Teck Pioneer Residence Strategic Update 2017

Transcription

1 Key Issues Affecting TPR External and Internal 1. Resident Quality Inspection, Accreditation and other legal requirements (e.g. Ministry of Labour inspection, Health & Safety, part of Town of KL) 2. Demographic changes and long term care needs 3. Recruitment and Retention of Staff 4. Ongoing increases in the use of technology 5. Small size of TPR and only have a small group of people to meet all regulations. 6. Cost exceeds revenue Vision Come Home to TPR We, the family oriented staff at Teck Pioneer Residence, will offer each resident an enriched quality of life by being a progressive home that gives outstanding care in a safe, home-like atmosphere. Mission At Teck Pioneer Residence our priority is to provide a safe home for those who require Long Term Care. We ensure a high quality of care to the residents, are considerate of their individual needs, uphold the regulations for compliance, and be a place of preference that the residents feel is their home. Values Value yourself first in order to be the person you can be. Respect & Dignity Valuing the residents individual needs experiences and differences. Integrity & Compassion Be open and honest in all of your dealings. Emotionally connect with residents and each other. Teamwork We pledge to uphold quality care by functioning as a Team, working together to meet the needs of the residents. Priorities, Goals and Actions Strategic Priority #1 Quality Improvement Goal To improve the quality of care for the betterment of our residents, staff, family and volunteers. The focus will be on using audit measures to ensure attainment of ministry/provincial standards in each of the 12 risk areas. Use data from financial information, accessibility, resource allocation, surveys, risk analysis, human resources and technology analysis as basis for quality improvement. Continue to review & improve risk management plan. Document all Life Enrichment programs and explore ways to increase participation. Page 1

2 Ensure Admission Agreement and assessments meet all aspects of standards, e.g. address discharge/move-out/transition/contract termination plans on assessment, add summary, written criteria, plus include information on prior daily routines. Review and analyze complaints procedure Prepare for April 2017 Accreditation. Participate in on-going training for changes required by LTCH Act. Actions/Strategies Specific to 12 Risk Areas: Risk Area Action Responsibility Deadline 1. Injury 2. Missing resident Critical incident report to include analysis, follow-up and reporting requirements plus time frame for investigations. Admin/Nursing Dec. 31, Medication Incidents Review critical incident procedures. Participate on Joint Task Force on Medication Management Report. Analyze data, collect from onemar & risk management in PointClickCare Nursing/Pharmacy/ Medical Advisory Committee (MAC) March 31, Environmental hazards 5. Infection control 6. Pressure ulcers 7. Continence 8. Falls Review of critical incident procedures to cover environmental hazards and infection control. Interdisciplinary programs (falls prevention, skin/wound care/prevention pressure ulcers, continence & bowel, pain & wound management) recorded, evaluated and updated /year. 9. Restraints Review and analyze restraint, PASDS usage. 10. Weight loss Identify resident weight loss. Develop, implement and monitor interventions. 11. Abuse/assault Ongoing education to prevent abuse 12. Behaviour & neglect, to decrease responsive affecting behaviors and to minimize others altercations. Review & analyze critical incidents of alleged abuse/assault. Environmental Team, Health & Safety reps. Environmental Team, MAC Nursing/ Dietary/ Skin & Wound Committee Nursing /Tena Team Feb. 28, 2017 Feb. 28, 2017 Mar.31, 2017 May 31, 2017 Nursing/Restorative May 31, 2017 Care Aide/Physio Restraints Reduction Jan. 31, 2017 Committee Nursing/Dietary Jan. 31, 2017 Nursing/ Psychiatric Resource Consultant (PRC)/Clinical Coordinator, QI Team Mar.31, 2017 Page 2

3 Strategic Priority #2 Communication Goal To maintain effective communication (including MIS support) between departments and staff, based on staff and resident surveys, audits at the good level and/or provincial targets. Develop a strategy to share performance improvement information with persons served. Continue to train all new employees on GPA (Gentle Persuasive Approach). Review & upgrade as necessary the Technology Plan with Kirkland & District Hospital and Town of Kirkland Lake. Develop ways to address data reliability, validity, completeness and accuracy.(ie. Risk Management documentation in PointClickCare) Strategic Priority #3 Staffing, Recruitment & Retention Goal To always be at full compliment for qualified staff. Expand HR policies to include exit interviews, annual job description reviews, a performance assessment tool for contract personnel. Offer competitive salaries with other LTC facilities. Promote benefits package offered to part time workers. Advocate with colleges for visits, programs and clinical placements plus job fairs. Promote fair, equitable, transparent and flexible recruitment of employees taking into consideration the representational levels for identified diversity groups within the Home. Use a Grow your own approach for succession planning. Search for sources of training dollars for unqualified employees. Identify volunteer recruitment strategies. Contact local high schools for co-op placement opportunities Engage in the NNG program for recruitment of graduated RN/RPN s Strategic Priority # 4 Collaboration for Innovation Goal To build and maintain a culture (within and beyond the borders of TPR) that promotes team work, collaboration and innovation. To strengthen our ability to provide quality care through collaboration and partnerships with Town of KL, Ministries, Accrediting Bodies, external stakeholders and community groups. Page 3

4 Record, evaluate and update programs each year. Evaluate and update strategic plan annually. Identify new ways to increase representation on Resident and Family Councils. Residents Bill of Rights posted copy and booklet. Extend partnerships with the Town of KL, KDH, Extendicare, KL Pharmacy. Develop a Cultural Competency and Diversity Plan. Foster TPR as a workplace that actively promotes the diverse skills and experiences of all employees. Maintain a workforce where all employees are encouraged, and provided with opportunities to develop and reach their potential. Strategic Priority # 5 - Fiscal Responsibility and Accountability Goals To secure financial resources to train and support staff in the utilization of current and future technical advances and care techniques to provide quality care. To operate within allocated funding and proposed budget. To decrease costs beyond funding and mortgage payments (paid by Town of KL) Set measurable performance indicators for business function improvement. Follow admission criteria for selection of new residents. Work at maximizing access to funding by decreasing the number of residents who do not need to be in TPR. Operate at capacity. Conscientiously complete required reports, e.g. In-year Revenue/Occupancy Report, Long TCHA Annual Report, Financial Statements, Performance Report. Timely signing of agreements for allowable charges (resident information and agreements). Identify ways to decrease raw food costs, e.g. Analyze wastage and revise daily numbers. Introduction of a reward program to reduce sick time. Identify other cost-cutting measures. Strategic Priority # 6 Health & Safety Goals Ensure physical, emotional and mental well-being of residents, staff & families. Page 4

5 Allow for individualized room set up, maintaining safety. Develop, document and implement an Accessibility Plan (Occupational Health & Safety). Designate evacuation routes on maps of unit layouts. Review policies and procedures for transfers, discharges, storage and protection of medical record. Review the success of consistent/permanent resident assignment through Resident/Staff satisfaction Surveys. Review policies about confidentiality, release, storage, protection from damage of records. Discuss policy and procedures for involuntary internal transfers with Residents/families at Admission meeting. Page 5