2008-09 Annual Report
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Annual Report to the Minister of Health For the 2008-09 Fiscal Year Ended March 31, 2009 TABLE OF CONTENTS Who We Are....................................................................................................................1 Our Region ......................................................................................................................9 2008 – 2009 Results at a Glance ...................................................................................14 2008 – 2009 Performance Results.................................................................................17 Future Outlook/Emerging Issues...................................................................................37 Governance and Transparency......................................................................................40 Payee Disclosure Lists ..................................................................................................43 2008-09 Performance Management Summary..............................................................49 Management Report ......................................................................................................53 Auditor’s Report............................................................................................................54 2008 – 2009 Financial Statements ................................................................................56 Table of Figures Figure 1 Organizational Structure...................................................................................5 Figure 2 Heartland Health Region Population (2008) ...................................................9 Figure 3 Historical and Projected Population for Heartland Health Region, 1971 to 2021..................................................................................................................10 Figure 4 Average Personal Income: Age 15 and over .................................................11 Figure 5 Proportion of populations (age 25-29 years) who have completed or post-secondary education ..............................................................................................12 Figure 6 PHSA Map......................................................................................................18 Figure 7 Distribution Full Time Equivalents by Affiliation ........................................26 Figure 8 Former Board April 1, 2008 – February 2009...............................................40 Figure 9 New Board as of February 2009....................................................................40 Table of Tables Table 1 Summary of Acute, Long Term Care and Program Beds located in Heartland Health Region Facilities (2008-09) ................................................................8 Table 2 Percentage of population (age 12 years and over) who report being inactive ..........................................................................................................................13 Table 3 Health Status Indicators ..................................................................................13 Table 4 Summary of Surgeries performed in Heartland Health Region......................17 Table 5 Heartland Health Region Long Term Care: Key Statistics (2008-09)............24 Table 6 Influenza immunization rates - age 65 and over .............................................25 Table 7 Summary of Public Inspection Levels ............................................................30 RHA Website: www.hrha.sk.ca Letter of Transmittal To: The Honourable Don McMorris Minister of Health Dear Minister McMorris; The Heartland Regional Health Authority is pleased to provide you and the residents of the health region with the 2008-09 annual report. This report provides the audited financial statements and outlines activities and accomplishments of the region for the year ended March 31, 2009. The Heartland Regional Health Authority had many successes during the fiscal year. The overall success of the Heartland RHA is gratefully attributed to the dedication and commitment of employees and the medical staff of the RHA, as well as the generous residents who give unstintingly of time and money to ensure that they, their families and their neighbours have access to quality health care. Respectfully submitted, Richard Anderson Chairperson Who We Are The Heartland Regional Health Authority (HRHA) is responsible to deliver health care services to citizens living within its borders. On April 1, 2007, the Authority implemented a three year Strategic Plan that had been developed with information collected from the board, staff and public stakeholders. At the same time, the HRHA revised its vision; affirmed three existing and adopted five new Values; and prioritized five Strategic Directions, each with a number of objectives. The Strategic Plan will guide the region’s work over the next few years. The Strategic Directions outlined in the plan provide direction for the Authority’s decision making about resource allocation and delivery of HRHA program and service priorities. Heartland Vision Building a region of healthy people and healthy communities. Heartland Values • Quality • Fiscal responsibility • Being accountable to the people we serve • Courage • Integrity/Honesty • Empathy/Compassion • Respect • Abundance In its 2007-2010 Strategic Plan, Heartland Regional Health Authority adopted five goals and objectives as found in the table below. P1: Develop Primary Care Service Areas and the Teams within, ensuring appropriate resource distribution P2: Strengthen our commitment to Chronic Disease Management and Healthy Living. Maintain and develop appropriate secondary services to Developing Primary complement Primary Health Care services Health Care Services P3: Provide the right service by the right person in the right place at the right across the Region time P4: Actively explore and/ or create alternate service delivery models P5: Develop strategies to address: Mental Health Wellbeing; Accessible Nutritious Foods; Decreased Substance Use and Abuse; and Active Communities Q1: Commit to Quality of Life for long term care residents Establishing Quality Q2: Increase the use of evidence and Best Practices in decision-making Performance and Q3: Enhance data systems Expectations Q4: Make Continuous Quality Improvement the organizational culture Q5: Develop and implement a sustainable infrastructure plan for all facilities Heartland Health Region Annual Report 2008-09 1 C1: Structure opportunity for open dialogue with staff, physicians, residents, communities, stakeholders and the provincial government Making On-going C2: Actively seek out partnerships with communities, agencies, government Communications a and the private sector Priority C3: Increase awareness of a shared responsibility for health, reasonable expectations and appropriate utilization of health care resources C4: Develop navigational tools and processes to ensure easy access to service S1: Develop and support the Safety Culture Building a Culture of S2: Develop strategies to reduce injury Safety S3: Ensure that HRHA workplace environments are safe and healthy HR1: Continue to work at becoming the “Employer of Choice” HR2:: Ensure provision of required education and actively seek placement opportunities for health career students Supporting and HR3: Improve the retention and recruitment of health care personnel Developing Human HR4: Create a culture that promotes healthy employees in healthy workplaces Resources HR5: Promote informed personal health choices HR6: Develop leaders, and establish collaborative leadership structures and processes (build teams) Code of Conduct and Ethics In keeping with the Regional Health Authority’s (RHA) Code of Conduct, individual members of the RHA are expected to conduct themselves in an ‘ethical and businesslike’ manner. Board and staff alike are expected to conduct themselves in keeping with the region’s values (summarized above). The Heartland RHA places a high value on balancing the public’s high expectations for health care programs and services with available human and financial resources and the context of the day. The Ethics Advisory Committee provides the Regional Health Authority greater focus in sorting through ethical issues, and guides the development and delivery of initiatives to advance the understanding of ethical principles throughout the region (e.g. Annual Dialogue on Ethics Workshops). This year, Heartland launched an Ethics Consultation service that is available to all patients and clients of the region, and to staff. The region has contracted the services of the Saskatoon Health Region Ethics Consultant. Administrative Structure Under the direction of the President/CEO, Heartland’s five Vice-Presidents carry out the portfolio responsibilities of Human Resources, Primary Care Services, Health Services, Corporate Services and Corporate Planning Services. The Senior Medical Manager is a key member of the Senior Leadership Team, providing guidance and advice that helps the region align programs and services with the professional skills of physicians practicing in the region. Further leadership and support for the portfolio responsibilities is identified in the Organizational Chart shown in Figure 1. Partnerships The Ministry of Health continues to be an important partner for the region. As the region’s primary funder, the ministry established accountabilities and reporting expectations, and set and monitored standards that ensured the provision of health care and services