Emergency Department Quality Collaborative: Improving Quality in Emergency Departments by Enhancing Flow. Executive Summary

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Emergency Department Quality Collaborative: Improving Quality in Emergency Departments by Enhancing Flow. Executive Summary"

Transcription

1 60 Renfrew Drive, Suite 300 Markham, ON L3R 0E1 Tel: Fax: Toll Free: Emergency Department Quality Collaborative: Improving Quality in Emergency Departments by Enhancing Flow Context Executive Summary October 13, 2011 The Ontario government is moving forward with a comprehensive strategy to improve the quality and accountability of the health system. The Excellent Care for All Act, 2010 (ECFAA) received Royal Assent on June 8th, 2010, and is key enabling legislation for this strategy. In alignment with the province s quality direction, and to advance quality at the local system level, the Central Local Health Integration Network (LHIN) has been implementing a local quality approach and leading efforts to define a provincial role for LHINs in supporting this work. Key initiatives have been designed around building quality improvement capacity, and include Central LHIN s Quality Symposium Patients First: Creating Quality in the Transitions of Care and other engagements, such as the recent Improving Quality in Emergency Departments by Enhancing Flow Quality Collaborative and the Central LHIN-Hospital Quality Improvement Plan engagement session. Community engagement brings visibility to the importance of partnership building and offers a venue for the LHIN and health service sectors to work together, exchange knowledge and information, and collaborate in a meaningful way around quality improvement. Key recommendations flowing from these recent engagements, which align with the Central LHIN Quality Action Plan, highlight the need to identify specific opportunities for collaborative engagement related to quality indicators where improvement has been identified as necessary. In particular, exploring flow initiatives and how these could be optimized to improve outcomes, reduce patient wait times and improve length of stay was identified by Central LHIN hospitals as a key area of focus for a quality collaborative. Collaborative Purpose/Objectives While a range of strategies have been implemented across the province to support achievement of Emergency Department (ED) wait time targets (e.g. Pay for Results, ED Process Improvement Project, or ED-PIP), Ontario hospitals continue to face challenges in this area, especially for patients who require admission. Central LHIN performance for this specific wait time indicator has also been consistently above the provincial average for some time. 1

2 Research from Canada, Australia and the United States suggests that ED wait times and delays to treatment contribute to increased morbidity and mortality, particularly for time-sensitive conditions such as pneumonia. On September 22, 2011, Central LHIN brought together clinical and administrative representatives from all acute care hospitals in the LHIN and the Central CCAC to attend Improving Quality in Emergency Departments by Enhancing Flow: An Emergency Department Quality Collaborative. The Collaborative s learning objectives included the following: Review Central LHIN performance data related to ED wait times, with a focus on length of stay for admitted patients; Identify potential solutions that have been successful in other jurisdictions to reduce ED wait times and length of stay, with a focus on organizational change management; Prioritize key elements, challenges and opportunities to achieve quality improvement in this area for Central LHIN hospitals; and Identify roles for, and obtain the commitment of, physicians and hospital administration. The Collaborative sought to explore the linkages between longer lengths of stay and patient quality/ outcomes with the goal to identify organizational and system wide strategies for improvement. The Collaborative also provided an opportunity to hear examples of change initiatives that are sustaining positive results in the system. The session is the first in a series of Quality Collaboratives being implemented as part of the Central LHIN Quality Action Plan. Discussion Summary The session began with opening remarks from the Collaborative moderator, Dr. Joshua Tepper, Vice President, Education, Sunnybrook Health Sciences Centre. Dr. Tepper provided an overview of the critical role that EDs play in supporting health system performance, and reminded the group that patient experience in the ED is often the litmus test for how people judge overall health system performance. Kim Baker, Chief Executive Officer, Central LHIN, then delivered a Call to Action for improving quality and patient outcomes. She reviewed LHIN and hospital performance data pertaining to the length of stay for admitted patients, and reflected on recently published research linking length of stay in ED to increased mortality and poorer patient outcomes. Following the opening remarks, Central LHIN invited presentations on success stories from three Ontario hospitals that had significantly improved ED wait times and length of stay. It is notable that these improvements were achieved despite consistently increasing ED volumes. Implementing Corporate Patient Flow Initiatives First, Dr. Richard Bowry, Medical Director, Corporate Patient Flow Performance Portfolio, St. Michael s Hospital, shared the results of their Corporate Patient Flow Initiative. In 2011, St. Michael s Hospital was the recipient of a 3M Health Care Quality Team Award for the work of their Corporate Patient Flow performance team, which undertook a system-wide internal change management process to catalyze improvement in patient flow and access. Through this initiative St. Michael s Hospital was able to reduce admitted patients waiting for greater than 24 hours by 75%, and improve emergency department length of stay for admitted patients by 48%. 2

3 St. Michael s initiated this strategy in 2008/09 that put patients at the center of quality improvement, defining the scope of patient flow as from when the patient leaves home to when a patient gets home. Part of the new strategy included the establishment of a corporate definition of quality, which the hospital defines as: safety, outcomes, access, patient experience, efficiency and equity. The hospital set out five activity streams through which the Corporate Patient Flow Initiative would achieve its mandate: Corporate level programming policies, guidelines, performance measures and targets and a communications strategy; Daily operational facilitation of adoption peer to peer facilitation/troubleshooting and monitoring compliance and a liaison for the CCAC; Local level programming rapid process improvement action groups; Organizational capacity building developing and embedding a culturally-oriented and bundled change management/process improvement approach; and External partnerships and knowledge transfer. Three key themes drove improvement at St. Michael s Hospital, including: Sharing information and providing feedback daily reports, updated measures and case reviews with triggers for action; Visual management tools and streamlined protocols pathway to discharge toolkit, patient process flows and use of intranet performance reporting systems; and A common quality improvement approach multidisciplinary action groups and a shared quality improvement methodology. Through the quality improvement cycle, clinical staff became the champions of organizational change. The chart for every patient whose length of stay exceeded 18 hours in the ED was reviewed to identify opportunities for improvement. The hospital also created a Patient Flow Advisory Council that included shared accountability for performance improvement with individuals from across the organization and participation from senior leadership who created corporate polices to support the staff and team. Implementing a Medical Admission & Consultation Unit In the second presentation, Dr. Roshan Shafai, Chief of Medicine, Southlake Regional Health Centre, spoke about the hospital s implementation of its Medical Admission & Consultation Unit (MACU). Southlake s MACU approach significantly reduced the number of patients waiting in the emergency department; reduced typical length of stay by 33% in 2011/12 (year to date); increased patient satisfaction survey excellent scores by 7%; and decreased patient complaints by 38% during a time where medicine volumes were up by 11%. Patients that received frontloaded care from the MACU had inpatient lengths of stay 2.5 days less on average than comparable patients that did not flow through the MACU. The key objectives of the MACU were to: 3

4 Streamline and expedite rapid and comprehensive assessment for acute medicine patients including a plan of care; Provide early and appropriate diagnostic testing, clinical investigations and reporting to optimize patient flow; Achieve early consultations by specialists; Improve linkages with community partners, including primary care; and Standardize processes and care delivery model with role descriptions for the dedicated MACU team. Southlake Regional Health Centre was an early adopter of this model, which utilized a rapid inpatient treatment area that frontloaded patient care following admission with enhanced case management and priority access to diagnostic imaging. The MACU is dedicated for patients who are expected to be discharged within 48 hours; is attended by internists; and is staffed by a dedicated multidisciplinary team. The MACU has case managers involved from the start of admission. In addition to the improvements noted above, the hospital has been able to decrease the time to physician initial assessment due to the streamed admission process. Southlake has also found efficiency gains in the ED due to improved patient flow. Implementing a Medicine Short Stay Unit The third presentation was delivered by Carmine Stumpo, Acting Vice President, Patient Programs, Toronto East General Hospital (TEGH). Mr. Stumpo provided an overview of the hospital s Medicine Short Stay Unit (MSSU). Within several weeks of the implementation of the MSSU in May 2011, the hospital achieved a reduction in time to decision to admit from 16 hours to below the 8 hour target. To support implementation, TEGH created a dedicated, flexible, multidisciplinary team that combined emergency and medicine staff. The MSSU, located in a physically distinct location within the hospital, was split into two separate units an express admission unit designed for individuals with lengths of stay under 4 hours, and a short stay unit for individuals with lengths of stay of under 72 hours and utilized an assistant located in the ED to pull patients appropriate for the MSSU out and assign them to the unit. The hospital integrated information management supports into the team. Daily huddles and weekly scrums were used to review performance. The hospital created an integrated structured approach utilizing LEAN methodology. Important performance metrics were measured and reported weekly in run charts. Some of the key measures included were time from decision to admit to patient in in-patient bed, length of stay of short stay patients (less than 72 hours), and the volume of patients moving through the unit. Since the implementation of the MSSU, the time from decision to admit to an in-patient bed dropped significantly and the approximate volume of patients coming through the MSSU increased from 40% of admissions to 70%. Key success factors for the MSSU included: Integrated structured approach bringing emergency and medicine staff together; The use of LEAN methodology; Having it in a physically distinct location within the hospital; and Timely reporting and feedback on performance metrics. 4

5 Panel Discussion The Collaborative then moved into a panel discussion with six senior hospital leaders who offered their reflections on specific hospital strategies/tactics being employed to drive improvement, with a focus on internal hospital change management. The six panel participants were: Helena Hutton, Vice President, Quality, Southlake Regional Health Centre Francis Reinholdt, Operations Director, Emergency, Medicine and Critical Care Programs York Central Hospital Gary Ryan, Chief Executive Officer, Stevenson Memorial Hospital Mary Lynne MacMaster, Director, Patient Experience and Quality, North York General Hospital Julia Scott, Vice President and Chief Nursing Executive, Markham Stouffville Hospital Barbara Willitts, Program Director, Acute Medicine and Emergency Services, Humber River Regional Hospital The panelists were asked to: Share the successes, challenges and next steps regarding a specific initiative their hospital is pursuing / has pursued for ED wait times for admitted patients, or on an ED-specific initiative related to their hospital s focus for improving quality and patient safety. Describe what is needed or what works to mobilize, change, and maintain a call to action, for example, an internal hospital commitment, providers, departments and governance oversight. And to consider: o What idea at the Collaborative was most important to tackle first? Why? o What idea would be easiest to address first? Why? o What would require more time and resources to address? Why? o How they would focus the change management internally? The panelists reflected on both challenges and opportunities. Included below are many of the common themes identified: Panel Discussion Challenges & Opportunities Organizational issues related to patient flow need to be acknowledged by senior leaders of the organization, who need to support change while also empowering front line staff to own and drive change; Normalization of less optimal performance can be mitigated through setting corporate strategic goals that focus on patient flow, patient satisfaction and quality (i.e. positive deviance). Performance metrics should be reported frequently and be visible (such as through the use of ED tracking boards); Peer to peer performance comparisons is crucial because it highlights areas and teams in need of improvement, initiating and sustaining change; Multidisciplinary teams are key and must include alignment of ED with internal medicine department; Culture change is essential because it builds the foundation to sustain change and allows the identification of the essential ingredients to change for the organization; 5

6 Recognition that solutions to improving patient flow are complex, and quality improvement is a continuous cycle; and The use of LEAN or other quality improvement methods to support improving processes. Next Steps/Our Commitment Summary At the conclusion of the Collaborative, each participant was asked to reflect upon three key questions in support of advancing performance improvement on these issues within their own organization and in collaboration with the LHIN. The questions asked were: 1. Identify three key areas of focus to drive improvement within your hospital (i.e. how can we do better) 2. For each of the suggested initiatives, identify who needs to be involved and what their roles should be (i.e. Hospital CEOs, clinicians, hospital administration, Central LHIN, etc.) 3. Identify what processes and structures can be leveraged to support these improvements? a. Existing working groups (i.e. ED working group, Clinical Services Planning group, etc.) b. A new collaborative working group c. Webinars/teleconferences Central LHIN thanks Collaborative participants for their extremely thoughtful feedback. Below is a summary of the key themes derived from review of written comments from the participants: Strategic Alignment and Performance Achieving quality improvement requires alignment of strategies at the corporate (health service provider), LHIN and system level. System improvement requires inter-organizational collaboration hospitals and other health service providers must work together to solve challenges related to patient flow as well as clear and broad articulation of system performance improvement objectives (by the LHIN). Organizational Culture Change Fostering organizational culture change is necessary to create an environment for successful quality improvement. This should include empowering front line teams to identify issues and take ownership of solutions. Role of Clinicians Engagement of clinical hospital staff in designing and implementing quality improvement strategies is essential, particularly representatives from the hospitalist / internist teams. Hospital primary care groups and chiefs of staff should also be represented in these discussions. New initiatives may be supported by existing structures/processes such as the ED working group, and the ALC / Rehab Task Force. 6

7 Focus on the Transitions of Care CCACs, primary care, and community mental health support services should be consulted/involved in all hospital quality improvement initiatives and must have aligned strategies to improve quality of care across the continuum. Reducing avoidable readmissions to hospital should be a key aim of all health service providers. Cross-LHIN collaboration More collaboration to support continuous quality improvement is necessary across the system. A key role for LHINs is to facilitate knowledge exchange and transfer across organizations in the local health system. This should include improving cross-lhin repatriation agreements. Cross LHIN collaboration is critically important also, particularly in the GTA where patient s utilization of, and transition across, multiple LHIN providers, occurs frequently. Going Forward Collaborative Action Team As a key next step, and as informed by the Collaborative feedback/key themes, Central LHIN proposes to leverage its current structures to bring together an action-oriented team to support driving effective and sustainable improvement on length of stay for admitted patients in Central LHIN hospitals. This team will provide regular progress updates to the LHIN/Hospital/CCAC CEO Group. Membership will be drawn from existing Central LHIN working group participants (including ED/ALC Advisory Network, ED Working Group, Clinical Services Planning Group, etc.), and also include key representation from other stakeholders (e.g. hospital ED Chiefs of Staff, internal medicine, primary care, etc.). Continuing collaboration between Central LHIN and health service providers is critical to the success of this initiative. The team will work together to review and address current challenges surrounding length of stay for admitted patients in each hospital with the goal of spreading improvement opportunities throughout these organizations and ultimately achieving progress to improve results. As an immediate next step, in preparation for the first meeting of the team, each hospital will be asked to undertake a chart review/outcome determination of those patients who waited in the ED longer than 90 hours in Q1. The team will also create a terms of reference to guide their work and create measures of success. It will outline a clear set of goals, milestones, roles and responsibilities and reporting/relationship structures. This report and its key themes is a component of the Central LHIN Quality Action Plan. In addition to being shared with all Collaborative participants, the final report will be provided to other key stakeholders, such as the MOHLTC, and will also be posted on the Central LHIN website. Evaluation An evaluation survey was distributed to all participants to gather their perspectives and feedback on how to improve future engagement sessions. Evaluation feedback showed strong support for the Collaborative model, with the majority of participants indicating that it provided value for the health service providers in attendance, and a request for the LHIN to facilitate more similarly structured sessions. Suggested future topics included ALC and further discussion on the creation and use of inter-professional care models. 7

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2015

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2015 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Patient Flow and Care Transitions Strategy 2013-2018. Updated September 2014

Patient Flow and Care Transitions Strategy 2013-2018. Updated September 2014 Patient Flow and Care Transitions Strategy 2013-2018 Updated Introduction Island Health s Patient Flow and Care Transitions 2013-2018 Strategy builds on the existing work within the organization to address

More information

A STAR is born. Collaborative Strategy that works!

A STAR is born. Collaborative Strategy that works! A STAR is born Collaborative Strategy that works! Objective Demonstrate the importance of developing and nurturing partnerships in achieving quality outcomes, providing the right care at the right place

More information

{ } Executive Summary

{ } Executive Summary EXECUTIVE SUMMARY Case Study: St. Thomas Elgin General Hospital Achieving the Impossible 6.5 Hours Wait Time at 90th Percentile for Admitted Patients Executive Summary St. Thomas Elgin General Hospital

More information

Improving Patient Access and Flow

Improving Patient Access and Flow Improving Patient Access and Flow Physician Engagement Presentation London November 17, 2014 1 CFPC Disclosure for Mainpro-M1 In relation to all speakers here today: 1. No funding received for the program

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, 2016 North Simcoe Muskoka Community Care Access Centre 1 Overview Quality improvement plans (QIPs) are an important

More information

Complex Issues. System-wide Solutions.

Complex Issues. System-wide Solutions. Complex Issues. System-wide Solutions. Improving patient flow. Reducing stays in alternate level of care. Responding to increased medical complexity. The issues facing the health care system today are

More information

PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014

PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014 1 P a g e PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014 HIGHLIGHTS 1 Place Photo Here, 2 P a g e MOVING FORWARD: A COLLABORATIVE APPROACH INTRODUCTION Over the past year, the Local Health Integration Networks

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 3/26/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario

Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario Ministry of Health and Long-Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario Ontario Pharmacy Research Collaboration Summit January 20, 2016 Today s Objectives

More information

a message from the chair and executive director

a message from the chair and executive director a message from the chair and executive director a brain injury this year. For many, the injury will be life changing. And access to high quality services and support will be critical as they rebuild their

More information

Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change

Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change The Ontario Hospital Association (OHA) is pleased to present its 2013 2017* Strategic Plan. This plan will position the Association

More information

Communiqué 2: STROKE GUIDELINE IMPLEMENTATION. Toronto Central LHIN MSK/Stroke Implementation Group COMMUNIQUÉ 2: STROKE GUIDELINE IMPLEMENTATION 1

Communiqué 2: STROKE GUIDELINE IMPLEMENTATION. Toronto Central LHIN MSK/Stroke Implementation Group COMMUNIQUÉ 2: STROKE GUIDELINE IMPLEMENTATION 1 2 Communiqué 2: STROKE GUIDELINE IMPLEMENTATION Toronto Central LHIN MSK/Stroke Implementation Group COMMUNIQUÉ 2: STROKE GUIDELINE IMPLEMENTATION 1 IN DECEMBER 2012, THE TORONTO CENTRAL LHIN (TCLHIN)

More information

Specialized Geriatric Services

Specialized Geriatric Services Specialized Geriatric Services Toronto and surrounding area Frail seniors with complex health problems have unique needs and present specific challenges for accurate diagnosis and assessment. The goal

More information

The Sector Linkage Model for Improved Patient Flow. Dr. Peter Nord

The Sector Linkage Model for Improved Patient Flow. Dr. Peter Nord The Sector Linkage Model for Improved Patient Flow Dr. Peter Nord Based on Premise that Better Quality Outcomes Result from Better Flow Healing Trajectories Current & Future Health Status Measures (FIM)

More information

2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario April 2014 Overview of Our Organization s Quality Improvement Plan The Royal s Quality Improvement Plan (QIP) is

More information

TORONTO STROKE FLOW INITIATIVE - Outpatient Rehabilitation Best Practice Recommendations Guide (updated July 26, 2013)

TORONTO STROKE FLOW INITIATIVE - Outpatient Rehabilitation Best Practice Recommendations Guide (updated July 26, 2013) Objective: To enhance system-wide performance and outcomes for persons with stroke in Toronto. Goals: Timely access to geographically located acute stroke unit care with a dedicated interprofessional team

More information

From Addictions and Mental Health Ontario

From Addictions and Mental Health Ontario Response to Patients First: A Proposal to Strengthen Patient- Centred Health Care in Ontario Addictions and Mental Health Ontario (AMHO) From Addictions and Mental Health Ontario Addictions and Mental

More information

Access to Care. Questions and Answers June 28, 2013

Access to Care. Questions and Answers June 28, 2013 Access to Care Questions and Answers June 28, 2013 Access to Care 1. What is Access to Care and why is it important? Access to Care is an approach to care focused on supporting people, specifically seniors

More information

Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario

Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario Objectives 1 Provide an overview of the MOHLTC s proposal to strengthen patient

More information

Corporate Patient Flow Performance

Corporate Patient Flow Performance Corporate Patient Flow Performance In Corporate Patient Flow Performance St. Michael s Hospital (SMH) describes the impact of an internal change management and performance office catalyzing improvements

More information

BEYOND ACUTE CARE: NEXT STEPS IN UNDERSTANDING ALC DAYS

BEYOND ACUTE CARE: NEXT STEPS IN UNDERSTANDING ALC DAYS BEYOND ACUTE CARE: NEXT STEPS IN UNDERSTANDING ALC DAYS MARCH 19, 2008 1.0 EXECUTIVE SUMMARY In its continued efforts to improve the delivery of and access to rehabilitation services, the GTA Rehab Network

More information

Local Health Integration Network SOUTH WEST CLINICAL QUALITY TABLE

Local Health Integration Network SOUTH WEST CLINICAL QUALITY TABLE Local Health Integration Network DRAFT Terms of Reference SOUTH WEST CLINICAL QUALITY TABLE Table of Contents 1. BACKGROUND/CONTEXT... 3 1.1. Purpose and Scope:... 3 1.2. Objectives... 3 1.3. Accountability...

More information

Quality Strategic Framework

Quality Strategic Framework Quality Strategic Framework TABLE OF CONTENTS 1.0 Executive Summary...3 2.0 Introduction... 4 The St. Michael s Quality Journey... 4 Lessons Learned From Our Quality Journey... 7 3.0 Quality Strategic

More information

Integrated Quality and Safety Framework

Integrated Quality and Safety Framework Integrated Quality and Safety Framework Updated: Dec 2015 Developed by: Patient Experience and Quality Improvement Department Page 2 of 12 Contents Introduction 4 Background 4 Glossary of Key Terms 4 Purpose

More information

Transforming Patient Flow, Improving Patient Care

Transforming Patient Flow, Improving Patient Care Transforming Patient Flow, Improving Patient Care Transformation by Design (TbyD) Dr. Peter Nord, VP, CMO, Chief of Staff Thelma Horwitz, Director, Quality and Process Improvement Heidi Hunter, Quality

More information

CENTRAL LHIN INTEGRATION BRIEFING NOTE CENTRAL ONTARIO HEALTHCARE PROCUREMENT ALLIANCE (COHPA) /INITIATIVE February 26, 2008

CENTRAL LHIN INTEGRATION BRIEFING NOTE CENTRAL ONTARIO HEALTHCARE PROCUREMENT ALLIANCE (COHPA) /INITIATIVE February 26, 2008 140 Allstate Parkway Suite 210 Markham, ON L3R 5Y8 Tel: 905-948-1872 Fax: 905-948-8011 Toll Free: 1-866-392-5446 http://www.lhins.on.ca 140, Allstate Parkway bureau 210 Markham, ON L3R 5Y8 Tél: 905-948-1872

More information

ehealth 2.0 aligns with key initiatives being advanced as part of Patients First Connect Inform

ehealth 2.0 aligns with key initiatives being advanced as part of Patients First Connect Inform Access Connect Inform Protect ehealth 2.0 aligns with key initiatives being advanced as part of Patients First Ensuring that patients can get care when and where they want it including through email, in

More information

Integrated Comprehensive Care Bundled Care

Integrated Comprehensive Care Bundled Care Integrated Comprehensive Care Bundled Care Health Council of Canada National Symposium on Integrated Care Oct 10, 2012 C. Gosse, K. Ciavarella St. Joseph s Health System SJHS is one of Canada s largest

More information

Chief Nursing Executive / Chief Nursing Officer Roles and Responsibilities Framework

Chief Nursing Executive / Chief Nursing Officer Roles and Responsibilities Framework Chief Nursing Executive / Chief Nursing Officer Roles and Responsibilities Framework The following framework is intended to illustrate Chief Nursing Executive (CNE) and Chief Nursing Officer (CNO) roles

More information

Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1

Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 This strategy sets out the direction that the Ontario

More information

Evaluating Your Hospitalist Program: Key Questions and Considerations

Evaluating Your Hospitalist Program: Key Questions and Considerations Evaluating Your Hospitalist Program: Key Questions and Considerations Evaluating Your Hospitalist Program: Key Questions and Considerations By Vinnie Sharma, MBA, MPH Manager, Physician Advisory Services

More information

Fall 2013. A progress report on improving rehabilitative care in Waterloo Wellington

Fall 2013. A progress report on improving rehabilitative care in Waterloo Wellington Fall 2013 A progress report on improving rehabilitative care in Waterloo Wellington The Waterloo Wellington Rehabilitative Care Council Improving rehabilitative care in Waterloo Wellington, fall 2013,

More information

Rehabilitation Services Integration Initiative North York General Hospital and St. John s Rehab Hospital

Rehabilitation Services Integration Initiative North York General Hospital and St. John s Rehab Hospital Rehabilitation Services Integration Initiative North York General Hospital and St. John s Rehab Hospital Introduction Hospitals across Ontario have been experiencing a growing challenge in that many are

More information

Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009

Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009 Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009 The LHIN invited health service providers and other providers/partners from the LHIN to discuss

More information

Central Ontario Electronic Health System

Central Ontario Electronic Health System Central Ontario Electronic Health System Andrew Hussain Regional Chief Information Officer Central Ontario LHINs Marlene Ross Senior Project Manager, ehealth Lead Central East LHIN February 2013 Topics

More information

TORONTO STROKE FLOW INITIATIVE - Inpatient Rehabilitation Best Practice Recommendations Guide (updated January 23, 2014)

TORONTO STROKE FLOW INITIATIVE - Inpatient Rehabilitation Best Practice Recommendations Guide (updated January 23, 2014) TORONTO STROKE FLOW INITIATIVE - Inpatient Rehabilitation Best Practice Guide (updated January 23, 2014) Objective: To enhance system-wide performance and outcomes for persons with stroke in Toronto. Goals:

More information

Evolving New Practices in Hip & Knee Arthroplasty: It Takes A Team! CCHSE National Healthcare Leadership Conference June 11-12, 2007 Toronto

Evolving New Practices in Hip & Knee Arthroplasty: It Takes A Team! CCHSE National Healthcare Leadership Conference June 11-12, 2007 Toronto Evolving New Practices in Hip & Knee Arthroplasty: It Takes A Team! CCHSE National Healthcare Leadership Conference June 11-12, 2007 Toronto Focus of Presentation Toronto Central LHIN is developing a new

More information

Physician-Led Emergency Department Optimization Dashboard

Physician-Led Emergency Department Optimization Dashboard Physician-Led Emergency Department Optimization Dashboard Enhancing Efficiencies in the ED and Beyond ehealth 2015: Making Connections June 1, 2015 Dr. Tony Meriano, Chief Medical Information Officer TransForm

More information

Hôtel Dieu Grace Hospital and Leamington District Memorial Hospital Join CHIS

Hôtel Dieu Grace Hospital and Leamington District Memorial Hospital Join CHIS First in Ontario Consolidated Health Information Services (CHIS) To Lead Information Technology and Information Management for All Five Hospital Corporations in Erie St. Clair Hôtel Dieu Grace Hospital

More information

PATIENRTS FIRST P OPOSAL T O STRENGTHEN PATIENT-CENTRED HEALTH CARE IN ONTARIO. DISCUSSION PAPER December 17, 2015 BLEED

PATIENRTS FIRST P OPOSAL T O STRENGTHEN PATIENT-CENTRED HEALTH CARE IN ONTARIO. DISCUSSION PAPER December 17, 2015 BLEED PATIENRTS FIRST A P OPOSAL T O STRENGTHEN PATIENT-CENTRED HEALTH CARE IN ONTARIO DISCUSSION PAPER December 17, 2015 BLEED PATIENTS FIRST Message from the Minister of Health and Long-Term Care Over the

More information

ONTARIO NURSES ASSOCIATION. Submission on Ontario s Seniors Care Strategy

ONTARIO NURSES ASSOCIATION. Submission on Ontario s Seniors Care Strategy ONTARIO NURSES ASSOCIATION Submission on Ontario s Seniors Care Strategy Dr. Samir Sinha Expert Lead for Ontario s Seniors Care Strategy July 18, 2012 ONTARIO NURSES ASSOCIATION 85 Grenville Street, Suite

More information

Integrated Community Assessment and Referral Team (ICART) A proactive approach to communitybased services for high-risk seniors

Integrated Community Assessment and Referral Team (ICART) A proactive approach to communitybased services for high-risk seniors June 2014, OACCAC Annual Conference Integrated Community Assessment and Referral Team (ICART) A proactive approach to communitybased services for high-risk seniors Joanne Billing, South East CCAC Benedict

More information

Patient Flow Pressures

Patient Flow Pressures Patient Flow Pressures Presentation to Board of Directors Hamilton Niagara Haldimand Brant Local Health Integration Network December 11, 2013 Patient Flow (in this context) Refers to the movement of individuals

More information

High-Level Business Case/Management Plans to Deal with Risk Template

High-Level Business Case/Management Plans to Deal with Risk Template Ministry of Health and Long-Term Care/Local Health Integration Network Annual Service Plan Section G: High Level Business Case/Management Plans to Deal with Risk High-Level Business Case/Management Plans

More information

This definition leads to more than implementation of Lean tools in a hospital setting but also addressing culture, change management and moral.

This definition leads to more than implementation of Lean tools in a hospital setting but also addressing culture, change management and moral. The lean structured improvement activity approach is new to Orlando Health. The Operational Effectiveness Department is leading the development and facilitation of Structured Improvement Activities (or

More information

REACHING ZERO DEFECTS IN CORE MEASURES. Mary Brady, RN, MS Ed, Senior Nursing Consultant, Healthcare Transformations LLC,

REACHING ZERO DEFECTS IN CORE MEASURES. Mary Brady, RN, MS Ed, Senior Nursing Consultant, Healthcare Transformations LLC, REACHING ZERO DEFECTS IN CORE MEASURES Mary Brady, RN, MS Ed, Senior Nursing Consultant, Healthcare Transformations LLC, 165 Lake Linden Dr., Bluffton SC 29910, 843-364-3408, marybrady6@gmail.com Primary

More information

Mississauga Halton LHIN

Mississauga Halton LHIN Mississauga Halton LHIN Governance to Governance Session Guest Speaker: Agenda 2 Welcome 3 Introduction of Dr Joshua Tepper President and CEO Health Quality Ontario 4 Dr. Joshua Tepper Twitter: @drjoshuatepper

More information

OMA Submission to the. Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario. Discussion Paper Consultation

OMA Submission to the. Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario. Discussion Paper Consultation OMA Submission to the Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario Discussion Paper Consultation February, 2016 OMA Submission to the Patients First: A Proposal to Strengthen

More information

Community and Hospital Profile

Community and Hospital Profile 1 Community and Hospital Profile Scope of Services ACUTE CARE Emergency Department (~33,000 visits) Intensive Care Unit (Level 2: 6 beds) Medicine/Surgical Inpatient (40 beds) Surgical Services (3 ORs;

More information

Capacity Management: Patient Throughput and Case Management Improvement. February 25, 2015

Capacity Management: Patient Throughput and Case Management Improvement. February 25, 2015 Capacity Management: Patient Throughput and Case Management Improvement February 25, 2015 Agenda Introduction Impetus for Change Approach to Improving Case and Capacity Management Client Case Study Key

More information

Ontario s Critical Care Surge Capacity Management Plan

Ontario s Critical Care Surge Capacity Management Plan Ontario s Critical Care Surge Capacity Management Plan Moderate Surge Response Guide Version 2.0 Critical Care Services Ontario September 2013 1 P a g e Ontario s Surge Capacity Management Plan: Moderate

More information

Sanford Improvement Making Lean Work in Healthcare

Sanford Improvement Making Lean Work in Healthcare Sanford Improvement Making Lean Work in Healthcare David Peterson Enterprise Director of Continuous Improvement Outline/Agenda Office of Continuous Improvement Who are we and what do we do? History/Journey

More information

Enhancing Community and LTC Rehabilitation Services for Stroke Survivors: Improving the System of Care

Enhancing Community and LTC Rehabilitation Services for Stroke Survivors: Improving the System of Care Enhancing Community and LTC Rehabilitation Services for Stroke Survivors: Improving the System of Care The Discharge Link A Cross - Continuum Partnership South East Ontario Population ~ 525,000 20,000

More information

Transitioning to a System of Rehabilitative Care in Waterloo Wellington

Transitioning to a System of Rehabilitative Care in Waterloo Wellington Transitioning to a System of Rehabilitative Care in Waterloo Wellington Presented to the WWLHIN Board of Directors January 31, 2013 Item 20.0 Agenda Stroke and Rehabilitative Care System Initiatives..

More information

Optimizing Medication Safety at Care Transitions - Creating a National Challenge. February 10, 2011, Toronto ON

Optimizing Medication Safety at Care Transitions - Creating a National Challenge. February 10, 2011, Toronto ON Optimizing Medication Safety at Care Transitions - Creating a National Challenge February 10, 2011, Toronto ON Optimizing Medication Safety at Care Transitions - Creating a National Challenge February

More information

St. Joseph s Health Centre, Toronto Central LHIN, Toronto, Ontario

St. Joseph s Health Centre, Toronto Central LHIN, Toronto, Ontario St. Joseph s Health Centre, Toronto Central LHIN, Toronto, Ontario 350 Bed Acute Care Community Teaching Hospital serving SW Toronto 86,000 Emergency Visits, 12,000 Urgent Care Visits and 7,000 Just For

More information

Regional Review of Rehabilitation Services in the Champlain Local Health Integration Network

Regional Review of Rehabilitation Services in the Champlain Local Health Integration Network Regional Review of Rehabilitation Services in the Champlain Local Health Integration Network Final Report Submitted to the Project Steering Committee July 2007 Dr. Konrad Fassbender Dr. Vivien Hollis Dr.

More information

Item 15.0 - Enhancing Care in the Community

Item 15.0 - Enhancing Care in the Community BRIEFING NOTE MEETING DATE: October 30, 2014 ACTION: TOPIC: Decision Item 15.0 - Enhancing Care in the Community PURPOSE: To provide information regarding enhancements to care in the community and recommend

More information

Ministry-LHIN Priority Indicators

Ministry-LHIN Priority Indicators Ministry-LHIN Priority Indicators Quality and Safety Committee September 18, 2013 Hamilton Niagara Haldimand Brant (HNHB) Local Health Integration Network (LHIN) Leadership Team MLPA 2013-2015 Structure

More information

2015-2018. Patient Safety and Quality Improvement Plan. Patient Safety and Quality Improvement Plan

2015-2018. Patient Safety and Quality Improvement Plan. Patient Safety and Quality Improvement Plan Patient Safety and Quality Improvement Plan Patient Safety and Quality Improvement Plan 2015-2018 Muskoka Algonquin Healthcare is a community of providers dedicated to delivering best patient outcomes

More information

Improving Access to Quality Care for Emergency Department Patients in British Columbia. Report of the Expert Panel on ED Decongestion

Improving Access to Quality Care for Emergency Department Patients in British Columbia. Report of the Expert Panel on ED Decongestion Improving Access to Quality Care for Emergency Department Patients in British Columbia Report of the Expert Panel on ED Decongestion Submitted to the Health Operations Committee by the ED Decongestion

More information

MRI Process Improvement

MRI Process Improvement The Ontario Provincial MRI Process Improvement Project Phase 3: Sustaining Continuous Improvement and Accountability for Better Access to Medical Imaging By: The Joint Department of Medical Imaging Toronto,

More information

Emergency Room Data Collection Expands

Emergency Room Data Collection Expands Cancer Care Ontario s Access to Care welcomes you to the spring issue of the Access to Care Executive Update - providing you with the latest information about access to care initiatives. Emergency Room

More information

Systems Analysis of Health and Community Services for Acquired Brain Injury in Ontario

Systems Analysis of Health and Community Services for Acquired Brain Injury in Ontario Systems Analysis of Health and Community Services for Acquired Brain Injury in Ontario July 2010 Report provided to the Ontario Neurotrauma Foundation by the Research Team: Dr. Susan Jaglal Principal Investigator

More information

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014 Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership June 2014 The partnership The Leadership & Organizational Development Consortium (LODC) consists

More information

Executive Brief: Beaufort Memorial Hospital

Executive Brief: Beaufort Memorial Hospital Executive Brief: Beaufort Memorial Hospital Beaufort Memorial Hospital Realizes $480,000 in Annualized Cost Savings with MEDHOST PatientFlow HD and Consulting Services You simply cannot strap new technology

More information

Kids in Transition-the Rehab Experience

Kids in Transition-the Rehab Experience Kids in Transition-the Rehab Experience Editor s Summary: In Kids in Transition The Rehab Experience teams from Sick Kids Hospital and Bloorview Kids Rehab worked together to create a seamless transition

More information

Maximising Ability, Reducing Disability. Dr. Áine Carroll Clinical Lead Valerie Twomey Programme Manager

Maximising Ability, Reducing Disability. Dr. Áine Carroll Clinical Lead Valerie Twomey Programme Manager Rehabilitation Medicine Programme Maximising Ability, Reducing Disability Dr. Áine Carroll Clinical Lead Valerie Twomey Programme Manager 1 Quality, Access and Cost Quality: Reduce morbidity: Reduced pressure

More information

PLANNING CONSIDERATIONS FOR RE-CLASSIFICATION OF REHAB/CCC BEDS (PCRC) Final Report Recommendations for LHINs and HSPs March 2015

PLANNING CONSIDERATIONS FOR RE-CLASSIFICATION OF REHAB/CCC BEDS (PCRC) Final Report Recommendations for LHINs and HSPs March 2015 PLANNING CONSIDERATIONS FOR RE-CLASSIFICATION OF REHAB/CCC BEDS (PCRC) Final Report Recommendations for LHINs and HSPs March 2015 Presentation Overview About the Rehabilitative Care Alliance (RCA) RCA

More information

Policy Guideline Relating to the Delivery of Personal Support Services by Community Care Access Centres and Community Support Service Agencies, 2014

Policy Guideline Relating to the Delivery of Personal Support Services by Community Care Access Centres and Community Support Service Agencies, 2014 Policy Guideline Relating to the Delivery of Personal Support Services by Community Care Access Centres and Community Support Service Agencies, 2014 April, 2014 1 of 14 Policy Guideline Relating to the

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

Unified Communication Strategy Improves Patient Experience, Outcomes

Unified Communication Strategy Improves Patient Experience, Outcomes Unified Communication Strategy Improves Patient Experience, Outcomes Sue Murphy, RN BSN MS Chief Experience and Innovation Officer Sunitha K. Sastry, MPH Director, Experience Improvement and Innovation

More information

2014/15 Quality Improvement Plan for Ontario Hospitals

2014/15 Quality Improvement Plan for Ontario Hospitals 2014/15 Quality Improvement Plan for Ontario Hospitals 75 Springs St., Almonte, ON. KOA 1A0 April 2014 Overview of Our Organization s Quality Improvement Plan 1. Overview of our quality improvement plan

More information

Optimal patient flow is vital in hospitals to achieve

Optimal patient flow is vital in hospitals to achieve Quality Improvement : Reducing ALC and Achieving Better Outcomes for Seniors through Inter-organizational Collaboration Leslie Starr-Hemburrow, Janet M. Parks and Susan Bisaillon Abstract Like many hospitals,

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 3/31/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Healthy People First: Opportunities and Risks in Health System Transformation in Ontario

Healthy People First: Opportunities and Risks in Health System Transformation in Ontario HL9.3 STAFF REPORT FOR ACTION Healthy People First: Opportunities and Risks in Health System Transformation in Ontario Date: January 11, 2016 To: From: Wards: Board of Health Medical Officer of Health

More information

Co-Leadership FINAL, JULY 2015

Co-Leadership FINAL, JULY 2015 Co-Leadership FINAL, JULY 2015 Advancing physician leader and administrative leader partnerships across the organization. Ø Ø Final Northern Health Medical Staff Leadership Administrative Structure Final

More information

MSH Quality Improvement Plans (QIP): Progress Report for 2013/14 QIP

MSH Quality Improvement Plans (QIP): Progress Report for 2013/14 QIP Excellent Care for All Act, (ECFAA) MSH Quality Improvement Plans (QIP): Report for QIP The following template has been provided to assist with completion of reporting on the progress of your organization

More information

CAPITAL PROJECT PLAN CLINICAL AND SYSTEMS TRANSFORMATION PROJECT AUGUST 14, 2013

CAPITAL PROJECT PLAN CLINICAL AND SYSTEMS TRANSFORMATION PROJECT AUGUST 14, 2013 CAPITAL PROJECT PLAN CLINICAL AND SYSTEMS TRANSFORMATION PROJECT AUGUST 14, 2013 1. Project Background The primary purpose of the Clinical and Systems Transformation (CST) Project is to establish a common

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 3/26/2015 This document is intended to provide health care s in Ontario with guidance as to how they can develop a Quality

More information

Rehabilitation Services at Hospitals 3.08. Chapter 3 Section. Background DESCRIPTION OF REHABILITATION ELIGIBILITY FOR REHABILITATION

Rehabilitation Services at Hospitals 3.08. Chapter 3 Section. Background DESCRIPTION OF REHABILITATION ELIGIBILITY FOR REHABILITATION Chapter 3 Section 3.08 Ministry of Health and Long-Term Care Rehabilitation Services at Hospitals Background DESCRIPTION OF REHABILITATION Rehabilitation services in Ontario generally provide support to

More information

Implementing a clustered acute stroke unit at a community hospital improves patient care

Implementing a clustered acute stroke unit at a community hospital improves patient care Implementing a clustered acute stroke unit at a community hospital improves patient care Linda Dykes, BScPT Manager, Sarnia Lambton District Stroke Centre Krista Steeves, BHScPT Physiotherapist, Bluewater

More information

Behavioural Supports Ontario (BSO)

Behavioural Supports Ontario (BSO) Behavioural Supports Ontario (BSO) Presented to: Canadian Home Care Association Summit 2012 Presented by: Cathy Hecimovich - CEO, Central West Community Care Access Centre, Ontario Tuesday, October 23,

More information

Health care trend: Developing ACOs

Health care trend: Developing ACOs Health care trend: Health care trend: Accountable Care Organizations (ACOs) have been a significant topic within health care. While many organizations have embarked on a quest to embrace ACOs as quickly

More information

Raising the Bar for Healthcare Governance and Leadership in Canada. Wendy Nicklin, President and CEO, Accreditation Canada

Raising the Bar for Healthcare Governance and Leadership in Canada. Wendy Nicklin, President and CEO, Accreditation Canada Raising the Bar for Healthcare Governance and Leadership in Canada Wendy Nicklin, President and CEO, Accreditation Canada Overview Accreditation Canada Governance and Leadership Standards Governance Functioning

More information

Erie St. Clair Community Care Access Centre Response to Patient First: A Proposal to Strengthen Patient-Centred Health Care in Ontario

Erie St. Clair Community Care Access Centre Response to Patient First: A Proposal to Strengthen Patient-Centred Health Care in Ontario Erie St. Clair Community Care Access Centre Response to Patient First: A Proposal to Strengthen Patient-Centred Health Care in Ontario BACKGROUND AND INTRODUCTION The Erie St. Clair CCAC, comprised of

More information

*Explain strategies that support utilization management in a health care setting.

*Explain strategies that support utilization management in a health care setting. Deborah Cutts, Chief Quality Officer 1 Chris Rovinski-Wagner, Coach Captain Discuss utilization management in the context of variation in health care delivery. Explain strategies that support utilization

More information

STRATEGIC AND OPERATIONAL PLAN

STRATEGIC AND OPERATIONAL PLAN STRATEGIC AND OPERATIONAL PLAN 2013-2015 2 3 Table of Contents Introduction Corporate Balanced Scorecard Revitalized... 5 Reorganizing Corporate Structure... 8 The Planning Process The Planning Process...

More information

Melissa Edmister, RN, BSN Clinical Manager Surgical Acute Unit Providence St. Peter Hospital

Melissa Edmister, RN, BSN Clinical Manager Surgical Acute Unit Providence St. Peter Hospital Melissa Edmister, RN, BSN Clinical Manager Surgical Acute Unit Providence St. Peter Hospital Why do some organizations do well with safety initiatives while others do poorly or fail? The most important

More information

Panel Presentation: econsult. Dr. Rob McFadden, Chief of Respirology and Hospital Chief of Medicine, St. Joseph s Health Care

Panel Presentation: econsult. Dr. Rob McFadden, Chief of Respirology and Hospital Chief of Medicine, St. Joseph s Health Care Panel Presentation: econsult Dr. Rob McFadden, Chief of Respirology and Hospital Chief of Medicine, St. Joseph s Health Care 1 What is an econsult? An econsult occurs when a primary care provider (PCP)

More information

Evolving Primary Care Networks in Alberta. A Companion Document to the PCN Evolution Vision and Framework (December 2013) of the Primary Care Alliance

Evolving Primary Care Networks in Alberta. A Companion Document to the PCN Evolution Vision and Framework (December 2013) of the Primary Care Alliance Evolving Primary Care Networks in Alberta A Companion Document to the PCN Evolution Vision and Framework (December 2013) of the Primary Care Alliance December 2013 2 Evolving Primary Care Networks in Alberta

More information

A collaborative model for service delivery in the Emergency Department

A collaborative model for service delivery in the Emergency Department A collaborative model for service delivery in the Emergency Department Regional Geriatric Program of Toronto, December 2009 Background Seniors over the age of 75 years now have the highest Emergency Department

More information

National Clinical Programmes

National Clinical Programmes National Clinical Programmes Section 3 Background information on the National Clinical Programmes Mission, Vision and Objectives July 2011 V0. 6_ 4 th July, 2011 1 National Clinical Programmes: Mission

More information

Acute care toolkit 2

Acute care toolkit 2 Acute care toolkit 2 High-quality acute care October 2011 Consultant physicians are at the forefront of delivering care to patients presenting to hospital with medical emergencies. Delivering this care

More information

STRATEGIC PLAN 2013-2016. One Island health system supporting improved health for Islanders

STRATEGIC PLAN 2013-2016. One Island health system supporting improved health for Islanders STRATEGIC PLAN 2013-2016 One Island health system supporting improved health for Islanders 02 Message from the Board Chair 03 Executive Summary 04 Introduction 05 Performance & Accountability Framework

More information

Niagara Health System. April 1, 2011. Niagara Health System 1 155 Ontario Street St. Catharines, ON

Niagara Health System. April 1, 2011. Niagara Health System 1 155 Ontario Street St. Catharines, ON Niagara Health System April 1, 2011 Niagara Health System 1 Part A: Overview of Our Hospital s Quality Improvement Plan 1. Overview of our quality improvement plan for 2011-12 The Niagara Health System

More information

The Demonstration Projects: Creating the Capacity for Nursing Health Human Resource Planning in Ontario s Healthcare Organizations

The Demonstration Projects: Creating the Capacity for Nursing Health Human Resource Planning in Ontario s Healthcare Organizations 8 The Demonstration Projects The Demonstration Projects: Creating the Capacity for Nursing Health Human Resource Planning in Ontario s Healthcare Organizations Vanessa Burkoski, BScN, RN (EC), MScN, DHA

More information

Creating Exceptional Experiences: Transforming Patient Centered Care to Patients as Partners in Care

Creating Exceptional Experiences: Transforming Patient Centered Care to Patients as Partners in Care Creating Exceptional Experiences: Transforming Patient Centered Care to Patients as Partners in Care Mary Kay McCarthy, Senior Clinical Director Judy Costello, Senior Clinical Director Scott McIntaggart,

More information

BUNDLING ARE INPATIENT REHABILITATION FACILITIES PREPARED FOR THIS PAYMENT REFORM?

BUNDLING ARE INPATIENT REHABILITATION FACILITIES PREPARED FOR THIS PAYMENT REFORM? BUNDLING ARE INPATIENT REHABILITATION FACILITIES PREPARED FOR THIS PAYMENT REFORM? Uniform Data System for Medical Rehabilitation Annual Conference August 10, 2012 Presented by: Donna Cameron Rich Bajner

More information