RQHR Multi-Year Strategic Plan. March 26, 2014

Transcription

1 RQHR Multi-Year Strategic Plan March 26, 2014

2 Objectives Review status of strategic planning/hoshin Kanri Present RQHR Multi-year Strategic Plan for Board adoption

3 Why we are here Our Purpose

4 Status of Strategic Planning/Hoshin Kanri Provincial plan and Hoshin confirmed for 2014/15 Outcomes and targets required to report provincially identified to 2020 Reported on quarterly at Provincial Leadership Team Wall Walks RQHR Multi-year plan Reflects provincial priorities and expectations Uses provincial outcomes and targets as the basis of our measurement Comprised of multi-year plans to address priority work Updates expected as supporting plans and measures are finalized Reported on four times/year at RQHR Quarterly Reports

5 Status of Strategic Planning/Hoshin Kanri RQHR Business Plan finalized by April 30 Three focused areas for 2014/15: Quality & Safety, Primary Health Care, Patient Flow Initiatives, measures and targets will be aligned with the three focused areas Reported on twice/month at SLT corporate wall walks

6 RQHR PROVINCIAL Better Health OUTCOMES IMPROVEMENT TARGETS OUTCOME MEASURES MULTI-YEAR PLAN BETTER HEALTH By March 31, 2017, people living with chronic conditions will By March 31, 2020, seniors who experience better health as indicated by a 30% decrease in require community support can hospital utilization related to 6 common chronic conditions remain at home as long as possible, (diabetes, coronary artery disease, chronic obstructive disease, enabling them to safely progress depression, heart failure, and asthma). into other care options as needs change. By March 31, 2017, there will be a 50% improvement in the number of people who say I can access my Primary Health Care Team for care on my day of choice either in person, on the phone, or via other technology. By March 31, 2020, 80% of patients with six common chronic conditions (diabetes, coronary artery disease, chronic obstructive pulmonary disease, heart failure, depression, and asthma) are receiving best practice care as evidenced by the completion of provincial flow sheets available through approved electronic medical records (EMR) and the EMR viewer. Hospitalization rates for six common chronic conditions (Target: 30% decrease by March 31, 2017) Primary Health Care Strategy (Lead Earnshaw) 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%. Number of home care patients showing a MPALe Score three to five (Target: 2% increase by March 31, 2017) Seniors Strategy (Lead Redenbach) 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. Percentage of Mental Health and Addiction clients meeting the wait time benchmarks based on triage level. (Target: 70% in , 85% in and 100% in ) Mental Health & Addictions Strategy (Lead Redenbach)

7 RQHR PROVINCIAL Better Care OUTCOMES By March 31, 2019, there will be a 50% decrease in wait time for appropriate referral from primary care provider to all specialist or diagnostics. BETTER CARE By March 31, 2017, no patient will wait for care in the emergency department. By March 31, 2018, there will be a 50% reduction in inappropriate services. Patient and Family Centered Care IMPROVEMENT TARGETS OUTCOME MEASURES MULTI-YEAR PLAN By March 31, 2015, a provincial model is developed for appropriate referral to diagnostics and specialists in one or two clinical areas 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. (Target: 50% decrease by March 31, 2019) Wait 1 / GP to Specialist Strategy (Lead McCutcheon) (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. Length of time from the decision to admit from the emergency department until the patient is in an appropriate bed. (Target: 85% within 5 hours for , and no patient will wait by March 31, 2017) Patient Flow Strategy (Lead - Neville & McCutcheon) Primary Health Care Strategy (Lead - Earnshaw) Seniors Strategy (Lead - Redenbach) Medicine Service Line Strategy (Lead - McCutcheon) 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. Level of development reached, by quarter, for establishment of an Appropriateness Framework for Saskatchewan Appropriateness Strategy (Lead McCutcheon) Note: There is no provincial outcome required. RQHR identifies the need of a strategy to establish and promote a culture of patient and family centered care. RQHR Milestone Chart Patient and Family Centered Care Strategy (Lead Smadu)

8 RQHR PROVINCIAL Better Value BETTER VALUE OUTCOMES IMPROVEMENT TARGETS OUTCOME MEASURES MULTI-YEAR PLAN By March 31, 2017, as part of a multi-year budget strategy, the health system will bend the cost curve by lowering status quo growth rate by 1.5% per year. By March 31, 2015, shared services will achieve measurable improvements in quality while achieving the $100M in cumulative savings. By March 31, 2015, the approved business cases for shared services will be presented for feedback and implemented once a final decision is made and an implementation plan is in place. By March 31, 2015, we will have spent 1% less on straight time worked hours and premium hours than in , resulting in approximately $20M savings to the system Regional Health Authority financial status, as measured by operating surplus/deficit. Shared Services Strategy (Lead 3sHealth) Financial Sustainability Strategy (Lead Peters) 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. Project schedule developed for all key infrastructure elements for the integrated provincial approach. (Target: all infrastructures will integrate by March 31, 2017) IT/IM/Equipment Strategy (Lead - Klassen) Facilities Strategy (Lead - Peters)

9 RQHR PROVINCIAL Better Teams BETTER TEAMS OUTCOMES IMPROVEMENT TARGETS 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. By March 31, 2016 there will be zero shoulder and back injuries. Engagement Note: the province has taken the outcome and improvement targets around engagement out from the 2014/15 plan, but RQHR keeps it at the strategic level as staff and physician engagement are foundational to all other strategies. Academic & Research Note: There is no provincial outcome required. RQHR identifies the need of a strategy on academic & research. OUTCOME MEASURES MULTI-YEAR PLAN Number of incidents reported by staff, and by patients and family members (Target: 0 by March 31, 2020) Number of accepted WCB shoulder and back injury claims. (Target: 0 by March 31, 2020) Patient Safety Strategy (Lead Smadu) Staff Safety Strategy (Lead Higgins) Staff engagement score (Target: 80 by March 31, 2017) Physician engagement score (Target: 80 by March 31, 2017) Great Workplace Strategy (Lead - Higgins) Physician Engagement Strategy (Lead - McCutcheon) RQHR Milestone Chart Academic & Research Strategy (Lead Klassen)

10 Multi-year plans are both patient focused and foundational Patient Focused: Primary Health Care Medicine Service Line Seniors Mental Health and Addictions Wait 1/GP to Specialist Appropriateness Foundational Patient Flow Culture of Safety Patient and Staff Safety Great Workplace Patient and Family Centred Care Financial Sustainability IT/IM/Equipment Facilities

11 Next Steps Finalize one year 2014/15 Business Plan and supporting resources Implement and monitor results