REGINA QU’APPELLE REGIONAL HEALTH AUTHORITY July 20, 2016 ____________________________________________________________________________________________________________________ Integrated Health Services – Executive Summary Sharon Garratt, Vice President Our Integrated Health Services portfolio has 1344 FTE’s and a total operating budget of $187.7 million. It includes the following five service lines, a Kaizen Operating Team and RGH and PH site managers. Portfolio Executive Director/Director 16/17 FTE Budget 16/17 Budget (million’s) Surgical Care Services Sandy Euteneier 658 $100.8 Women’s and Children’s Health Nicki Bayfield-Ash 405 45.9 Integrated Renal Program Diane Kozakewycz 125 18.4 Ambulatory Care and Medical Outpatients Bev Alfano 147 21.4 Clinical Quality & Professional Practice Gillian Oberndorfer 7 0.8 Successes: The Medical Diagnostic Reprocessing Department transitioned from IHS-Clinical Support to the Surgical Service Line effective April 2016. The Operating Rooms are MDRD’s largest customer, so the realignment creates considerable opportunity to improve processes and gain efficiencies. With Marlene Smadu’s retirement Clinical Quality and Professional Practice moved to our portfolio in order to sustain senior nursing/clinical leadership. Surgical Services delivered the surgical volume funded by MoH in 15-16, and spent $8.9million less than 2014-15. Financial managers developed a tool to assist managers in understanding and monitoring their staffing budgets on a daily basis. In 15-16 the vigilance by managers helped us achieve a positive variance of $3.3million; decrease paid hours by 1.25%, overtime by 9.6% and orientation by 21.4% compared to previous year. KOT supported all service lines to implement daily visual management and daily/weekly huddles. Challenges: Most of the programs are faced with pressures from growing demands. Surgical demand grew by >13% last year, resulting in considerable increase to the number of people waiting >3 months in spite of delivering on the funded surgical volume. Aging infrastructure at RGH & PH has the potential to affect our ability to safely provide services e.g. electrics challenges in OR’s, reprocessing area in Endoscopy does not meet standards. Insufficient capital equipment funding and ineffective prioritization processes have resulted in considerable deficits in equipment that may affect our ability to meet accountability targets in a number of areas. The steps underway to improve the processes should help to target available resources more effectively. We need to implement the Open Family Presence Policy in a way that support patients and families while maintaining safety and security for all patients and staff. Effective implementation of the Business Plan is dependent on front line managers and we are working to outline realistic expectations and provide the supports they require to be successful. Prepared by: Sharon Garratt, VP, Integrated Health Services Date: July 8, 2016
17
Embed
REGINA QU’APPELLE HEALTH REGION...• Medical Device Reprocessing Department has installed new sterilizers, cartwasher, washer disinfectors and work tables which will significantly
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
REGINA QU’APPELLE REGIONAL HEALTH AUTHORITY
July 20, 2016 ____________________________________________________________________________________________________________________
Integrated Health Services – Executive Summary Sharon Garratt, Vice President
Our Integrated Health Services portfolio has 1344 FTE’s and a total operating budget of $187.7 million. It
includes the following five service lines, a Kaizen Operating Team and RGH and PH site managers.
Portfolio Executive
Director/Director 16/17 FTE
Budget 16/17 Budget
(million’s)
Surgical Care Services Sandy Euteneier 658 $100.8
Women’s and Children’s Health Nicki Bayfield-Ash 405 45.9
Integrated Renal Program Diane Kozakewycz 125 18.4
Ambulatory Care and Medical Outpatients Bev Alfano 147 21.4
Clinical Quality & Professional Practice Gillian Oberndorfer 7 0.8
Successes:
The Medical Diagnostic Reprocessing Department transitioned from IHS-Clinical Support to the
Surgical Service Line effective April 2016. The Operating Rooms are MDRD’s largest customer,
so the realignment creates considerable opportunity to improve processes and gain efficiencies.
With Marlene Smadu’s retirement Clinical Quality and Professional Practice moved to our
portfolio in order to sustain senior nursing/clinical leadership.
Surgical Services delivered the surgical volume funded by MoH in 15-16, and spent $8.9million
less than 2014-15.
Financial managers developed a tool to assist managers in understanding and monitoring their
staffing budgets on a daily basis. In 15-16 the vigilance by managers helped us achieve a positive
variance of $3.3million; decrease paid hours by 1.25%, overtime by 9.6% and orientation by
21.4% compared to previous year.
KOT supported all service lines to implement daily visual management and daily/weekly huddles.
Challenges:
Most of the programs are faced with pressures from growing demands. Surgical demand grew by
>13% last year, resulting in considerable increase to the number of people waiting >3 months in
spite of delivering on the funded surgical volume.
Aging infrastructure at RGH & PH has the potential to affect our ability to safely provide services
e.g. electrics challenges in OR’s, reprocessing area in Endoscopy does not meet standards.
Insufficient capital equipment funding and ineffective prioritization processes have resulted in
considerable deficits in equipment that may affect our ability to meet accountability targets in a
number of areas. The steps underway to improve the processes should help to target available
resources more effectively.
We need to implement the Open Family Presence Policy in a way that support patients and
families while maintaining safety and security for all patients and staff.
Effective implementation of the Business Plan is dependent on front line managers and we are
working to outline realistic expectations and provide the supports they require to be successful.
Prepared by: Sharon Garratt, VP, Integrated Health Services
Date: July 8, 2016
Turgeonjanet
Stamp
Vice PresidentSharon Garratt
Executive AssistantAndrea Deregowski
Integrated Health Services
Surgical KOT DirectorBrent Kitchen
June 1, 2016
Director SpecializedAmbulatory CareKidney Program
Diane Kozakewycz
Director SpecializedAmbulatory Care
Ambulatory Care & MedicalOutpatientsBev Alfano
Clinical ManagerHemodialysisShelley Stamm
Business ManagerHemodialysis &
Ingetrated RenalProgramsLisa Cairns
Manager, IntegratedRenal ProgramsEdward LeBlanc
ManagerEye Centre, EnterostomalTherapy & Dermatology