San Juan Island EMS 2017 to 2021 Framework for Continuous Improvement Hospital District #1 Board of Commissioners Meeting September 27, 2017 Orca Partners LLC 1 Briefing objectives  Provide an overview of planning process  Review summary of 2017 - 2020 Framework draft  Invite additional community input  Answer questions 2 Overview of planning process  The team, commitment and timeline  Our purpose and objectives  Determined “where we are”  Established “where we’re going, and how” [draft] 3 The planning team Patient/Community • Karin Agosta • Rob Callegari Administration • Pam Hutchins • Jerry Martin • Tina Teilmann • Chris Compton Operations • Kaitlyn Johnson • Karl Kuetzing • Lainey Voilk 4 Purpose of the planning effort A Framework for Continuous Improvement  Get us from good & great to exceptional  Provide all stakeholders understanding of:  where we are  where we’re going  how we’ll get there  how we’ll measure progress 5 Objective - establish a 3-5 year direction  Enhance stakeholder engagement  Address challenges/opportunities  Focus on what’s important, what’s not  Align structure, roles and responsibilities  Ability set stretch goals and objectives  Measure progress, rapidly close the gaps  Reward & insist on accountability  Inform the operating and capital budgets 6 Where we are now SWOT view Strengths, weakness, opportunities, threats ERM view Enterprise Risk Management 7 SWOT Strengths – 2017 views Dedicated, experienced, trained responders High performance core competencies Patient centric values Prevention and education programs Experienced, staff focused challenge-routine Chief Paramedic leadership Staff perseverance in face of challenges le p m a ex e n O Openness to change Low significance..............................to ..........................................High significance 8 SJIEMS 2017tERM Report - Risk rankings, mitigation R 25 P People Risk Mitigation Appropriate partnership between Commissioners and Chief Ex One Team strategies 25 am ple Unclear roles and responsibilities te Effective organization structure xt 25 Burnout and fatigue 25 Avoidable injury, preventable death 20 Loss of key personnel 16 Reductions in EMT pool 15 Commissioner teamwork 15 Commissioner continuing education 14 New commissioner orientation 14 Us and They - EMT and the organization 14 Succession plan 25 le p m a ex e n O 9 Framework for continuous improvement Vision; what we aspire to be in 3 years  Mission; our purpose, why we exist   Strategies; actions to fulfill mission, achieve vision  Values; actions people take that enable success  Framework; a picture of organization’s direction 10 Vis io n Framework One Team Val ue DRAFT Patient Centric Management Systems Financial Stewardship Respect Trust Teamwork for continuous improvement We serve our community before, during and after an emergency Community Engagement s Str at e g ie s Mis si on We exceed the expectations of our unique Island community Safety Commitment Trust: we are open and transparent and always act with honesty and integrity. Actions that demonstrate Trust: Actions that undermine Trust: • I recognize trust is earned through actions • I withhold information • I establish clear expectations • I have a “hidden agenda” • I am responsible and accountable • I blame others • I do what I say • I say one thing, and do another • I act with integrity • I say what others “want to hear” • I provide open, timely, effective communication • I simply say “no” without providing a reason • I gossip and spread rumors • I support a respectful work environment • I draw conclusions before facts known • I listen, ensure I understand & “close the loop” • I invite and accept feedback • I am fair and consistent le p m a ex e n O • I honor confidentiality Orca Partners LLC 12 1. Community engagement strategy A. Establish community engagement programs ‘A’ task ‘B’ task #1 PRIORITY Lead Goal #2 PRIORITY Lead Goal  ✔ Identify community stakeholders  ✔ Lights and Sirens Newsletter - routine updates, once a quarter  Establish 2018 Engagement Plan  Establish EMS newspaper(s) column for time sensitive updates  Make performance metrics public - signage on building, etc.  Communicate benefits for residents  Utilize patient stories to focus our work  Determine frequency and topics for Town Halls - strong interest  Explore the use of social media  Ask community members to volunteer as a patient for training  Open house - interest once in a while B. Explore Collaborative Associate Opportunities ✔ North Region EMS  ✔ SJI fire district   ✔ Orcas fire/EMS  ✔ Lopez fire/EMS  ✔ Shaw fire/EMS  ✔ Airlift NW and Island Air  Sheriff’s office ✔ Peace Health  ✔ Community associations  13 Framework ‘A’ objective priorities          Enhance community engagement Align organization structure with Framework Ensure ‘One Team’ EMT engagement Clarify roles, responsibilities, accountability Set training priorities, ensure program effectiveness Embed values in daily work Establish patient centric strategic priorities Establish financial reserve Prevent expense creep 14 Framework ‘B’ objective priorities      Align Framework and budget Maximize revenues, minimize costs, build reserves Pursue collaborative association opportunities Align governance work with Framework Prioritize policy renewal work 15 Framework goals      SJI EMS Operational Key Performance Indicators SJC EMS Key Performance Indicators Protocol compliance Education and training Financial performance 16 EMS Dashboard Invite community input  Discussion detail will be posted on District website  Invite comments by October 18 please :  Tom Van Dawark - tom@orcapartnersllc.com 206-786-1127  Chief Martin - jmartin@sanjuanems.org 360-378-5152  Feedback that would be helpful listed on next slide  All comments will be incorporated into final report  Addressed at October 25 Board meeting 18 Community input that would be helpful  ‘Where we are currently’ background information  The Framework approach  Our draft Mission and Vision  Our 5 Values and associated specific behaviors  Our 5 Strategies and tactics  Our objective priorities 19 Framework report format  Introduction; Chief and Board Chair  About us  Planning process, purpose and objectives  Where we are currently; challenges and opportunities  Where we’re going; Vision and Mission  How we’re going to get there; Strategies and Values  How we measure; Goals, Objectives and Dashboard  Resource requirements; Budget, Capital, Reserves  Appendices 20 My perspective on EMS organization ... --------- Dedicated --------- Demonstrated during very demanding period Critical Jan 2016 -- Committed -- Shown during planning process Stable Healthy Really Good/Great Aug 2016 Aug 2017 To Exceptional 2017-2020 21 Answer any questions El Comments, questions this evening? El Thank you!