Corporate Development and Innovation Corporate Development and Innovation

UpdateUpdate

Executive Director’s Annual Executive Director’s Annual Update to Health PEI Board Update to Health PEI Board

October 2, 2012October 2, 2012

CDI Profile

• Human Resources

• Strategic and Business Planning

• Communications

• Legal Services

• Utilization Management

• Evaluation

• Leadership and Org Development

• Board Development & • Legal Services

• Quality and Patient Safety

• Risk Management

• Policy Development

• Website Management

• Board Development & Support

• Project Management

• Clinical and Research Ethics

• Nursing Research

Strategic Initiatives/Committees

• Collaborative Model of Care Steering

Committee

• Wait Times Steering Committee

• Advisory Committee on Organizational • Advisory Committee on Organizational

Development

• Provincial Nursing Advisory Committee

CMOC Implementation PlanCMOC Implementation Plan

Phase I

Showcase

2010-2011

QEH-3, PCH-SR, HC-Ss, Wedgewood, KCMH

Phase II

2011-2012

QEH-7, PCH-MP, CHO, Maplewood, Colville,

HC-Q

Phase III

2012-2013

Primary Care Networks, HC-K & W, Souris, SMH , QEH-8, MSEH,

Summerset, Riverview Manor , Western Hospital2012-2013 Summerset, Riverview Manor , Western Hospital

Phase IV

2013-2014

PE Home, BGH, MH & A, QEH-9, PCH Psych, QEH-1&2

Phase V

2014-2015

PCH/QEH Amb Care, QEH 4 & 5 (Mat Peds), PCH Mat/Peds,

Sherwood Home, Critical Care, ER, OR, Public Health Programs

1/9/2013 To ELT July 2012

Collaborative Model of Care

• Currently in phase three of the Implementation

• To ensure continued quality and safety at our facilities CMoC

Steering Committee monitors the following key performance

indicators at CMoC sites:

– Patient and staff satisfaction, Unplanned readmits (<7 & 8-28 days), – Patient and staff satisfaction, Unplanned readmits (<7 & 8-28 days),

Patient Falls & Medication Incidents, Length of Stay, HPPD, Over time &

Sick Time, Proportion of Beds Staffed vs. Budgeted and Annual budget

– High degree of variance in KPI results across the sites

– Areas of note: PCH & QEH CMoC Units are all achieving readmission

targets; over the previous year more than half the sites have decreased

numbers of med incidents and patient falls, more sites than not have seen

a small increase in their HPPD and more than half have increased their

number of overtime days

Wait Times Steering Committee

• National Priority Areas– MRI, CT, Radiation Therapy

meeting/exceeding benchmark

– Redevelopment of day surgery area at QEH expected to increase capacity for more catarac surgeries & reduce WTs

Hip and Knee surgery continue

• General Practitioners– Measuring office efficiencies in

GP practices

– ACA – 2 pilot sites underway

– Next Steps – assess pilots and determine next steps

• Specialists – Hip and Knee surgery continue

to be a challenge

• New priorities identified- Access to General Practitioners

- Access to Specialists: Internal Medicine, Gynecology, Orthopaedics, Psychiatry

• Specialists

– meeting with specialist groups to review data and identify opportunities to increase access

• Continue work• Hip fractures

• Website

• Expanding wait time information

Advisory Committee on Organizational

Development Projects• Nursing Leadership

• Allied Health and Support Services Leadership: Innovative Leadership and Manager Essentials Programs - organized and delivered in partnership with Ceridian

• Leading in Diverse Environments: Responsive Leadership for a Diverse Workplace Project. Lead - PEI Health Sector Council Four module program: Authenticity; Transparency; Humanistic & Self Aware; Mentorship and Coaching

• LEADS: LEADS 360 – executive, senior management, middle managers

• Manager’s Resource Center: http://www.healthpei.ca/mrc/. • Manager’s Resource Center: http://www.healthpei.ca/mrc/.

• Leading Workplace Communities. 3 year research study to define, refine, and evaluate an evidence-based approach to improving First Line Managers’ (FLMs) ability to manage the social environment of their healthcare work settings.

• Nursing Mentorship and Orientation Project

• Managing Day to Day (Essential skills for front line managers - Budget management, scheduling, communications, etc. Offered as a peer to peer resource)

• Workplace Resilience – Project in definition phase

Provincial Nursing Advisory CommitteeProvincial Nursing Advisory CommitteePurposes:

�To support the Provincial Chief Nursing Officer and to provide advice to the Provincial

Chief Nursing Officer, to Health PEI and to the Department of Health and Wellness, on

issues affecting the practice of nursing on the Island.

�To provide a vehicle to share information and facilitate collaboration with all nursing

partners.

Key Areas of Focus Planned Outcomes Key AccomplishmentsDevelopment of Vision and

Mission Statements and

Communication Plan

• Nursing staff is aware of

committee’s activities

• Nursing staff provides a consistent

philosophy and approach.

Work on Communication Plan has been delayed

due to vacancy in the Provincial Chief Nursing

Officer position

Development of Strategic Development of Strategic

Directions

• Nurses provide leadership

in advancing person and

family-centered practice

within a changing health

system

• Nurses are competent to

practice in collaborative

teams

• Nursing staff provides a consistent

response to nursing concerns.

• Nurses articulating and

demonstrating an understanding of

person/family centered care.

• Nurses participating in continued

professional development that

forwards competence and

confidence in optimizing scope of

practice, accountabilities and the

unique contributions to the

collaborative care team.

Literature search on person/family centered care

completed. Committee review of literature

ongoing. Educational presentations on the

subject matter are in the planning process.

Provision of educational sessions and

implementation program for beginning

practitioners.

Committee supports the Professional Practice

Working Group (ARNPEI, LPNA, HPEI, DoHW) in

the development of provincial educational

sessions.

Highlights of Divisional Priorities and

AccomplishmentsFocus Area Update

Risk Assessment Contract management risk assessment underway

Second Victim Critical Incident Staff Support Program Toolkit

Business Plan 2012-2013 Plan Complete

Human Resources Staff Survey Completed, HR Policies

Communications Operational Communications Plan, New briefing processCommunications Operational Communications Plan, New briefing process

Patient Safety PSMS, Med Rec, SHN Bundles, Patient Safety Week (Ask,

Talk & Listen Workshop)

Legal Services Improved access, increased quality of contracts

Interpretation Services Policy approved, contract developed, communication plan

French Language Serv. French speaking households at Wedgewood

Quality Improvement New Structure, QC – Community Members,

Highlights of Divisional Priorities and

AccomplishmentsFocus Area Update

Utilization

Management

Policies – ALC, First Avail Bed, Repatriation, Discharge Policy,

Cost Barriers (TBC), Discharge Guide, Care Pathways, White

BD, Physician Profile (bed util, lab, DI and Spec)

Clinical Ethics Yearly Workshop and ongoing education, 5 formal and

several informal consults

Research Ethics 22 reviews by Full Board; 920 expedited reviews Research Ethics 22 reviews by Full Board; 920 expedited reviews

(27 reviews were for new studies)

Policy Framework Redesigned to align with Board governance policies

Nursing Research Mentorship Program, Orientation Program for IENs, Nursing

Education website

Other Website, Lean, Strat Planning, Accreditation (separate slides)

Lean Update

• Three projects currently underway

(Analyze/Improve stage) with anticipated

completion by November 1:

– Harbourside Health Centre

– PCH Maternal Newborn & Public

Health

– QEH Medical Records

• Four Value Stream Maps in process of

being completed:

– Medical Inpatient

– Primary Health Care

– Mental Health

– Addictions– QEH Medical Records

• Through the Wait Times Steering

Committee, two physician practices are

piloting the ACA process:

– Dr. Scott Campbell, Montague Health

Centre

– Dr. D.I. Stewart, Cornwall Medical

Centre

• Next Steps:

- Continue Internal Capacity Building

- Select Three Projects from VSMs

- Leadership Standard Work

- Quality Program Structure –

Integration of LSS methodology

Accreditation

• Responded to all previous recommendations

• Preparation for next site visit – Sept. 2013

• Carried out Patient Safety Culture Survey

• Self Assessment Underway• Self Assessment Underway

• QPR Results

• Communication Plan

• Draft Schedule for survey visit

• Worklife Work Pulse survey to be completed

Lean Projects Completed thus far….

Project Date Completed Spread to….

Emergency Dept - QEH Pilot Project – July 2011 Two new project at ER

• Recheck project

•Supply room project

Provincial Laboratory - QEH Pilot Project – July 2011 Lab project around process of new automation

• need to secure resource

Home Care - Summerside Pilot Project – July 2011 Spread to O’Leary Home Care Site, and

spreading to the eastern end of Island

ProjectDate

CompletedOutcome Metric

Intake for Inpatient Detox –

Mt Herbert

May 2012 Development and implementation of triage criteria

and wait list management in Excel, reduction of

phone calls

•Reduction in wait time for admitted

patients from 5 to 2 days (60%)

•Reduction in phone calls by 80%

Intake to Adult Mental

Health – Richmond Center

May 2012 Development of process to return incomplete

/incorrect referral forms, implementation of monthly

case reviews

•Reduction in the number of

incorrect/incomplete referral forms by

48%

•74% of cases reviewed closed on ISM

Intake to Ambulatory

Detox - PCH

May 2012 Development and implementation of standardized

nursing checklist

•Reduction in intake time by 30%

Whiteboards – QEH &

KCMH (CMOC)

May 2012 Utilization of bedside board; development and

implementation of Unit board

QEH:

Pt name, Date, Nurse and Doctor -- 100%,

EDD on the beside boards -- 80%KCMH (CMOC)

EDD on the beside boards -- 80%

EDD at Admission or at 48 hours -- 100%

KCMH:

Pt name, Date, Nurse and Doctor -- 100%,

EDD on the beside boards -- 63%

EDD at Admission or at 48 hours -- 54%

QEH Workspace Redesign April 2012 Development of a most efficient design of the space

and anticipates actions to take as the department is

opened to reduce client /patient issues

Leadership Levels - Capabilities & Values (Collins)

mensions

Results

Health PEI Leadership Development 2012-13

Four Dim

Activities

Health PEI Leadership Development 2012

2012-09-18