North East Behavioural Supports Ontario Sustainability Plan

Size: px
Start display at page:

Download "North East Behavioural Supports Ontario Sustainability Plan"

Transcription

1 North East Behavioural Supports Ontario Sustainability Plan

2 - 2 - NORTH EAST LHIN BSO SUSTAINABILITY PLAN The development of the North East BSO sustainability plan has provided the North East LHIN with an opportunity to engage stakeholders on the Behavioural Supports Ontario (BSO) system of care in the region, solicit input on its future direction, identify potential gaps, and inform stakeholders on its progress so far. Stakeholder engagements for this plan included visits to three of our hub areas (Sudbury, Sault Ste Marie and Timmins) reaching 81 individuals from a variety of sectors including long term care, acute care, CCAC and Community Support Sector. In addition, a formalized sustainability assessment process was initiated with our BSO health service providers. The assessment highlighted the success of the efforts to date, indicated the need to communicate the BSO successes to internal Long Term Care (LTC) home staff; as well as, highlighted the benefits of involving more front line staff and increasing leadership participation in order to sustain the program. Senior and clinical leadership from North Bay Regional Health Centre (NBRHC), in partnership with all BSO health service providers, will serve as the cornerstone of the implementation of a sustainability action plan. The transfer of the quality improvement functions has been considered in this plan and will build on the current planning and implementation of the BSO action plan. Continued commitment from the NELHIN to support and monitor the implementation of the action plan, improvement projects and funding for BSO will be essential to the ongoing success of this system change. SENIOR LEADERSHIP Senior and clinical leadership engagement have been shown to have the greatest impact on sustainability. 1a. What leadership and organizational structure at the LHIN level will be in place to sustain the Behavioural Supports initiative? As outlined in the North East BSO Action plan, the governance of the BSO project will be directed by the Regional BSO Steering Committee (originally named the Governance committee, its title was changed after receiving feedback from BSO providers). The Steering Committee worked to develop comprehensive terms of reference and elected a chairperson to proceed over meetings. Since inception, the committee has met four times and has focused on the development of the electronic referral form, the formation and reporting relationships of the working groups, improvement projects and, most recently, the sustainability assessment. Structurally, the Regional Steering Committee provides the overall accountability for the North East BSO through its working groups: Medical Advisory, System Performance; Lived Experience Network; and Capacity Building. The Medical Advisory group meets on a quarterly basis and to date two formal meetings have been held. The Medical Advisory Committee has identified a Regional Care of the Elderly BSO Champion, Dr. James Chau, and a Regional Geriatric Psychiatrist Champion, Dr. Marie-France Rivard. The goal of the Medical Advisory Group is to focus efforts on NE BSO clients/patients/residents and their care providers receiving the best possible treatment and improved access to service. This will be accomplished through integrated service delivery, system coordination and enhanced capacity building. The System Performance Advisory Group is committed to ensuring integrated service and is aligned with the second pillar, integrated service delivery: Intersectoral and interdisciplinary. This advisory group will be accountable for monitoring of continuous quality improvement standards for BSO across the North East. The system performance group will be comprised of BSO providers at the manager level of organizations and be inclusive of BSO funded positions. For example, the intake process that was adapted in each hub area will be monitored for effectiveness, ease of access and timely service delivery. In addition, the System Performance Group will be responsible for the tracking of appropriate data for quarterly reports in order to sustain meaningful change and measure our service outcomes. Throughout the North East, the Alzheimer's Societies were funded for a Behaviour Support Facilitator (BSF)

3 - 3 - with primary responsibility to support caregivers. Developing a Lived Experience Network across the North East is a key priority for the BSFs to provide an accessible virtual forum for "people to connect with people" through shared experiences in order to create a strong unified "voice" to report to/advise the NE BSO Steering Committee. The Lived Experience Networks are at beginning stages in engaging key change agents within each hub. The Knowledge Exchange & Capacity Building advisory, co-facilitated by the PRC team and regional coordinator will focus on pillar # 3 by engaging all North East BSO team members and other interested care partners in a virtual shared knowledge exchange to facilitate clinical leadership and implementation of current best practices. Regional Coordinator A foundational component to pillar # 2 of the North East BSO system is the formal establishment of a lead regional clinical structure. As the lead HSP for BSO in the North East, North Bay Regional Health Centre's clinical structure includes a Regional Coordinator, Regional Assistant, and six Regional psychogeriatric resource consultants (PRC) whom act as conduits to unite the clinical integrated response teams in each hub. The Regional Coordinator has overall responsibility for maintaining a regional approach to BSO and adherence to the three pillars. The development of common, LEAN processes; adoption/implementation of system-wide best practice standards; and liaison with specialists and other key partners are some of the focal responsibilities of the Regional Coordinator. The additional linkage is such that the Regional Coordinator also acts the direct manager of the six North East Psychogeriatric Resource Consultants. As our BSO teams are integrated community, hospital and LTC resources; the ability to support the health care system is heightened as the CCAC has a collaborative responsibility for enhanced information and referral in CCAC is a pivotal point of information consolidation and transfer to North East BSO Central Intake. The vision of the various North East BSO access pathways ensures that all doors lead to service. In the North East we have adopted the Integrated Care Lead which will provide older adults with a seamless pathway to BSO services. 1b. Who has been identified as the leader responsible for sustaining the changes? North Bay Regional Health Centre (NBRHC) is the lead BSO health service provider in the North East. Leadership is within the Regional Coordinator position. The Regional Coordinator has been positioned to be the System Manager. The Regional Coordinator will continue to work with all BSO funded health service providers to take a systems approach to the implementation of the new services. To support the coordination of the regional component of BSO, there is a shared leadership model amongst the providers. Through the accountability structures, each health service provider has an equal voice and are partners in care.

4 - 4 - The BSO health service providers have developed the processes for intake, transitions, personhood assessment which has led to a standardized approach to service provision and ultimately aligning with the BSO pillars and principals. The development of the processes, tools, and resources has all been inclusive activities built through consensus and collaboration. There is an expectation that all BSO funded health service providers will contribute to the development, implementation and sustainability of the BSO system through the Regional Steering Committee. To promote accountability, the expectations are clearly outlined in the funding letters: As a BSO provider, the health service provider will be required to participate in the regional governance of the Behaviour Support System. As equal partners, BSO providers and the lead BSO HSP will sit on the BSO NE Governance Committee and the relationship between BSO providers, the lead BSO HSP and the governance authority will be articulated in the NE BSO Governance Memorandum of Understanding. Key areas of responsibility for the lead provider encompass the development of standardized, common intake, referral and assessment processes. A significant focus has been on the development of the electronic referral form, frequent (twice weekly) clinical huddles in each of our four geographic areas, implementation of the agreed upon intake process, coordinated referrals to specialists and tertiary care. During our stakeholder sustainability engagements, stakeholders were asked if the current structures were adequate and able to support the BSO system. Response from stakeholders varied, but there was overall an agreement that it is adequate and any additional funding should go to front line service. In addition, participants recommended there be a formal alignment to the Health Link in the Cochrane area and that the leaders of providers need to engage more in BSO. The number of clients being served could also determine whether the current leadership structure is adequate, as central intake is a part of the regional support to BSO and as referrals increase, the capacity to quickly triage and process referrals will need to be examined. BSO Clinical Structure PRT Operations Committee Collaborative Tables

5 - 5 - QUALITY IMPROVEMENT 2. What quality improvement (QI) capacity at the LHIN level will continue to be in place to support the BSO? Members of the BSO Integrated Response Teams have received QI training throughout the year through the Improvement Projects, Kaizen events, IHI QI Open School and in addition all BSO staff will be attending the combined event for Residents First IF training and BSO Kaizen at the end of February, The North East BSO project has identified the critical importance of the Quality Improvement role. In March of 2012 the North East LHIN sponsored the BSO Regional Coordinator to attend Lean Training in conjunction with the Resource Matching and Referral Project. The training was a four day intensive Green Belt training and the opportunity to join the NE LHIN Lean Community of Practice. The sustainability of quality improvement is a priority for the lead provider NBRHC and as such a commitment has been made to identify a PRC to be the Lead for this function. Although all six PRCs will have opportunities for training in quality improvement, having a lead will ensure continuity and coordination. In addition, the NE LHIN BSO Improvement Facilitator will be responsible for on-going monitoring of the NE BSO indicators and will provide continued support for quality improvement activities, such as kaizen, value stream mapping and PDSA cycles. This QI function for the NE LHIN Improvement Facilitator will represent a 0.2 FTE. MEASUREMENT AND ACCOUNTABILITY 3a. List the key performance measures that will indicate BSO success and sustainability in your LHIN. The work of the North East BSO QI Working Group and the BSO stakeholder engagements held in January and February of 2013 has helped guide the selection of key performance measures that indicate BSO success and sustainability in the North East: Outcome Measures: Rate of acute care hospitalization (clients and episodes) of behavioural residents of LTCHs Rate of CTAS 4/5 ED visits for behavioural residents of LTCHs % of applications to LTC denied due to responsive behaviours # of critical incidents associated with resident behaviour per 100 LTCH beds % of clients that have a change in their behaviour assessment score Family satisfaction with ability to manage behaviours in the home environment Process Measures Total # of referrals to the BSO Integrated Response Team Response time of the Integrated Response Team Number of vacancies within the BSO Integrated Response Teams 3b. Please outline accountability processes in your LHIN that will ensure service providers continue to deliver on BSO services. Our BSO providers will be responsible for reporting on a quarterly basis on the above indicators. Established data sources will be used for outcome measures and BSO team tracking data will be used for the process measures. The BSO Regional Office will report quarterly on additional activity measures to ensure that the Integrated Response Teams are functioning effectively: o the number of client-based services, o the number of provider-based services, o the percentage of eligible BSO referrals, o the percentage of clients who are French-speaking o the percentage of clients with a follow-up review of outcomes o the number of BSO clients that are transferred to ED or Acute Care.

6 - 6 - A LHIN specific BSO indicator will be included in the M-SAA refresh and the L-SAA. NE LHIN Hub Officers are responsible for monitoring all indicators, including the BSO indicator, in the Health Service Providers accountability agreements. In addition, the NE LHIN will require the lead BSO provider to produce an Annual Report on the provision of BSO in the North East. The BSO Annual Report will be informed by on-going stakeholder engagements, led by the lead BSO provider with support from the NE LHIN, and will identify strengths and gaps in the BSO system. 3c. As part of the accountability processes, how will your health service providers measure, review and report on the indicators in 3a. above? How frequently? As part of the NELHIN BSO Quality Improvement Plan, the NE LHIN will collect and review the BSO Outcome and Process measures. The Quarterly BSO Reports will be reviewed by the NE BSO Steering Committee and shared with the NE LHIN Regional ED\ALC Leadership Committee. Any result that is beyond or close to the upper limits will require comments from the Regional BSO Coordinator and the use of quality improvement tools by the BSO teams to address the situation and develop appropriate action steps, as required. The North East BSO Steering Committee will review and provide advice on the proposed actions. The North East BSO Regional Coordinator will report on BSO Integrated Response Team activity indicators to the NE LHIN and the System Performance Working Group, a group that focusses on monitoring performance and operational issues. Any result that is beyond or close to the upper limits will require comments from the Regional BSO Coordinator and the use of quality improvement tools by the BSO teams to address the situation and develop appropriate action steps, as required. The System Performance Working Group will review and provide advice on the proposed actions. The NELHIN BSO Quality Improvement Plan will clearly identify which health service provider will be responsible for reporting on the above indicators on a quarterly basis. Reporting templates will be shared with the HSP to assist in the collection of the indicator data. For the Integrated Response Team activity indicators, a tracking tool has been developed and will be used for all team members. The NE BSO Regional Office will monitor these activity indicators on a monthly basis, allowing the flexibility to address any issues as they occur. As mentioned above, a quarterly report will also be produced that will be shared with the NE LHIN and the System Performance Working Group. Once the team activities are stabilized and processes are working well, the NE BSO Regional Office will collect a sampling of the activity data to ensure that the teams continue to function effectively. Also, as part of the on-going QI activities, BSO improvement teams use the Model for Improvement and will track PDSA cycle data to ensure that the change ideas lead to improvements. PDSA cycles will include all phases of testing, implementation and spread. The QI Lead PRC for the NE BSO system will monitor the PDSA cycles. The NE LHIN BSO IF will provide support to the improvement teams, as required. On-going quality improvement activities will be monitored by the System Performance Working Group. TRAINING 4. What processes are in place to train new staff this fiscal year and on an ongoing basis? A priority focus in the continued implementation of North East BSO will remain on pillar three -- knowledgeable care team and capacity building to ensure sustainable professional development for the North East continues to evolve. An active Knowledge & Capacity Building Advisory Committee will support the sustainability of the training initiatives by providing direction on gaps and opportunities. Training for non-bso Long Term Care homes and the community sector receive training will be essential in spreading the system approach to older adults with responsive behaviours. Utilizing the staff inventory tool all new BSO staff are required to complete an overview of their skills and expertise. The tool is inclusive of the BETSI and the capacity building road map. Using the Road Ahead tool and a sustainable professional development work plan for will be developed.

7 - 7 - An enabler to the sustainability of Long Term Care home training will be realized through annualized funding of $33,100 from the NE LHIN. This funding will be allocated centrally and the Regional Coordinator will be responsible for the ongoing implementation of accessible formal training opportunities (e.g. P.I.E.C.E.S., U-FIRST!, GPA, GPA Coach, Montessori, Leadership Training etc.). Through extensive training in a critical mass will help to realize significant capacity within the system for the Long Term Care sector. Using the North East LHIN BSO portal the promotion of AKE and SHRTN training will continue. In addition membership on the collaborative and communities of Practice will be expanded to include other members of the BSO teams. From our stakeholder engagements a consist theme emerged reinforcing the need to strength linkages with community colleges, training centres and universities to influence the curriculum. This recommendation was made for non-regulated and regulated positions within health care. Examples of this would be having GPA training in colleges, universities and certificate programs for PSWs. The PRC team has received structured learning sessions through Global Learning. The training that was received supports the PRCs to create workshops, seminars and in-services in interactive and engaging formats. This skill enhancement will assist the PRCs to develop customized workshops for front line employees. An annual calendar will be created by the Regional Coordinator that will bring each of the distinct roles together for professional development and peer support. The Medical Advisory committee, as chaired by Dr. Chau, will lead the way in enhancing capacity through the creation of professional development work plan that will offer virtual CME accredited learning opportunities and network exchange among medical colleagues in the field; COLLABORATION AND COMMUNICATION 5. Please outline recommendations that you have based on your implementation of this initiative in your LHIN area that would help others to achieve sustainability. Key success factors for the NELHIN s implementation of BSO have included: regional coordination; central intake; a system launch with all of the partners in care; hub by hub level process development; the work of a regional coordinator and regional lead provider; and the on-going QI initiatives. With a vast geographic region it has been essential to fully engage the health care system by hub area but at the same time ensure adherence to regional standards. The regional component of BSO has provided the foundation for the implementation with the flexibility of local anomalies. Including NE LHIN Communications on the BSO Project team has assisted in the implementation with the creation of a BSO web page, which continues to store latest documents. The Communications team has also helped build awareness of the system of care in the North East through media releases, CEO blogs, the Healthy Change Award, and a comprehensive educational newsletter which is sent out on a quarterly basis to stakeholders. The newsletter is instrumental in identifying opportunities for system collaboration, highlighting success stories, and reporting quantitative information. Future communications will include the development of a BSO pamphlet to assist in referrals to the program and help generate awareness of BSO. In addition, the development of the NE BSO Portal has offered a mechanism for BSO providers to be connected to information, share information and collaborate on projects. 6. What provincial tables/collaborative do you consider vital to sustaining the BSO initiative in your LHIN? Currently the North East is participating in the BSO Mobile Teams collaborative, Access and Flow Collaborative and most recently the Regional Operations group. Participation in these initiatives will continue in order to improve upon the existing Integrated Response Teams that have been created for the North East. To support the future improvement projects membership in the Specialized Behaviour Units and Primary Care Collaborative will also be sought.

8 - 8 - BSO Operations will be key to sustainability as it provides the forum for sharing experiences, lessons learned and implementation challenges. The peer support aspect of the Operations table plays an important role in sustainability and provincial connectivity. 7. How do you imagine your LHIN collaborating with the other LHINs to sustain BSO? From its inception the North East BSO Regional Coordinator has been actively involved in the Regional Operations table. This involvement will remain and be strengthened through the ongoing development of the group. Increasing and expanding on the development of specialized communities of practice will assist the BSO team to be more involved at a provincial level. Assist to organize Pan -LHIN sustainability opportunities to bring people together annually (in-person) and engage all key partners (other sectors EMS etc). The North East LHIN would be most interested in assisting to develop a provincial table that would focus on the voice of the lived experience. NELHIN Improvement Facilitator and BSO lead will maintain a network of contacts with other LHIN Improvement Facilitators and Lead to exchange tools, planning activities and evidence based best practices. It will be essential for the NE LHIN to continue to make use of and promote the provincial AKE collaboration space to share reports, resources and current research. ASSESS THE CURRENT STATE AND IDENTIFY REMAINING SERVICE GAPS

9 8. What are the remaining implementation priorities for 2013 in your LHIN? Refer to the client value statement and any gaps in the patient journey you identified during the value stream analysis completed in Fall As partners in care, we commit to and expect compassionate, timely and person-centred care. For 2013 one of the key priorities for the North East BSO system is to develop a common transition process throughout the region. In October 2012 a two day Kaizen focused on the issue of transition and the follow up to that work took place January 7, An outcome of the Kaizen was a future state map for transitions a detailed opinion paper on Transition that outlines the necessary functions to support an older adult with responsive behaviours to transition from hospital to a long term care setting. The opinion paper has been a springboard for the improvement project and the key functions will be introduced to the role of the Clinical Behaviour Response Specialist. An improvement team has been created to refine, consult and implement the common transition process. From our November 2011 Value Stream mapping the need for stabilization beds was identified by the participants as a key priority. Different models of service are under consideration and are constrained by mandate and funding. For example converting acute care space into stabilization beds would still require funding for front line staff and programming staff. The current stock of LTC homes does not readily avail opportunities for Specialized Behaviour Support units. With any LTC redevelopment project a readiness assessment for BSO needs to be considered in order to take full advantage of the ability to develop Specialized Behaviour Support Units for Northern Ontario. Recently the North East LHIN has undertaken an initiative to gauge the interest of our local providers to pursue designation of specialized units. A formalized Expression of Interest (EOI) has been developed to determine which long term care homes are interested in specializing. From the BSO planning perspective interest in developing/formalizing units with enhanced safety and specialized behaviour support units will be determined. The successful implementation of the BSO resources across the north east has generated a heightened interest from Long Term Care homes that do not have specific BSO allocations. As opportunities for funding become available the NE LHIN will be allocating additional resources to LTC Homes to implement BSO. For 2013 there will be 5 additional PSWs added to those existing BSO homes that were previously granted single RPN and PSW positions and a new LTC home will be added to the regional system in Sault Ste. Marie with both RPN and PSW resourcing. The strategy for addressing the need to provide BSO coverage across the region is three fold: Provide capacity building through available training opportunities to increase the PIECES trained staff, make GPA a standard for all PSWs and implement U-First where appropriate. Increased access to PRCs through the enhancement of their role and the increased number of positions. (from 3 PRCs for the North East to 6) Test the hub model for Long Term Care homes resources. Work with Cassellholme in North Bay to develop a model of outreach support to other Long Term Care homes in the city and district. Where possible enhance the funding levels for Long Term Care homes to increase the number of BSO staff. A defined written, formal process for outreach to rural and First Nations communities needs to be developed. The formalized, consistent, reliable support to smaller communities through the PRCs is an essential component however gaps in service to the other Clinical Behaviour Response Specialists remains primarily due to the fact that there is no base funding to support the overhead costs to mobilize this resource. Using the NHS Sustainability Model and Guide, a sustainability assessment was carried out with the entire BSO team in the North East, including the North East BSO Steering Committee. A copy of the sustainability assessment was sent in advance and responses were compiled. Results were shared with the group and the survey was reviewed and responses were discussed. The results of the Sustainability Model identified the following areas to improve on sustainability:

10 Process Factor: Credibility of the evidence Staff Factor: Staff involvement and training to sustain the process Organization Factor: Infrastructure for sustainability These results, as well as the gaps identified during the sustainability discussion and the stakeholder engagements, will guide the creation of a sustainability action plan by March 31, The BSO Regional Coordinator will be responsible for overseeing the implementation of the action plan and will report quarterly on progress to the North East BSO Steering Committee as a standing agenda item. North East BSO Team Score Per Factor Compared to Maximum Possible Score Feb, 2013 Maximum Average Median Infrastructure for sustainability Benefits beyond helping patients Fit with the organizations's strategic aims and culture Credibility of the benefits Clinical leadership Adaptability of improved process Senior Leadership Effectiveness of the system to monitor Staff involvement and training to sustain the Staff behaviours toward sustaining change In the NELHIN there is commitment from all stakeholders to support the ongoing development of programs and services that will support older adults. The development of specialized supports that will address the needs of those older adults and their caregivers that have responsive behaviours is a priority and is reflected in the NE LHIN Integrated Health services plan as outlined in the Transitions of Care priority and the Mental Health priority. On behalf of the NELHIN this sustainability plan is submitted to the Central Reporting Office for review and submission to the Provincial Resource Team. Thank you for your guidance, support and knowledge exchanges through the development of this plan. North East BSO Project Team Valerie Scarfone, BSO Project Lead NE LHIN Monique Lapalme, BSO Improvement Facilitator, NE LHIN Lara Bradley, BSO Communications, NELHIN Monica Bretzlaff, BSO Regional Coordinator, North Bay Regional Health Centre

Central West LHIN. Behavioural Supports Ontario Project. Action Plan

Central West LHIN. Behavioural Supports Ontario Project. Action Plan Central West LHIN Behavioural Supports Ontario Project Action Plan March 15, 2012 Version 2.0 Executive Summary The Central West LHIN BSO service will leverage existing services and make strategic investments

More information

Behavioural Supports System Action Plan

Behavioural Supports System Action Plan Behavioural Supports System Action Plan December 2012 December 2011 i Contents Background... 1 Introduction... 2 Target Population... 3 BSO Framework for Care Pillar # 1: System Coordination... 4 Current

More information

Behavioural Support Ontario (BSO) Action Plan. December 2011

Behavioural Support Ontario (BSO) Action Plan. December 2011 Behavioural Support Ontario (BSO) Action Plan December 2011 To live my life to the fullest potential. 2 Table of Contents Introduction 5 Framework principles 5 BSO Framework for Care 6 Mississauga Halton

More information

Supporting Residents Expressing Responsive Behaviours at Home, Hospital, and LTC

Supporting Residents Expressing Responsive Behaviours at Home, Hospital, and LTC Supporting Residents Expressing Responsive Behaviours at Home, Hospital, and LTC HNHB LHIN Behavioural Supports Ontario Strategy Family Council Network Four (FCN-4) Regional Meeting June 29, 2017 Objectives

More information

BSO Funding Enhancement

BSO Funding Enhancement BSO Funding Enhancement Update to HISST February 28, 2017 Objectives Background on BSO funding from MOHLTC Information update on BSO program additions Discuss areas of areas of opportunity Education Funding

More information

September Sub-Region Collaborative Meeting: Bramalea. September 13, 2018

September Sub-Region Collaborative Meeting: Bramalea. September 13, 2018 September Sub-Region Collaborative Meeting: Bramalea September 13, 2018 Agenda Item # Agenda Item Action Lead Time 1.0 Welcome Call to Order, Introductions, Objectives Co-Chairs 5 min 2.0 Integrated Health

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 4/1/2014 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Behavioural Supports Ontario (BSO)

Behavioural Supports Ontario (BSO) Behavioural Supports Ontario (BSO) What does it mean for you? Laurie Fox HNHB BSO Project Implementation Lead Hamilton Health Sciences With I am who I am, so help me continue to be me Dana Vladescu, Manager,

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

STRATEGIC PLAN Prepared by: Approved by the Board of Directors: June 25, June 2014 Page 1 of 12

STRATEGIC PLAN Prepared by: Approved by the Board of Directors: June 25, June 2014 Page 1 of 12 STRATEGIC PLAN 2014-2019 Prepared by: Approved by the Board of Directors: June 25, 2014 June 2014 Page 1 of 12 Section 1 Introduction Espanola General Hospital (EGH) was incorporated as a hospital in 1948.

More information

Partnering with Patients to Inform Meaningful Change. Developing a Patient Experience Program

Partnering with Patients to Inform Meaningful Change. Developing a Patient Experience Program Partnering with Patients to Inform Meaningful Change Developing a Patient Experience Program Agenda Project Goals and Objectives Learnings: Best Practice / Critical Success Factors Project Phases / Timelines

More information

Quality Improvement Strategy 2017/ /21

Quality Improvement Strategy 2017/ /21 Quality Improvement Strategy 2017/18-2020/21 Contents Section Title Page Number Foreword from Chair and Chief Executive 2 Section 1 Introduction What does Quality mean to us? What do we want to achieve

More information

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

Excellent 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 information

2014/2015 Mississauga Halton CCAC Quality Improvement Plan

2014/2015 Mississauga Halton CCAC Quality Improvement Plan 2014/2015 CCAC Quality Improvement Plan February, 2014 Approved by the MISSISSAUGA HALTON CCAC Board of Directors March 5, 2014 Community Care Access Centre 1 Overview of Our Organization s Quality Improvement

More information

Northeastern Ontario Clinical Services Review

Northeastern Ontario Clinical Services Review Northeastern Ontario Clinical Services Review FINAL PROJECT REPORT Hay Group Health Care Consulting March, 2014 2014 Hay Group Limited. All rights reserved Contents 1.0 EXECUTIVE SUMMARY... 1 1.1 BACKGROUND

More information

Where Care Always Comes First Carefirst Seniors and Community Services Association

Where Care Always Comes First Carefirst Seniors and Community Services Association Where Care Always Where Care Always Comes First Comes First Carefirst Seniors and Community Services Association Carefirst INTEGRATE Model Helen Leung, CEO August 23, 2016 1 Carefirst INTEGRATE Model Carefirst

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

UEC system outcomes and measures. Ciaran Sundstrem Senior Programme Lead: Urgent and Emergency Care Review NHS England

UEC system outcomes and measures. Ciaran Sundstrem Senior Programme Lead: Urgent and Emergency Care Review NHS England UEC system outcomes and measures Ciaran Sundstrem Senior Programme Lead: Urgent and Emergency Care Review NHS England NHS Confederation: UEC Review update Ciaran Sundstrem 25 March 2015 Urgent and Emergency

More information

Palliative Care Community Teams: Supporting a Central East LHIN Model of Care June 2016

Palliative Care Community Teams: Supporting a Central East LHIN Model of Care June 2016 Palliative Care Community Teams: Supporting a Central East LHIN Model of Care June 2016 Introduction The Ministry of Health and Long Term Care s (MOHLTC) Patients First: Action Plan for Health Care exemplifies

More information

Family and Community Support Services (FCSS) Program Review

Family and Community Support Services (FCSS) Program Review Family and Community Support Services (FCSS) Program Review Judy Smith, Director Community Investment Community Services Department City of Edmonton 1100, CN Tower, 10004 104 Avenue Edmonton, Alberta,

More information

Welcome to the latest edition of the Accountable Care Network bulletin designed to keep you up to date with integrated care in County Durham.

Welcome to the latest edition of the Accountable Care Network bulletin designed to keep you up to date with integrated care in County Durham. June 2017 Welcome to the latest edition of the Accountable Care Network bulletin designed to keep you up to date with integrated care in County Durham. In this edition: An update on Teams Around the Patients

More information

Background Document for Consultation: Proposed Fraser Health Medical Governance Model

Background Document for Consultation: Proposed Fraser Health Medical Governance Model Background Document for Consultation: Proposed Fraser Health Medical Governance Model Working Draft 6/19/2009 1 Table of Contents Introduction and Context Purpose of this Document 1 Clinical Integration

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

Strategic Plan

Strategic Plan STO R E F RO N T H U M B E R I N C. Strategic Plan 2017-2021 A Recognized Provider in West Toronto and East Mississauga of Supportive Care Services to Seniors and Adults with Disabilities in Their Homes

More information

MUSKOKA AND AREA HEALTH SYSTEM TRANSFORMATION COUNCIL TERMS OF REFERENCE

MUSKOKA AND AREA HEALTH SYSTEM TRANSFORMATION COUNCIL TERMS OF REFERENCE MUSKOKA AND AREA HEALTH SYSTEM TRANSFORMATION COUNCIL TERMS OF REFERENCE Table of Contents Background... 1 Vision for our Future... 1 Purpose of Health System Transformation Council... 2 Accountability...

More information

Corporate Communication Plan. April 2011 March 2012

Corporate Communication Plan. April 2011 March 2012 Corporate Communication Plan April 2011 March 2012 Table of Contents Background 3 Our Roles and Responsibilities 3 Our Vision 3 Our Priorities 4 2010-2013 Integrated Health Service Plan Strategic Directions

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 20, Fourth Quarter Submitted to: Board of Directors June 20, 2014 Contributed by Staff of the North East CCAC Date of Report: June 4, 2014 TABLE OF CONTENTS

More information

Community Health and Hospital Services Integration Planning Process DRAFT Integrated Service Delivery Model for Northumberland County December 2013

Community 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 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

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

Behavioural Supports Ontario

Behavioural Supports Ontario Behavioural Supports Ontario Quarterly Report Q2 2012 / 13 Period July 1 - September 30, 2012 In partnership with: The service from the Mobile Response Team has made all the difference. A coordinated,

More information

Recommendation 1: All patients brought into St.

Recommendation 1: All patients brought into St. Recommendation Accountability Response and Action Leads: Regional Emergency Department Head (Dr. Eric Grafstein) and Mental Health Physician Program Director/Department Head Psychiatry, Providence Health

More information

Ontario Dementia Network. Meeting, April 8 th, 2010, hrs. Alzheimer of Ontario, Boardroom, Toronto. Minutes:

Ontario Dementia Network. Meeting, April 8 th, 2010, hrs. Alzheimer of Ontario, Boardroom, Toronto. Minutes: Ontario Dementia Network 1 Meeting, April 8 th, 2010, 1000-1600 hrs. Alzheimer of Ontario, Boardroom, Toronto. Minutes: 1. Welcome and introductions: Attendance list attached. All members were welcomed

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

Message from Jeff Low, Board Chair, South West LHIN

Message from Jeff Low, Board Chair, South West LHIN April 2014 Message from Jeff Low, Board Chair, South West LHIN Hello and welcome to your new role as board governor of a health service provider in the South West LHIN. We know this role is a challenging

More information

SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN

SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Appendix-2016-59 Borders NHS Board SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Aim To bring to the Board s attention the Scottish

More information

Management Report to the MH LHIN Board of Directors April/May, 2011

Management Report to the MH LHIN Board of Directors April/May, 2011 700 Dorval Drive, Suite 500 Oakville, ON L6K 3V3 Tel: 905 337-7131 Fax: 905 337-8330 Toll Free: 1 866 371-5446 www.mississaugahaltonlhin.on.ca Management Report to the MH LHIN Board of Directors April/May,

More information

Service Accountability Agreements Update

Service 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 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

The South West Regional Wound Care Program: A Collaborative Approach to Wound Care

The South West Regional Wound Care Program: A Collaborative Approach to Wound Care The South West Regional Wound Care Program: A Collaborative Approach to Wound Care 2016 OACCAC Conference June 6, 2016 #OACON16 I @OACCAC I @SWRWCP Objectives By the end of this presentation, participants

More information

South West LHIN Initiatives and Priorities Presentation to the Grey County Warden s Forum Michael Barrett, CEO, South West LHIN April 20 th, 2017

South West LHIN Initiatives and Priorities Presentation to the Grey County Warden s Forum Michael Barrett, CEO, South West LHIN April 20 th, 2017 South West LHIN Initiatives and Priorities Presentation to the Grey County Warden s Forum Michael Barrett, CEO, South West LHIN April 20 th, 2017 Overview of today s presentation Provide background on

More information

Teaching LTC Homes: Current and Future Opportunities

Teaching LTC Homes: Current and Future Opportunities Ontario s Centres for Learning, Research and Innovation (CLRI) in Long-Term Care: Ontario s Centres for Learning, Research and Innovation in Long-Term Care Teaching LTC Homes: Current and Future Opportunities

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

Meeting in Common of the Boards of NHS England and NHS Improvement. 1. This paper updates the NHS England and NHS Improvement Boards on:

Meeting in Common of the Boards of NHS England and NHS Improvement. 1. This paper updates the NHS England and NHS Improvement Boards on: NHS Improvement and NHS England Meeting in Common of the Boards of NHS England and NHS Improvement Meeting Date: Thursday 24 May 2018 Agenda item: 03 Report by: Matthew Swindells, National Director: Operations

More information

Mental Health & Addiction Services

Mental Health & Addiction Services Mental Health & Addiction Services Meeting of Extended Action Group Wednesday, December 3rd 2008 9:30 a.m. to 1:00 p.m. What are our Strategies for Change? Enhanced Integration Better coordinated and better

More information

Northern College Business Plan

Northern College Business Plan 2018-2019 Northern College Business Plan Approved By The Board Of Governors May 8th, 2018 Table of Contents Executive Summary 3 Introduction 4 Vision, Mission And Guiding Principles 4 Business Plan Outline

More information

Quality, Risk and Patient Safety Report Fiscal Year , Third Quarter Submitted to: Board of Directors March 3, 2017

Quality, Risk and Patient Safety Report Fiscal Year , Third Quarter Submitted to: Board of Directors March 3, 2017 Quality, Risk and Patient Safety Report Fiscal Year 20, Third Quarter Submitted to: Board of Directors March 3, 2017 Analysis and Ideas for Improvement Contributed by Staff of the North East CCAC Date

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

Central Zone Healthcare Plan. For Placement Only. Strategy Overview

Central Zone Healthcare Plan. For Placement Only. Strategy Overview Alberta Health Services Central Zone Healthcare Plan For Placement Only Strategy Overview A plan for us Alberta Health Services (AHS) recognizes every community in Alberta is unique. That s why health

More information

Regional Hospice Palliative Care Model Action Plan

Regional Hospice Palliative Care Model Action Plan ITEM 11.1 Regional Hospice Palliative Care Model Action Plan Central LHIN Board of Directors October 28, 2014 1 Agenda Background Declaration A Vision for Palliative Care in Ontario Central LHIN Approach

More information

Quality Improvement Plan (QIP) Narrative for Villa St. Gabriel Villa

Quality Improvement Plan (QIP) Narrative for Villa St. Gabriel Villa Quality Improvement Plan (QIP) Narrative for Villa St. Gabriel Villa 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: 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 12/23/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

PREVENTING PRESSURE ULCERS

PREVENTING PRESSURE ULCERS Residents First Advancing Quality in Ontario Long-Term Care Homes Quality Improvement Road Map to PREVENTING PRESSURE ULCERS Residents First: On the Road to Quality Improvement Residents First is a provincial

More information

NELHIN- Non-Urgent Inter-Facility Patient Transportation Pilot / Demonstration Projects

NELHIN- Non-Urgent Inter-Facility Patient Transportation Pilot / Demonstration Projects NELHIN- Non-Urgent Inter-Facility Patient Transportation Pilot / Demonstration Projects Timiskaming District Non-Urgent Interfacility Patient Transportation Demonstration Project A Growing Problem Over

More information

Personal Support Worker Training Fund. Fiscal Year MEMORANDUM OF UNDERSTANDING. Training plan Submission deadline is June 23, 2017

Personal Support Worker Training Fund. Fiscal Year MEMORANDUM OF UNDERSTANDING. Training plan Submission deadline is June 23, 2017 Personal Support Worker Training Fund Fiscal Year 2017-2018 MEMORANDUM OF UNDERSTANDING Training plan Submission deadline is June 23, 2017 1.0 Introduction 1.1 Meals on Wheels London administers the Personal

More information

North East Regional Non-Urgent Patient Transportation System

North East Regional Non-Urgent Patient Transportation System North East Regional Non-Urgent Patient Transportation System Community Transportation Webinar Presentation January 2018 Martin Lees, Project Manager, NE NUPT Introduction Martin Lees, Project Manager,

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

JULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING

JULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING JULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING About The Chartis Group The Chartis Group is an advisory services firm that provides management

More information

2020 STRATEGIC PLAN. Making a Northern Rural Impact. Temiskaming Hospital

2020 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 information

Health Quality Ontario Business Plan

Health Quality Ontario Business Plan Health Quality Ontario Business Plan 2017-20 October 2016 Table of Contents 1 Executive Summary...1 2 Mandate and Strategy...2 3 Environmental Scan...4 4 Programs and Activities...5 5 Risks... 18 6 Resources...

More information

Best Care Clinical Strategy Principles for the next 10 years of Best Care. Dr Caroline Allum, Executive Medical Director

Best Care Clinical Strategy Principles for the next 10 years of Best Care. Dr Caroline Allum, Executive Medical Director Best Care Clinical Strategy 2017 2027 Principles for the next 10 years of Best Care Produced By: Produced For: Dr Caroline Allum, Executive Medical Director NELFT Board Date Produced: 17 th July 2017 Version:

More information

Mississauga Halton Local Health Integration Network

Mississauga Halton Local Health Integration Network Mississauga Halton Local Health tegration Network Annual Business Plan April 1, 2015 March 31, 2016 1 Mississauga Halton Local Health tegration Network Annual Business Plan 2015-16 Table of Contents 1.0

More information

Improving Quality at Toronto Central LHIN. 2012/13 Year in Review

Improving Quality at Toronto Central LHIN. 2012/13 Year in Review Improving Quality at Toronto Central LHIN 2012/13 Year in Review Quality is an integral part of Toronto Central (TC) LHIN s Integrated Health Services Plan 2013-16, reflected in the goal, Better Health

More information

LONDON & SOUTH EAST BOARD

LONDON & SOUTH EAST BOARD LONDON & SOUTH EAST BOARD ROLE DESCRIPTIONS 2015 Board Composition Each Board has a Chair and up to 11 other members. Chair The Chair is appointed from amongst CMI, IC and WiM members who have expressed

More information

This report describes the methods and results of an interim evaluation of the Nurse Practitioner initiative in long-term care.

This report describes the methods and results of an interim evaluation of the Nurse Practitioner initiative in long-term care. BACKGROUND In March 1999, the provincial government announced a pilot project to introduce primary health care Nurse Practitioners into long-term care facilities, as part of the government s response to

More information

Behavioural Supports Ontario

Behavioural Supports Ontario Behavioural Supports Ontario Quarterly Report Q3 2012 / 13 Period October 1 December 31, 2012 In partnership with: The addition of both the BSO Community Outreach Team and BSO Long-Term Care Mobile Team

More information

Environmental Scan of Ontario s Behavioural Support Transition Units (BSTUs)

Environmental Scan of Ontario s Behavioural Support Transition Units (BSTUs) Environmental Scan of Ontario s Behavioural Support Transition Units (BSTUs) Report Created by the Behavioural Support Transition Unit (BSTU) Collaborative Part of Ontario s Best Practice Exchange June

More information

The Patient s Voice. Key findings from LHIN engagements with patients, families and caregivers. September 2015

The Patient s Voice. Key findings from LHIN engagements with patients, families and caregivers. September 2015 The Patient s Voice Key findings from LHIN engagements with patients, families and caregivers September 2015 Background The Integrated Health Service Plan is a strategic roadmap that enables LHINs to move

More information

Frequently Asked Questions

Frequently Asked Questions Frequently Asked Questions What is Health Links? The Health Links approach intends to improve communication and collaboration among providers who share in the care of people with high care needs, the 5%

More information

Agenda Item 8.4 BRIEFING NOTE: Toronto Central Local Health Integration Network (LHIN)

Agenda Item 8.4 BRIEFING NOTE: Toronto Central Local Health Integration Network (LHIN) Agenda Item 8.4 BRIEFING NOTE: Toronto Central Local Health Integration Network (LHIN) SUBJECT: Voluntary Integration of the Assisted Living and Attendant Outreach Services from the Canadian Red Cross

More information

CE LHIN Board Ontario Shores Update January 19, Glenna Raymond, President and CEO

CE LHIN Board Ontario Shores Update January 19, Glenna Raymond, President and CEO CE LHIN Board Ontario Shores Update January 19, 2010 Glenna Raymond, President and CEO Ontario Shores: The Journey Begins 2 Divestment from Government March 27, 2006 a standalone public hospital Creation

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

Understanding Client Retention

Understanding Client Retention Request for Proposals: Understanding Client Retention at Municipal Financial Empowerment Centers Summary The Cities for Financial Empowerment Fund (CFE Fund) seeks an experienced consultant ( Consultant

More information

ONTARIO SENIORS SECRETARIAT SENIORS COMMUNITY GRANT PROGRAM GUIDELINES

ONTARIO SENIORS SECRETARIAT SENIORS COMMUNITY GRANT PROGRAM GUIDELINES ONTARIO SENIORS SECRETARIAT SENIORS COMMUNITY GRANT PROGRAM GUIDELINES 2014-2015 SENIORS COMMUNITY GRANT PROGRAM 2014-2015 GUIDELINES TABLE OF CONTENTS 1. HIGHLIGHTS... 3 BACKGROUND... 3 2014-15 FUNDING...

More information

Ministry of Health and Long-Term Care. Guide to Requirements and Obligations Relating to French Language Health Services

Ministry of Health and Long-Term Care. Guide to Requirements and Obligations Relating to French Language Health Services Ministry of Health and Long-Term Care Guide to Requirements and Obligations Relating to French Language Health Services November 2017 Copies of this Guide can be obtained from: Local Health Integration

More information

Guidance Document for Declaration of Values ECFAA requirement

Guidance Document for Declaration of Values ECFAA requirement Guidance Document for Declaration of Values ECFAA requirement November, 2010 Table of Contents 1 Overview 1 1.1 The Purpose Of This Guidance 1 1.2 The Purpose Of The ECFAA Patient Declaration of Values

More information

South West Health Links Quality Improvement & Health Links

South West Health Links Quality Improvement & Health Links South West Health Links Quality Improvement & Health Links Webcast Part 3 Overview of Presentation Introduction to Quality Improvement (QI) approach Quality Improvement & Health Links 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 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

Board of Health and Local Health Integration Network Engagement Guideline, 2018

Board of Health and Local Health Integration Network Engagement Guideline, 2018 Ministry of Health and Long-Term Care Board of Health and Local Health Integration Network Engagement Guideline, 2018 Population and Public Health Division, Ministry of Health and Long-Term Care Effective:

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

Quality Improvement From the Ground Up : The Co-Design Model in Action

Quality Improvement From the Ground Up : The Co-Design Model in Action Quality Improvement From the Ground Up : The Co-Design Model in Action DEBBIE TAYLOR & JAMIE ARTHUR OACCAC JUNE 20, 2013 Objectives Learn 1-1-1 (and Done): 1 Organization: Vision Brand Strategy Map Vehicle

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

The Four Pillars of Ambulatory Care Management - Transforming the Ambulatory Operational Framework

The Four Pillars of Ambulatory Care Management - Transforming the Ambulatory Operational Framework The Four Pillars of Ambulatory Care Management - Transforming the Ambulatory Operational Framework Institution: The Emory Clinic, Inc. Author/Co-author(s): Donald I. Brunn, Chief Operating Officer, The

More information

Living Longer, Living Well

Living Longer, Living Well Living Longer, Living Well Highlights and Key Recommendations From the Report Submitted to the Minister of Health and Long-Term Care and the Minister Responsible for Seniors on recommendations to inform

More information

2016 Performance Monitoring Report. Performance Monitoring Plan

2016 Performance Monitoring Report. Performance Monitoring Plan 2016 Performance Monitoring Report Performance Monitoring Plan February 2017 2013 2017 Introduction The 2016 Performance Monitoring Report has been compiled to provide the Board of Health with information

More information

Quality Improvement Plans (QIP): Progress Report for 2017/18 QIP

Quality Improvement Plans (QIP): Progress Report for 2017/18 QIP Quality Improvement Plans (QIP): Progress Report for 20 QIP The Progress Report is a tool that will help organizations make linkages between change ide and improvement, and gain insight into how their

More information

LHIN 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 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 information

LONG TERM CARE LONG TERM CARE 2005 SERVICE STRATEGY BUSINESS PLAN

LONG TERM CARE LONG TERM CARE 2005 SERVICE STRATEGY BUSINESS PLAN TABLE OF CONTENTS A. Background A.1 Preparing the Service Strategy Business Plan... 1 A.2 Key Contacts... 1 A.3 Additional Information... 1 B. Description of Current Services B.1 Program Location Map...

More information

Campus Wellness Strategic Initiatives Report

Campus Wellness Strategic Initiatives Report Campus Wellness Strategic Initiatives Report Spring 2017 1 Campus Wellness Table of Contents Message from Walter Mittelstaedt, Director, Campus Wellness... 3 Campus Wellness mission... 3 Campus Wellness

More information

Background on Outpatient/Ambulatory Minimum Data Set Initiative and Provincial Validation Survey FAQ

Background on Outpatient/Ambulatory Minimum Data Set Initiative and Provincial Validation Survey FAQ Background on Outpatient/Ambulatory Minimum Data Set Initiative and Provincial Validation Survey FAQ Mandate of the Outpatient/Ambulatory Task Group Develop a comprehensive and standardized minimum dataset

More information

TEES, ESK & WEAR VALLEYS NHS FOUNDATION TRUST: DEVELOPING A MODEL LINE FOR RECOVERY- FOCUSED CARE

TEES, ESK & WEAR VALLEYS NHS FOUNDATION TRUST: DEVELOPING A MODEL LINE FOR RECOVERY- FOCUSED CARE TEES, ESK & WEAR VALLEYS NHS FOUNDATION TRUST: DEVELOPING A MODEL LINE FOR RECOVERY- FOCUSED CARE Summary Tees, Esk and Wear Valleys NHS Foundation Trust (TEWV) adapted the model line concept from industry

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

Care Compact Guide Patient-Centered Specialty Care (PCSC) A Component of Medical Neighborhood Initiatives

Care Compact Guide Patient-Centered Specialty Care (PCSC) A Component of Medical Neighborhood Initiatives Compact Guide Patient-Centered Specialty (PCSC) A Component of Medical Neighborhood Initiatives Services provided by Empire HealthChoice HMO, Inc. and/or Empire HealthChoice Assurance, Inc., licensees

More information

Quality Management Program

Quality Management Program Ryan White Part A HIV/AIDS Program Las Vegas TGA Quality Management Program Team Work is Our Attitude, Excellence is Our Goal Page 1 Inputs Processes Outputs Outcomes QUALITY MANAGEMENT Ryan White Part

More information

Recommendations for Adoption: Diabetic Foot Ulcer. Recommendations to enable widespread adoption of this quality standard

Recommendations for Adoption: Diabetic Foot Ulcer. Recommendations to enable widespread adoption of this quality standard Recommendations for Adoption: Diabetic Foot Ulcer Recommendations to enable widespread adoption of this quality standard About this Document This document summarizes recommendations at local practice and

More information

EMS 3.0: Realizing the Value of EMS in Our Nation s Health Care Transformation

EMS 3.0: Realizing the Value of EMS in Our Nation s Health Care Transformation EMS 3.0: Realizing the Value of EMS in Our Nation s Health Care Transformation Our nation s health care system is in the process of transforming from a fee-for-service delivery model to a patient-centered,

More information

RECOMMENDATION STATUS OVERVIEW

RECOMMENDATION STATUS OVERVIEW Chapter 2 Section 2.01 Community Care Access Centres Financial Operations and Service Delivery Follow-Up on September 2015 Special Report RECOMMENDATION STATUS OVERVIEW # of Status of Actions Recommended

More information