Financial Services Robbie Peters. Regina Qu Appelle Regional Health Authority Board Presentation November 18, 2015

Transcription

1 Financial Services Robbie Peters Regina Qu Appelle Regional Health Authority Board Presentation November 18, 2015

2 Why we are here RQHR Purpose

3 Portfolio Overview Accounting and Financial Reporting Decision Support Payroll & Benefits Materials Management Facilities Management

4 Financial Services Portfolio Executive Director/Director Lorrie Davidowich Director Accounting Darlene Rorbeck Kathy Lewis Julie Maynes André Kroeger Director Decision Support Director Payroll and Benefits Director Materials Management Executive Director Facilities Management

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6 Financial Services September Results (Note Includes allocation for Workforce Optimization, Orientation adjustment and Relief adjustment) Adjusted Surplus/(Deficit) Variance (in $000's) (500) YTD Projection (1,000) Target (1,500) (2,000) VP & CFO Office Finance Payroll & Benefits Materials Management Facilities Management Total

7 Financial Services September Results Performance Results for the 6 months ended September 2015 YTD Projection Revenue Variance 46, ,370 Salary & Benefits Variance (219,445) (1,753,096) Non-Salary Variance 568, ,094 Surplus/(Deficit) Variance 395,111 (1,483,632)

8 ACCOUNTING & FINANCIAL REPORTING The purpose of the Accounting Department is to collect and report on financial information regarding the performance, financial position, and cash flows of the Regina Qu Appelle Health Region. The information we provide is used to reach decisions about how to best manage our operations. Accounting is responsible for ensuring that the organization has an adequate system of internal controls. These controls ensure the safeguarding of assets, compliance with laws and regulations and the reliability and integrity of our financial reports.

9 Accounting and Financial Reporting Overview Services: Accounts Receivable Accounts Payable Cash Management Financial Reporting Year End Audit Lead General Ledger Maintenance Financial Policies and Procedures Tax Administration and Reporting

10 Accounting and Financial Reporting Overview Current and Focus: Replacement of acute care billing system Assess and enhance current client billing practices Monitoring cash flow Review of current systems to ensure compliance with policies and procedures GST and PST tax reviews and rebate initiatives Preliminary year end audit planning

11 DECISION SUPPORT Decision Support provides proactive and responsive financial services and expertise to our clients as a trusted advisor and partner in supporting the informed decisions that result in accountable, transparent and sustainable management of RQHR resources.

12 Decision Support Overview Services: Provide financial management support to all portfolios within RQHR as well as Regional and Provincial based initiatives Develop and maintain annual operating and capital budget and required reporting, both internal and external

13 Current and Focus: Decision Support Overview Participate as a subject matter expert in initiatives designed to strengthen financial sustainability of the Region (e.g. Efficiencies Target Initiatives steering committee, Workforce Optimization Task Team, Master Roster review initiatives) Participate in 3sHealth business cases and develop process to validate and capture savings in the budget. Lead the budget process within guidelines developed by SLT. Strengthen relationship with HRF around reporting and streamlining financial processes. Develop a Work Standard for providing financial management services once the front line Manager Standard Work is completed Significant work has been done to create a virtual visibility wall to report on financial sustainability; complete development of the wall and related work standard. Complete project with IT to use current technology available and enhance functionality to include detailed salary information

14 PAYROLL AND BENEFITS The Payroll and Benefits department is accountable for providing the direction and control necessary for the efficient, timely, and accurate provisions of a payroll and benefits service to the Regina Qu'Appelle Health Region. This includes ensuring that legislative, union, governmental and corporate regulations are identified and adhered to.

15 Services: Payroll, Pension, and Benefits Administration WCB Salary Continuation & Claim Reconciliation Payroll & Benefits Overview Gateway Online Self Service Tool for Management & Staff Professional Fee Reimbursement & Mileage Reimbursement Training and Orientation for Management, Schedulers, & New Employees Current and Focus: Provide a client-focused approach for all of our services. Continuous improvement of processes through evaluation, feedback & audits. Provide expertise and resources to support the Provincial Enterprise Resource Planning (ERP) project. Civic Pension Plan system changes for implementation effective Jan. 1, 2016

16 MATERIALS MANAGEMENT Assists Regina Qu Appelle Health Region departments in achieving operational efficiency in the provision of patient care and services. Goods and services provided in the most efficient and economical manner consistent with acceptable quality standards and in accordance with health region policies and competitive tendering obligations.

17 Materials Management Overview Services: Procurement and Contract Administration Inventory and Logistics Laundry Services Print Shop Services Mail Room Services

18 Materials Management Overview Current and Focus: Procurement, inventory management, distribution, supply replenishment Aligned with 3sHealth Shared Services procurement initiatives, contracts and business cases (ERP, Supply Chain Management, Linen services) Engagement of physicians, clinicians and other stakeholders in procurement initiatives for products/services Transition to Provincial Linen Services P-suite implementation (electronic ordering) Lean initiatives in inventory 5s work to create space, reduce amount of special/direct ordering done outside of materials management Hospira smart pump implementation (1,200 pumps in the Region by May 2016)

19 FACILITIES MANAGEMENT The Facilities Management Department is responsible for the maintenance and operation of buildings, facility master planning, as well as the safety and health of the building occupants as it pertains to the building systems. Facility master planning includes building space planning and capital improvement planning. Plan outcomes are new building construction, renovations of existing buildings, and capital improvement replacement and repair projects of building systems. The Facilities Management Department is responsible for over 3 million square feet of building space in over 65 buildings

20 Services: Building Maintenance and Plant Operations - Administration (management of projects and service contracts) - Energy Centre and Plant Operations - Building and Infrastructure Maintenance & Repair Facilities Management Overview - Building Automation and Commissioning Services (optimization of systems) - Demand and Preventative Maintenance Program - Grounds Keeping - Rural and Affiliates Project Management (transitioning to full rural asset management) Project Management Office Space Planning and Transition Planning Infrastructure Projects and Planning Infrastructure Risk Management Facilities Planning and Capital Project Development Real Estate/Revenue/ Leases Property Management Leasing and Lease Management Land administration Land and Property Development

21 Facilities Management Overview Current and Focus: Infrastructure is our Board of Directors # 1 advocacy priority Electrical renewal RGH and PH Energy projects PH and WRC/ focus on value and expand to regional program Sustainment and risk based maintenance and capital renewal program development Pioneer Village and Grenfell planning for LTC risk mitigation and replacement Parking project aligned to service capacity planning Real estate initiatives renewal and value Space management space advisory committee Infrastructure committee expanding capital planning Maintenance standardization in all facilities Addressing significant facility infrastructure deficiencies identified across the region requiring significant sustained investment with no multi-year funding commitments Strategic hires and resource alignment to asset management plan

22 Chief Financial Officer Additional Priorities Additional priorities over the remainder of the current year and into : Risk Management Implementation of the integrated risk management framework, lead sponsor with the Strategic Planning and Business Intelligence Unit Implementation of an internal audit function Insurance coverage review Implementation of a centralized contract management function which standardizes all aspects of contract and procurement processes

23 Financial Services Portfolio Questions?