CENTRAL LHIN CEO REPORT CORRESPONDENCE

Transcription

1 140 Allstate Parkway Suite 210 Markham, ON L3R 5Y CENTRAL LHIN CEO REPORT CORRESPONDENCE

2 Central LHIN CEO Report - Correspondence Table of Contents 1.0 MINISTRY OF HEALTH AND LONG TERM CARE CORRESPONDENCE January 31, 2011 Letter from Deputy Minister-Provincial Alternate Level of Care Lead (Appendix 1.1) February 11, 2011 Letter from David Walker- Expression of Interest in ALC Action Team Membership (Appendix 1.2) 2.0 LHIN WIDE February 2011 Community Care Information Management Newsletter (Appendix 2.1) 3.0 CENTRAL LHIN/OTHER January 2011 January 20, 2011 January 24, 2011 February 8, 2011 February 11, 2011 February 15, 2011 Central LHIN Patients First: Creating Quality in the Transitions of Care- Central LHIN Symposium- Save the Date (Appendix 3.1) Memo to Central LHIN Hospitals and CCAC CEOs- Broader Public Sector Accountability Act, 2010 (Appendix 3.2) Memo to Health Service Provider Board Governors- November 2010 Governance Council Meetings (Appendix 3.3) LHINfo Minute News Release- Day Centre Program Offers Seniors and Their Caregivers High- Quality Support Services (Appendix 3.4) LHINfo Minute News Release-Central LHIN Hospitals Emergency Departments Continuing to Improve (Appendix 3.5) Memo to Staff- Central LHIN Adoption of Community Engagement Guidelines (Appendix 3.6) Central LHIN Board of Directors CEO Report Correspondence November 23, 2010

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4 Ministry of Health and Long-Term Care Hepburn Block, 8 th Floor 80 Grosvenor Street Toronto ON M7A 1R3 Tel.: Fax: Ministère de la Santé et Soins de longue durée Édifice Hepburn, 8 e étage 80, rue Grosvenor Toronto ON M7A 1R3 Tél. : Téléc. : MEMORANDUM TO: FROM: RE: Local Health Integration Network Chief Executive Officers Dr. David M.C. Walker Provincial ALC Lead Expression of Interest in ALC Action Team Membership As you are aware, the Alternate Level of Care (ALC) issue remains a critical challenge for Ontario s health care system. Ensuring patients receive the right care at the right time in the right place is a provincial priority. To this end, the flow of ALC patients across the continuum of care needs to be improved and ALC rates need to be reduced. To support ongoing efforts, I have been appointed by the Minister of Health and Long-Term Care as the Provincial ALC Lead. I will be leading an ALC Action Team consisting of organizational leaders working within the system, and possessing specific knowledge and skill sets required to complete a full assessment of the ALC challenges in acute, post-acute and community settings. Along with members of the ALC Action Team, I will be visiting pre-determined locations across the province facing ALC challenges and collaborate with local provider Boards of Directors and organizational leaders to remove systemic barriers affecting ALC patient flow. As a first step, we would like to ask for your assistance in identifying leaders among health care organizations within your LHIN. These individuals should have leadership expertise in one or more of the following fields: Senior leadership (VP level in hospitals, CCC, Rehab, LTC, CCAC, etc) with specific experience in successfully addressing ALC issues; Administrative leadership (Director level in hospitals, CCC, Rehab, LTC, CCAC, etc) with specific experience in leading successful ALC projects; Operational leadership, with specific experience in implementing successful ALC projects (e.g. CCAC case managers and/or discharge planners, etc);

5 Chief of Staff, VP Medical or VP Nursing with experience in successfully addressing ALC issues. Action Team members will be asked to travel to one or more areas of the province facing the greatest ALC challenges, to perform a three day assessment and help to develop a plan-of-action. Deployment of individual team members to specific sites will depend on a variety of factors including their geographic proximity to the site and their availability. Please forward suggested names and contact information to Iphigenia Mikroyiannakis, Implementation Lead, Access to Care and Wait Times at Iphigenia.Mikroyiannakis@ontario.ca by February 16, I would like to thank you in advance for your leadership and support in implementing this important initiative. Sincerely, ORIGINAL SIGNED BY Dr. David M.C. Walker Provincial ALC Lead

6 Central LHIN February 2011 Presenting your First Edition Welcome to IN Progress, our latest newsletter for keeping your LHIN community informed on CCIM common assessment tool implementation projects in your region. Following is a brief overview of CCIM assessment projects in Ontario. Community Support Services Common Assessment Project (CSS CAP) The CSS community is in the early stages of its interrai Community Health Assessment (interrai CHA) tool implementation. The interrai CHA common assessment tool allows for standardized data collection over a wide range of community support services, to support evidence-based care and to improve program development. Community Mental Health Common Assessment Project (CMH CAP) Ontario s CMH community is in the process of implementing the Ontario Common Assessment of Need (OCAN), a tool that enables more informed decision making based on standardized information that is captured electronically. Integrated Assessment Record (IAR) This secure data repository will allow HSPs from various sectors to view existing assessment information within a client s continuing circle of care. The ability to view assessment information will support collaborative care planning and service delivery. Regardless of where a person receives service, the health care provider will have the ability to view a snapshot or subset of the most valuable assessment information within the context of their services; as well as maintain access to the full assessment if required. Long-term Care Homes Common Assessment Project (LTCH CAP) Long-term care homes throughout the province have implemented the Resident Assessment Instrument Minimum Data Set 2.0 (RAI- MDS 2.0). With RAI-MDS 2.0, residents can be assessed using a standardized, automated common assessment tool that provides consistent and detailed information, helping to enhance diagnosis and management of care needs. Long-term Care Homes Long-term Care Homes celebrate a milestone All of Ontario s long-term care homes successfully completed their implementation milestones for the RAI-MDS 2.0. This could not have been achieved without the support and commitment of everyone within the sector from front-line staff and administration within the homes, to executive and Ministry champions and sponsors. Everyone has proven what can be accomplished by focusing on a common goal: improving the quality of life for residents throughout the province. With the RAI-MDS 2.0 we now have a standardized assessment tool that will play an important role in improving resident outcomes, accountability and service delivery. Together we have set a standard for other common assessment projects to follow. Yee Hong Centre for Geriatric Care in Markham was an early adopter in the Central LHIN. According to Executive Director Amy Go, it has helped staff improve care planning and assessment, as well as quality monitoring. As an early adopter, taking on a new technology seemed a bit cumbersome at first, she says. Now they can t live without it. Going through this process has also helped us roll out other computerized procedures such as medical administration. One thing led to another, and now it has become much easier for staff to accept new technology and see how it can help them with their work. IAR expanding its reach Erie St. Clair (ESC) will transition to the full IAR solution by March This marks yet another milestone in enabling community care providers in the longterm care home, mental health and community support services sectors to securely view common assessment data electronically. A single view of a client s assessment history within the client s circle of care plays a key role in improving information management and enabling collaborative care planning. The ESC project follows the successful rollout of the Doorways Project pilot in November This was led by the North East LHIN in partnership with the North West, Champlain and North Simcoe Muskoka LHINs.

7 IN Progress Central LHIN, February 2011 Page 2 CHATS an early adopter of the interrai CHA Community & Home Assistance to Seniors (CHATS) is a health service provider (HSP) with a number of programs in place to meet the diverse needs of seniors and caregivers in the Aurora, York Region, Bradford West Gwillimbury and New Tecumseh communities. One of an enthusiastic group of interrai CHA early adopters in the Central LHIN, CHATS took part in a pilot project far in advance of LHIN-wide implementation. Community Support Services CHATS Service Supervisor Lenore Gould says that the interrai CHA was a long time coming. For years I was waiting for this kind of reliable, valid, outcome-based tool. Even more important was her discovery of the interrai CHA s potential to inform better care planning. It enables an earlier diagnosis of problems to address, so it s all there a client-based tool with on-thespot goal setting. So far it s been ideal for our service. CHATS participated in the pilot from January 2009 to March At that time, four CHATS staff members were trained on the interrai CHA, and over 135 clients were assessed in the Supportive Housing and Adult Day Program. Since then five additional Adult Day Program staff have been trained, Lenore explains. We ve been doing the full interrai CHA for our day programs and supportive housing, as well as provided laptops to our field staff. Lenore says that as an early adopter agency, Our hope is that when the full ramp-up of the interrai CHA is in place, we can take advantage of further training and serve as a success story to HSPs just coming on board. CCIM ASSESSMENTS IN BRIEF The Community Support Services Common Assessment Project (CSS CAP) is actively involved in interrai CHA implementation with Phase 2 kick-off sessions scheduled to begin on February 1, CSS CAP is working with LHINs and HSPs throughout the sector by providing complete implementation support as well as information on software requirements and specifications regarding the interrai CHA automated solution. LHINs and/or HSPs must engage a licensed interrai CHA vendor to provide the software solution. CCIM provides the requirements and specifications for the automated interrai CHA solution. Link to: CCIM is developing a Common Privacy Framework and Toolkit to support the sharing of electronic assessment information across community care sectors. The framework will establish a minimum baseline of privacy practices to support health service providers (HSPs) in compliance with the Personal Health Information Privacy Act (PHIPA) and help to instill a level of trust among clients that, whenever and wherever they seek care, their personal health information will remain secure. Working groups were formed in September to review and gather requirements for the Integrated Assessment Record IAR selected for RAI-MDS 2.0 data feeds The Performance Improvement and Compliance Branch (PICB) is focused on compliance transformation and the requirements for meeting the latest Longterm Care Quality Inspection Program (LQIP) processes. A key component of this initiative is the Integrated Assessment Record (IAR). A CCIM initiative, the IAR is a data repository that enables HSPs within a client s circle of care to access common assessment data in a secure, accurate manner. Authorized users can log into the IAR from a computer to view and share assessment information from other homes, as well as from mental health and community support service HSPs. PICB selected the IAR as the repository for RAI-MDS 2.0 information to support the new inspection process, as the Compliance Transformation Initiative requires access to up-to-date RAI-MDS 2.0 information. The IAR is the only system able to provide PICB with the most current data for immediate identification of high-risk residents for further review. To meet the new compliance requirements, data feeds must be established between all long-term care homes and the IAR, which will in turn establish a feed to LQIP. This requires working with the homes RAI-MDS 2.0 vendors to facilitate the transfer. The timeline for homes to meet legislated deadlines is December 31, The IAR project team will be contacting homes in the near future to provide more detailed information on its role in the Compliance Transformation process, and to address any questions or concerns they may have. It team will also be providing guidance and support in liaising with longterm care home vendors to establish the required data feeds; as well as developing a demonstration recording for posting on the CCIM website.

8 Patients First: Creating Quality in the Transitions of Care - Central LHIN Symposium Save the date Thursday, March 3, 2011 Hear from leaders on improving care transitions Have a voice in developing quality indicators across the continuum of care Network with your colleagues and experts from across the health care system Participants include: Honourable Deb Matthews Ontario Minister of Health and Long- Term Care Michael Decter Former Deputy Minister of Health and Former Chair of Ontario Cancer Quality Council

9 When: Thursday, March 3, :00 a.m. to 4:00 p.m. Who should attend? Where: Westin Prince Hotel 900 York Mills Road Central LHIN health service and primary care providers Board members, senior management (including Directors Toronto, Ontario of Quality) from hospitals, long-term care homes, community support services, community mental health Sign up early and reserve your place! agencies, Family Health Teams, Community Health Centres, Community Care Access Centres There is no charge for this Symposium. Full program details and a detailed agenda will be made available shortly. For early registration, please click on the link below: Senior management and/or quality experts from national and provincial health professional associations, provincial agencies, think tanks/policy and research organizations, other LHINs and Ministries i i

10 140 Allstate Parkway, Suite 210 Markham, ON L3R 5Y8 Tel: Fax: Toll Free: January 20, 2011 MEMORANDUM To: Central LHIN Hospital Chief Executive Officers From: Kim Baker, Chief Executive Officer, Central LHIN RE: Broader Public Sector Accountability Act, 2010 On behalf of the Ministry of Health and Long-Term Care, we have been asked to provide you with an update with respect to the implementation of the Broader Public Sector Accountability Act, 2010 (BPS Accountability Act). The BPS Accountability Act brings in new rules and higher accountability standards for designated broader public sector (BPS) organizations. The Act includes sections that provide authority to the Management Board of Cabinet to issue directives to designated BPS organizations in the areas of procurement and expenses. In anticipation of the April 1, 2011 proclamation of these sections of the BPS Accountability Act, the BPS Procurement Directive and the BPS Expenses Directive are now available to BPS organizations. The Directives apply to: all designated broader public sector organizations as defined in the BPS Accountability Act including: hospitals, school boards, colleges, universities, Community Care Access Centres, and Children s Aid Societies every other publicly funded organization that receives more than $10 million in annual government funding. BPS Procurement Directive The Directive supports the Premier s public commitments to implement new accountability measures in the use of public funds. The new rules will ensure greater transparency and accountability in the purchase of goods and services and the consistent management of procurement processes throughout the BPS. The Ministry of Finance will host information and training sessions for the BPS so that you can ask questions and be clear about how the new rules apply. Please ensure that everyone in your organization is aware of the Directive, especially those involved in procurement activities. Note that the Directive also applies to goods and services (including IT and consulting) purchased jointly with other organizations. Implementation timelines will be phased-in because of differences in the ability of the various groups to put the Directive into effect and to allow time to help you meet the new requirements. April 1, 2011 Hospitals School boards Colleges Universities Community Care Access Centres Children s Aid Societies January 1, 2012 Publicly funded organizations that received public funds of $10 million or more in the previous fiscal year from the Government of Ontario

11 BPS Expenses Directive This directive requires designated BPS organizations to establish expense rules, in not already in place, and sets out requirements that must be included in each organization s expense rules. This directive will help align the expense rules of designated BPS organizations with the high standards expected in ministries and agencies. It is expected that all designated BPS organizations will be in compliance with the Expenses Directive by the April 1, 2011 proclamation date. In addition, this Directive serves as a guideline to all other publicly funded organizations. This means that organizations that receive less than $10 million in annual public funding can consider this directive in any review or development of their expense policies and practices. If you have any questions about either directive, you may BPSSupplychain@ontario.ca. The full BPS Procurement Directive with the schedule of information sessions, and the BPS Expenses Directive will be posted in the Ministry of Finance website Changes to Lobbyist Registration Act, 1998 Under the BPS Accountability Act, certain organizations are prohibited from using public funds to hire external lobbyists. Your organization is affected by this provision. In addition, two important and related amendments were made to the Lobbyists Registration Act, 1998: 1. No consultant lobbyist may work for a client and be paid from public funds, if the client is prohibited under the BPS Accountability Act, from hiring and paying the lobbyist with public funds. 2. If a consultant lobbyist is working on behalf of an organization that is prohibited from hiring him or her using public funds, the consultant lobbyist must: a. provide the Registrar with an attestation from the client confirming that the consultant lobbyist is not being paid using public funds or other prohibited revenues. b. confirm on the return filed with the Registrar, that his or her client is not prohibited from hiring and paying for the lobbyist by the BPS Accountability Act. These new rules took effect on January 1, The BPS Accountability Act, 2010 is available on the e-laws website. Information about the BPS Accountability Act, 2010, is available online on the Ministry of Health and Long-Term Care website. Yours truly, Kim Baker Chief Executive Officer Central LHIN /rs (Attachment) 2

12 140 Allstate Parkway, Suite 210 Markham, ON L3R 5Y8 Tel: Fax: Toll Free: January 20, 2011 MEMORANDUM To: Cathy Szabo, Chief Executive Officer, Central CCAC From: Kim Baker, Chief Executive Officer, Central LHIN RE: Broader Public Sector Accountability Act, 2010 On behalf of the Ministry of Health and Long-Term Care, we have been asked to provide you with an update with respect to the implementation of the Broader Public Sector Accountability Act, 2010 (BPS Accountability Act). The BPS Accountability Act brings in new rules and higher accountability standards for designated broader public sector (BPS) organizations. The Act includes sections that provide authority to the Management Board of Cabinet to issue directives to designated BPS organizations in the areas of procurement and expenses. In anticipation of the April 1, 2011 proclamation of these sections of the BPS Accountability Act, the BPS Procurement Directive and the BPS Expenses Directive are now available to BPS organizations. The Directives apply to: all designated broader public sector organizations as defined in the BPS Accountability Act including: hospitals, school boards, colleges, universities, Community Care Access Centres, and Children s Aid Societies every other publicly funded organization that receives more than $10 million in annual government funding. BPS Procurement Directive The Directive supports the Premier s public commitments to implement new accountability measures in the use of public funds. The new rules will ensure greater transparency and accountability in the purchase of goods and services and the consistent management of procurement processes throughout the BPS. The Ministry of Finance will host information and training sessions for the BPS so that you can ask questions and be clear about how the new rules apply. Please ensure that everyone in your organization is aware of the Directive, especially those involved in procurement activities. Note that the Directive also applies to goods and services (including IT and consulting) purchased jointly with other organizations. Implementation timelines will be phased-in because of differences in the ability of the various groups to put the Directive into effect and to allow time to help you meet the new requirements. April 1, 2011 Hospitals School boards Colleges Universities Community Care Access Centres Children s Aid Societies

13 January 1, 2012 Publicly funded organizations that received public funds of $10 million or more in the previous fiscal year from the Government of Ontario BPS Expenses Directive This directive requires designated BPS organizations to establish expense rules, in not already in place, and sets out requirements that must be included in each organization s expense rules. This directive will help align the expense rules of designated BPS organizations with the high standards expected in ministries and agencies. It is expected that all designated BPS organizations will be in compliance with the Expenses Directive by the April 1, 2011 proclamation date. In addition, this Directive serves as a guideline to all other publicly funded organizations. This means that organizations that receive less than $10 million in annual public funding can consider this directive in any review or development of their expense policies and practices. If you have any questions about either directive, you may BPSSupplychain@ontario.ca. The full BPS Procurement Directive with the schedule of information sessions, and the BPS Expenses Directive will be posted in the Ministry of Finance website Changes to Lobbyist Registration Act, 1998 Under the BPS Accountability Act, certain organizations are prohibited from using public funds to hire external lobbyists. Your organization is affected by this provision. In addition, two important and related amendments were made to the Lobbyists Registration Act, 1998: 1. No consultant lobbyist may work for a client and be paid from public funds, if the client is prohibited under the BPS Accountability Act, from hiring and paying the lobbyist with public funds. 2. If a consultant lobbyist is working on behalf of an organization that is prohibited from hiring him or her using public funds, the consultant lobbyist must: a. provide the Registrar with an attestation from the client confirming that the consultant lobbyist is not being paid using public funds or other prohibited revenues. b. confirm on the return filed with the Registrar, that his or her client is not prohibited from hiring and paying for the lobbyist by the BPS Accountability Act. These new rules took effect on January 1, The BPS Accountability Act, 2010 is available on the e-laws website. Information about the BPS Accountability Act, 2010, is available online on the Ministry of Health and Long-Term Care website. Yours truly, Kim Baker Chief Executive Officer, Central LHIN /rs (Attachment) 2

14 140 Allstate Parkway, Suite 210 Markham, ON L3R 5Y8 Tel: Fax: Toll Free: January 24, 2011 Dear Health Service Provider Board Governors, Re: November 2010 Governance Council Meetings We would like to thank all of the Board Chairs and representatives who attended the November 2010 round of Governance Council meetings. As you know, the primary purpose of these meetings is to keep health service provider Board Chairs apprised of Central LHIN's current activities and progress, as well as creating a forum to discuss our respective governance level priorities. Our November meetings added a new component comprising discussion and feedback about issues which are key to the current planning activities of Central LHIN, including: Quality - provisions of the 2006 Local Health System Integration Act (LHSIA), and the 2010 Excellent Care for All Act; Community Engagement - provisions of the LHSIA and current practices of health service providers. Attached is a summary of messages noted during these discussions. We appreciated the positive feedback received from meeting attendees about the addition of this activity to our meeting agenda. However, the attendance at our meetings only represented about 30% of our health service providers, and we are therefore interested in additional feedback about the format of our meetings, and how we can maximize effectiveness for our time together. Our next round of Governance Council meetings would normally occur in April This year, we are planning a single forum for all our health service providers, at which time we will be focusing on Patients First: Creating Quality in the Transitions of Care. We will be seeking representation from the Boards and their senior management representatives, as part of the session. Attached is a copy of Ted Ball's summer 2010 article "Disruptive Innovation: Patient/Family Focused Care", as preliminary reading for that initiative. Finally, we would like to remind you that we are interested in meeting with your Boards in between these Governance Council sessions, to exchange information about the priorities and activities of our respective organizations. Sincerely, Ken Morrison Chairman of the Board Central LHIN Kim Baker Chief Executive Officer Central LHIN /rs c. Chief Executive Officers and Executive Directors

15 Central LHIN Governance Council Fall 2010 Summary Notes The following high level themes were extracted from the roundtable dialogue sessions: 140 Allstate Parkway, Suite 210 Markham, ON L3R 5Y8 Tel: Fax: Toll Free: Quality: Support for enhanced focus on transitions ( patient/client care) along the continuum of care and between organizations Suggestion to consider different capacity building requirement for governance and operational levels Support common assessment and referral tools as a mechanism to improve quality and patientcentred care ehealth seen as an enabler to improve quality Acknowledge that system navigation is a challenge and all health service providers have a role Suggestion to consider how funding incentives and disincentives can support improving quality through change management Community Engagement: Support and acknowledge that results/findings from health service provider community engagement has a role in board decision making process Support and clarify and develop a common expectation or health service provider role in community engagement Many health service providers shared how their engagement initiatives support their strategic planning process Health service provider participants shared a variety of tools and creative mechanisms employed to engagement their stakeholders. Discussions included how health service providers have defined their stakeholder community ( inclusive of employees) and the importance of sharing overall findings and results of engagement activities with both participants and neighbouring health service providers

16 NEWS RELEASE Day Centre program offers seniors and their caregivers high-quality support services NEWS February 8, 2011 Health-care professionals and volunteers at the Day Centre for Seniors have provided more than 100 clients who have Alzheimer s and related dementias with the supports and assistance they need to remain active and social, while continuing to live in their communities. The Day Centre for Seniors is a program funded through the Central Local Health Integration Network s (LHIN s) Aging at Home strategy and run by Circle of Care and Baycrest, in partnership with the Alzheimer Society of York Region, Jewish Immigrant Aid Services (JIAS) Toronto and Reena. The collaboration between the community support agencies enables Circle of Care and Baycrest to draw on the unique expertise and resources from each of its partners to provide clients of the Day Centre with access to a wide variety of high-quality services and supports. Mrs. Jones is one of the many clients who benefits from the Centre s programming. She looks forward to her daily visits to the Centre, where she can socialize and interact with the other clients, while her medical needs are met by a caring and multidisciplinary team of health-care professionals. QUOTES This is a wonderful example of how LHINs can customize services that respond to specific community needs, by fostering partnerships and collaborations across the continuum of care to improve access to services for residents. Greg Sorbara, MPP, Vaughan Each morning my wife can t wait to get on the bus to go to the program. She spends time with others, and is getting the stimulation and activity she needs, rather than staying home alone. Mr. Jones, Mrs. Jones spouse We at Circle of Care are proud to be working with Baycrest and collaborating with the Alzheimer Society of York Region, JIAS Toronto and Reena to deliver this unique day program that builds on the respective talents of each partner. The Centre's professional staff and rich programming provide peace-of-mind and reassurance for families and caregivers. Michael Scheinert, President and Chief Executive Officer, Circle of Care The Day Centre for Seniors is an innovative collaboration of Central LHIN-funded community support service agencies and agencies funded through the Ministry of Community and Social Services. This partnership of five agencies, led by Circle of Care and Baycrest, provides valuable services to the growing number of seniors living with Alzheimer s and related dementias in the Central LHIN to enable them and their caregivers to stay healthy and live independently. Kim Baker, Chief Executive Officer, Central LHIN 1/2

17 QUICK FACTS Some services offered by the Day Centre for Seniors include: o in-home assessments, o Kosher and diet-controlled snacks and meals, o supervised dining, o escorted transportation, o medication, health status and wellness support, o linkages with primary care providers, o assistance toileting and o family/caregiver counselling and support. To date, the Centre has provided: o services to more than 100 clients some up to five days a week, o almost 4,000 program days and 4,000 rides to the program, o more than 5,000 kosher meals and snacks and o more than 2,000 counselling, support, consultation and education sessions. The Centre has a multidisciplinary team of professionals including a registered nurse, social worker, recreation therapist and health care aides. Through Central LHIN s Aging at Home strategy, Central LHIN has to-date allocated more than $52.9 to a range of health service provider-led projects to build a sustainable health care system for seniors in Central LHIN. Central LHIN s Integrated Health Service Plan (IHSP) outlines four key priorities, including emergency department/alternate level of care, chronic disease management and prevention, mental health and addictions and health equity. LEARN MORE Find out more about Central LHIN s emergency department and alternate level of care priority. For more information: Kate Blackwell Communications Coordinator, Central LHIN ext. 257 kate.blackwell@lhins.on.ca Download Central LHIN s Integrated Health Service Plan : Creating Caring Communities, Healthier People Together...2

18 NEWS RELEASE Central LHIN hospitals emergency departments continuing to improve McGuinty Government helping reduce emergency department wait times NEWS February 11, 2011 Ontario is providing acute care hospitals in the Central Local Health Integration Network (LHIN) with more than $950,000 in one-time funding for meeting specific emergency department wait time reduction targets in the second quarter of as part of the provincial Pay-for-Results Program. Of the 14 LHINs in Ontario, Central LHIN qualified to receive the largest share of this funding, as all acute care hospitals in the LHIN increased the number of patients treated within provincial targets during this time. Today, Humber River Regional Hospital, North York General Hospital and Stevenson Memorial Hospital have been added to the list of hospitals in the Central LHIN that will be receiving additional one-time funding for continuing to improve their emergency department wait times. Ontario is providing Humber River Regional Hospital, North York General Hospital and Stevenson Memorial Hospital with $125,000, $151,700 and $31,300 respectively. More than 87 per cent of patients who have minor and uncomplicated conditions and who are not admitted to the hospital at all three hospitals are being seen within provincial targets. This bonus funding is in addition to the $1,395,300, $1,161,800 and $480,900 respectively that these hospitals are receiving this year as part of this program. Through the Pay-for-Results Program, the province is ensuring that more patients are admitted or discharged within the provincial wait time targets and helping hospitals reduce the total time patients spend in the emergency department. Hospitals in the Central LHIN are able to achieve these improvements by implementing initiatives such as: Expanding emergency department teams with additional nursing staff, bed flow coordinators, nurse practitioners and physician assistants Creating rapid assessment zones to expedite assessment and treatment Working closely with inpatient staff to improve patient transfer processes from the emergency department to inpatient units and Adopting processes that improve bed turn-around times and discharges from inpatient beds for quicker emergency department patient transfers. Reducing emergency department wait times is part of the government s Open Ontario Plan to provide more access to health care services while improving quality and accountability for patients. QUOTES Reducing emergency department wait times is a top priority for Central LHIN. We are very pleased that all of our acute care hospitals have qualified to receive additional Pay-for-Results funding. Payfor-Results is an important program that can help us collectively achieve our goals of improving access to care and reducing the time people spend waiting in emergency departments. Kim Baker, Chief Executive Officer, Central LHIN 1/2

19 Many Central LHIN residents are getting in and out of emergency departments more quickly, thanks to initiatives like Pay-for- Results. Our hospitals are working hard to bring down wait times and I want to congratulate them for making encouraging progress. Deb Matthews, Minister of Health and Long-Term Care North York General Hospital has clearly shown itself to be a leader in taking innovative steps to provide timely, high-quality emergency care for its patients. The Pay-for-Results Program is encouraging new, ground-breaking approaches to improving patient care in the emergency department. David Caplan, MPP, Don Valley East The Pay-for-results Program has made a significant difference in reducing emergency department wait times and it is important that we continue building upon these successes by helping these hospitals to reach their wait time goals. Dr. Helena Jaczek, MPP, Oak Ridges-Markham This is another example of the commitment by the Ontario government to hospitals across the province and right here in our community. Ongoing investments, such as the Pay-for-Results Program go a long way to ensure that Ontarians are getting the best, quickest and most efficient service when they come to our hospitals in a time of great need. Mario Sergio, MPP, York West QUICK FACTS The provincial emergency department wait times target is four hours for patients with non-complex conditions and eight hours for patients with complex or serious conditions. This represents the total time patients spend in emergency departments, including time to be seen, treated and discharged or admitted. Across the province, 85 per cent of all Ontario patients who visit emergency departments are being seen within the provincial targets and there has been a 10 per cent reduction in length of stay. There are 71 emergency departments participating in the Pay-for-Results program. The redeveloped Health Care Options website is giving Ontarians a brand new way to access and learn about the many health care options things like family health teams and nurse practitionerled clinics in their communities. LEARN MORE Find out more about the reporting of time spent in hospital emergency departments. Learn about the alternatives to hospital emergency departments. For more information: Kate Blackwell Communications Coordinator, Central LHIN ext. 257 central@lhins.on.ca...2

20 BACKGROUNDER Pay-for-Results bonus funding for Central LHIN hospitals Second Quarter Pay-for-Results funding allocation breakdown: February 11, 2011 Central LHIN hospitals Humber River Regional Hospital - Church Street Site Humber River Regional Hospital - Finch Street Site *Markham Stouffville Hospital - Markham Site North York General Hospital *Southlake Regional Health Centre Stevenson Memorial Hospital *York Central Hospital Second quarter TOTAL Admitted patients Visits within 8- hour target # of additional patients seen within 8-hour target compared to last year Patients with minor/uncomplicated conditions and not admitted Visits within 4- hour target # of additional patients seen within 4-hour target compared to last year Total second quarter one-time payment , $71, , $54, , $115, , $151,700 1, , $403, , $31, , $131,500 4,003 1,454 28,303 2,312 $958,200 *Funding previously announced on January 31, 2011

21 140 Allstate Parkway, Suite 210 Markham, ON L3R 5Y8 Tel: Fax: Toll Free: February 15, 2011 MEMORANDUM To: All Central LHIN staff From: Kim Baker, Chief Executive Officer, Central LHIN RE: Central LHIN Adoption of Community Engagement Guidelines In follow-up to a recent memorandum issued by the Ministry of Health and Long-Term Care regarding the adoption of new LHIN Community Engagement Guidelines, I am taking this opportunity to convey the importance of Community Engagement. As you know, Community Engagement is a legislated responsibility and a core function of the LHINs and one which operationalizes our core values of: Collaboration/Partnership System Responsiveness and Quality People/Community Focused Openness and Transparency Local decision making is the model that LHINs are built on, and one that values the input of community members and health-care professionals to help inform our planning and decision making processes. Effective today, we will be rolling out the new Community Engagement Guidelines and associated templates and posting them on our website. The new guidelines introduce requirements that are pertinent to all aspects of the work we do. I have attached the final version of the guidelines for your information. The material is also posted on our shared drive under Community Engagement. Once you have had a chance to review the new guidelines, templates and performance indicators, please feel free to contact Thomas O Shaughnessy with any questions or for further clarification. To gain further understanding of the guidelines, a lunch and learn is being offered for all staff on Thursday, February 17 at noon. Please plan to attend. The inclusion of the new guidelines will complement the excellent community engagement activities our LHIN has already undertaken, and will further strengthen LHIN accountability and transparency with our health care stakeholders and communities. Additionally, I have also attached a copy of the new Primary Care Physician Engagement Resource Guide and Toolkit that will help inform our local physician engagement initiatives.

22 Thank you in advance for your cooperation with these new initiatives. Kind Regards, Kim Baker Chief Executive Officer Central LHIN /rs (Attachments) c. Victoria van Hemert, Senior Director, Planning, Integration and Community Engagement Karin Dschankilic, Interim Senior Director, Performance, Contracts and Allocations