CKHA Strategic Plan - Improve Performance in the hospital

Transcription

1 Strategic Plan Year 1 Update

2 CKHA s Strategic Plan In 2013, the Strategic Planning Committee of the Board identified a need to refresh the strategic plan. The Board agreed to maintain the four strategic pillars of patients, people, innovation and performance. The Board committed to conducting an environmental scan, completed a SWOT analysis and gathered feedback through various engagement processes. These efforts culminated in Board-hosted strategic planning retreat in April The retreat provided an opportunity to validate the feedback gathered and to refine the directions contained in the plan to support the organization in the coming years. It was also an opportunity for the Board to commit to their governance renewal journey by having their efforts embedded into the formal plan in the coming years. Following the retreat, staff resources worked to refine the strategic directions and goals for Board approval. In addition to the successes identified within the report, internal processes to ensure alignment at the board and operational level, active support and understanding of CKHA s priorities have been underway for several months. These efforts include: A completely refreshed Strategic Plan micro-site, which showcases the current plan as well as resources used to arrive at the plan Visual update to the icons used throughout the organization including a new display area within Café Grand at the Chatham Campus Internal processes to review alignment to the plan across all program areas Revisions to all CKHA corporate templates from Meeting Agendas to Memos to PowerPoint presentations, ease of reference to the plan and relevant pillars are now embedded into corporate materials Magnets and plan overviews have been distributed to all units for quick reference to how frontline staff efforts connect back to the overarching plan; program specific updates are currently in development

3 Patients Integrate care across the continuum to better serve our patients and community Key Success Indicator: 95% Patient Satisfaction Goal 1: Provide seamless access to safe, high-quality patient care Optimize fast access to the right service/care Strengthen internal processes to drive quality outcomes Develop patient and safety focused transition plans/protocols to community Fast access: Staff-led improvements to patient flow in the ED in Chatham resulted in previously underutilized area now being used 7-days a week as clinical space Strengthened processes: A weekly collaborative approach for complex discharge reviews helps the team to creatively overcome barriers to getting patients to the appropriate care setting Patient focused transitions: Follow-up appointments with primary care provider made for complex patients on Medicine prior to discharge Goal 2: Partner with patients and families in care delivery, design and decisions Embed Patient & Family Centred Care (PFCC) into the organization Require all decisions that have a direct impact on patient care to include patient/family engagement in process Build an integrated approach to PFCC delivery across organization Embed PFCC: New internal service driven by patient advisors, a Critical Care Outreach Team, developed to respond to units across the Alliance. When fully implemented in Year 2, families will be able to request the outreach team Decisions that impact patients: Engaged patients in design for Women & Children s Unit and new youth mental health space Integrated approach to PFCC: Patient advisors rounding in Emergency Department and surgical unit to work with staff to make improvements within and across units Goal 3: See and treat the whole person, particularly complex elders, not just a single medical diagnosis, every time Enhance or improve a Model of Care plan to best treat the whole person Achieve Care of the Elderly plan targets Create a culture of individualized care Model of care: Staff mix changes across various unit to recognize all providers working to full scope of practice; CKHA s leadership being noted in a national publication by its CLAC union Care of Elderly: Implemented a new electronic screening tool -Assessment Urgency Algorithm (AUA) to optimize the care provided to those over 75 years of age presenting in the ED Culture of individualized care: Hourly rounding on surgical inpatient unit with expansion to rehab is currently underway; Staff training in gentle persuasion and Crisis Prevention Intervention

4 People Enable a culture of empowerment, knowledge and accountability Key Success Indicator: 75% of Staff strongly agree or agree that they are proud to work at CKHA Goal 1: Actively develop and attract excellence Create an overall talent management strategy in support of key positions and programs Focus efforts on internal resource development in key programs/areas Recruit and retain two home grown Emergency Medicine Specialists Key programs: Recruited a medical director for the Emergency Department Key positions: Successful Nursing Job Fair with over 200 attendees and significant increase in applications to CKHA; 15 hired to-date as a result of this event Internal resource development: Successful RNAO Fellowship; 5 participants in Ivey Executive Program for healthcare innovation; 2 provincial IDEAS projects with 5 participants from CKHA Goal 2: Reflect values-based behaviours (TTRACK) across our inter-professional teams Explore and develop the collaborative leadership model Define expectations and compliance across all roles and departments Develop leadership at all levels Collaborative leadership: Framework to support collaboration between medical and operational leaders in place Expectations across roles: Worklife Pulse and Patient Safety Culture surveys completed with actions plans at corporate and unit/team level; Education committee establishing a new approach to ensure key learning expectations are met across CKHA Leadership at all levels: New leadership program for frontline clinical leaders in place in 2014 Goal 3: Provide opportunity for teaching, learning and researching Develop processes to encourage and exploit active learning at CKHA Encourage learning: Over 70 participants in lean bootcamps, 30 attended project management 101 and 55 participants took Microsoft office training all new offerings this fiscal Active Learning: Redeveloped orientation boasts strong results with over 99% indicating CKHA provides a welcoming environment and over 96% able to see how their role impacts the patient experience.

5 Innovation Be a centre of excellence for integration, partnerships and adoption of leading practices Key Success Indicator: 5% Annual increase in the number of Awards, Publications or Conference Presentations Goal 1: Leverage knowledge sharing across the healthcare system Create a healthcare innovation ecosystem Participate in regional forums to increase knowledge, skills and ability to care for populationspecific needs Host forums to showcase CKHA s leadership and/or involvement in leading/best practice Innovation ecosystem: Signed a Memorandum of Agreement with the International Centre for Health Innovation at the Ivey School of Business, Western University Participation in regional and provincial forums Showcase CKHA: 14 presentations, articles, posters, conferences Goal 2: Accelerate innovative solutions for patients and providers alike Establish an internal community of innovation by identifying opportunities for innovation/improvement Leverage partnerships to adopt and implement the London instance of Cerner to arrive at new Hospital Information System (HIS) by 2017 Be a go to hospital for innovation opportunities Internal community of innovation: Repository of all lean resources (list of people, catalogue projects and tools) to assist new initiatives across the Alliance Go to Hospital: Relationships are thriving. Created a new solution to capture the contribution of housekeeping in patient flow process (Oculys); adopted proven mechanism to identify frequent hospital users in real-time and support new care delivery systems Logibec); and, was the first hospital to achieve 3R certification (Recycling Council of Ontario). Goal 3: Nurture a culture of creativity across CKHA Create systems/processes that invite opportunities for frontline staff and patients to identify and drive solutions Integrate and leverage technology into clinical practice and patient journey Broadly celebrate CKHA-led innovations and achievements Invite opportunities for solutions: Lean projects and bootcamps saw countless opportunities for improvement realized across CKHA Leverage technology: First hospital in Erie St. Clair to support self-registration kiosks, going into the newly developed Endoscopy Unit, with expansion to other high traffic areas to follow Celebrate CKHA-led innovations: CKHA s efforts resulted in new products developed and numerous publications from Hospital News to Canadian Healthcare Technology to being included in Blackberry news releases at the Mobile World Summit in Barcelona, CKHA s gaining a reputation for its culture of innovation.

6 Performance Generate outstanding results for an exceptional community hospital Key Success Indicator: Grade A across 8 core metrics (must hit target/benchmark for all measures) Goal 1: Establish joint accountability for improved patient outcomes with partners across the system Establish common quality improvement targets with key partners Create a consistent and documented approach to drive accountability across the system Focus efforts to align and collaborate with the CCAC on common goals associated with Ministryestablished Quality Based Performance (QBP) indicators Common QIP targets: Senior Team has had a number of meetings with Thamesview FHT, Chatham-Kent FHT and Chatham Kent Community Health Centres to begin designing a common QIP across the community. Common metrics for the management of High Users and Frequent Users are being shared with various primary care groups to focus on lowering utilization (inpatient visits, ER visits) for high and frequent users. Consistent/document approach: CKHA s Professional Practice team contacting all patients readmitted within 30-days to identify reasons/themes and improve QBP indicators Collaborate with CCAC: Have worked closely with ESC CCAC in the development of the High User strategy through the Health Links process. Have initiated conversations with CCAC about additional integration opportunities to share back office and clinical expertise. Goal 2: Achieve a top 10 performance against peer hospitals Identify specific areas to be a top performer by 2018 Create processes for regular tracking and reporting on performance of priority activities Enhance understanding and use of change management principles to sustain incremental improvements Top performer: CKHA s ED is a Pay for Performance top 10 performer in two ED metrics time to inpatient bed and total length of stay to inpatient bed Tracking and Reporting: New committee structures enhance accountability throughout the hospital. Performance Management and Utilization Management reviews QBP indicators and the corporate scorecard whereas the Quality and Safety committee reviews the Quality Improvement Plan indicators. Both are co-chaired by medical and operational leaders Change management: Leveraging CKHA s existing resources, including academic journals, new self-directed learning guides on subject specific topics, such as change management, have been released to the entire CKHA team via the intranet Goal 3: Make strategic investments to support patients, people and innovation Embed a culture of accountability for investments to align with strategic directions and in support of pillars to drive performance Track one key initiative under each pillar to develop understanding and improve process Alignment to strategic directions: CKHA internal process templates now have strategic pillars embedded into them as part of the completion process. Track initiatives: Three key initiatives have been identified for senior leadership to monitor and learn from over the duration of this plan: Model of care (people/patients); Hospital Information System (innovation/people); Senior Friendly Hospital (patients/innovation)

7 Governance The Foundation Provide CKHA with leadership and oversight to embody its mission and deliver on its vision Goal 1: Add value to best serve patients and the community Goal 2: Enable the organization to be proactive in a changing healthcare system Goal 3: Reflect best practice and be a high performing entity Patients Redefine CKHA s philosophy of Governance People Implement the recommendations of the Governance Review Innovation Behave as system leaders Performance Achieve recognition for Governance/board; optimize the structure/workflow to create an efficient and effective board Year 1 Successes: CKHA s Governance Renewal Journey is well underway. A section of the Governance web page has been dedicated to outline the progress to-date. It can be accessed here: