Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Size: px
Start display at page:

Download "Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario"

Transcription

1 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 a quality improvement plan. While much effort and care has gone into preparing this document, this document should not be relied on as legal advice and organizations should consult with their legal, governance and other relevant advisors as appropriate in preparing their quality improvement plans. Furthermore, organizations are free to design their own public quality improvement plans using alternative formats and contents, provided that they submit a version of their quality improvement plan to HQO (if required) in the format described herein. 1

2 Click here to enter text.overview Quinte Health Care (QHC) is dedicated to the delivery of exceptional and compassionate care and to continually enhancing the quality and safety of care in an environment that reduces risk for patients and staff. We are accountable for and committed to providing care and services to our patients and families that reflect our values: Compassion Imagine It s You Respect Respect everyone Accountability Take ownership Teamwork We all help provide care Learning Always strive to improve QHC s quality improvement goals for 2014/15 support our strategic plan and directions including: 1. Enhance the quality and safety of care 2. Create an exceptional patient experience 3. Provide effective care transitions 4. Be an exceptional workplace What we will be focusing on and how these objectives will be achieved Over the course of the next year QHC will continue to build on the initiatives in 2013/14 to further enhance the quality and safety of care and services delivered at all four hospitals. The hospital s overall quality improvement agenda, of which the 2014/15 QIP is a subset of, has been built on clear priorities, leadership accountability, process improvement methodology and setting measurable targets and clear action plans. In order to support these priorities QHC will support the following actions to significantly improve the capacity of the organization to monitor, sustain and create further improvements: program based Quality and Patient Safety Committees team leader development curriculum focused on critical thinking, problem-solving, improvement methodology, patient safety science and mentorship the Human Resources tactical plan focused on leadership development and capacity building focus on working relationships and joint process improvements with significant partners such as the Community Care Access Centre By March 31st, 2015 QHC will achieve the following aims and measures indicated on our 2014/15 QIP and aligned with our four strategic directions. Enhance the quality and safety of care Our aim is to improve the overall safety of care we deliver to our patients. Medication reconciliation is one strategy that contributes to safer prescribing and administration of medications and thus safer care. Increasing the number of admitted patients with completed medication reconciliation on admission was a corporate priority in 2013/14. We successfully increased our completion of medication reconciliation on admission by over 30%, year to date. However, due to the importance medication reconciliation has in safe medication practices, discharge planning, decreasing unnecessary readmission and opportunity for further improvement, QHC will continue a corporate focus on increasing the number of admitted patients receiving medication reconciliation. The full implementation of an electronic medication reconciliation program will provide a more efficient process and provide the necessary processes to complete medication reconciliation at transfer and discharge. 2

3 Create an exceptional patient experience Our aim is to create an exceptional patient experience through seamless patient flow and reduced wait times in the Emergency Department (ED). QHC measures the amount of time patients wait in our ED s from the time the patient is triaged to the time they are either discharged home or admitted to the hospital and moved to an inpatient bed. Extended lengths of stay in the ED are a common and significant issue for most hospitals and require multiple years of work to significantly impact. To date QHC has exceeded the target of a 5% reduction in ER wait times from 21.4 hours to less than 19 hours. Despite this progress there remains significant room for improvement. Therefore QHC will continue to implement focused improvement projects led by emergency and inpatient staff and physicians to further reduce emergency wait times by an additional 10% in 2014/15. In order to achieve a reduction in our ED wait times we will focus on several improvement strategies including: Further development and implementation of clinical pathways to reduce lengths of stay on inpatient units and increase capacity for admitted patients Improve physician initial assessment time at all four emergency departments Early identification and care planning for patients with dementia and delirium, who have a higher length of stay than the average patient without dementia or delirium Increase the completion rate of diagnostic tests on in-patients over the weekend to support consistent patient flow and discharge planning Ensure all medicine patients in QHC Belleville General Hospital have predictive discharge dates to strengthen the healthcare team s ability to discharge patients in an appropriate timeframe Ensuring sustainability of the nurse practitioner model of care to support consistent operation of the fast track Green Zone at QHC Trenton Memorial Hospital Provide effective care transitions Our aim is to ensure that we are consistently seeking integration opportunities with our community partners so that patients experience effective care transitions within QHC and between QHC and other health care providers. This will result in patients and their families finding it easier to move through the healthcare system and access the care they need. We achieved considerable success in 2013/14 to date and will continue to focus on increasing the availability of inpatient beds by reducing the number of patients with chronic obstructive pulmonary disease, congestive heart failure and pneumonia who are readmitted to hospital thirty days after discharge. Further integration and uptake of clinical pathways for all three diagnosis are essential to our success as they include the various health care services (acute and community) that patients with these conditions require to optimize their ability to self manage their care. In addition to these three clinical pathways we will also focus on ensuring all in-patient medicine patients are placed on the general medicine admission order set; providing a standard path for patients to follow leading to improved efficiencies and meeting expected length of stay goals. Be an exceptional workplace Our aim is to provide an exceptional workplace at QHC where staff, physicians and volunteers are proud to recommend QHC as a place to work. This involves providing opportunities for all to learn and grow. Part of our success in achieving this objective in 2014/15 will be through the involvement and active participation of staff, physicians and volunteers in the improvement initiatives tied to our 2014/15 QIP. Participation in the above activities by staff, volunteers and physicians will lead to improved systems to provide care within, better quality of care for our patients and continued opportunities to learn and grow. 3

4 Key enablers Balanced fiscal position QHC believes that a strong and balanced fiscal environment is key to providing sustainable, quality care. To that end, the total margin continues to be a priority for the 2014/15 QIP. Several key initiatives, such as renegotiating several service contracts, standardizing and reducing variation in practice such as lab and drug utilization and achieving further reductions in length of stay and additional materials management efficiencies will all contribute to an efficient and effective organization. Staff, physicians and volunteers are encouraged to find ideas for cost savings in their various departments and teams have been formed to develop these ideas into tangible plans. Regular huddles at the unit and department level discuss progress toward achieving savings and further ideas for further efficiencies. How the plan aligns with the other planning processes The QIP is one of several key components that contribute to the achievement of the QHC strategic plan. As stated, the 2014/15 QIP was informed by this strategic plan and specifically links to our four key strategic directions. The QIP also aligns with several requirements from the Hospital Service Accountability Agreement (HSAA), key improvement strategies through the South East Local Health Integration Network (SELHIN) and Accreditation Canada. The strategic plan priorities inform the development of the operating plan (budget), the Quality Improvement Plan and the annual project plan, encompassing the HSAA, SELHIN and accreditation priorities. This process begins in August and permits time for discussion, development and approval of plans, as outlined in the following table. Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Board Planning Retreat PLANNING Operating Plan Principles Identification of QIP Opportunities ANALYSIS Development of Operating Plan Investigation of QIP Opportunities Strategic Priority Review APPROVAL Operating Plan Approval 4

5 QIP Approval Annual Project Plan IMPLEMENTATION Improvement initiatives start-up Implementation Integration & Continuity of Care As the new health care funding model is being implemented, all members of the health care system are becoming more reliant on each other s services. As hospitals are the first sector impacted, we are seeing this requirement more than others. In order to maintain provision of safe, high-quality care with the current financial pressures, we need to review the services we provide and rely more on our partners to provide this care at home or in other health care settings. We are most dependent on the Community Care Access Centre (CCAC) to provide services to assist in timely, efficient discharge; primary care to support the diversion of patients from the emergency rooms and the transition of patients out of the hospital; and other hospitals and community agencies to provide specialized care. The mechanisms we have to influence these providers include the development of one-to-one relationships, health links and the SELHIN led clinical services roadmap. QHC believes that relationships with primary and community care partners are key in achieving health for all our communities. This is reflected in the QHC strategic plan and direction to improve transitions of care. QHC is an active partner in two Health Links initiatives, Rural Hastings and Quinte Health Links. The priorities for each of these health ink initiatives support QHC s strategic directions and the QIP indicators: medication reconciliation and reducing readmissions for patients with chronic obstructive pulmonary disease, congestive heart failure and pneumonia. Furthermore, the focus on improving care for complex patients with dementia and/or delirium actively engages the CCAC, long-term care and retirement homes, together with Behavior Support Ontario to develop organizational capacity and individualized clinical and discharge plans. These initiatives are based on a philosophy that the hospital is only one player in a larger patient journey and includes both the admission and discharge processes as part of that continuum of care. Challenges, Risks & Mitigation Strategies Throughout our QIP planning process project charters are developed for each initiative to identify challenges and opportunities and strategies to mitigate risks. While our organization has the ability to respond to the ever changing healthcare environment, the following challenges and risks are noted and will be kept in the forefront as we proceed with implementing our 2014/15 QIP. 5

6 Continuing to adapt and improve at a pace commensurate with the demands from further budget reductions The ability to mount and sustain significant projects to achieve the corporate goals and priorities The ability to gather timely, accurate data from a variety of complex data sources. Unavoidable external risks exist that are often outside of QHC s control, such as the availability of long-term care home beds and capacity of the primary care and community care systems, such as behavioural support resources in the region. Beyond these ongoing challenges and risks inherent to the healthcare environment we have taken several steps to proactively mitigate risks to achieving our goals and objectives as outlined in the 2014/15 QIP through the following measures: Ensure resources are maximized in the clinical support departments Continued focus on building capacity in frontline leadership, managers and directors Maximize staff engagement to build a truly patient focused organization that will continue to deliver quality care in a culture of improvement Asses organizational readiness for additional changes and its implications on the targets and projects for next year Assign corporate improvement teams to each indicator noted as an improve on our QIP Provide improvement teams with resources, knowledge and skills to successfully apply the QHC improvement model and achieve our set targets Share team progress reports with the senior leadership team on a monthly basis using a visual management tool comprised of red, yellow and green colour codes; indicating distance from achieving set targets. This provides the ability to quickly identify challenges and roadblocks and the necessary strategies to remove the roadblocks Provide quarterly reports with the corporate Quality and Patient Safety Committee, the Board Quality of Patient Care Committee, the Board of Directors and the Medical Advisory Committee using the same visual management tool as noted above The alignment of our 2014/15 QIP with the strategic plan along with processes and structures to identify and mitigate risks places QHC in a good position to make improvements to the care and services we provide in accordance with our goals, objectives and targets as outlined in our QIP. Information Management Systems QHC employs an electronic medical record which feeds into a corporate Decision Support information management system supported by Business Intelligence software. Through this system we are able to access data in a timely fashion to facilitate strategic, tactical and operational decision making. This overall system provides the ability to answer questions such as: what happened, where is the problem and what actions are required to mitigate any risks. Furthermore we are able to look at why a trend is occurring and predict what will happen next. Several tools are available for management to use daily in finding data to inform decisions, identify issues and track progress. These include: corporate and unit based scorecards, self-service data on the corporate website and standard reports. All of this information is used to support not only corporate priorities related to quality, patient safety and performance but also our decision making during operational and budget planning cycles. As an example, our ability to document the use of clinical pathways for Chronic Obstructive Pulmonary Disease and Congestive Heart Failure in the electronic documentation system allows us to link the compliance with these pathways with our readmission rates for these diagnoses and make inferences as to whether the pathways are improving care and reducing readmissions. Without our electronic documentation system and information management system creating this type of data would be labour intensive and not timely enough to take corrective actions. In 14/15 we are committed to furthering the ability for units and departments to have data readily available to support their quality improvement work. 6

7 Engagement of Clinical Staff & Broader Leadership Our aim is to provide an exceptional workplace at QHC where staff, physicians and volunteers are proud to recommend QHC as a place to work. This involves providing opportunities for all to learn and grow. Part of our success in achieving this objective in 2014/15 will be through the involvement and active participation of staff, physicians and volunteers in the improvement initiatives tied to our 2014/15 QIP as well as our preparation for Accreditation in May In order to support this QHC has committed to creating a Culture of Staff Engagement in 14/15. The goal of this priority is to engage the minds and creativity of staff and physicians leading to improved quality of care and patient satisfaction. This will be achieved by focusing on six key elements: autonomy, feeling valued, reduced frustration, collaboration, well-being and development. By focusing on these elements we will be able to support frontline staff in identifying and solving problems and thus further engage them in delivering high quality care. This work will be led by the Senior Leadership Team and has full endorsement from the QHC Board of Directors. Accountability Management As part of the annual planning process, the Senior Leadership Team (SLT) develops performance goals linked to compensation that are derived from the QHC strategic directions and initiatives or other key performance areas important to QHC success. As per the requirements under Excellent Care for All Act (ECFAA) legislation, there must be a linkage between the QIP performance goals and Senior Leadership Team compensation. The following table describes the Senior Leadership performance goals linked to compensation and the QIP goals. This was approved by the Board of Directors on March 25th, Strategic Direction Outcome Measure/Indicator Weight 2013/14 Performance 2014/15 Target Enhance the Quality and Safety of Care *Medication Reconciliation on Admission: Percentage of patients who have received medication reconciliation on admission (excluding labour and delivery patients) 20% 62.7 (Q3) Quality Improvement Plan (QIP) Target Create an Exceptional Patient Experience *ER Wait Times: 90 th percentile ER lengthof-stay for admitted patients 20% 17.6 (Q3) Target 20 QIP Target Improve Strategic Enablers Total Margin: Percentage by which total corporate (consolidated) revenues exceed or fall short of total corporate (consolidated) expenses, excluding the impact of facility amortization in a given year 20% -0.25% (Q3 2013/14 YTD) QIP Target The following describes the percentage of pay for performance compensation and the process for selection of goals. i. The percentage of pay for performance compensation for Senior Leadership Team members for 2014/15 is: CEO and COS 5% of salary; Vice Presidents 3% of salary; and Directors (Communications, Strategic Planning and Projects) 1% of salary. The total amount of the payfor-performance compensation in 2014/15 cannot exceed the total amount of pay-at risk distributed to SLT members in 2011/12. ii. The process for selection of goals: Priority indicators are identified by the Quality of Patient Care Committee. The Senior Leadership Team reviews the priority indicators, strategic and system 7

8 iii. initiatives and makes recommendation regarding the performance goals linked to compensation to the Human Resources Committee of the Board. In the event that there has been significant achievement of the objective specified but the identified targets have not been achieved, the Board has the discretion to modify the amount of the performance based compensation. Health System Funding Reform Ontario s healthcare system is experiencing a major transformation through the Health System Funding Reform. Selected procedures, referred to as Quality Based Procedures have a target cost and hospitals are challenged to provide care within that cost while meeting required quality outcomes. Hospital funding is adjusted to reflect these lower costs. This change in the basic allocation of resources will continue to drive value and effectiveness in the provision of hospital care. QHC has already implemented six Quality Based Procedures over 2013/14 and will be introducing an additional three in 2014/15. A corporate Quality Based Procedure Steering Committee is in development and will provide a forum to continue a focused approach to the introduction of additional quality based procedures to optimize the impact on our ability to balance efficiencies and quality. In the 2014/15 QIP, there are several indicators that are targeted toward assisting the organization to meet the challenges of the HSFR. Reducing readmissions for patients with chronic obstructive pulmonary disease, congestive heart failure and pneumonia three of the quality based procedures, will require QHC to implement evidence based clinical pathways to reduce variation in care between care providers. This will also link patients back to the community with more timely and uniform data. Sign-off It is recommended that the following individuals review and sign-off on your organization s Quality Improvement Plan (where applicable): I have reviewed and approved our organization s Quality Improvement Plan: Steve Blakely Board Chair Mary Clare Egberts Chief Executive Officer Instructions: Enter the person s name. Once the QIP is complete, please export the QIP from Navigator and have each participant sign on the line. Organizations are not required to submit the signed QIP to HQO. Upon submission of the QIP, organizations will be asked to confirm that they have signed their QIP, and the signed QIP will be posted publically. 8

9 9

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

2014/15 Quality Improvement Plan (QIP) Narrative

2014/15 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 information

North Wellington Health Care April 1, 2012

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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Quality 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 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 information

Health Sciences North Horizon Santé-Nord (QIP) Quality Improvement Plan

Health Sciences North Horizon Santé-Nord (QIP) Quality Improvement Plan Health Sciences North Horizon Santé-Nord 2015 2016 (QIP) Quality Improvement Plan March 31, 2015 Overview HSN 2015-2016 Quality Improvement Plan Introduction Health Sciences North/Horizon Santé-Nord (HSN)

More information

2017/18 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

2017/18 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 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 information

March 29, Bluewater Health 1 89 Norman Street, Sarnia ON, N7T 6S3

March 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 information

Bluewater Health April 1, 2011

Bluewater 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Children s Hospital of Eastern Ontario

Children 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Quality Improvement Plan (QIP) Narrative: Markham Stouffville Hospital Last updated: March 2017

Quality 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

CKHA Quality Improvement Plan (QIP) Scorecard

CKHA 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Mississauga Hospital 100 Queensway West Mississauga, ON L5B 1B8

Mississauga 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 information

Three 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, :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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

2017/2018 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

2017/2018 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 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 information

Excellent 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 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 information

St. Joseph s Continuing Care Centre

St. 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 information

Joseph Brant Memorial Hospital 1230 North Shore Blvd., Burlington, Ontario L7S 1W7

Joseph 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Sunnybrook s 2017/18 Quality Improvement Plan

Sunnybrook s 2017/18 Quality Improvement Plan Sunnybrook s 2017/18 Quality Improvement Plan Overview Sunnybrook Health Sciences Centre is pleased to share its seventh annual Quality Improvement Plan (QIP). This plan describes the hospital s key priorities

More information

Managing Healthcare Payment Opportunity Fundamentals CENTER FOR INDUSTRY TRANSFORMATION

Managing Healthcare Payment Opportunity Fundamentals CENTER FOR INDUSTRY TRANSFORMATION Managing Healthcare Payment Opportunity Fundamentals dhgllp.com/healthcare 4510 Cox Road, Suite 200 Glen Allen, VA 23060 Melinda Hancock PARTNER Melinda.Hancock@dhgllp.com 804.474.1249 Michael Strilesky

More information

Transitions in Care. Discharge Planning Pathway & Dashboard

Transitions 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 information

Insights into Quality Improvement. Key Observations Quality Improvement Plans Hospitals

Insights 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Current Performance as stated on QIP2016/17

Current 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 information

Winning at Care Coordination Using Data-Driven Partnerships

Winning at Care Coordination Using Data-Driven Partnerships Idriz Limaj, LNHA, RN Chief Operating Officer Winning at Care Coordination Using Data-Driven Partnerships Session #166, February 22, 2017 1 Steven Littlehale, MS, GCNS-BC EVP & Chief Clinical Officer Speaker

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

2018/19 Quality Improvement Plan (QIP) Narrative for Providence Care

2018/19 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Emergency Department Throughput

Emergency Department Throughput Emergency Department Throughput Patient Safety Quality Improvement Patient Experience Affordability Hoag Memorial Hospital Presbyterian One Hoag Drive Newport Beach, CA 92663 www.hoag.org Program Managers:

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Quality Improvement Plan (QIP): 2015/16 Progress Report

Quality Improvement Plan (QIP): 2015/16 Progress Report Quality Improvement Plan (QIP): Progress Report Medication Reconciliation for Outpatient Clinics 1 % complete medication reconciliation on outpatient clinic visit assessments ( %; Pediatric Patients; Fiscal

More information

Quality Improvement Plans (QIP): Progress Report for the 2016/17 QIP

Quality 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 information

Health System Funding Reform: Aligning Levers and Incentives to Achieve Excellent Care for All

Health 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Co-Sourcing Lab Services Maximizing Service Partners in a Lab Environment

Co-Sourcing Lab Services Maximizing Service Partners in a Lab Environment Co-Sourcing Lab Services Maximizing Service Partners in a Lab Environment Agenda What is the Co-Sourcing Continuum Benefits of a Collaborative Partnership How do you effectively develop a program Identify

More information

Balanced Scorecard Highlights

Balanced 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 information

ARH Strategic Plan:

ARH Strategic Plan: ARH Strategic Plan: 2017 2020 Table of Contents Section 1. Introduction 1.1 Why a Strategic Plan 1.2 Building on Previous Accomplishments 1.3 Where We Are Today 2. How We Developed Our New Plan: 2.1 Plan

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/30/2014

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/30/2014 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/30/2014 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

CAMDEN CLARK MEDICAL CENTER:

CAMDEN CLARK MEDICAL CENTER: INSIGHT DRIVEN HEALTH CAMDEN CLARK MEDICAL CENTER: CARE MANAGEMENT TRANSFORMATION GENERATES SAVINGS AND ENHANCES CARE OVERVIEW Accenture helped Camden Clark Medical Center, (CCMC), a West Virginia-based

More information

2016/17 Quality Improvement Plan "Improvement Targets and Initiatives"

2016/17 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 information

Quality 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 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 information

Services. Progress to date. Comments. Goal. Hours ED patients to our medicall. Maintainn. this year. excluding the. (consolidated) expense,

Services. 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 information

CHC-A Continuity Dashboard. All Sites Continuity - Asthma. 2nd Qtr-03. 2nd Qtr-04. 2nd Qtr-06. 4th Qtr-03. 4th Qtr-06. 3rd Qtr-04.

CHC-A Continuity Dashboard. All Sites Continuity - Asthma. 2nd Qtr-03. 2nd Qtr-04. 2nd Qtr-06. 4th Qtr-03. 4th Qtr-06. 3rd Qtr-04. PPC1: ACCESS AND COMMUNICATION Element B: Access and Communication Results Item 1: Visits with assigned PCP Continuity data is reviewed each month at our Office Redesign Committee (ORDC). The data is collected

More information

LESSONS LEARNED IN LENGTH OF STAY (LOS)

LESSONS LEARNED IN LENGTH OF STAY (LOS) FEBRUARY 2014 LESSONS LEARNED IN LENGTH OF STAY (LOS) USING ANALYTICS & KEY BEST PRACTICES TO DRIVE IMPROVEMENT Overview Healthcare systems will greatly enhance their financial status with a renewed focus

More information

QBPs: New Ways To Improve Patient Care

QBPs: New Ways To Improve Patient Care Module 1: QBPs: New Ways To Improve Patient Care Quality Based Procedures (QBPs) Pathway Improvement Program What are Quality Based Procedures (QBPs)? QBPs are groups of patients with similar diagnoses

More information

COMMITTEE REPORTS TO THE BOARD

COMMITTEE REPORTS TO THE BOARD Item # 9 F i COMMITTEE REPORTS TO THE BOARD To From South East LHIN Board Members Quality Committee Reviewed by Quality Committee Committee Members of the Committee were given the opportunity to review

More information

Activity Based Cost Accounting and Payment Bundling

Activity Based Cost Accounting and Payment Bundling Activity Based Cost Accounting and Payment Bundling 1 Agenda Introduction of Speakers Fast Facts about Jewish Senior Life/Jewish Home of Rochester Determining the need and uses for an Activity Based Cost

More information

Mental Health Services - Delayed Discharges: Update

Mental Health Services - Delayed Discharges: Update NHS Greater Glasgow & Clyde NHS Board Meeting Chief Officer, Glasgow City HSCP and Nurse Director October 20 Paper No: /56 Mental Health Services - Delayed Discharges: Update Recommendation:- The NHS Board

More information

OMC Strategic Plan Final Draft. Dear Community, Working together to provide excellence in health care.

OMC Strategic Plan Final Draft. Dear Community, Working together to provide excellence in health care. Dear Community, Working together to provide excellence in health care. This mission statement, established nearly two decades ago, continues to be fulfilled by our employees and medical staff. This mission

More information

Change Management at Orbost Regional Health

Change Management at Orbost Regional Health Change Management at Orbost Regional Health Our change management journey 1 Medication Change System Meds at Beds 2 The slightly exaggerated before process 3 Project Goals The purpose of the Meds at Beds

More information

Campbellford Memorial Hospital

Campbellford Memorial Hospital Campbellford Memorial Hospital Our Vision Campbellford Memorial Hospital's vision is to be a recognized leader in rural health care, creating a healthy community through service excellence, effective partnerships

More information

Quality Improvement Plans (QIP): Progress Report for QIP

Quality 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 information

PRISM Collaborative: Transforming the Future of Pharmacy PeRformance Improvement for Safe Medication Management

PRISM Collaborative: Transforming the Future of Pharmacy PeRformance Improvement for Safe Medication Management PRISM Collaborative: Transforming the Future of Pharmacy PeRformance Improvement for Safe Medication Management Mission: To improve the health of the people of Connecticut through safe and effective medication

More information

Hamilton Health Sciences STRATEGIC PLAN. Patients PLAN AT A GLANCE People. Sustainability. Research, Innovation & Learning

Hamilton 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario March 28, 2018 This document is intended to provide health care organizations in Ontario with guidance as to how they can

More information

Taming Length of Stay Challenges Through Analytics

Taming Length of Stay Challenges Through Analytics Taming Length of Stay Challenges Through Analytics March 3, 2016 Dr. Michelle Pezzani, Medical Director Utilization Management at El Camino Hospital & Palo Alto Medical Foundation (PAMF) Petrina Griesbach

More information

2018/19 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

2018/19 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 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 information

Developmental /Category III Explanatory/Category II Not Defined Explanatory/Category II Defined Proposed Priority

Developmental /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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/16/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Toronto Central LHIN 2016/2017 QIP Snapshot Report. Health Quality Ontario The provincial advisor on the quality of health care in Ontario

Toronto Central LHIN 2016/2017 QIP Snapshot Report. Health Quality Ontario The provincial advisor on the quality of health care in Ontario Toronto Central LHIN 2016/2017 QIP Snapshot Report Health Quality Ontario The provincial advisor on the quality of health care in Ontario INTRODUCTION Purpose To give each Local Health Integration Network

More information

ED Process Improvement Program HSAA (2012/13)

ED Process Improvement Program HSAA (2012/13) Peterborough Regional Health Centre Update ED Process Improvement Program HSAA (2012/13) Central East Local Health Integration Network August 22, 2012 1 Overview of Presentation Focus on process improvement

More information

Ontario Shores Journey to EMRAM Stage 7. October 21, 2015

Ontario Shores Journey to EMRAM Stage 7. October 21, 2015 Ontario Shores Journey to EMRAM Stage 7 October 21, 2015 ICE BREAKER Agenda System overview & pervasiveness of use Review Clinical Practice Guideline implementation Discuss Patient Portal implementation

More information

Introduction. 1 Health Professions Regulatory Advisory Council. (2015) Registered Nurse Prescribing Referral, A Preliminary Literature

Introduction. 1 Health Professions Regulatory Advisory Council. (2015) Registered Nurse Prescribing Referral, A Preliminary Literature RN Prescribing Home Care Ontario & Ontario Community Support Association Submission to the Health Professions Regulatory Advisory Committee February 2016 Introduction The Ontario government has confirmed

More information

North East Behavioural Supports Ontario Sustainability Plan

North 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 information

The STAAR Initiative

The STAAR Initiative The STAAR Initiative A quality effort at the heart of system redesign Amy E. Boutwell, MD, MPP The Center for Innovative Healthcare Strategies amy@innovativehealthcarestrategies.org Please note: Dr Boutwell

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/24/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

On Becoming a Health Literate Organization: A Journey with Urgency

On Becoming a Health Literate Organization: A Journey with Urgency On Becoming a Health Literate Organization: A Journey with Urgency HARC VIII October 13, 2016 Laura Noonan, MD Director, Center for Advancing Pediatric Excellence Levine Children s Hospital at Carolinas

More information

The LHIN s role in creating integrated health service delivery systems

The 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2016 Holland Bloorview Kids Rehabilitation Hospital 1 Overview Holland Bloorview continues to lead pediatric rehabilitation

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 02/1/2017 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Managing Risk Through Population Health Initiatives

Managing Risk Through Population Health Initiatives Managing Risk Through Health Initiatives Vicki DeBaca, DNS, RN Vice President, Health & Provider Services Sharp Rees-Stealy Medical Centers 1 Sharp Rees-Stealy Medical Centers San Diego s Multi-Specialty

More information

Electronic Physician Documentation: Increased Satisfaction

Electronic Physician Documentation: Increased Satisfaction Electronic Physician Documentation: Increased Satisfaction Session 222, February 23, 2017 Robert (Bob) Diamond, Sr. Vice President / CIO, Health Quest Kshitij (Tij) Saxena, MD, CMIO, Health Quest 1 Speaker

More information

Discharge and Follow-Up Planning. Presented by the Clinical and Quality Team

Discharge and Follow-Up Planning. Presented by the Clinical and Quality Team Discharge and Follow-Up Planning Presented by the Clinical and Quality Team After today s training you will be able to: Identify and summarize important information about discharge planning Have adequate

More information

Long Term Care Comparing Residents First and ECFAA QIP.

Long 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 information

Hôtel-Dieu Grace Healthcare Strategic Operating Plan 2015/ /18

Hôtel-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 information

Quality, Risk and Patient Safety Report Fiscal Year , Fourth Quarter

Quality, Risk and Patient Safety Report Fiscal Year , Fourth Quarter Quality, Risk and Patient Safety Report Fiscal Year 2, Fourth Quarter Submitted to: Board of Directors June 26, 215 Contributed by Staff of the North East CCAC Date of Report: June 1, 215 TABLE OF CONTENTS

More information

Reducing Readmissions: Potential Measurements

Reducing Readmissions: Potential Measurements Reducing Readmissions: Potential Measurements Avoid Readmissions Through Collaboration October 27, 2010 Denise Remus, PhD, RN Chief Quality Officer BayCare Health System Overview Why Focus on Readmissions?

More information

Predicting the Unpredictable. Andrea Rindt Maternity Services Manager

Predicting the Unpredictable. Andrea Rindt Maternity Services Manager Predicting the Unpredictable Andrea Rindt Maternity Services Manager Who we are in 2013? Approximately 2000 births per year 6 bed birth suite 28 post natal beds all single rooms Maternity @ Home Service

More information

Using Data for Proactive Patient Population Management

Using Data for Proactive Patient Population Management Using Data for Proactive Patient Population Management Kate Lichtenberg, DO, MPH, FAAFP October 16, 2013 Topics Review population based care Understand the use of registries Harnessing the power of EHRs

More information

UHN Patient Experience Roadmap

UHN Patient Experience Roadmap UHN Patient Experience Roadmap April 1, 2016 to March 31, 2018 Patient Experience highlights UHN s commitment to being compassionate, collaborative, and responsive to human need, and articulates the ground

More information

Quality Management Report 2017 Q2

Quality Management Report 2017 Q2 Quality Management Report 2017 Q2 Quality Management Program CMS STAR Ratings Member Satisfaction (CAHPS & HOS) HEDIS Risk Adjustment DHS Member Incident Reporting Member Satisfaction Surveys Pay for Performance

More information

Quality Improvement Plans (QIP): Progress Report for 2016/17 QIP

Quality 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 information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality 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

Using EHRs and Case Management to Improve Patient Care and Population Health

Using EHRs and Case Management to Improve Patient Care and Population Health Using EHRs and Case Management to Improve Patient Care and Population Health Session #211, February 22, 2017 Thomas Schiller, MD and Jennifer Kuroda, SwedishAmerican Health System A Division of UW 1 Speaker

More information

Empowering information: the paperless workflow of digital archiving leads to a true single, digital health record

Empowering information: the paperless workflow of digital archiving leads to a true single, digital health record Agfa HealthCare s ECM stood out in a key respect: its ability to integrate all those orphaned modalities, to create a truly single solution. Colin Catt, Manager of Information Services Empowering information:

More information

Listowel Wingham Hospitals Alliance: 2018/19 Quality Improvement Plan

Listowel Wingham Hospitals Alliance: 2018/19 Quality Improvement Plan Listowel Wingham Hospitals Alliance: 2018/19 Quality Improvement Plan Listowel Wingham Hospitals Alliance 1 Overview The Listowel Wingham Hospitals Alliance (LWHA) was formed on July 1, 2003 as a partnership

More information

TCLHIN Standardized Discharge Summary

TCLHIN Standardized Discharge Summary TCLHIN Standardized Discharge Summary ehealth Conference June 4, 2014 Kara Kitts Quality Improvement Manager St. Michael s Hospital Ontario Healthcare System 14 Local Health Integration Networks (LHINs)

More information

SFGH Strategic Plan

SFGH Strategic Plan SFGH Strategic Plan 2015-2018 Iman Nazeeri Simmons, Chief Operating Officer James Marks, Chief of Medical Staff 1 2 1 SFGH Strategy 2015-2018 3.5 Years of Lean Management Creating value for our patients

More information

L19: Improving Transitions from the Hospital to Post Acute Care Settings

L19: Improving Transitions from the Hospital to Post Acute Care Settings This presenter has nothing to disclose L19: Improving Transitions from the Hospital to Post Acute Care Settings Gail A. Nielsen December 8, 2013 25th Annual National Forum on Quality Improvement in Health

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/30/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information