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VP Quarterly Report on Strategies Q1 – 2015/16

Vision: Healthy people, families and communities. VP Quarterly Report on Strategies Q1 – 2015/16. VP: Carol Klassen – Knowledge & Technology Services Multi-year Plans: - IT/IM/Equipment Multi-year Plan - Academic & Research Multi-year Plan. Portfolio Overview. Information Technology

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VP Quarterly Report on Strategies Q1 – 2015/16

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  1. Vision: Healthy people, families and communities. VP Quarterly Report on Strategies Q1 – 2015/16 VP: Carol Klassen – Knowledge & Technology Services Multi-year Plans: - IT/IM/Equipment Multi-year Plan - Academic & Research Multi-year Plan

  2. Portfolio Overview • Information Technology • Research & Health Information Services • Clinical Engineering • Academic Health Sciences

  3. Multi-year Strategic Plans VP is Leading on: • IM*/IT*/Equipment Multi-year Plan • Research/Academic Multi-year Plan *IM - Information Management *IT - Information Technology

  4. IM/IT/Equipment Multi-year Plan 2015-16 Provincial Outcome 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 strategic work.

  5. IM/IT/Equipment Multi-year PlanProvincial Improvement Targets 2015-16 Improvement Target • By March 31, 2016, have delivered results on 3 high impact capital areas that address high risk for critical failure using alternative funding/delivery options. • By March 31, 2016, common criteria and options for investing are used to vet all capital investments.

  6. IM/IT/Equip Multi-year Plan • 2015/16 RQHR Outcome Measures • Key projects on schedule – Milestone Chart • Responsive support services • # of Users of SunRise Clinical Manager • Turnaround time for discharge summary • # of unplanned repair/replacement of critical equipment • 3. Multi-year Plan for Equipment Replacement

  7. Background: IT/IM Vision Vision IT/IM Better health by empowering patients and enabling providers with the right information at the right time through a provincially standardized system that is sustainable and secure

  8. Background: IT/IM Key Strategies Key Strategies • Supporting Patient and Family centred care • Connecting care across the Region and integrating with the provincial E.H.R. • Advancing clinical decision supports for safer care • Turning data into actionable information • Ensuring system integrity and usability

  9. RQHR IT Project Status as of June 15, 2015 Connect Care Across the Region and the Electronic Patient Record Patient Care Through Automation and Innovation Ensuring System Integrity and Usability Turn Data into Actionable Information Provincial/Mandatory Projects

  10. Number of Open Work Orders – Clinical Equipment [2013 to current]

  11. Status of Strategy Implementation - Successes • Key Project - Replacement of Enovation on schedule • Growing use of electronic clinical information • 6,400+ staff and physicians with access to SCM • Availability of discharge information • Achieving turnaround times for Priority (24 hours) and Non-priority (14 days) dictation • Improved chart availability in physician dictation room to 7 days after patient discharge.

  12. Status of Strategy Implementation – Success Continued • Improving reliability of Clinical Equipment • The backlog of preventive maintenance is ALMOST eliminated • As anticipated, seeing a direct correlation between preventive and decreasing corrective maintenance needs • Successful 5S projects at PH and RGH • All positions filled – our 2 NAIT Coop students from last year are now employees of CES

  13. Status of Strategy Implementation – Challenges & Risks • Challenges/Gaps/Risks • High need and demand for services • High workload with limited resources • Lack of processes to prioritize work • Lack of work standards • Impact of Provincial Projects on resources • Key Deadlines and Regulatory Requirements in HIMS need organizational (including physician) support to achieve

  14. Next Steps / Link to 2014/15 • Continue implementing approved IT projects • Begin process to update IT disaster recovery plan • Continue to work with 3S and eHealth • Complete planning and begin roll-out of new Hospira pumps

  15. Next Steps / Link to 2014/15 - continued • Identify a partner and develop a model for embedded data analysis support • Value Stream Map processes in Health Records to identify areas for improvement • Continue to reduce wait for discharge summary information for the community physician (#days) • Develop plan for eliminating duplication of electronic information in paper health record chart

  16. Next Steps / Link to 2014/15 - continued • Continue work on a region wide equipment evergreen process/work standards • Successful launch and completion of the bed lift maintenance program • Create a baseline and targets for critical downtime – upgrade in AIMS will allow us to track • Staff morale – significant gains and will continue with work and annual staff survey • Monitor and track unused vacation

  17. Research/Academic Multi-year Plan • RESEARCH and ACADEMIC

  18. Research/Academic Multi-year Plan • RQHR Outcomes & Improvement Targets • By March 31, 2017 RQHR will: • Have the necessary infrastructure in place to grow patient oriented research • Enhance its role as an academic health science centre • By March 31, 2016, RQHR will have confirmed strategies and multi-year plan to enhance patient oriented research and grow as an academic health science centre.

  19. Research/Academic Outcome Measures • Vision/Strategy and multi-year Plan • Research and Academic Health Science Centre Milestone chart(s) • Increase research and academic contribution and visibility • Impact measure showing value add to patient outcomes/experience of research • 15% increase in use of Simulation Centre

  20. Research/Academic Multi-year PlanOutcome Measure • Under Development

  21. Status of Strategy ImplementationSuccesses • Research Showcase 2015 on June 22nd • RQHR participating in the provincial application to CIHR for funding Saskatchewan Centre for Patient-Oriented Research (SCPOR) • Initial discussions underway with College of Medicine regarding a new Affiliation Agreement with RQHR to support Regina as 2nd campus • Renovation of space (5B) underway to improve capacity for residents’ participation in call

  22. Status of Strategy Implementation – Challenges & Risks • Challenges/Gaps/Risks • Lack academic-RQHR agreements specific to research and academic partnerships

  23. Next Steps / Link to 2014/15 • Launch new research impact measurement tool and profile value of Research • Continue dialogue/planning to refine the Research vision and multi-year plan • Continue development of partnerships and affiliation agreement(s) • Finalize RQHR’s commitment for SCPOR

  24. Next Steps / Link to 2014/15 - continued • Monitor renovations to meet timelines for fall students • Launch ATLS program in the Simulation Centre • Continue planning for expansion of geographically based residents and transition to 2+2 curriculum • Continue development of Family Medicine Unit partnership with Primary Health Care on ‘Connect to Care’ project –targets in progress

  25. QUESTIONS

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