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Regina Qu’Appelle Health Region Overview

Regina Qu’Appelle Health Region Overview. November 28, 2002. Creation of a New Region. Creation of a New Region. December 2001, government says it will combine 32 districts into 12 regional health authorities.

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Regina Qu’Appelle Health Region Overview

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  1. Regina Qu’AppelleHealth RegionOverview November 28, 2002

  2. Creation of a New Region

  3. Creation of a New Region • December 2001, government says it will combine 32 districts into 12 regional health authorities. • The Action Plan for Saskatchewan Health Care document,outlines rationale for health regions: • Bring together critical mass of skills to plan and deliver health services. • Reduce duplication and lead to more efficient management. • Larger regions better able to recruit professionals.

  4. Creation of a New Region • Action Plan: • Better capacity to provide full range of primary services. • Strengthen hospital, emergency and long term care systems. • Minister of Health appoints members of Planning Committees to begin progress toward Regional Health Authorities.

  5. Creation of a New Region • Members chosen from all parts of the region and represent diverse backgrounds and experience. • There is no “ward system” in the new region. Members represent the entire region. • Planning committees become Authorities that will govern the new health regions.

  6. Creation of a New Region • Minister’s Forum • To coordinate health planning for the province. • Maintains close relationships between regions and the Minister of Health. • Made up of the chairperson’s from all health authorities in the province.

  7. Creation of a New Region • Regional Health Services Act: • Proclaimed on August 1, 2002. • Legislation creates 12 Regional Health Authorities throughout Saskatchewan. • Pipestone, Regina and Touchwood Qu’Appelle health districts merge into one organization.

  8. Description and Population

  9. Description and Population • Service area for the Regina Qu’Appelle Health Region: • 245,800 residents. • 120 cities, towns, villages, rural municipalities and First Nation communities. • Provide specialized health care for all of southern Saskatchewan’s 465,000 residents. • Made from the boundaries of the former Pipestone, Regina and Touchwood Qu’Appelle health districts.

  10. Description and Population • Population is projected to be stable, declining only 2.6% over the next 15 years. • In 2000, the population was 245,814 people • In 2015, population projected at 239,385 people

  11. Description and Population • Life expectancy is 78 years. • 13.3 percent of total population over 65 years. • First Nations population makes up eight percent of the regions total population. • 16 First Nations Communities within the health region’s boundaries.

  12. Description and Population • Population is projected to get older. Age Group 15 Year Projected Change 0 - 19 -14.90% 20 - 39 - 7.80% 40 - 64 8.80% 65 - 74 18.20% 75 - 84 - 6.70% 85 plus 22.20% Source: HSURC

  13. Description and Population • Native population is projected to get younger. Age Group 15 Year Projected Change 0 - 19 14.40% 20 - 39 9.40% 40 - 64 4.40% 65 - 74 2.70% 75 - 84 1.30% 85 plus 1.00% Source: Saskatchewan Health

  14. Description and Population • Priorities: • The projected growth in First Nations populations means working with bands, tribal councils and governments to address health issues. • Aging population means looking at programs for seniors including home care, adult day programs, long-term care and “senior’s wellness” initiatives.

  15. Health and Performance

  16. Health and Performance • We are ranked among the top ten health regions in Canada for: • Births after caesarian sections. • Mammogram tests. • Pap smear tests. • Low re-admissions after heart attacks.

  17. Health and Performance • Leading causes of hospitalization in the region: • Heart, pulmonary and hypertensive diseases. • Pneumonia, influenza, bronchitis and emphysema. • Asthma and lung diseases. • Pregnancy and childbirth.

  18. Health and Performance • Leading causes of premature death in the region: • Heart disease and other heart related conditions. • Brain and vascular conditions. • Motor vehicle accidents. • Diabetes. • Lung conditions.

  19. Health and Performance • Non-medical determinants of health: • 18.3 percent of families live below the poverty line. • 21.9 percent of children live in low income families. • 4.8 percent unemployment rate and 9 percent youth unemployment. • 70.6 percent graduate high school. • 51 percent complete post-secondary education. • Economy and education pose a challenge in our region.

  20. Merging three Organizations

  21. Merging three Organizations • The challenges: • Integrating services, management systems and philosophies: • Programs and services • Medical administration • Financial systems • Recruitment and retention programs • Communication

  22. Merging three Organizations • The challenges: • Understanding urban and rural realities. • Dealing with uncertainty caused by change. • The continuing role of a tertiary centre with two designated provincial hospitals. • Developing a strategy and identity for the new health region. • Development of an integrated organizational structure.

  23. The new Organization

  24. The new Organization • The goal of the new organizational structure: • To manage a process of change. • To develop an effective and integrated organization that delivers quality and accessible health services. • Be capable of meeting the challenges and opportunities that lie ahead for the region.

  25. The new Organization • The principles for developing the organizational structure: • Staff and physician involvement. • Workforce stability. • Local decision-making. • Balance between health services and corporate support.

  26. The new Organization • Programs and Services are based on a model of three care streams: • Primary care. • Specialty care. • Continuing care. • The care streams reflect the reality and priorities of the new health region.

  27. The new Organization • Primary Care: • Mental health and addictions. • Home care and Palliative care. • Emergency, EMS and Ambulatory Care. • Population and public health.

  28. The new Organization • Specialty Care: • Women’s and Children’s health. • Surgical care. • Cardio, neuro, respiratory and critical care. • Medical care and pharmacy. • Diagnostic imaging, lab, and nuclear medicine.

  29. The new Organization • Continuing Care: • Long-term care and rehabilitation services. • Health facilities. • Health services organizations.

  30. Staffing and Physicians

  31. Staffing and Physicians • Staff and physicians are the most important resources the health region possesses. • The new region employs 8,470 staff (including in affiliated agencies) and over 450 physicians. • We continue to cope with staff shortages in many areas, including nurses and technical professionals. • Aggressive recruitment and retention efforts continue.

  32. Financial Overview

  33. Financial Overview • 2002/03 budgeted revenue, $460.4 M. • 2002/03 budgeted operating expenditures, $457.4 M. • Surplus of $3.0 M will be directed to capital expenditures. • As of September 30, 2002, the Authority was on track in terms of budgeted versus actual expenditures.

  34. Financial Overview • Salaries represent 79% of expenditures (staff, medical remuneration, affiliate staff). • Service expenditures • Acute & specialized hospital care - 60% • Long-term (supportive) care - 20% • Goal is to continue delivering quality and accessible health services in a financially responsible manner.

  35. Financial Overview • Capital as at June 30, 2002: • 2002/03 Budgeted Capital Expenditures, $10.3 M. • Budget is: • - Medical Equipment $ 7.3 M • - Information technology, • renovations, and non-medical • equipment $ 3.0 M

  36. Trust Funds and Fundraising

  37. Trust Funds and Fundraising • Trust funds exist in many communities in the region. • Funding for equipment, projects and capital construction. • Money was raised in local community. • Health Authority recognizes importance of these funds.

  38. Trust Funds and Fundraising • Authority’s position is that money from all trust funds will be used for the purposes they were designated. • Funds will remain in their respective communities. • The important role of trust fund committees. • The health authority will develop relationships with committees and fundraising foundations.

  39. Trust Funds and Fundraising • Hospitals of Regina Foundation • Established in 1987. • Volunteer-led, non-profit organization. • Works with donors and the community to raise funds for medical equipment needs in Regina’s hospitals. • Authority recognizes the importance of the Foundation and intends to support its fundraising activities.

  40. Trust Funds and Fundraising • Community trust funds: Balances as at September 30, 2002 • Touchwood Qu’Appelle $ 303,986 • Pipestone $ 4.8 M • Hospitals of Regina Foundation: • Balance as at August 31, 2002 $ 4.4 M

  41. Conclusion and Next Steps

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