1. CEO INTRODUCTION Keith Dewar, President & CEO

2. Our Purpose Why we are here

3. Strategic Hierarchy Government of Saskatchewan Ministry of Health Regina Qu’Appelle Health Region Provincial Health System Patient, Staff and Physician Input

4. Planning And Reporting Flow Chart Hard copies are on your table to see the details

5. Quarterly Report on Strategic Plan: –VP Lead of multi-year plans report on outcome measures and progress towards targets RQHR Strategic Plan Reporting Mechanism

6. S TRATEGIC M ULTI - YEAR PLANNING & R EPORTING

7. RQHR Strategic Plan RQHR Multi-year Strategic Plan includes: Provincial Strategies ED Waits and Patient Flow (prov. Hoshin) Mental Health and Addictions (prov. Hoshin) Seniors Infrastructure Primary Health Care Wait 1/GP to Specialist Appropriateness Financial Sustainability Culture of Safety RQHR Internally Identified Strategies Patient Family Centred Care Engagement Academics and Research

8. RQHR Strategic Plan – Cont’d We are confident in the strategic direction we are taking as a province and organization Each strategy is led by a Vice President (VP) who is accountable for achieving the outcome Each strategy is supported by a multi-year plan Each strategy is being monitored and reported out quarterly Funding restraint will slow the progress of multi-year plans and delay achievements and could potentially result in a deterioration in our gains to date We have significant capital and infrastructure deficiencies (facilities, equipment and information technology systems) that could impede our ability to meet strategic, business plan and operating budget targets

9. 2015/16 T HE C URRENT Y EAR B USINESS P LAN

10. 2015-16 RQHR Business Plan 2015/16 RQHR Business Plan ( One-year Regional priorities ) : –Continues to focus on: o Quality and Safety o Patient Flow (also a 15/16 provincial Hoshin) o Primary Health Care –Added one more focused area: o Mental Health & Addictions (also a 15/16 provincial Hoshin)

11. Link RQHR Strategic & Business Plan RQHR Multi-year Strategic Plan includes: Provincial Outcomes ED Waits and Patient Flow (prov. Hoshin) Mental Health and Addictions (prov. Hoshin) Seniors Infrastructure Primary Health Care Wait 1/GP to Specialist Appropriateness Financial Sustainability Culture of Safety RQHR Internally Identified Strategies Patient Family Centred Care Engagement Academics and Research RQHR 2015-16 Business Plan has 4 Focused Areas: o Quality and Safety o Patient Flow (also a 15-16 provincial Hoshin) o Primary Health Care o Mental Health & Addictions (also a 15-16 provincial Hoshin)

12. Focuses on the work of the Senior Leadership Team (SLT) –It includes regional work that SLT has to lead, monitor, and report Supports alignment across the RQHR –It is supported by work plans at the portfolio, service line and unit level Focuses SLT support for daily management –Quality care, safe care, and financial sustainability Business plan can and will change during the year –When targets are met, initiatives can be replaced by other work appropriate for SLT 2015-16 RQHR Business Plan – Cont’d

13. 2015/16 W HAT HAS CHANGED SINCE OUR BUSINESS PLAN WAS APPROVED

14. 2015/16 Preliminary Operating Budget 14

15. Service Volume Changes Has an Impact on Costs 15 Hospital Care Utilization 2010-20112011-20122012-20132013-20142014-2015P% Change Admissions 34,123 34,549 35,281 36,595 38,28212.19% Average Daily Census 642.40 655.60 645.70 650.67 650.011.18% Average Lenth of Stay (Days) 6.90 7.0 6.70 6.30 -8.70% Births/Newborn Admissions 3,771 3,954 4,087 4,234 4,25312.78% Emergency Visits 106,755 108,900 110,000 107,033 113,8056.60% Surgeries 21,683 22,774 23,232 26,615 26,21620.91% Diagnostic Imaging Procedures 274,490 272,759 305,956 312,977 257,129-6.32% Laboratory Tests Performed 3,555,074 3,662,535 3,783,155 3,952,096 11.17% Home Care Service Workload Units 168,106 334,791 361,498 357,718 360,000114.15% Emergency Medical Services Calls 23,598 23,764 24,870 24,811 25,0286.06% # of Influenza Immunizations provided by Public Health 34,487 33,076 35,447 52,346 n/a51.78% Ambulatory Care & Medical Outpatient Procedures 86,056 99,906 108,445 112,025 118,89938.16% # of Long Term Care Beds n/a 1,989 1,961 1,963 -1.31%

16. Primary Driver – Paid Hours 16

17. Regional Focus to a Balanced Budget

18. A CCREDITATION

19. Accreditation Items before Sept. 17, 2015 Standard Set Due Date June 15- 19 June 22-26 June 29-July 3 July 6- 10 July 13- 17 July 20- 24 July 27- 31Aug 3- 7 Aug 10 - 14 Aug 17-21 Aug 24-28 Aug 31- Sept 4 Sept 7- 11 Dr. McCutcheon Emergency Department Sep-15 Emergency Medical Services Sep-15 Medicine Services Sep-15 Cancer Care and Oncology Sep-15 Critical Care Sep-15 Michael Redenbach Mental HealthSep-15 Population Health and Wellness Sep-15 Long-Term Care Sep-15 Sharron Garratt Ambulatory Sep-15 Obstetrics Sep-15 Perioperative Sep-15

20. Accreditation Items before Sept. 17, 2015 Cont’d Karen Earnshaw Hospice, Palliative, and End- of-Life Sep-15 Home care Sep-15 Public Health Sep-15 Rural (Imbedded in other CQI Teams) Emergency Department Ambulatory IPAC Reprocessing Medication Management Perioperative Long -Term Care Keith Dewar Leadership: Medication Reconciliation Sep-15 Leadership: Workplace Violence Prevention Sep-15

21. Accreditation Items before Sept. 17, 2015 Cont’d Dawn Calder Reprocessing Sep-15 Rehabilitation Sep-15 Medication Management Sep-15 Medication Reconciliation Antimicrobial Stewardship Program Concentrated Electrolytes High- Alert Medications Heparin Narcotics Infusion Pump Training Marlene Smadu IPAC Sep-15

22. P ATIENT F LOW V ISIONING S ESSION

23. Current Year Course Correction Listen and take notes throughout the day Note changes to things that will influence your area and your plan, e.g. budget restriction. Dedicate time after the session to work in your teams and look at your plans to see what needs to be adjusted for this year and the following years Who will you need to talk to/link in with to connect your work?

24. Portfolio Planning & Deployment