1 wel c ome to...critical care paramedics 349 advanced care paramedics 145 intermediate care...
TRANSCRIPT
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2018/2019
Saskatchewan College of Paramedics Update
W E L C O M E T O
Photo Credit: https://peterscoular.zenfolio.com/
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One of the most persuasive arguments in favor of self-regulation is that an occupational group has evolved over time and developed a specialized body of
knowledge which makes members of the group experts….
GLEN B . RANDALL , 2005
• Glen E. Randall BA, MA, MBA, PhD candidate, Founding Registrar of the College of Respiratory Therapists of Ontario did a tremendous job of helping new regulatory agencies figure out self‐regulation
• Randall felt that the strongest argument supporting self‐regulation was that a profession (over time) had developed a specialized body of knowledge making members of the group ‐ experts.
• Because the knowledge these members had was so specialized, it would be difficult and expensive, for the government to determine and monitor standards of practice for the profession.
• He felt that for that reason, members of a profession were in the best position to set standards and to evaluate whether or not those standards had been met.
• It took a lot of convincing for Paramedics to become self‐regulated in this province – there was some lobbying, and some compromise (CPSS oversight)
• But eventually self‐regulation was achieved.
• It’s important to note that SR is not a ‘given’ – you need only consider some of the recent decisions in BC surrounding the self‐regulation of teachers, and most recently – the recommendations regarding Dental Surgeons to appreciate how easily this privilege
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can disappear
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In a flash…
10 years have come and gone!
The Paramedics Act
MANDATE: To Serve and Protect the Public
PROCLAIMED: September 1, 2008
• It doesn’t feel like 10 years does it!
• It all began with the Sask. Paramedics Assoc.
• The year was 2007 and after much sweat and effort we had an Act
• Year 1 ‐ 2008 – with Brent Stewart as the Chair, Lily as ED, and Louise alongside – a College structure was created complete with legislation and a website! Patti joined the team…and then there were 3
• The role of the College was being defined; CME was under development, and we were training Coordinators to support College work in the field
• We issued licences using paper processes and had a small presence on Argyle street north
• WE HAD NO MONEY – but Lilly had a plan and incredible energy!
• We had 13 complaints in the first year, with two referrals to Discipline
• The first AGM was held in Meadow Lake, where we launched our first strategic pan
• 13 resolutions were presented at that meeting – creating foundational bylaws – it was a working meeting for sure!
• Shortly after, Lily retired and Sherri joined – and she led the College towards greater foundational development with the introduction of a registration system, along with sound policy and bylaws to support our 3
progress as a regulator
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2009 Miss ion and Vis ion
Our Mission: To serve and protect the public through
registering, licensing, educating, and disciplining members of the college, providing a continuum
of regulatory oversight, and exercising our powers and discharging our responsibilities in
the public interest.
Our Vision:Collectively building a profession that is
appropriately utilized by those we serve, using the trust, respect, and knowledge that we possess.
2019 Miss ion and Vis ion
Our Mission
To protect and serve the public interest through regulatory oversight of the paramedic profession
Our VisionCollaboratively building a profession that is a
continually engaged partner, and fully utilized in a patient‐centered health care system.
• In 2009 our Mission reflected a detailed list of key functions that were expected of a regulator
• registering, licensing, educating, and disciplining• providing a continuum of regulatory oversight • exercising our powers and discharging our
responsibilities in the public interest.
• We went so far as to articulate specifics of what we expected of members (competency, ethical practice) and who those members were (EMRs; EMTs; EMT‐A; EMT‐P)
Significant internal focus during those early years…
• By 2019, and you can see how our vision has evolved to more of a patient centered partnership
• In 2009 we were simply trying to establish our credibility as a profession and regulator
• Today we can legitimately say that we have done so, and can now focus on a higher level of regulatory activity specific to the patient and advancement of regulation
• Regulation is so much more than issuing licenses and assessing conduct – and you’ll get a sense of that as we move through the day
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AMAZ ING WHAT 10 YEARS CAN BR ING!E T H I C A L S T R O N G R E G U L A T I O N
• The College is well established as a sound regulator
• You have successfully met Randall’s mark!
• The profession continues to demonstrate its value to the system as is evidenced by the evolution of practice over the years
• Today your expertise feeds into practice standards, decisions regarding scope of practice, practice settings, and how best to deliver care in the province.
• Paramedicine is an integral part of a collaborative healthcare team; you are no longer limited by your location or practice setting
• You can care for patients when and where they need it!
• And your scope of practice is not seen as a barrier to providing quality care
• The College is nimble and responsive to the environment
• Our structure affords us an opportunity to be creative and innovative in our approach to supporting appropriate patient care
• community care pilots; • palliative pilots; • seniors homecare; • Use of the eHR; and • many many other initiatives going on throughout the province
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OUR MEMBERSHIPIN NUMBERS
MEMBERSHIP NUMBERS ARE IMPACTED BY MANY FACTORS INCLUDING THE ECONOMY
32Critical Care Paramedics
349Advanced Care Paramedics
145Intermediate
Care Paramedics
32Community Care Paramedics
314Emergency Medical Responders
1230Primary Care Paramedics
Ou r membersh ip numbers l ook s im i l a r to 2009 , bu t t he need/ ro l e has changed .
~2064 to ta l~263 NP~1801 P rac t i c i ng
The que s t i o n i s… i n an AL S s y s t em , w i l l t h e s e numbe r s be s u f f i c i e n t t o mee t s y s t em need s ?
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119 160
LABOUR MOBILITY
OUT OF PROVINCE (CANADIAN) APPLICANTS MAKE UP ABOUT 5%
OF OUR MEMBERSHIP EACH YEAR
2019 2018 2017 2016
136 128
• LM continues to contribute ~5% to our membership each year
• It remains a priority for the College to stay consistent with other jurisdictions in this area
• We work closely with our COPR colleagues to ensure that no one jurisdiction is a weak link
• I should mention that COPR how has all provinces at the table with the exception of NB and the territories (who attend as time permits)
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OUR GOALS
S t r a t e g i c O u t c o m e 1
Member roles & professional
development are relevant in
the Health System
S t r a t e g i c O u t c om e 2
Strengthen processes for
evaluating applicants
S t r a t e g i c O u t c om e 3
Public awareness &
understanding of the role of
the paramedic
S t r a t e g i c O u t c om e 4
Organizational strength…
Achieving publ ic protect ion…
• The Goals of the College are reflected in our Strategic Plan as outcomes
• We report on outcomes at each Council meeting, and review the strat. plan annually – or more often as is necessary
• The outcomes reflect:• Member roles and contribution in the health
system
• Applicant evaluation – AIT and FTA
• Public perception and awareness of your role
• And ensuring that the College remains sustainable and accountable
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Patient and System
RELEVANCE EVALUATION
Community, Practitioner,
Population
PUBLICRight Care, Right Place,
Right Practitioner
PATIENTS
ORGANIZATIONOUR FOCUS…
Stable, Accountable,
Sustainable…
Programs, Practice,
Provider and Mandate
The College’s strategic outcomes are based on the following focal points:
Relevance• It goes without saying that if what we do does not appeal to the public, system needs and those of you folks, then we are not relevant
Evaluation• Includes program evaluation; consider continuing medical education (addition of a focus on wellness); protocols; and yes, your own practice
• We examine trends in industry in an effort to keep pace – or even a few steps ahead of where we need to be.
• This includes trends in regulation ‐ Right Touch; Risk based; ethical based
• We want to outdo ourselves and stay current because if we don’t – patient care will suffer
Public• The public is everyone who may or may not have had an experience with paramedicine
• It is much more than acutely ill patients – it now includes people who aren’t sick; it includes you
Patients• Your patients are our key stakeholder
• We think about the kind of care they need, where and when it should be provided, and whether or not you need greater support to provide the care
• It could look like scope of practice changes; boundary guidelines; or anything that impacts your ability to provide care, and the patient experience
Organization• The org is us…and you…and the system• In terms of our organization, we watch for trends that could impact sustainability• We look at industry trends that would necessitate a response from us; and• We try to maintain a degree of flexibility and nimbleness in our work, which diff ti t f th t h lth t
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GROWING RELEVANCE
Paramedicine wil l only be relevant i f we stay responsive to need…
C R I T I C A L C A R EPA R AM ED I C
I N N OVAT I O N
Strategic Outcome 1: Member roles & professional development are relevant in the Health System
C OMMUN I T Y PA R AM ED I C
E N D O R S EM EN T
I f w e l o o k s p e c i f i c a l l y a t e a c h o u t c o m e – w h a t a r e s o m e o f t h e h i g h l i g h t s i n 2 0 1 8 …
Strategic Outcome 1: Member roles & professional development are relevant in the Health
System
• Introduced Critical Care Paramedic licence level
• Community Paramedic Endorsement – recognition of the additional training provided through a CP certification; which supports an enhanced scope
• Attended Regina Open Door Career Link ‐ over 1000 interested newcomers attended! We’re going again next week!
• Innovation is a really exiting area that we began to explore this year
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VIRTUAL REALITY IN REGULATION
T H E W A Y F O R W A R D …
Practicing skills on live patients could become
a last resort…
• This is what we are hoping to do over the coming year
• We took a leap and decided to apply for federal funding to support a VR project to develop a regulatory tool for assessing applicants – FTA as a start
• It hasn’t been done in paramedicine regulation anywhere in Canada
• If we receive funding – or if we don’t’ – we’re still hoping to move forward
• Think about the potential for remote practitioners and patients
• VR is commonly used in medicine – it’s an opportunity to improve our ability to assess FTA before they come to Canada
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S TUD EN T E XAM P E R FORMANC E
QUA L I T Y I N P R A C T I T I O N E R C A R E
D E V E LO P I N GNAT I O N A L S TA NDA R D S
EVALUATION IN ACTION
Beyond provincial boundaries!
Strategic Outcome 2: Strengthen processes for evaluating applicants
In terms of Strategic Outcome 2:strengthening processes for evaluating applicants
• Started monitoring student exam performance and linking back to instructors in the hope that we can provide feedback and improve overall performance
• We worked with COPR to develop national standards for verification of registration – which is crucial for seamless CFTA transfers
• We introduced mandatory instructor licencing to ensure currency in practice
• We worked with COPR to deliver the very first exam sitting in Qatar!
• We reviewed 21 complaints, resolving a significant number
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without the need to refer to discipline – modifying behaviour is the goal
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MAIDPARTNERSHIPS
IN THE PUBLIC INTEREST…
Strategic Outcome 3:
Public awareness & understanding of the role of
the paramedic
Under Strategic Outcome 3: Public Awareness and understanding your role…
• Continued our work on patient engagement included several funding applications to support research
• Worked with many key partners particularly in the research area – SK Poly; and more recently the University of Regina
• Currently working with the SHA to ensure that patient needs with respect to MAID are met without compromising your ability to conscientiously object
• Stay tuned for more coming before renewal…
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Strategy and
Governance
IMPORTANT ORGANIZATIONAL ACHIEVEMENTS
National
Portal Based on SCoP
Model!
Downloadable
Licence
Regulatory
Mentorship
Nova ScotiaManitoba
Funding
Applications
Advancing
New Registration
System
Strategic Outcome 4: Organizational strength…
Strategic Outcome 4: Organizational strength…• This was an extremely busy year for us in this area
• We continued to operate with a balanced budget and build sustainability funds for catastrophic emergencies
• We provided 2 governance training sessions for Council
• We evaluated strategic plan and are in the process of updating it based on the progress to date
• We discontinued the plastic cards and implemented a downloadable licence – saving us nearly 13K a year
• We applied for several grants – received several envelopes that advanced our work with little cost
• Partnered with COPR to provide policy support and received funding to offset our cost
• Supported COPR in developing a proposal to develop a single point of entry for FTA – success! Special thank you to the Ministry of Immigration and Career Training for the seed funding (2 years in a row) that made this possible!!
• We mentored other paramedic regulators by providing support in policy and legislation drafting, as well as governance training and strategic planning
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• And last, but not least – we are in the process of evaluating options for a replacement registry system (2020 renewal)
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D o y o u own y o u r “w hy ” ?
People don’t buy what you do… they buy “why” you do i t
• Where I would like to end is to ask you to think about why you do what you do…
• Why do you get up and go to work every day – besides $$$
• The golden circle – Simon Sinek• Centre is “why”• Followed by “how”• Followed by “what” – on the outside ring
• The “Why” is the reason we engage in our work with energy and excitement
• When you describe your role, do you talk about what you do, or why you do it?
• I’m here to remind you that “What you do” simply serves as the tangible proof of what you believe
• So start talking about what you believe and let that guide your practice
• I firmly believe that most people want to do their best – but do you know what that really means to you?
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• Is it about following instructions or is it about demonstrating empathy, caring, kindness or whatever drives you intrinsically
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Inspired organizations
communicate from the
inside out…
S I M O N S I N E K
So what does this slide mean?From my perspective – this means everything• It’s important to me as your ED to ensure that our role reflects
the values behind regulation not just the activity
• We want patients and our colleagues to understand the purpose of regulation – and it isn’t discipline or even inserting an airway
• It has more to do with enhancing patient lives and experiences
• It has to do with adopting and demonstrating a visibly ethical approach to our work
• It has to do with demonstrating genuine concern by being responsive – even if we don’t agree
• It has to do with not ignoring issues when they arise
• Regulation is so much more than issuing licences and saying no to
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you when you ask me to waive your late fees ;)
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We work for them…
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B R E A KS E C T I O N
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