Progress Report Prairie North Health Region April 2016 Regional Review Welcome to today’s Regional Review. The purpose of Prairie North’s Regional Reviews is to bring our leaders together to encourage each other in – and hold ourselves accountable for – providing defect-free, patient-first care. I appreciate it’s hard to be away from the office and the gemba for a full day, but I value these days and I hope you do too.

Welcome! Before we get going, I have the pleasure of introducing three Patient and Family Advisors who will be sitting on Prairie North’s first Patient and Family-Centred Care Advisory Committee, which will have its first official meeting later this month. They are: Jenice Ward from Lloydminster and Margaret Petrie from Lloydminster. Thank you very much for joining us here. We look forward to sharing the day with you. I also want to thank Glenda Beaucamp and Val Wanner from the Health Quality Council for being here today.

The Prairie North Plan Region-wide Improvement Culture in our Daily Work Patient and Family Centred Care Employee and Patient Safety Emergency Department and Patient Flow Mental Health and Addictions Primary Health Care Seniors Care Kaizen plans with improvement goals KPO-supported Cross-management: service lines work together to improve patient care and experience Regional reporting process for accountability Key Service Lines – 2015/16 This is a visual overview of Prairie North’s 2015-16 improvement plan. Today’s review is really about looking back at what was accomplished in 2015/16, talking about what went well and what is left to do, and starting to look at what 2016-17 holds. You’ll hear later this morning about specific work within the four service lines, as well as in the three region-wide planks of the plan: Patient and Family Centred Care Region-wide Improvement Culture Employee and Patient Safety

Hearing from our Employees I want to start the day, though, by sharing the results of the two Accreditation-related employee surveys that were run late 2015: the Worklife Pulse Survey and the Canadian Patient Safety Culture Survey. We have good news to report from both, but they also give our organization direction as to where our employees think we can improve. You have a hand-out that goes over the results – this will be also be distributed to all staff tomorrow and can be posted on visibility walls and discussed at huddles throughout Prairie North. First of all – the Worklife Pulse Survey. Overall, Prairie North increased the areas where it is performing well from 24% in 2013 to 37% in 2016, and decreased its areas requiring immediate attention from 19% in 2013 to 6% in 2015.  

Where we need to improve 68.5% of respondents agreed that their supervisor provides feedback on how well they are doing their job. 38.7% agreed that senior managers act on staff feedback. In response to the question ‘Overall, how would you rate your organization as a place to work?’, respondents said: Poor – 6.3% Fair – 17.4% Good – 32.9% Very Good – 34.2% Excellent – 9.2% As we’ve learned about Lean management and the characteristics of high-performing organizations, we’ve seen that the people who do the work are the ones with the most knowledge about how to improve. If we truly believe that as an organization, I think we want to see those first two numbers go up. And we’ll need to be creative about how we do that. As for the third question, I’d like everyone to think this is an Excellent place to work – but maybe our goal should be to eliminate the poor and fair ratings.

Hearing from our Employees Looking now at the Canadian Patient Safety Survey, it’s exciting that Prairie North increased the areas where it is doing well from 0% in 2013 to 22% in 2015, and decreased its areas requiring immediate attention from 35% in 2013 to 17% in 2015.  

Where we need to improve Responses to a number of questions about what may happen if an employee makes a ‘serious error’ indicate a belief amongst about 50% of respondents that errors are seen as personal failures rather than system failures. 79% of respondents agreed that if a potentially serious patient safety incident is reported, management looks into it. 71% agreed that if they report a patient safety incident, someone usually follows up to get more information from me. 67% agree that individuals involved in patient safety incidents have a quick and easy way to report what happened. Employees need to believe that Prairie North recognizes errors are chiefly process errors – not personal errors. How we respond as an organization to safety concerns will demonstrate to staff that getting to the root cause of errors is not about blaming and shaming, it’s about making system improvements to prevent those errors from happening again. Related to how safety concerns are managed in Prairie North, we want to improve so that the last three bullets have 100% agreement from staff. Fortunately, a lot of the work you’ll hear about as the day goes on speaks to how Prairie North can make these improvements, so we look forward to showing our employees and Accreditation Canada that we are using this information to move forward.

Quality In 2015/16, we committed to tracking regional performance indicators on the 4th Tuesdays of every month. Your reflection on what went well, and what you feel we need to improve with this process for 2016/17.

Cost

Delivery

Delivery

Safety

Recognize that improvement work doesn’t happen overnight, and we hold ourselves accountable for continuing to work at the projects we’ve invested in through the follow-on process. If it’s not working, why? What can we do differently? If it is working, celebrate.