Transcript project renewal

Town Hall Meeting
June 2012
Agenda
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7.
02
What’s Happened to Date
Project Renewal
Strategic and Operational Planning
How You Can Engage
Some of the Key Priorities for 2012/13
A Closer Look at 4 Key Initiatives
Questions/discussion
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Setting Expectations
• Project Renewal = Expectations
• New CEO = Pause
• Pause =
Speculation/Rumours/Frustration
• Although it has felt like a pause……
A Lot Has Been Accomplished
• Fiscal 2013 Budget approved by Schlegel
Health Care Board
• Budget includes a capital investment plan of
~$ 1 million
• Pilot project in Admitting delivering results
• Developing revenue generation and
marketing plans by program
• Customer Relationship Account Manager
appointed
• Accommodation revenue ahead of plan and
prior year
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A Lot Has Been Accomplished
• Planning for ED program and build-out of new
space
• Planning for an expanded concurrent
program
• Planning for an assessment & stabilization
unit
• Focus on physician recruitment
• Electronic RAI
• Waste-free office program
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A Lot Has Been Accomplished
• Accreditation with Exemplary Status
• HDTP growth and potential new
program with large insurer
• Launched a Strategic Planning Process
coupled with review of Project Renewal
…..And……
Senior Management Re-organization
New Senior Management Team replaces Executive
Committee and CEO Advisory Committee:
• Jagoda Pike, CEO & President
• Al Herne, Clinical Administrator
• Al Van Leeuwen, VP Planning & Development
• Brian Furlong, Director, Community Division
• Charlotte Burkhardt, VP Quality & Patient Experience
• Colin Ferguson, VP HR & Hotel Services
• Danielle Yantha, Program Administrator, Spec Psych
• Dianne Pittman, Director, Spec Psych
• Gloria Kovach, Administrator, Community
• Harry Vedelago, Director, HADS
• Janice Lace, Director of Ops, HADS
• Ken Nethercott, Director, Info Services
• Kim Mirotta, VP Finance
• Paul Morris, Director, Environmental Services
• Ric Ament, VP Marketing & Communications
• TBD, Chief Nursing Officer
• Wilson Lit, Chief Medical Officer
From 5 on EC to 17 on SMT
Decision making and implementation team
Senior Management Re-organization
Purpose was to address messages heard loud and clear
during Project Renewal consultations, including:
• Reduce barriers and silos
• Reduce hierarchy and bureaucracy
• Increase speed in decision-making
• Improve communications
• Remove barriers between clinical and business
operations
• Increase innovation
• Greater transparency
Flatter, more agile organization positioned for change
and growth
Project Renewal: Moving Forward
• A lot of work has been done; there’s
much more to do
• Time to move Project Renewal from
study phase to implementation
Project Renewal: What Worked
• Engaged staff throughout the process
• Brought staff together from all levels
and areas of the organization
• Generated rich data and an
understanding of the organization’s
strengths and weaknesses
• Identified priority areas to be addressed
• Commenced work across a broad
number of priorities
Project Renewal – What Didn’t Work
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Broad rather than specific
15 committees with more than 75 participants
Significant overlap between committees
Difficulty in moving from idea generation to
strategic development and execution
• Focused internally with a number of strategic
questions left unanswered
• Without a clear strategy, prioritization of
initiatives identified is difficult
Project Renewal – New Directions
Dissolve the committees and incorporate
their work into the next stage:
Feed Strategic
Planning
Process
Early
Implementation
of a Number
of Initiatives
Strategic Planning – A Continual Process
Se t
Direction
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Stra
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Mission
Implementation
and Monitoring
and
Vision
nd
La
R es ults
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of
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Co naly
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Values
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PROJECT
RENEWAL
the
y
La
Envisioned
Future
By December we need to have answered…..
Where We have Been
Pre-1992
10 different
admission units
6 units admitting all
diagnoses + crises
1992
2012
Program
Management
Where are we
going?
No Fundamental Re-thinking for 20 years
Yet we are seeing:
• More patient complexity
• More concurrent illnesses
• More co-morbid illnesses
For many patients we are their last hope
Philosophy of Care
Intake / EMHS
(evaluate & determine pathway)
Post
Discharge
Care
Crisis &
Stabilization
Patient
Specialty
Treatment
Stabilization
& Treatment
Strategy Development: Next Steps
1. Develop a three-year strategy during the
next six months including:
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Vision
Goals
Clinical positioning and direction
Strategic themes and underlying initiatives
2. Prioritize initiatives including Project
Renewal for the next three years
3. Imbed strategic initiatives in Fiscal 2014
Operating Plan and Budget
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How You Can Engage in that Process
Participate in:
1. Communication Activities
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Bi-annual Town Hall meetings
CEO lunches, small group meetings, etc.
Division/departmental meetings
Communication Partners
Support communication: HOMEweb/emails/
memos
How You Can Engage in that Process
2. Additional Engagement Initiatives:
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Focus groups
Surveys
Working groups
Small/large group meetings
Need to Keep Moving
While we do our planning we must also
keep moving forward
Key Priorities for Fiscal 2012-13
• Complete the development and
implementation of a comprehensive
marketing plan to exceed budgeted
accommodation revenue targets
• Develop key performance indicators and
increase understanding of cost and revenue
drivers
• Develop IS plan including global budget and
timeline to becoming a ‘fully digital’
organization
Key Priorities for Fiscal 2012/13
• Review Human Resource practices with
particular focus on development of a more
effective performance development and
management program
• Conclude pension strategy including an
action plan on pension solvency deficiency
and implement
• Introduce program changes including ED,
Concurrent Program, and
Assessment/Stabilization unit
Key Priorities for Fiscal 2012/13
• Newfoundland Project – conclude contract
and fulfill deliverables for 2012/13
• Fulfill requirements under potential new
program with large insurer (approximately 40
new HDTP cases)
• Complete facility renovation projects as
contemplated by the capital budget
• Increase organizational capacity for
education and research
Key Priorities for Fiscal 2012/13
• Develop three-year Strategic Plan,
incorporating Project Renewal,
consistent with Schlegel Health Care
strategy
A Closer Look at Four Initiatives
•Patient Pathway (PR)
•Newfoundland contract
•Homewood Research Institute (PR)
•Capital investment (PR)
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Patient Pathway
Goals:
1. Expedite admission from 1st contact to
arrival on unit
2. Improve communication with the
referral source
Patient Pathway
Includes:
• Changing how we interact with referral sources regarding
management of personal health information
• Systematic, more frequent communication
• Decrease reliance on paper
• Increase use of patient care system (PASport)
• Improve auto-attendant phone system into hospital and through
the admitting service
• Improve screening for complex cases
• Immediate priority is to reduce admitting processing time from
20-30 minutes to 10 minutes with ultimate goal to admit patients
directly to the unit
Newfoundland Contract
Awarded contract to plan and develop a 20-30
bed adult residential addiction treatment centre
in Harbour Grace, NL
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Develop the functional program
Establish clinical management for first 18 months
$1.7-million over two years
Launched June 1 – 1st meeting held in NL
Will be drawing on Health Centre resources and
expertise over the 2+ year project
Homewood Research Institute
• HRI Board – new membership
• Appointment of Dr. Roy Cameron as
Executive Director, formerly Professor in
School of Public Health and Health Systems,
University of Waterloo
• He will lead five-member research team,
including Associate Director, senior
researcher, two research assistants
Homewood Research Institute
HRI will have a fundamental role at the Health
Centre:
• Partnership with Schlegel-UW Research Institute
for Aging
• Partnerships with Canadian universities
• Will identify research directions focused on
improving clinical practice and aligned with Health
Centre strategic direction
• Focus on practice based research with immediate
application to benefit patients
Investment in Facility and Equipment
• Manor 2 facelift: paint, blinds, flooring,
furniture
• Colonial 2 – furnishings and some painting
• MacKinnon 2 – furnishings and some painting
• Colonial 1 – furniture, painting
• Hamilton 2 – relocate housekeeping room
and enlarge medications room
• Admitting – wider entry door, furniture
• Greenery – painting/furniture
• Main Street painting
Investment in Facility and Equipment
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Painting Manor exterior
MacKinnon Courtyard: rebuild window wells
Greenhouse shade: replace existing
Window replacement – H3 (solarium) and
Admitting
• Well room booster pumps to be rebuilt
• Upgrades to building automation controls
• Grounds maintenance – new courtyard
associated with ED program
Investment in Facility and Equipment
• Investment in new lab analyzer resulting in
more testing done on site
• Investigating new electronic lab system:
• Less time to transcribe results
• Less chance of error
• Faster results
• Community Division equipment:
• Update ECT equipment
• New beds in POA (4) and T1 (1)
• New lift for POA
Discussion
Questions?