetsBaseline2011-12

SLT

LeadMeasures

RQHR Strategic

Multi‐year Plan

Provincial

Strategy

Wait 1/ GP to

Specialist

The mean wait (in days) for a

physician referral to a specialist,

for all specialties, sorted by

Saskatoon, Regina and all other

regions, by month.

David

McCutcheonNot Available Not available 50% decrease in wait

time by Mar 2019 Not Available Not Available Not Available Not AvailableProvincial outcome measure - data not

available

ED Waits & Patient

Flow

Length of time from the decision

to admit from the emergency

department until the patient is in

an appropriate bed.

Sue Neville/

David

McCutcheon

19.16 (13-14 average -

Preliminary fromPLT June

18)

5 hours 0 hours

RGH - 8.7PH - 11.9

(RQHR actual wave time)

RGH - 7.2PH-14


RGH - 7.3PH- 13.3


RGH - 46% over target

PH - 166% over target

Provincial hoshin outcome measure - provincial data

delayed

Appropriateness

Level of development reached, by

quarter, for establishment of an

Appropriateness Framework for

Saskatchewan

David

McCutcheon

Not needed - milestone chart

By march 2015, data analysis and reporting

mechanisms are in place

50% reduction in inappropriate services by

Mar 2018


Provincial Milestone Chart

Available

Provincial Milestone Chart Available 100% Provincial outcome

measure

Patient & Family

Centered CareRQHR Milestone Chart

Marlene

Smadu


By March 31, 2017 RQHR will have created a culture of Patient and Family Centered Care


RQHR Milestone Chart

Available

Progress on time (RQHR Milestone Chart Available)

100%RQHR outcome measure -

for RQHR self-idetified PFPP multi-year plan

Financial

SustainabilityRQHR Operating Surplus / Deficit Robbie Peters $1.072 million $0 $0 -$1.6 million -$9.98 million -$5.969 million Deficit of $5.969

millionProvincial outcome

measure

IT/IM/Equipment Project schedule developed for all

key infrastructure elements for the

integrated provincial approach.

Carol KlassenNot needed -

milestone chartNot needed -

milestone chart


Available


measure

Facilities Project schedule developed for all

key infrastructure elements for the

integrated provincial approach.

Robbie PetersNot needed -

milestone chartNot needed -

milestone chart


Available


measure

Patient Safety / Stop

the Line

Progress on education, culture

change related to SAS‐STL

implementation

Marlene

Smadu


By March 31, 2015, "stop the line" will be replicated in 3 acute care facilities in Saskatoon and one other agency/region.

by March 31, 2020 there will be no harm to patients of staff


RQHR Milestone Chart

Available

Progress on time (RQHR Milestone Chart Available)

100% Provincial process measure

# of WCB Lost Time Claims per 100

FTE8.3 3.7

by March 31, 2020 there will be no harm to patients or staff

5.90.9

(Cumulative by end of May)

2.9 (Cumulative by end of

September)57% over target Provincial balancing

measure

Number of accepted WCB

shoulder and back injury claims.

227(2013-14) 113.5 0 by March 31, 2016 227 Not Available Not Available Not Available Provincial outcome

measure - data delayed

Better Value

Better Care

Mike HigginsWorkplace Safety

By March 31, 2017, all infrastructures (IT,

equipment & facilities) will integrate with

provincial strategic priorities, be delivered

with a provincial plan and adhere to provincial

strategic work

By March 31, 2015, equipment & facility renewal planning processes will be

developed to ensure a coordinated & integrated

provincial approach.

2

By Year‐end


2014‐15

Q1

2014‐15

Q2

2014‐15 Q2


PerformanceTargetsBaseline2011-12

SLT

LeadMeasures

RQHR Strategic

Multi‐year Plan

Provincial

Strategy

Great Workplace Employee Engagement Score Mike Higgins 64% 65% 80% Not Available - no survey done

35% (2014 Employee

Engagement Survey Result)

35% (2014 Employee



for RQHR self-idetified Engagement multi-year plan

Physician

EngagementPhysician Engagement Score

David

McCutcheon64.60% 65% 80% Not Available - no

survey done

35%(2014 Physician


35%(2014 Physician



for RQHR self-idetified Engagement multi-year plan

Development of research strategy

& multi‐year planNot needed

By March 31, 2017 RQHR will have the necessary infrastructure in place to grow patient oriented research

Not neededRQHR

Milestone Chart Available

RQHR Multi-year plan not development (Milestone Chart

Available)

75%

Development of academic strategy

& multi‐year planNot needed

By March 31, 2017 RQHR will enhance its role as an academic health science centre

Not neededRQHR

Milestone Chart Available

Plan development on target 100%

Carol KlassenAcademic &

Research

By March 31, 2015, RQHR will have

developed research and academic strategies with

multi-year plans

Better Team

s

RQHR outcome measure -for RQHR self-idetified

Academic & Research multi-year plan

3

Documents

14-Nov-26 CEO Report