SASKATCHEWAN COLLEGE OF PARAMEDICS · professional development addresses health system needs % of qualified and competent members % of members engaged in non‐traditional roles %

SASKATCHEWAN COLLEGE OF PARAMEDICS

STRATEGIC DIRECTION….

STAKEHOLDER GOAL HIGHLIGHTS

HOW DID WE DO IN 2014?

2014 REGULATORY GOAL HIGHLIGHTS

PRACTITIONERS AT THE FULL SCOPE OF PRACTICE

LICENSING PROCESSES ARE EFFICIENT AND EFFECTIVE

AUTONOMY OVER SCOPE OF PRACTICE

2014 INTERNAL GOAL HIGHLIGHTS

FINANCIAL STABILITY AND SUSTANABILITYAPPROPRIATE HUMAN RESOURCING

COMMITTEE COMPOSITIONINNOVATION

SASKATCHEWAN COLLEGE OF PARAMEDICS

WHERE TO FROM HERE?

SASKATCHEWAN COLLEGE OF PARAMEDICS MANDATE

PURSUANT TO THE PARAMEDICS ACT,

IT IS THE DUTY OF THE COLLEGE TO SERVE AND PROTECT THE PUBLIC…

CURRENT VISION

COLLECTIVELY BUILDING A PROFESSION THAT IS APPROPRIATELY UTILIZED BY THOSE WE SERVE, USING THE TRUST, RESPECT, AND

KNOWLEDGE THAT WE POSSESS.

The Saskatchewan College of Paramedics Vision A Reality!The Saskatchewan College of Paramedics recently engaged in a full day planning session to evaluate progress with respect to the strategic plan.

Evidence presented supported the conclusion that the College had in fact, reached it’s vision for the future!

Paramedics are indeed, highly respected and trusted professionals! The profession is called upon regularly to provide services in non-traditional settings, all within the current scope of practice. Licenced members working in these areas have embraced the change in support of improving patient care and outcomes.

The paramedical profession continues to be an integral part of the healthcare system and collaborative patient care.

This exciting news led to active discussions regarding what the future held for this regulatory body and the profession it oversees.

More detail to follow on page 3…

SCoP DAILY NEWSwww.collegeofparamedics.sk.ca THE PARMEDICAL PROFESSIONAL’S FAVOURITE NEWSPAPER - Since 2008

PROPOSED CHANGES TO OUR VISION…

“Partners in an effective patient centred system of health care”“Collectively building a profession that is appropriately utilized”

“Paramedics are integral in the delivery of client centred healthcare”

CURRENT MISSION

TO SERVE AND PROTECT THE PUBLIC THROUGH REGISTERING, LICENSING, EDUCATING, AND DISCIPLINING MEMBERS OF THE

COLLEGE, PROVIDING A CONTINUUM OF REGULATORY OVERSIGHT, AND EXERCISING OUR POWERS AND DISCHARGING OUR

RESPONSIBILITIES IN THE PUBLIC INTEREST.

PROPOSED CHANGE TO OUR MISSION…

TO SERVE AND PROTECT THE PUBLIC THROUGH A CONTINUUM OF REGULATORY OVERSIGHT…

STRATEGIC DRIVERS…

• Social and Demographic Trends• Public and Member Expectations• Economic and Political Trends• Health Sector Changes• Technology• External Environment and Uncertainties…

What will impact us over the next 3‐5

years?


WHAT WILL IMPACT US OVER THE NEXT 3‐5 YEARS?

SOCIAL AND DEMOGRAPHIC TRENDS



PUBLIC AND MEMBER EXPECTATIONS



ECONOMIC AND POLITICAL TRENDS



HEALTH SECTOR



TECHNOLOGY



ENVIRONMENT AND UNCERTAINTIES

PRIORITY AREAS OVER THE NEXT 3‐5 YEARS

In no specific order…1. Strengthen organizational sustainability2. Enhance the role of paramedical professionals and identify

development required3. Strengthen processes for evaluating applicants4. Improve stakeholder engagement

NEW PRIORITY 1:STRENGTHEN ORGANIZATIONAL STABILITY

RISK MANAGEMENTFINANCE

HUMAN RESOURCESGOVERNANCE

DECISION‐MAKING

NEW PRIORITY 2:RELEVANT ROLE AND PROFESSIONAL DEVELOPMENT

PROFESSIONAL DEVELOPMENT ADDRESSES HEALTH SYSTEM NEEDS% OF QUALIFIED AND COMPETENT MEMBERS

% OF MEMBERS ENGAGED IN NON‐TRADITIONAL ROLES% OF MEMBERS WHO FEEL COMPETENT TO PRACTICE IN NEW ROLES

NEW PRIORITY 3:STRENGTHEN PROCESSES FOR EVALUATING APPLICANTS (LABOUR MOBILITY)

STRONG EVALUATION TOOLS IN PLACE OUT OF PROVINCE APPLICANTS ARE COMPETENT AND QUALIFIED

TIMELY REGISTRATION OF OUT OF PROVINCE APPLICANTS

NEW PRIORITY 4:IMPROVE STAKEHOLDER ENGAGEMENT

THE PUBLICOUR MEMBERS

THE GOVERNMENTNATIONAL STAKEHOLDERS

QUESTIONS?

SASKATCHEWAN COLLEGE OF PARAMEDICS · professional development addresses health system needs % of qualified and competent members % of members engaged in non‐traditional roles %

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