Annual Progress Report

Transcription

1 Working Together Toward Excellence in Health and Wellness St. Anne Centre Strategic Plan Annual Progress Report May 1, 2018 FINAL

2 NOTE: This is the final year for the St. Anne Centre Strategic Plan. The Strategic Planning Subcommittee of the Governance Committee of the Board of Directors has begun work on the creation of the Strategic Plan Annual Report - Tracking the Progress on Our Strategic Priorities and 1. STRATEGIC PRIORITY: Achieve better client care and a culture of safety and excellence through continuous quality improvement Foster an organizational culture with a focus on client-centered care Ensure effective communication processes between St. Anne Centre and the people for whom we care Ensure care delivery is best practice and evidence based Organizational structures and processes enable the delivery of client-centered care Health services reflect community needs. Strategic Priority 1 Progress Report Family Council: enhances communication between residents, families and St. Anne Centre. This year terms of reference for family council and a Family Council Guide have been created. We continue to have challenges with interest from families in forming this group. Resident Council: gives our residents a voice in broader policies and practices at St. Anne Centre. Resident council meets monthly and minutes are posted. Client Centred Care: o St. Anne Centre has Resident Care Meetings for each resident a short time after admission and annually that involve all disciplines/departments to ensure that each resident s plan of care helps them to work towards their goals. We have been challenged to meet our timeframe of a care meeting 6 weeks after admission but continue to track this to aim for better performance. The yearly meeting goal has been met 64-88% in o Health care workers are using tools and technology that enable us to use client centred information to plan and provide resident care (example Resident Information Manager Program on computer and tablets). Enhanced Staff Education: o Registered Nurses and Physicians continue to be certified in courses that are meeting the Provincial Emergency Department Standards. o Our Diabetes Education Centre nurse and dietitian are both Certified Diabetes Educators. o Long Term Care employees continue to receive education on various topics that enhance the care provided for our residents P a g e 2

3 o We have certified trainers in CPR, Non-Violent Crisis Prevention/Intervention, and Teepa Snow's Positive Approach to Care (PAC) philosophy. Education is being provided for staff. Mentoring of Students and others: o St. Anne Centre continues to be a learning site for medical students and residents through the Dalhousie University Family Medicine program o We mentor Nursing students through their Co-Op placement and have received nursing students in other placements o St. Anne Centre provides learning experiences and mentor Continuing Care Assistant (CCA) students from the Nova Scotia Community College (NSCC) and other education providers in both French and English. o We have also mentored students in the Therapeutic Recreation Program. o St. Anne Centre provides work experience to participants through the Department of Community Services workforce partnership. o People who have been mentored through these programs often seek employment with St. Anne Centre which helps in our recruitment efforts. Satisfaction Surveys: o We implemented a new timeframe for surveying LTC residents and families. This change increased participation in the survey which gives us more information on which to base improvements. o It is noted that we need to develop a method of evaluating client satisfaction in other areas. Culture of Safety: o Caregivers are continuing to receive education on the Safe Lift and Transfer for Long Term Care initiative through the NS Health & Community Services Safety Association (AWARE-NS) and the Workers Compensation Board. o The Joint Occupational Health and Safety committee continues to be very active in surveying and making improvements for safety for employees, clients, and visitors to St. Anne Centre. o A Workplace Violence Prevention Program is in force. o Non-Violent Crisis Intervention (CPI) we have mandated CPI training for all staff that contact clients. This is to teach staff non-violent methods to deescalate potentially violent situations. o The Challenging Behaviours Resource Consultant continues to assist us in managing behaviours that may pose a safety risk to staff and residents. o Our CEO participates in the Provincial Workplace Safety Action Plan Advisory Committee P a g e 3

4 2. STRATEGIC PRIORITY: Ensure a suitable physical environment that supports resident focused living and collaborative acute care To enhance and maintain the existing physical environment to enable resident focused living Choose a resident focused model of care To enhance and maintain the existing physical environment to support collaborative acute care 2.4. Pursue replacement of existing facility. Strategic Priority 2 Progress Report Physical environment in the nursing home: o There are deficiencies in the structure of the recreation room and the small dining room extension. Funding has been received through Department of Health and Wellness for 2 projects. Plans have been drawn up and we are at the engineering phase of the projects. 1. Expansion of the dining room the small room at the back of the dining room will be demolished and the end wall will be opened up and an addition will be built extending the dining room to almost twice its size. This will provide our residents with a much improved dining experience. 2. Recreation Room the current room will be demolished and a brand new recreation room will be built. This will be more than twice as large as the current room and will allow space for storage, office space and a much larger recreation area for activities and exercises. o The interior painting project is finished and an artist painted beautiful murals at the entrance and in each of the 3 wings. The door between the nursing home and the outpatient department has been camouflaged by a painting of a bookshelf to enhance resident safety. o We continue to maintain LTC licencing with DHW-Continuing Care Division by meeting the new Long Term Care Program Requirements and acting upon their recommendations. o The walk-in fridge freezer is in the process of being replaced. o Resident beds are gradually being replaced to improve comfort and safety. Resident focused model of care: o St. Anne Centre continues to strive to work within our Resident Focused Model of Care. Physical environment in acute care: o All equipment is regularly assessed by Biomedical Engineering through a contract with Health Association Nova Scotia. o A laboratory collection chair has recently been replaced. Replacement of facility: o The board of directors and management have been investigating new facility options with an architect. The architect is assisting the board in understanding possible options for replacement or renovation. Government has not announced new or replacement beds to date P a g e 4

5 3. STRATEGIC PRIORITY: Ensure long term sustainability and meet our financial stewardship obligations Develop a fundraising plan to enhance the ongoing financial viability and sustainability of St. Anne Centre Review and enhance financial policies, management processes and tools to increase control over financial performance. Strategic Priority 3 Progress Report Fundraising Plan: The St. Anne Centre Auxiliary (no longer Ladies ) continues to financially support projects that enhance care at St. Anne Centre. The 2017 fundraising project focused on the Recreation Room project. Review of financial policies and tools: Financial policies continue to be updated when new information arises and on a 3 year cycle. Reduction in funding from Department of Health and Wellness: The long term care sector continues to experience global budget reductions. Our Administration continues to review how we can absorb this reduction in funds without adversely impacting resident focused care P a g e 5

6 4. STRATEGIC PRIORITY: Strive for organizational excellence Board members are engaged and demonstrate strong leadership and governance Board of Directors ensures effective board succession planning All people are a valued part of St. Anne Centre Team 4.4. Succession plan will be in place for CEO 4.5. Accreditation is maintained with Accreditation Canada Strategic Priority 4 Progress Report Strong Leadership and Governance: o The Board of Directors evaluates their performance as a board yearly in the spring and the Board makes improvements as necessary. Board Succession Planning: o The St. Anne Centre By-Laws were revised in 2014 to provide clear guidance for board succession. These guidelines have been used for the recruitment of board members as needed. Valuing our People: o Employee Assistance Program is contracted to provide support to employees. o ifit Health Centre St. Anne Centre continues to support staff participation in the community fitness facility memberships through payroll deduction. o We recognize employees with 5, 10, 15, etc. years of service yearly o Pizza days and barbeques for staff are held regularly. o Retirement luncheons are held. o Workshops have been held to promote relationship building, teamwork and respectful workplace. Recruitment and Retention of Employees: o We continue to mentor students of every discipline as a recruitment strategy. o Emergency Department closures occurred over the past year due to shortages of both Physician and RNs. Accreditation Canada: has determined that St. Anne has gone beyond the requirements of their Qmentum Accreditation program in demonstrating excellence in health care quality improvement and safety and we continue to maintain Accreditation with Exemplary Standing. We are working towards the next accreditation visit December P a g e 6

7 5. STRATEGIC PRIORITY: Enhance collaboration, partnerships and engagement Build alliances with other health service providers to establish common priorities Regularly engage partners and the community to improve services Ensure Department of Health and Health Wellness (DHW), GASHA and other key partners are aware of St. Anne Centre s priorities and their impact on community. NOTE: The District Health Authorities (e.g. GASHA) were dissolved on March 31, 2015 and the new Nova Scotia Health Authority (NSHA) was instituted April 1, St. Anne Centre geographically falls in the Eastern Management Zone of the NSHA. Strategic Priority 5 Progress Report Building Alliances: o We continue to network with Nova Scotia Health Authority (NSHA) to define our working partnership. o We continue to meet with other facilities, agencies, associations and committees to represent St. Anne Centre. Engaging partners and the community: o St. Anne Centre strives to reestablish the Long Term Care Family Council; o We participate with the Acadian community in improving French language services in health care; o The Diabetes Education Centre continues outreach into the communities they serve. Keeping key people aware of our priorities and their impact on our community: We regularly share and advocate for St. Anne Centre s priorities with the Nova Scotia Health Authority, Veterans Affairs Canada, Health Association Nova Scotia, the Department of Health and Wellness and others P a g e 7

8 St. Anne Centre Vision, Mission and Guiding Principles VISION Working Together Toward Excellence in Health and Wellness MISSION St. Anne Centre is committed to promoting excellence in health care and to meeting changing health care needs in collaboration with our community and health care providers. GUIDING PRINCIPLES People come first - All people will be treated with respect and dignity We honour the people we serve, appreciate the work of others, welcome the contributions of all and celebrate differences. Integrity We are committed to ensuring that our conduct earns the respect and trust of our community. Accountability We are accountable for our actions and for the management of all our resources. Quality Improvement and Safety We are committed to achieving better outcomes, working toward system improvement and safety in client care and operations. Collaboration We work together with our partners and other stakeholders to achieve improved services. Engagement We involve clients and families in making decisions regarding their care. Transparency We are committed to being open, honest and accountable P a g e 8