SK Healthcare Management System Progress Report

Prairie North’s QI Office Vision Support sustainable continuous improvement at every level of Prairie North to achieve the safest and best possible care, experience, and health for our patients.

Prairie North’s QI Office Goals Continue education throughout Prairie North Use our training to support and lead Kaizen events Monitor and support sustainability of results Continue Hoshin planning and execution Continue implementation of Visual Daily Management and other daily mgmt tools

Prairie North’s QI Office Goals Continue education throughout Prairie North Use our training to support and lead Kaizen events Monitor and support sustainability of results Continue Hoshin planning and execution Continue implementation of Visual Daily Management and other daily mgmt tools

Goal: Education Lean Leader Certification Process by PNHR Waves (excluding Board Members) – as of October 20, 2015

Goal: Education Lean Improvement Leader Training continues. 30 participants are completing module 7 of 10 this month. Final presentation is schedule for June 21. Second wave of participants will start their training in June. Facility-based cohort will start in September, to trial a facility-specific approach

Goal: Education Focus of LILT is on teaching leaders overall quality improvement and problem-solving approach, and how to use Lean tools as appropriate to meet the challenges that are part of daily work. Next wave of LILT will include even more emphasis on coaching methods.

Goal: Planning Strategic planning using the Hoshin Kanri approach is continuing to evolve, both provincially and regionally. One challenge continues to be the alignment of the planning cycle with the provincial budget cycle. Pushed back a bit this year because of provincial election period. Goal is to ensure alignment of priorities, resource use.

Goal: Planning In Prairie North this year, there has been a focused effort to align the Strategic and Kaizen Plans. Decreased need for Kaizen Events to meet Lean Leader training requirements = Increased ability to plan Kaizen Events to address improvement opportunities necessary to meet targets in key service lines

Introductory Plan for 2016/17 Hoshins (Breakthrough Initiatives) Appropriateness of Care Patient Safety (including Safety Alert/ Stop-the- Line) Key Service Lines ED Waits and Patient Flow Primary Health Care Seniors Care Mental Health and Addictions Foundational Work Patient and Family-Centred Care Continuous Improvement Think and Act as One System

Proposed timeline for 2016/17 Regional Review June 28, 2016 Regional Review October 25, /18 Planning November 2016 Regional Review March 28, 2017

Introductory plan for 2016/17 Hoshins Breakthrough Initiative Project Teams Appropriateness of Care Patient Safety (including Safety Alert/ Stop-the- Line) Planning: Identify the Problem and Set Targets Project Form Data Collection Team Development (multi-stakeholders) Execution: Test ideas using PDSA Evaluation: Implement improvements based on what was learning in execution phase (Likely have shorter timelines than full fiscal year, as they are targeted projects.)

First Appropriateness of Care Project – Transfusion Medicine

First Patient Safety Initiatives 1. Establish Project Team Draft A3 Target Statement (Future State) – “Meaningful, accurate and timely data and information from the COSR and CI Review processes will be provided (to the frontline and organizationally) that will identify patient safety issues/trends to drive improvement and support Safety Alert/Stop the Line.”

First Patient Safety Initiatives 2.Safety Alert/Stop the Line Pilot Site Lloydminster Hospital Pharmacy 3.RPIW #47 - Improve the accuracy and timeliness of completing the Client Occurrence Safety Reporting Process from the time a staff completes the COSR form to when it is received by the QI Office. Lloydminster Continuing Care

Proposed plan for 2016/17 Key Service Lines Cross-facility and cross-departmental teams ED Waits and Patient Flow Primary Health Care Seniors Care Mental Health and Addictions Q1 Planning: Current State and Future State VSMs Performance Indicators and Improvement Targets stemming directly from VSMs Kaizen plan – what improvement tools will be used to achieve targets? Q2 and Q3 Execution: Implementation of kaizen plan Corrective action as required, but only when required Q4 Evaluation: Review of VSMs – is future state VSM now current state? If no, why?

Proposed plan for 2016/17 Foundational Work All leaders, clinicians and employees Patient and Family-Centred Care Continuous Improvement Think and Act as One System Planning: Identify timelines and metrics Execution: Engagement throughout the organization Evaluation: Review, report and sustain

Up Next Rest of this morning will be used to review the excellent work done and lessons learning in the service lines in 2015/16. Take that knowledge into the Q1 planning work is being done. June Regional Review will be used to share the Finalized Strategic Plan, including Hoshin implementation plans and associated kaizen plans; update on foundational work throughout org