Operating Plan

STRATEGIC DIRECTION # 1

A Governance and Infrastructure supportive of the Department’s vision, mission, values, functions and activities.

Objective 1a: To develop a Governance and Infrastructure that supports zone-wide aims and objectives.

  • Establish a Governance Structure.
    • A Zone Executive Committee comprised of:
      • Zone Chief  (Committee Chair) and Deputy Chief  (2).
      • All site chiefs: RAH, UH, Stollery, GNH, Leduc, Cross, Miseracordia, Ft Sask, Sturgeon (9)
      • Anesthesia Technology (1)
      • Chairs of Subcommittes: Education, Research, Quality and Safety, Equipment and Supplies (2)
      • AHS Executive Director, ORs and Endoscopy (1)
      • AMA Section representative (1)
      • APO Department of Anesthesia and Pain Medicine (1)
    • Key roles:
      • Intermediate and long term planning
        • Manpower, including Anesthesia Care Team (ACT)
        • Subspecialization
        • Information management
        • Clinical academic promotions
      • Establish terms of reference for subcommittees under the following headings:
        • Title
        • Authority and Reporting Relationship
        • Membership
        • Meeting Frequency
        • Key Roles
      • Of the Chief/Chair:
        • Maintain effective relationships with key partners (Gov, AHS, FoMD, Zone DeptSurg)
      • Of the Deputy Chief
        • Quality and Safety
    • Operates and decision making by consensus.
    • Clinical operations to remain at the site level.
      • Service delivery model
      • Effective working relationships with site managers
      • Meeting site specific demands for clinical service
      • Anesthesiologist hiring
      • Site specific equipment and supplies
    • Meetings
      • Frequency: 8 times a year
      • Location: rotated from site to site
      • Agenda and Minutes: by the chair
  • Establish the following Offices:
    • Education
    • Research
    • Quality and Safety
  • Ensure support staff in place to deliver key functions:
    • Credentialling and reappointments
    • Communications
    • Support staff for subcommittees
    • Information Management
    • Zone wide policy process and format

Objective 1b: To recruit and retain the right people.

  • 2011/12 additional initiatives:
    • ACT development
    • Intermediate and long term HR plan
      • Establish HR Committee and TOR.
      • Clarify recruitment processes and accountabilities
        • Zone
        • Site
    • Admin support for sites and functions.
    • Develop and implement Workforce Satisfaction Survey.
    • Succession planning
      • Chief and Deputy Zone Chiefs
      • Site Chiefs
      • Committee Chairs
    • Redundancy planning for administrative and management functions.
    • Recognize and support career/professional development (clinical AND  administrative staff).

Objective 1c: To secure the funding necessary to achieve the Department’s vision and mission.

  • Develop a zone-wide departmental budgetary process aligned with AHS & UA business cycle.
  • Determine zone-wide departmental budgetary requirements subsequent to strategic planning.
  • Submit appropriate budgetary requests on a timely basis consistent with AHS & UA business cycle.

Objective 1d: To procure the equipment and space necessary to exemplary patient care, scholarly research and educational excellence.

  • Develop a zone-wide space plan inclusive of administrative/education/ research requirements.
  • Develop a plan for acute/ chronic pain requirements.
  • Inventory current AA/AT support resources.
  • Ensure that equipment is modern and in good working order.
  • Develop process to report faulty equipment.

Objective 1e: To develop a departmental governance model reflective of the sharing of resources, a zone-wide perspective and the unique strengths and culture of each site.

  • Assess site specific cultures.
  • Identify opportunities for collaboration and social interaction between sites.
  • Develop an inventory of zone-wide resources.

Objective 1f: To engage in human resources best practices such that the workforce expresses job satisfaction and is engaged.

  • Identify the practices employed by organizations recognized as “Employers of Choice”

STRATEGIC DIRECTION # 2

Communications that keeps our zone-wide workforce up to date and knowledgeable on departmental matters, our public informed on departmental performance, and heightens the Department’s profile. 

Objective 2a: To develop an internal communication strategy.

  • Procure the services of a communication expert who can work with staff to determine:
    • The audience.
    • Conduct a needs assessment survey.
    • Determine tools to use )eg. email lists, newsletter, internal website, Google group).
      • Implement one (1) or two (2) tools with immediate impact.
  • Ensure alignment with AHS and UA guidelines.
  • Secure the required funding.

Objective 2b: To develop an external communication strategy.

  • Survey department members for suggestions.
  • Conduct focus group of representative users e.g. patients, fellows, colleagues.
  • Develop RFP (request for proposals) for communication plan strategy developer inclusive of external website requirements.

Objective 2c: To develop and implement updated external/internal websites.

  • Procure the services of an internal website developer/designer.
  • Procure the services of a web application developer.

STRATEGIC DIRECTION # 3

A zone-wide Information Management strategy integrated with government and university systems and encompassing futuristic trends.

Objective 3a: To complete an Information Management strategy document inclusive of current assets, future needs, gaps and recommended solutions.

  • Recruit/select an Information Management officer/coordinator on a contract basis.
  • Establish an IM Steering Committee.
  • Inventory current assets and contact other sites to identify resources.
  • Procure the services of an IM consultant to develop the zone-wide departmental plan.
  • Conduct needs analysis.

Objective 3b: To identify and implement an appropriate user-friendly state of the art Anesthesia Information Management System (AIMS) that provides quality assurance data, supports decision-making and research pursuits.

  • Develop Provincial AIMS information group (provincial solution).
  • Determine TOR, membership & deliverables.
  • Schedule first meeting.

Objective 3c: To identify and implement an appropriate scheduling software program.

  • Vendor demonstration for site schedulers and department members.

Objective 3d: To update the external website (cross-reference SD#2).

  • Establish a website design working group.
  • Procure a website design firm.
  • Develop a “look” that is consistent with the departmental brand and AHS & UA guidelines.

Objective 3e: To develop and implement an internal website (cross-reference SD#2).

  • Procure the services of a web application developer.
  • Establish a web design working group as per 3e.
  • Identify the functions necessary to include.
  • Pilot an internal website.
  • Implement internal website.

STRATEGIC DIRECTION # 4

An Office of Research (OoR) supportive of departmental research endeavours with an appropriate infrastructure and a nucleus of accomplished researchers.

Objective 4a: To develop an infrastructure that supports the Department’s research aims and objectives.

  • Establish an Office of Research with a Medical Director/ Manager/ Admin Assist.
    • Develop an OoR Strategic Plan.
  • Develop position descriptions for Medial & Manager positions.
  • Recruit a Medical Director.
  • Recruit a Manager.
  • Develop space requirement plan.
  • Develop OoR organizational structure.
  • Establish formal research assistant role & determine number required to support all sites.
  • Formalize relationship with Epicore.
  • Secure necessary funding.

Objective 4b: To remove the barriers and obstacles hindering the research agenda.

  • Support investigator time.
  • Make small start-up funds available.
  • Improve communications (cross reference SD #2).
  • Conduct internal research rounds.
  • Establish Research Operational Committee inclusive of subspecialties.
  • Establish Research Advisory Committee inclusive of key partners.

Objective 4c: To pursue strategies, actions and alliances that entrench scholarly activities with the Department and ensures that research is an integral part of the Department’s mission and mandate.

  • Establish cross appointments between departments & faculties.
  • Secure additional administrative support.
  • Role clarification of UGME.

STRATEGIC DIRECTION # 5

An Office of Education (OoE) that furthers zone-wide educational aspirations and requirements of the Department.

Objective 5a: To develop an infrastructure that supports the Department’s educational aims and objectives.

  • Define educational aims/objectives
    • Develop OoE Strategic Plan.
  • Develop governance structure inclusive of Medical Director, Program Administrator, P/G Director, Assoc P/G Director, Director Fellowship Affairs, Director Postgrad Research, UGME Program Director, Director CEPD.
  • Recruit OoE Medical Director.
  • Identify necessary resources.
  • Secure adequate space.
  • Inventory current equipment and identify equipment gaps/needs.

Objective 5b: To deliver zone-wide CME conferences, workshops and continuing professional development sessions.

  • Establish a CPD Committee.
  • Identify a Medical Director of CPD.
  • Conduct a zone-wide needs assessment.
  • Apply for CME and offer CME approved educational sessions.
  • Conduct performance appraisals of non- physician staff and identify professional development needs.

Objective 5c: To maintain an accreditated post graduate (residency) program.

  • Recruit an Associate P/G Director.
  • Increase the number of support staff.

Objective 5d: To deliver contemporary undergraduate medical education experiences.

  • Increase # of OR sites.
  • Determine overall structure needed to coordinate all learners inclusive of non-physicians (eg. RT’s).
  • ­exposure in curriculum to quality and preclinical.
  • Determine resources needed for  low tech sim rooms.
  • Procure human resources to help/lead/assist:
    • Release from OR
    • Fund
    • ­staff/fellows/residents
  • Consider approaches to provide learning experiences.

Objective 5e: To develop and implement a mentorship program

  • Review current Mentorship Programs at other universities, institutions and industry.

Objective 5f: To further develop and implement simulation related education.

  • Determine number of facilitators/staff required to provide training.
  • Determine space requirements.
  • Expand to include medical students, fellows, staff, other disciplines.
  • Release personnel from clinical responsibilities to act as facilitators.
  • Secure funding for procurement of simulation models etc.

Objective 5g: To continue to attract and educate the best and brightest residents and fellows.

  • Identify approaches to engage medical students (eg. bring early med students into OR tour; anesth. staff more involved).
  • Inventory current equipment Require funded position to facilitate the strategies required.
  • Establish Fellowship Council with Medical Director.

STRATEGIC DIRECTION # 6

An Office of Quality and Patient Safety that tracks and improves patient care and outcomes.

Objective 6a: To identify and implement an appropriate infrastructure.

  • Establish a QA & Patient Safety Committee with terms of reference/ deliverables.
  • Formalize the Office’s role & responsibilities.
  • Determine Human Resources required.
  • Identify a QA/PS person @ each site to be responsible for initiating immediate action.
  • Identify M&M medical/legal issues.
  • Define cases vs enforcement.
  • Review narcotic & drug drawers & implement changes.
  • Identify clinical equipment issues at each hospital & refer to Equipment Committee for disposition to Executive Committee if appropriate.
  • Objective 6b: To track data and report results.

    • Establish a QA/ Patient Safety database subcommittee for database and system assessment.
    • Ensure no fault process.
    • Recruit data entry and data analyst positions.

    Objective 6c: To adjust and modify practices based on evidence obtained through data gathering and analysis.

    • Requires cultural shift.

    STRATEGIC DIRECTION # 7

    Subspecilization that optimizes patient care, anesthesiologist satisfaction, zone-wide efficiencies and effectiveness, and is reflective of the Department's name.

    Objective 7a: To deliver a report and recommendations on subspecialization which informs policy development and practices.

    • Establish a Committee of zone-wide representatives to determine how to define subspecialization& to guide the work related to this topic.
    • Gather background information to present to Committee.

    Objective 7b: To support the decisions made regarding subspecialization with appropriate training/educational opportunities.

    • Subspecialty leaders to be contact person.
    • Determine amount of funding required.

    Objective 7c: To identify and pursue research possibilities consistent with the Department’s research agenda.

  • Support zone-wide OoR with appropriate staffing & funding.
  • STRATEGIC DIRECTION # 8

    Partnerships, and alliances, networks and relationships that further the realization of the Department's vision and goals.

    Objective 8a: To identify key partners, alliances, networks and relationships.

    • Schedule interhospital zone-wide/city-wide rounds EAS.
    • Zone-wide Executive.
    • More C SMM (?)
    • More elected members on committees.
    • Determine strategic committees necessary to the department’s vision & mission.
    • Rift between hospitals needs to stop.

    Objective 8b: To determine and participate on key committees, task forces, projects and initiatives.

    • Identify appropriate members and gauge interest.
    • Determine “carrot” for meeting attendance (eg. funding).
    • Identify alternative means of contributing (eg. list serves, website etc).

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