Health Sciences North Horizon Santé-Nord (QIP) Quality Improvement Plan
|
|
- Marjory Hubbard
- 6 years ago
- Views:
Transcription
1 Health Sciences North Horizon Santé-Nord (QIP) Quality Improvement Plan March 31, 2015
2 Overview HSN Quality Improvement Plan
3 Introduction Health Sciences North/Horizon Santé-Nord (HSN) is the leading academic health sciences centre in Northeastern Ontario devoted to HEALTH, not sickness. We are a network of integrated facilities and programs working together for the benefit of our patients, communities, physicians, researchers, staff, and learners in the areas of prevention, diagnosis, treatment and care. Our mission, vision and values guide our care delivery each day. Mission: o Improve the health of northerners by working with our partners to advance quality care, health education, research and health promotion Vision: o Globally recognized for patient-centred innovation Values: o Excellence o Respect o Accountability o Engagement Foundational Drivers: o Quality and safe patient-centred care; o Advanced research and education; o Enduring improvement; and o Accountability for all
4 HSN has been on the road of cultural transformation since the launch of the Strategic Plan in December of HSN s Strategic Plan identifies 3 Strategic Priorities, which are detailed below: 1. Leaders in Care Transition We will be leaders in redesigning systems to enhance the delivery of patient-centered care across the continuum of care with the creation a hospital without walls where patients receive the care they need, where and when they need it. 2. Innovators We will advance our commitment to new or altered innovative health care solutions to improve health care quality. 3. Excellence in Evidence-Based Care We will lead in the provision of high-value, cost effective and efficient patient-centered care. Patient and Family Advisors
5 Defining True North at HSN (Long-term Perspective) Following the development of the Strategic Plan, HSN began its strategy deployment process. At HSN strategy deployment includes four steps: 1. Develop the Plan 2. Deploy the Plan 3. Execute (Monitor and Check/Adjust) 4. Improve the System For four key focus areas were identified that if breakthrough improvements can be achieved; will enable HSN to achieve its strategic goals including: Our People Provide safe care and a safe environment for our staff and our patients with Zero Harm Quality Improve access to care for all patients at the right time and place Our Patients and Families Improve the quality of care at transition within our walls and beyond with enhanced communication Financial Health To sustain a positive Operating Margin The 5 year targets for these focus areas are as follows:
6 Annual Perspective ( ) For each True North focus area annual targets, with an associated action plan has been developed. These annual action plans or Strategy A3 s are developed by Senior Leadership and link to each of the True North focus areas and defined metrics. The improvement work detailed in the annual Quality Improvement Plan (QIP) is derived from the breakthrough improvement proposed in the annual strategy A3s and key local program priorities. A strategy A3 is a one-page storyboard on 11-inch by 17-inch paper that helps us tell our strategy "story." The A3 expresses the critical few improvement activities needed to achieve a vital business goal. 1 The Strategy A3 s set targets and initiatives for the current year. 1 Dennis, Pascal. (2006). Getting the Right Things Done: A Leader s Guide to Planning and Execution. Cambridge, MA: Lean Enterprise Institute.
7 Alignment HSN s process for development of this quality improvement plan is aligned with the Ontario Action Plan for Health Care and the North East Local Health Integration Network s Strategic Plan. In addition the Board and Management have built in a system to continue to monitor the execution of this plan in conjunction with other work with key partner organizations and the Hospital Service Accountability Agreement (HSAA), Multi-Sector Service Accountability Agreement (M-SAA), Ministry/LHIN Performance Agreement (MLPA) and the other requirements related to the Excellent Care for All Act (2010) and the Public Hospital Act. HSN will also continue to be an active participant and leader in the North, working with system partners in developing and/or executing joint, collaborative and complimentary quality improvement initiatives to improve integration and continuity of care for the population that we serve. Our vision is that our patient s will have seamless care provision and transition across the care continuum. Provincial and NE LHIN Priorities (Source: NE LHIN)
8 Integration & Continuity of Care HSN continues on the path of attaining the goal of becoming a hospital without walls providing truly patient-centred care across the continuum of care where patients receive the care they need, where and when they need it. One example of this is the expansion of HSN s Virtual Critical Care (VCC) unit. HSN has added seven new sites which now bring the total to 16 participating hospitals in northeastern Ontario. The Virtual Critical Care unit uses the latest in videoconferencing technology and electronic medical records sharing to connect HSN with Critical Care units and Emergency Departments at smaller hospitals within northeastern Ontario. The VCC enhances diagnosis and treatment of critically ill patients and potentially avoids the transfer of patients out of their local hospitals, away from their families and support systems. HSN will continue to work with Community Primary Care Providers with the Physician Office Integration Program. This allows the Primary Care Providers who do not currently have access to HSN`s electronic Health Information Systems to receive a patient`s personal health information as it relates to the results of diagnostics tests more quickly making them more readily available. To try and reduce hospital readmissions rates of patients after being discharged, HSN has teamed up with local pharmacists to assist with evaluating all medications a patient is prescribed in hospital and at discharge and comparing it to existing medications to minimize the risk of medication errors potentially leading to an adverse event. With this partnership, we can ensure the transition from hospital to home is as seamless as possible and make the care for our patients better and safer. HSN will continue to be an active participant and leader in the North, working with system partners in developing and/or executing joint, collaborative and complimentary quality improvement initiatives to improve integration and continuity of care for the population that we serve. Our vision is to have the seamless care provision and transition for the North. Patient Health Record in electronic format (Electronic Medical Record (EMR))
9 Challenges, Risks & Mitigation Strategies HSN continues to grapple with some of the same challenges and risks identified in the previous QIP as they are multi-level longer term system issues. These key risks and/or challenges, along with the corresponding mitigation strategies, are detailed in Figure 1 below. Figure 1 Summary of Key Challenges/Risks and Mitigation Strategies HSN provides care to Seniors and Frail elderly
10 Information Management Systems HSN continues to create software solutions to support HSN and NEON 2 in the delivery of quality healthcare to the patients of northeastern Ontario. The goal is to engineer software that is both easy to use and adds value to our colleagues and patients through the delivery of healthcare. HSN and the NEON group of hospitals continue to focus on an integrated patient record through the use of a shared software system in order to provide seamless delivery of healthcare throughout northeastern Ontario. The hospitals continue to work together to maximize on opportunities to share resources and to take advantage of cost saving measures. In order to facilitate immediate access to the entire patient record and enhance the care provided to our patients, HSN continues to work on implementing the electronic medical record. This is currently being phased in the outpatient clinics. HSN continues to work with the NEON group to implement the electronic medical record within the inpatient population. 2 NEON is a consortium of 22 hospital partners and 3 Independent Health Facilities serving residents of North Eastern Ontario.
11 Engagement of Clinical Staff and Broader Leadership As HSN continues its journey towards organization excellence with the ultimate goal to Improve Work, Improve Care, clinical staff, physicians and broader leadership engagement, expertise and experience are key to the success and will help us achieve excellence. The transformation that has begun at HSN challenges us to change the way we work and how we accomplish the work. The Organizational Excellence Framework will: Ensure strategic alignment from the bedside to the boardroom Create a shared understanding of how improvements are led, applied and supported across HSN Empower frontline staff and physicians to use their expertise and experience Support managers working in a new way to enable our cultural transformation through teach, coaching, facilitating and mentoring. This will enable us to improve our processes, patient experience and the environment in which we work together. HSN believes that the voice of the patient/family is of utmost importance and is part of a critical component in the development of a better and safer healthcare system for our patients. HSN currently has patient/family advisors serving on the CEO Patient and Family Advisory Council, NECC Patient/Family Advisory Council and a diverse group of advisors making up a Resource Pool. These Advisors are engaged with process improvement teams, Program Councils and other key committees and special projects at various levels of the organization. For example; Patient/Family Advisors serve on the Quality Committee of the Board and the Medical Advisory Committee. Each year, HSN aims to enhance its efforts to include as many stakeholders as possible in the development of its annual QIP. Presentations were made at the Medical Quarterly Staff meeting, the CEO Patient and Family Advisory Council, Senior Leadership, Performance Leadership (i.e. Administrative and Medical Directors), Clinical Management, Management Forum and others. HSN Patient andfamily CEO Advisory Council
12 Accountability Management The Excellent Care for All Act, 2010 requires that the compensation of the Chief Executive Officer, Chief of Staff, Chief Nursing Executive and any senior executive who reports directly to the CEO be linked to the achievement of performance improvement targets laid out in the organization s QIP. HSN QIP PRIORITY AREA Aligned with True North: Quality/Safety Improve Access Executive Sponsor: VP Clinical Programs Aligned with True North: Our Patients & Families Communication - Patient Experience Executive Sponsor: SVP & COO Aligned with True North: People Zero Harm Executive Sponsor: VP Human Resources Aligned with True North: Financial Health Positive Margin Executive Sponsor: VP & CFO KEY PERFORMANCE MEASURES ER Wait Times: 90 th Percentile ER Length of Stay for Admitted Patients Patient Satisfaction: Acute Care Experience Continuity & Transition Lost Time Days Percent (%) Total Hospital Margin The above table details the key performance measures related to each priority focus area of the QIP which will be integrated into the HSN Senior Leadership Performance Management program. The HSN Senior Leadership Performance Management Program integrates the evaluation of the executive s job related performance with the achievement of the hospital s mission, vision and goals that forms the justification for determining the executive s compensation. The HSN program integrates and aligns four key components into one program; (1) Performance Evaluation Program; (2) Professional Development Program; (3) Performance Goals (team and individual) and (4) Compensation Program. The PMP has been deployed at all management levels of the organization to foster the creation of shared accountability and focus on the strategic priorities.
13 Health System Funding Reform (HSFR) HSN has outlined a set of key tactics to ensure that it is aligned with the guidelines and conditions for practice that will be realized as a result of the system funding reform underway, including: Continuous capability building to improve the interpretation of HSN s performance in the HSFR environment. The integration of Organization Excellence, tools accompanied by a change of thinking will support the ability to improve QBP margins and maximize funding. Continued education/awareness for management, staff and physicians of the potential impact of funding reform. Participate on provincial committee and networking groups. Design and build an HSFR system model to assist with decision making when new or services changes are contemplated. HSN Senior Leadership Building Improvement Capability
14 Improvement Targets and Initiatives
15 QIP Improvement Indicators Measure/Indicator Current Performance Target for 2015/2016 Target Justification Aligned with HSN True North: Quality/Safety 1. Safety: Clostridium Difficile Infection (CDI) per 1,000 patient days 0.42 (Jan. - Dec. 2014) Source: MOHLTC 0.33 Provincial Median 0.40 (Jan. - Nov. 2014) 2. Safety: Medication Reconciliation at Admission (Medicine Program) 0.0% (Q3 2014/15) Source: Internal 85% Internal Target 3. Access: 90th percentile Emergency Department (ED) Length of Stay for Admitted Patients hrs. (Q4 2013/14-Q3 2014/15 Source: NACRS, CIHI 25hrs FY 14/15 NE-LHIN Target is 25 hrs Provincial Target is 25 hrs (Q2 2014/15) 4. Integrated: % Alternate Level of Care (ALC) days % (Q3 2013/14 Q2 2014/15) Source: DAD, CIHI 17.7% FY 14/15 NE-LHIN Target is 22% Provincial Target is 9.46% (Q2 2014/15) 5. Integrated: Readmission within 30 days for Selected Case Mix Groups 18.63% (Q2 2013/14 Q1 2014/15) Source: DAD, CIHI) 17.5% FY 14/15 NE-LHIN Target is 15% Provincial Target is TBD (Q2 2014/15) Current Expected 17.55% 6. Patient-Centred: Patient Satisfaction Acute Care Continuity and Transition 97.5 % (Q ) Source: NRC Picker 96.4% Overall Satisfaction Internal focus on Continuity and Transition 87% - Home Meds 67% - Side Effects FY 14/15 Ontario Academic Hosp Avg. with Benchmark Hospital 95.2% (Q2, 2014) Aligned with HSN True North: People 7. Lost Time Days 170 (Jan. to Dec. 2014) Source: Internal 85 Internal target to reduce by 85 days (50%) Aligned with HSN True North: Financial Health 8. Hospital Total Margin 0% (Q3 FY 2014/15) Source: OHRS, MOH 0.4% Provincial Average is 2.4% (Benchmark range) 0-2%)
16 Other Quality Indicators Oversight of Ontario Patient Safety Indicators Health Quality Ontario (HQO) currently reports on nine patient safety quality indicators for the province of Ontario focused on: Hospital-associated infections, Surgical site infection prevention, Hand hygiene compliance Surgical Safety Checklist compliance. These indicators will be reviewed at the Quality Committee of the Board, along with other key leadership forums at least quarterly o o o o o o o o o Clostridium Difficile Infection (CDI) Methicillin Resistant Staphylococcus Aureus (MRSA) Vancomycin Resistant Enterococci (VRE) Central-Line Primary Blood Stream Infection (CLI) Ventilator-Associated Pneumonia (VAP) Surgical Site Infection (SSI) Prevention Hand Hygiene Compliance (HHC) Surgical Safety Checklist Compliance (SSCC) Hospital Standardized Mortality Ratio (HSMR)
17 Sign-off I have reviewed and approved our organization's Quality Improvement Plan.
18 Appendix 1: Workplan Improvement Targets & Initiatives 2015/16 Quality Improvement Plan for Ontario Hospitals "Improvement Targets and Initiatives" Section of HSN QIP Workplan
North Wellington Health Care April 1, 2012
North Wellington Health Care April, 202 This document is intended to provide public hospitals with guidance as to how they can satisfy the requirements related to quality improvement plans in the Excellent
More information2014/15 Quality Improvement Plan (QIP) Narrative
2014/15 Quality Improvement Plan (QIP) Narrative 4/1/2014 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop a quality improvement plan.
More informationMississauga Hospital 100 Queensway West Mississauga, ON L5B 1B8
Credit Valley Hospital 2200 Eglinton Avenue West Mississauga, ON L5M 2N1 Mississauga Hospital 100 Queensway West Mississauga, ON L5B 1B8 Queensway Health Centre 150 Sherway Drive Toronto, ON M9C 1A5 This
More informationChildren s Hospital of Eastern Ontario
Children s Hospital of Eastern Ontario April 1, 2011 Children s Hospital of Eastern Ontario 1 Part A: Overview of Our Hospital s Quality Improvement Plan 1. Overview of our quality improvement plan for
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/28/2014 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 2015-16 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationBluewater Health April 1, 2011
Bluewater Health April 1, 2011 This document is intended to provide public hospitals with guidance as to how they can satisfy the requirements related to quality improvement plans in the Excellent Care
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 4/1/2014 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationMarch 29, Bluewater Health 1 89 Norman Street, Sarnia ON, N7T 6S3
March 29, 202 This document is intended to provide public hospitals with guidance as to how they can satisfy the requirements related to quality improvement plans in the Excellent Care for All Act, 200
More informationExcellent Care for All Quality Improvement Plans (QIP): Progress Report for the 2015/16 QIP
Excellent Care for All Quality Improvement Plans (QIP): Progress Report for the 2015/16 QIP ID Measure/Indicator from 2015/16 1 Overall, how would you rate the care and services you received at the hospital?
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 2015-2016 3/31/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they
More informationServices. Progress to date. Comments. Goal. Hours ED patients to our medicall. Maintainn. this year. excluding the. (consolidated) expense,
Progress Report for 201/ /14 Quality ment Plan: Grey Bruce Health Services Priority Indicator ED Wait times: 90th percentile ED length of stay for Admitted patients. Hours ED patients Q4 2011/12 Q / /1
More information2016/17 Quality Improvement Plan "Improvement Targets and Initiatives"
2016/17 Quality Improvement Plan "Improvement Targets and Initiatives" Queensway-Carleton Hospital 3045 Baseline Road AIM Measure Quality dimension Objective Measure/Indicator Unit / Population Source
More informationHamilton Health Sciences STRATEGIC PLAN. Patients PLAN AT A GLANCE People. Sustainability. Research, Innovation & Learning
Patients Hamilton Health Sciences STRATEGIC PLAN PLAN AT A GLANCE 2016-2017 Research, Innovation & Learning Hamilton Health Sciences STRATEGIC PLAN PLAN AT A GLANCE 2016-2017 Rob MacIsaac President and
More informationJoseph Brant Memorial Hospital 1230 North Shore Blvd., Burlington, Ontario L7S 1W7
Joseph Brant Memorial Hospital 1230 North Shore Blvd., Burlington, Ontario L7S 1W7 This document is intended to provide public hospitals with guidance as to how they can satisfy the requirements related
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/15/2016
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/15/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationInsights into Quality Improvement. Key Observations Quality Improvement Plans Hospitals
Insights into Quality Improvement Key Observations 2014-15 Quality Improvement Plans Hospitals Introduction Ontario has now had close to four years of experience with Quality Improvement Plans (QIPs),
More information2017/18 Quality Improvement Plan "Improvement Targets and Initiatives"
2017/18 Quality Improvement Plan "Improvement Targets and Initiatives" St. Mary's General Hospital 911 Queen's Boulevard AIM Measure Quality dimension Issue Measure/Indicator Unit / Population Source /
More information2017/18 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
2017/18 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario March 31, 2017 This document is intended to provide health care organizations in Ontario with guidance as to how
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/30/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/29/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationBalanced Scorecard Highlights
Balanced Scorecard Highlights Highlights from 2011-12 fourth quarter (January to March) Sick Time The average sick hours per employee remains above target this quarter at 58. Human Resources has formed
More informationCurrent Performance as stated on QIP2016/17
Excellent Care for All Quality Improvement Plans (): Progress Report for The Progress Report is a tool that will help organizations make linkages between change ideas and improvement, and gain insight
More informationLong-Term Care: Advanced Training for Quality Improvement Planning, 2016/17 QIPs December 16, 2015 Sara Clemens, QI Specialist
Long-Term Care: Advanced Training for Quality Improvement Planning, 2016/17 QIPs December 16, 2015 Sara Clemens, QI Specialist Health Quality Ontario The provincial advisor on the quality of health care
More informationQuality Improvement Plans (QIP): Progress Report for the 2016/17 QIP
Quality Improvement Plans (QIP): Progress Report for the QIP Medication Reconciliation ID Measure/Indicator from as stated on QIP 2017 1 Best possible medication history(bpmh) completion: The total number
More informationQuality Improvement Plans (QIP): Progress Report for 2016/17 QIP
Quality Improvement Plans (QIP): Progress Report for 2016/17 QIP Positive Patient Experience Overall, how would you rate the care and services you received at the hospital? (inpatient), add the number
More informationHospital Service Accountability Agreements
2017-2018 Schedule A Funding Allocation 2017-2018 [1] Estimated Funding Allocation Section 1: FUNDING SUMMARY LHIN FUNDING LHIN Global Allocation (Includes Sec. 3) Health System Funding Reform: HBAM Funding
More informationQuality Improvement Plans (QIP): Progress Report for QIP
Excellent Care for All Act Quality Improvement Plans (QIP): Progress Report for 2013-14 QIP This document uses the standard Health Quality Ontario (HQO) template for reporting on the progress as of April
More information2020 STRATEGIC PLAN. Making a Northern Rural Impact. Temiskaming Hospital
2020 STRATEGIC PLAN Making a Northern Rural Impact Temiskaming Hospital Strategic Pillars Our People Education Care Innovation Accountable This plan charts a course for Temiskaming Hospital over the next
More informationQuality Improvement Plans (QIP): Progress Report for 2013/14 QIP
Excellent Care for All Quality Improvement Plans (QIP): Report for 201/14 QIP The following template has been provided to assist with completion of reporting on the progress of your organization s QIP.
More informationCKHA Quality Improvement Plan (QIP) Scorecard
CKHA Quality Improvement Plan () Scorecard 217-18 Quality dimension Performance Indicator 217-18 Performance Goals results where available Current Value Page Safety Medication Reconciliation completed
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/26/2018 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationHealth Quality Ontario
The provincial advisor on the quality of health care in Ontario November 2016 Patient Safety Indicator Review: Summary Report Contents Introduction... 2 Background... 2 Indicator Review Principles... 3
More informationQuality Improvement Plan (QIP) Narrative: Markham Stouffville Hospital Last updated: March 2017
Overview The Quality Improvement Plan (QIP) is an integral part of the quality framework at (MSH). This QIP, our seventh, was developed in partnership with patients, families, and the community we serve.
More informationH-SAA AMENDING AGREEMENT. THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of July, 2017
H-SAA AMENDING AGREEMENT THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of July, 2017 B E T W E E N: CHAMPLAIN LOCAL HEALTH INTEGRATION NETWORK (the LHIN ) AND University of Ottawa
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/30/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/29/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationH-SAA AMENDING AGREEMENT. THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of October, 2016
H-SAA AMENDING AGREEMENT THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of October, 216 B E T W E E N: SOUTH WEST LOCAL HEALTH INTEGRATION NETWORK (the LHIN ) AND St. Joseph's Health
More informationH-SAA AMENDING AGREEMENT B E T W E E N: TORONTO CENTRAL LOCAL HEALTH INTEGRATION NETWORK (the LHIN ) AND
H-SAA AMENDING AGREEMENT THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of April, 216 B E T W E E N: TORONTO CENTRAL LOCAL HEALTH INTEGRATION NETWORK (the LHIN ) AND WOMEN'S COLLEGE
More information2018/19 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
2018/19 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario March 31, 2018 This document is intended to provide health care organizations in Ontario with guidance as to how
More informationRunnymede Balanced Scorecard
Strategic Direction Operational Excellence Growth Relationships Indicator Classification Runnymede Balanced Scorecard Performance Indicator Current Annual Rate of Clostridium Difficile Infection 0.07 0.06
More informationH-SAA Monitoring & Assessment Process & Overview 2012/13 Q4
H-SAA Monitoring & Assessment Process & Overview H-SAA MONITORING & ASSESSMENT PROCESS & OVERVIEW The Hospital Service Accountability Agreement (H-SAA) has been developed to monitor and analyze the current
More informationHOSPITAL SERVICE ACCOUNTABILITY AGREEMENT: Indicator Technical Specifications
2015-16 HOSPITAL SERVICE ACCOUNTABILITY AGREEMENT: Indicator Technical Specifications November 2014 2015/16 HSAA Technical Specifications Page 1 TABLE OF CONTENTS PATIENT EXPERIENCE ACCESS, EFFECTIVE,
More informationH-SAA AMENDING AGREEMENT
H-SAA AMENDING AGREEMENT THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of April, 216 B E T W E E N: NORTH EAST LOCAL HEALTH INTEGRATION NETWORK (the LHIN ) AND (the Hospital ) WHEREAS
More informationH-SAA AMENDING AGREEMENT. THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of April, 2017
H-SAA AMENDING AGREEMENT THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of April, 2017 B E T W E E N: CHAMPLAIN LOCAL HEALTH INTEGRATION NETWORK (the LHIN ) AND Deep River and District
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 4/1/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More information2018/19 Quality Improvement Plan
2018/19 Quality Improvement Plan Headwaters Health Care Centre, 100 Rolling Hills Drive, Orangeville, Ontario, L9W 4X9 AIM Measure Change Quality dimension Issue Measure/Indicator Type Unit / Population
More informationHealth System Funding Reform: Aligning Levers and Incentives to Achieve Excellent Care for All
Health Quality Branch Health System Funding Reform: Aligning Levers and Incentives to Achieve Excellent Care for All Ontario Long-Term Care Association Quality Forum June 12, 2013 Miin Alikhan Director,
More information2017/2018 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
2017/2018 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/09/2017 Queensway Carleton Hospital 1 Overview Queensway Carleton Hospital is pleased to present our annual
More informationService Accountability Agreements Update
Service Accountability Agreements Update Central East Local Health Integration Network Board Meeting Date: December 21, 2016 Presented By: System Finance and Performance Management Overview Context Service
More informationHospital Service Accountability Agreement. Indicator Technical Specifications
2016-17 Hospital Service Accountability Agreement Indicator Technical Specifications October 2015 TABLE OF CONTENTS PATIENT EXPERIENCE ACCESS, EFFECTIVE, SAFE, PERSON-CENTERED... 5 PERFORMANCE... 5 90th
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 03/15/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationQuality Improvement Plan (QIP): 2014/15 Progress Report
Quality Improvement Plan (QIP): 2014/15 Progress Report ED Wait Times ID 1 Measure/Indicator from 2014/ ED Wait Times: 90th percentile ED length of stay for Admitted patients. Hours ED patients Q4 2012/13
More informationH-SAA AMENDING AGREEMENT. THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of April, 2016
H-SAA AMENDING AGREEMENT THIS AMENDING AGREEMENT (the Agreement ) is made as of the 1 st day of April, 2016 B E T W E E N: CHAMPLAIN LOCAL HEALTH INTEGRATION NETWORK (the LHIN ) AND Pembroke Regional Hospital
More informationQuality Care Through Knowledge. Year One Review Year Two Plan
Quality Care Through Knowledge Year One Review Year Two Plan 2011 14 Strategic Plan: Quality Care Through Knowledge S1: Patient Care S2: Research S3: Education S4: Our People S5: Infrastructure S6: Fundraising
More informationLHIN Quality Improvement Plans (QIPs) and Service Provider QIPs. Presentation to Service Provider Organizations April 2018
LHIN Quality Improvement Plans (QIPs) and Service Provider QIPs Presentation to Service Provider Organizations April 2018 Purpose To provide an overview of: LHIN Quality Improvement Plan (QIP), and Service
More informationQuality Improvement Plan (QIP) Narrative: Markham Stouffville Hospital Last updated: March 29, 2018 v5
Overview (MSH) is committed to providing safe, high-quality patient-centred care. Our unwavering focus on improved quality and safety has been driven by a variety of reasons. These include but are not
More informationValue-Based Purchasing: A Rural Hospital Perspective
Value-Based Purchasing: A Rural Hospital Perspective Stratis Health & MHA Quality & Patient Safety PPS Hospital Learning Action Network Day Glen Kegley, Hutchinson Health Tuesday, May 3, 2016 Mall of America-
More informationHealth System Performance and Accountability Division MOHLTC. Transitional Care Program Framework
Transitional Care Program Framework August, 2010 1 Table of Contents 1. Context... 3 2. Transitional Care Program Framework... 4 3. Transitional Care Program in the Hospital Setting... 5 4. Summary of
More informationThe LHIN s role in creating integrated health service delivery systems
PATIENTS FIRST UPDATE The LHIN s role in creating integrated health service delivery systems February 7, 2018 Overview 1. Review of five goals of Patients First 2. South West LHIN committees, alliances
More information2018/19 Quality Improvement Plan (QIP) Narrative for Providence Care
2018/19 Quality Improvement Plan (QIP) Narrative for Providence Care This document is intended to provide health care organizations in Ontario with guidance as to how they can develop a Quality Improvement
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/29/2017 North Wellington Health Care 1 Overview North Wellington Health Care (NWHC) is a dynamic rural community hospital
More informationSt. Joseph s Continuing Care Centre
St. Joseph s Continuing Care Centre March 2012 St. Joseph s Continuing Care Centre 1 Part A: Overview of Our Hospital s Quality Improvement Plan 1. Overview of our quality improvement plan for 2012-13
More informationPatient and Family. Advisory Program
Patient and Family It s your health, it s your healthcare system make your voice heard. Advisory Program Paulette Lalancette Patient Advisor Year in Review PATIENT AND FAMILY ADVISORY PROGRAM YEAR IN REVIEW
More informationDevelopmental /Category III Explanatory/Category II Not Defined Explanatory/Category II Defined Proposed Priority
The Rehabilitative Care System supports high quality patient experiences through the utilization of best practices to enhance outcomes for individuals with functional goals. This evaluationframework has
More information2017/18 Quality Improvement Plan Improvement Targets and Initiatives
2017/18 Quality Improvement Plan Improvement Targets and Initiatives AIM Measure Change Effective Effective Care for Patients with Sepsis % Eligible Nurses who have Completed the Sepsis Education Bundle
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/12/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop a
More informationExcellent ICU Care - Is Good Ever Good Enough?
Excellent ICU Care - Is Good Ever Good Enough? Critical Care Canada Forum Tuesday November 15, 2011 Susan Fitzpatrick Assistant Deputy Minister Negotiations and Accountability Management Division Ministry
More informationBoard of Director s Meeting
Board of Director s Meeting Meeting Date: 15 November 212 Agenda item: 6.1 Title: Purpose: Summary: Recommendation: Author: Presented by: QUALITY AND PATIENT SAFETY ASSURANCE COMMITTEE To provide an exception
More informationThree C s of Change in the Value-Based Economy: Competency, Culture and Compensation. April 4, :45 5:00 pm
Three C s of Change in the Value-Based Economy: Competency, Culture and Compensation April 4, 2014 3:45 5:00 pm 1 Introduction Kevin McCune, MD Chief Medical Officer Advocate Medical Group Peg Stone Vice
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario FINAL 29/03/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they
More informationCommunity Health and Hospital Services Integration Planning Process DRAFT Integrated Service Delivery Model for Northumberland County December 2013
Overview The Central East Local Health Integration Network is one of 14 Local Health Integration Networks (LHINs) established by the Government of Ontario in 2006. LHINs are community-based organizations
More informationPatient and Family Engagement Strategy. April 10, 2013
Patient and Family Engagement Strategy April 10, 2013 1 Webinar Agenda Overview & Introductions Kathy Wallace Why is Patient & Family Engagement the Right Thing to do? Carrie Brady Patient & Family Advisor
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/21/2016
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/21/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationGoals and Objectives for Fiscal Year 2012
Goals and Objectives for Fiscal Year 2012 UPMC St. Margaret Teresa G. Petrick July 8, 2011 UPMC St. Margaret: Major Goals and Objectives for FY 2012 Deliver Financial Results and Operational Metrics Established
More informationCENTRAL EAST LHIN MLPA PERFORMANCE INDICATOR DASHBOARD Performance effective as of August 2011
LHIN Starting LHIN Indicator Provincial Point or Actual LHIN Current LHIN Reporting PI No. Performance Indicator (PI) FY211/12 Trend Data Source Type Target Baseline Performance Status Ranking Period Target
More informationAF4Q and TCAB: An Introduction
AF4Q and TCAB: An Introduction July 13, 2011 Ellen Interlandi, MHM, RN, NE-BC Patricia Montoya, MPA, BSN 1 What is Aligning Forces for Quality? An unprecedented commitment by the Robert Wood Johnson Foundation
More informationRunnymede Balanced Scorecard
Strategic Direction Operational Excellence Growth Relationships Indicator Classification Balanced Scorecard Performance Indicator Current Annual Rate of Clostridium Difficile Infection 0.00 0.10 0.09 0.35
More informationReport on Feasibility, Costs, and Potential Benefits of Scaling the Military Acuity Model
Report on Feasibility, Costs, and Potential Benefits of Scaling the Military Acuity Model June 2017 Requested by: House Report 114-139, page 280, which accompanies H.R. 2685, the Department of Defense
More information2017/18 Quality Improvement Plan
2017/18 Improvement Plan Aim Change Enough information at discharge. Readmissio ns CHF Readmissio ns COPD Did you receive enough information from hospital staff about what to do if you were worried about
More informationExcellent Care for All Quality Improvement Plans (QIP): Progress Report for 2016/17 QIP
Excellent Care for All Quality Improvement Plans (QIP): Progress Report for QIP The Progress Report is a tool that will help organizations make linkages between change ide and improvement, and gain insight
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 12/23/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationAlberta Health Services. Strategic Direction
Alberta Health Services Strategic Direction 2009 2012 PLEASE GO TO WWW.AHS-STRATEGY.COM TO PROVIDE FEEDBACK ON THIS DOCUMENT Defining Our Focus / Measuring Our Progress CONSULTATION DOCUMENT Introduction
More informationKemptville District Hospital
Kemptville District Ontario Broader Public Sector Executive Compensation Framework Public Consultation March 1, 2018 Table of Contents A. Compensation Philosophy... 1 Kemptville District... 1 Executive
More informationUnderstanding Patient Choice Insights Patient Choice Insights Network
Quality health plans & benefits Healthier living Financial well-being Intelligent solutions Understanding Patient Choice Insights Patient Choice Insights Network SM www.aetna.com Helping consumers gain
More informationStrategic and Operational Plan Quarterly Report #3 April 15, 2015
Strategic and Operational Plan Quarterly Report #3 April 15, 215 Table of Contents Executive Summary... 3 Introduction 4 Priorities 4 Improving Access to Care Across All Sectors... 4 Improving Quality
More informationQAPI & Infection Prevention: Putting the Pieces Together
QAPI & Infection Prevention: Putting the Pieces Together Tammy Baumann, RN, LSSGB Quality Improvement Advisor Great Plains Quality Innovation Network Objectives Identify how QAPI intersects with infection
More informationTransitions in Care. Discharge Planning Pathway & Dashboard
Transitions in Care Discharge Planning Pathway & Dashboard Scott Jarrett Executive Vice President and Chief of Clinical Programs Humber River Hospital Carol Hatcher Vice President Clinical Programs Humber
More informationHôtel-Dieu Grace Healthcare Strategic Operating Plan 2015/ /18
Hôtel-Dieu Grace Healthcare Strategic Operating Plan 2015/16 2017/18 2015/16 2017/18 HDGH Strategic Operating Plan Page 1 Table of Contents Executive Summary... 4 Background... 5 Environmental Considerations...
More informationCASE STUDY The Safer Patients Initiative
CSE STUDY The Safer Patients Initiative Critical care in practice: Royal ree Hospital and the University Hospital of Wales 1. INTRODUCTION In late 4, the Health oundation funded the Institute for Healthcare
More informationLong Term Care Comparing Residents First and ECFAA QIP.
Long Term Care Comparing Residents First and ECFAA QIP Welcome and Introductions Presentation Team Lynn Dionne Manager, QIP and Capacity Building HQO Terri Donovan QIP and Capacity Building Specialist
More informationA New Clinical Operating Model Transforms Care Delivery and Improves Performance
A New Clinical Operating Model Transforms Care Delivery and Improves Performance The Unified Clinical Organization (UCO) Paul Conlon, PharmD, JD SVP, Clinical Quality and Patient Safety, Trinity Health
More informationQUALIS HEALTH HONORS WASHINGTON HEALTHCARE PROVIDERS
LEADERSHIP IN IMPROVING HEALTHCARE Harborview Medical Center Code Sepsis: Improving Survival in Sepsis with Early Identification and Activation of a Critical Care Team Sepsis, one of the highest causes
More informationHealthcare Acquired Infections
Healthcare Acquired Infections Emerging Trends in Hospital Administration 9 th & 10 th May 2014 Prof. Hannah Priya HICC In charge What is healthcare acquired infection? An infection occurring in a patient
More informationHealth System Funding Reform: Driving Change using Technology Presentation to Canadian Health Informatics Association
Health System Funding Reform: Driving Change using Technology Presentation to Canadian Health Informatics Association April 2014 Ministry of Health and Long-Term Care V2.4 (2014-04-28) Session Objectives
More informationSub-Acute Care Capacity Plan
Sub-Acute Care Capacity Plan Final Report Submitted to: Champlain LHIN Sub-Acute Capacity Planning Steering Committee Hay Group Health Care Consulting 121 King Street West Suite 700 Toronto, Ontario M5H
More informationNorth East Behavioural Supports Ontario Sustainability Plan
North East Behavioural Supports Ontario Sustainability Plan - 2 - NORTH EAST LHIN BSO SUSTAINABILITY PLAN The development of the North East BSO sustainability plan has provided the North East LHIN with
More informationThe Importance of Data in Health System Funding Reform
The Importance of Data in Health System Funding Reform Objectives The Importance of Data in Health System Funding Reform To summarize the evolving approach to health system funding in Ontario. To focus
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 2017-2018 March 29, 2017 London Health Sciences Centre 1 Overview Work of today builds the foundation for tomorrow. London
More information