Business Plan, 2015 to 2018

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1 March 2015

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3 Table of Contents Introduction... 4 CIHI Overview... 5 Our Plans... 6 Goal 1: Improve the comprehensiveness, quality and availability of data... 7 Goal 2: Support population health and health system decision-making... 9 Goal 3: Deliver organizational excellence Our Resources Our People Our Financing Measuring Our Progress Appendix A: CIHI s Strategic Goals, Priorities, Initiatives and, to Appendix B: Performance Measurement Framework and Indicators, 2015 to Indicators Enabling Indicators... 35

4 Introduction The Canadian Institute for Health Information (CIHI) is pleased to present its business plan for 2015 to This plan reflects priority initiatives and activities to be carried out between fiscal years to In 2010, CIHI undertook a number of planning and consultation activities in order to learn from our clients, partners and stakeholders about future needs for health information in Canada. With this information in hand, we drafted a strategic plan for the period , a public document that provided a high-level statement of CIHI s future directions. The strategic plan also included a new vision and renewed mandate for CIHI. This business plan is based on the strategic directions set out in that document. The CIHI business plan describes the major initiatives and activities to be pursued over the ensuing three fiscal years in order to deliver on our mandate. It is updated annually to reflect our progress. Appendix A contains a detailed list of activities for each of the next three years. Since we are coming to the end of the period encompassed in the last strategic plan, during the first half of 2015 CIHI will consult with stakeholders and seek their advice on a renewed set of strategic priorities, which will establish our mandate for the period This will result in a new set of corporate priorities for the future and require an updated business plan. Consequently, the Business Plan, 2015 to 2018 reflects our best planning at this point in time, and will be revised to reflect the CIHI Board decisions on our strategic directions following the consultation process. The business plan is complemented by annual operational plans, which provide more detailed information on our program of work and more specific information on targets and resource allocation. Finally, the plan also includes a performance framework and indicators that allow us to report to stakeholders on progress against established targets. See Appendix B for the framework and indicators. 4

5 CIHI Overview CIHI is an independent, not-for-profit corporation that plays a unique role in Canada s health sector; it is funded by the federal and provincial/territorial ministries of health. Its work is guided by a Board of Directors made up of health leaders from across the country. CIHI leads the development and coordination of a common approach for health information in Canada. This includes developing standards and methodologies, creating and maintaining databases that hold reliable and pan-canadian comparable data, and promoting improved understanding and use of health information in a way that ensures the privacy of Canadians. Working with our partners, we help improve the depth and breadth of Canada s health data by building and maintaining 28 critical pan-canadian databases that enable comparisons within and among jurisdictions. We produce data analyses that respond to important questions about Canada s health systems and that assist policy-makers, health system managers and practitioners in making informed decisions. CIHI s core functions include Identifying health information needs and priorities; Coordinating and promoting the development and maintenance of national health information standards; Developing and managing health databases and registries; Conducting analyses in the areas of population health and health services; Developing national health indicators; and Conducting education sessions. 5

6 Our Plans This business plan details specific priorities for CIHI over the next three years related to the goals that were identified during our process of strategic planning and priority setting. It builds on many accomplishments achieved by CIHI since its creation in 1994 and our previous strategic directions. Table 1 outlines our three strategic goals for 2012 to 2017, as well as a number of specific priorities for 2015 to 2018, in keeping with what stakeholders have told us through targeted consultations, client surveys and an independent evaluation and performance audit. Our plans are based on CIHI s current strategic plan and reflect the needs of our priority customers funders, policy-makers and health system managers as well as other important customers, including data providers, analysts, clinicians and researchers. Future priorities will be adjusted accordingly based on the consultations taking place with stakeholders for the refresh of the strategic plan effective April Table 1: Our Strategic Plan 6

7 The business plan does not provide details on the full scope of CIHI s activity; rather, its purpose is to highlight specific, high-profile or time-limited activities that build on the key components of our core mandate: Collecting and managing high-quality, standardized pan-canadian data on health and health systems; Producing analyses that are relevant, timely and actionable for our clients; and Increasing the understanding and use of our data and methods in Canada through a range of tools and strategies. As such, the next section of this document provides an overview of the major initiatives being pursued to deliver on each of the priorities set out in Table 1. More detailed information on our plans for the next three years can be found in Appendix A. Please note that priorities for and beyond will be reviewed and revised accordingly based on consultations for the refresh of the strategic plan effective April Goal 1: Improve the comprehensiveness, quality and availability of data Priority 1: Provide timely and accessible data connected across health sectors Today, the needs of stakeholders are more diverse and sophisticated than ever. Our stakeholders have told us that they want us to continue to improve the timeliness of our data so it can be put to use immediately improving health care and the health of Canadians. They also want us to invest in tools that will allow them to customize their own reports using only the most relevant data for their specific needs. Finally, they want CIHI to connect the dots between these different data sources, providing a more complete picture of health care in Canada, from the perspective of patients and citizens. Over the next three years, CIHI will Implement a multi-year plan to enhance e-reporting. We will continue to produce e-reporting initiatives to support performance management and enable cross-sector reporting, enhance existing e-reports with new functionality and improve adherence to standards and efficiency of production. Improve the timeliness, quality and accessibility of data. We will develop and enhance data surveillance capabilities for priority data holdings and enhance the availability of data quality information for data suppliers and users. We will continue to work with jurisdictions and stakeholders to improve the timeliness of data submissions and implement data access enhancement initiatives. We will also continue to monitor adherence to our turnaround time for data requests. 7

8 Provide patient-focused health information by integrating data from across sectors. Working with the jurisdictions, we will continue to implement strategies to ensure the receipt of integrated and linkable data with the goal of increasing the amount of linkable patient-level data. We will develop and release information on cross-database data quality and continue integration of e-reporting products across sectors. Priority 2: Support new and emerging data sources, including electronic records CIHI s mature databases are valuable because they provide continuity over time and enable pan-canadian comparability. However, new data sources need to be accessed in response to emerging challenges and to fill important gaps in health information. CIHI must be involved in these changes to ensure that Canada has data that is complete, comparable, continuous and collected in the most efficient manner possible. This includes data that is emerging from Canada s investment in electronic records, which can have a significant impact on health information in Canada in the future. Over the next three years, CIHI will Explore and acquire data in emerging priority areas. We will launch the patient experience survey data holding for acute care and explore options to expand to other settings. We will continue to explore the potential to collect patient-reported outcome measures. We will also continue our work to acquire Vital Statistics death data, expand mental health and addiction data and explore the potential for other new and emerging data in priority areas. Lead key elements of the pan-canadian vision for the effective use of electronic records by health systems. We will launch and expand the NACRS clinic data submission offering for priority community-based clinics, promote the health system use of data collected in e-health solutions and continue to optimize the use of CIHI data content standards in electronic records in use and being implemented across Canada. We will also explore new means of receiving health data from EHRs and other emerging e-health solutions. Enhance primary health care (PHC) information by promoting standards and seeking access to new data and information sources. We will continue to promote and support the adoption and implementation of physician electronic medical record (EMR) content standards and to produce analytical reports using available PHC information. Priority 3: Provide more complete data in priority areas In Canada, most jurisdictions have made significant changes to how they organize, deliver and pay for health services. For instance, a growing number of physicians are working under mixed models of payment, rather than traditional fee-for-service models. Jurisdictions want assistance not only with understanding how health and health care are evolving as a result of these changes but also with designing funding systems that best serve the different populations and communities that are accessing health services. In addition, jurisdictions want to have information in key areas to support efforts to improve efficiency, as well as quality of care and patient safety. Finally, as health services continue to shift from acute care to community services, there is a greater need for integrated information across care settings. 8

9 Over the next three years, CIHI will Provide more comprehensive information on Canada s physicians. We will continue to expand our collection of patient level physician-level billing data, as well as data about physicians on alternate payment plans. Expand health care financing and funding information. We will continue to expand the collection and analysis of organization- and patient-level cost data. We will also continue work to understand, expand and report on health expenditures in long-term care and home care sectors, and for health human resources. Expand information in key data holdings to support health care quality, patient safety and outcomes. We will continue to support further coverage for the Canadian Joint Replacement Registry (CJRR), Continuing Care Reporting System (CCRS), Home Care Reporting System (HCRS), National Ambulatory Care Reporting System (NACRS) and mental health. We will also continue analysis and reporting of medication incidents via the National System for Incident Reporting (NSIR) and expansion of its coverage beyond hospitals and medication incidents. As well, we will develop standards, data and indicators to improve information available on prescription drug abuse. Goal 2: Support population health and health system decision-making Priority 1: Produce relevant, appropriate and actionable analysis As the quality and quantity of health information in Canada continue to grow, so too do the expectations of stakeholders about how this information can be put to use. Today, our customers want access to increasingly sophisticated analyses and reports. They want to go beyond the numbers and deal with complex issues, such as appropriateness of care and the link between health services and health outcomes. To do this, CIHI, as a health information organization, needs to be on the cutting edge developing new methods and indicators and helping stakeholders understand results and build their own capacity to use data and information. Over the next three years, CIHI will Implement a corporate analytical plan that is focused on the most relevant themes for decision-makers and system managers. We will continue to deliver analyses that focus on critical health system priorities, such as costs and efficiency, equity, patient safety, primary health care and frequent users of the healthcare system. We will also deliver more information using linked data and use new or expanded data sources, such as physicians, medications, costs and patient experience. Build the capacity of health system stakeholders to use health data and information to support decision-making through education and engagement. We will continue to support jurisdictions in funding initiatives. We will also renew the capacity-building strategy focused on the priorities of jurisdictions and offer new and existing education products aligned with the strategy. 9

10 Priority 2: Offer leading-edge performance management products, services and tools Canada has made improvements in reporting on the performance of hospitals and long-term care homes. Stakeholders want this information to be enhanced, reporting on more aspects of health care performance and looking at performance across the continuum of care. Health system performance needs to be considered in an integrated way that allows jurisdictions, as well as regions, to compare their performance with regional, provincial/territorial and, in some cases, international benchmarks. Over the next three years, CIHI will Deliver a health system performance agenda focused on meeting the needs of the public and health system managers and policy-makers. We will expand the depth of our publicly available performance reporting with the release of indicators for long-term care homes as well as for comparable indicators on patient experience. We will continue to develop and release new reports and tools to facilitate benchmarking activities and improve health system performance. Fill performance measurement gaps in health system efficiency and productivity. We will develop and release new efficiency and productivity indicators and a population grouping methodology and toolset that jurisdictions can use for system planning purposes. Use international comparisons, when possible, and initiate international benchmarking efforts. We will work with key stakeholders, including joint work with the Canadian Institutes of Health Research (CIHR) to present Canadian results for The Commonwealth Fund s annual health policy survey. We will also continue our participation in Organisation for Economic Co-operation and Development (OECD) activities. Priority 3: Respond to emerging needs while considering local context Needs and interests vary across jurisdictions, and it s important that we remain responsive to the unique needs of our partners, whether that entails building data or developing analyses and methodologies. CIHI s unique strength is its partnerships across Canadian health systems. For example, because of the support of all Canadian jurisdictions, CIHI is the only organization able to produce health information with a truly pan-canadian scope. At the same time, our partners are diverse and unique. Over the next three years, CIHI will Enhance our partnerships and relationships to assist in improved priority-setting to meet the needs of health system stakeholders. We will continue to identify and build new partnerships with key pan-canadian, provincial/territorial and regional organizations, as relevant, and leverage these partnerships to identify and respond to emerging health information needs. We will implement a joint analytical plan with Statistics Canada, focusing on frequent users of the healthcare system and mental health. Undertake targeted local initiatives that provide a solid basis for potential scaling up across Canada. We will produce tailored analyses to support stakeholders in low-population areas, 10

11 continue to explore benefits and feasibility of acquiring new health data to support innovative analysis and explore opportunities to integrate CIHI data into jurisdictional public reporting. Goal 3: Deliver organizational excellence Priority 1: Promote continuous learning and development An organization s greatest strength is its people. In the competitive area of health information, we need to be able to recruit staff with specialized skills in areas such as data, analysis and information technology (IT). We also need to invest in continuous learning for staff both in maintaining their specialized skills and in building their capacity to take on new roles, including leadership roles within the organization. Over the next three years, CIHI will Develop leadership capabilities to enhance leadership at all levels of the organization. We will continue to develop and implement strategies to support and retain leaders. We will also build capability to support emerging organizational needs. Share knowledge and promote adoption of leading practices. We will transition to new pension plans and conduct a total compensation review and an employee engagement survey. We will also enhance the corporate recognition tool and foster sharing of knowledge on topical subjects through various initiatives. Enhance learning and professional development offerings. We will implement a leadership capability framework and expectations aligned with learning options and develop and implement human resources programs to support the new strategic plan. Priority 2: Champion a culture of innovation Whether in developing new methodologies or modes of delivery, stakeholders want us to continue to improve products and services. To do that, we need to work with our external partners and also invest in continuous improvement in our products and internal processes, including finding better ways to recognize and reward innovation within CIHI. Over the next three years, CIHI will Implement an agenda to improve innovation awareness and create the conditions for successful innovation within CIHI. We will develop and implement new CIHI communication and stakeholder engagement strategies, initiate and complete the implementation of a CIHI web re-design and conduct initial research and development on big data technologies. We will also enhance the corporate Lean program to reach corporate-wide awareness and sustainability, enhance project management practices across the organization and evolve ITS Enterprise Architecture. 11

12 Priority 3: Strengthen transparency and accountability CIHI s mandate is to support improvements to the health of Canadians and to health systems. We are funded by taxpayers, and we hold their personal health information. It is critical that we are accountable to Canadians, not only for how we use their health information but also for delivering results that have been promised. Over the next three years, CIHI will Implement a rolling three-year business plan and associated processes. We will conduct a strategic planning exercise with the Board of Directors and renew CIHI s five-year strategic plan. We will also renew funding agreements with federal/provincial/territorial ministries of health and update the multi-year business plan in line with the renewed strategic plan and funding agreements. Enhance accountability through the performance measurement framework. We will implement recommendations arising from the performance audit and the stakeholder satisfaction and impact surveys. We will also align corporate performance indicators and targets with the new five-year strategic plan with a focus on exploring international benchmarks. Enhance the privacy and security program. We will upgrade to ISO27001:2013 and develop and align the Privacy and Security Risk Management Framework with the Corporate Risk Management Framework. We will also initiate and complete the review of CIHI s prescribed entity status with the Office of the Information and Privacy Commissioner/Ontario. 12

13 Our Resources Our People CIHI s success is a direct result of the talented and dedicated employees that make up the organization. Our employees enable the organization to meet its mandate of leading the development and maintenance of comprehensive and integrated health information that facilitate sound policy and effective health system management and support improvements in health and health care. We have approximately 710 employees from coast to coast, with the majority of our employees located in Ottawa and Toronto, as well as some in our regional offices in St. John s, Montréal and Victoria. We have a diverse workforce comprised of A significant analytical capacity to undertake activities related to system maintenance, data collection, analysis, production of reports, data quality and data requests; An extensive information technology capacity to build software applications that are used to capture and disseminate information about health systems; A stream of specialized functions, including Classification specialists who participate in the development and maintenance of national classification standards and Clinical specialists, often with experience as health practitioners, who assist with providing education sessions and adding the clinical context to our analyses and reports; and A robust corporate function to support the various initiatives within the scope of CIHI s mandate, including external-facing functions such as stakeholder engagement, education and conferences and internal-facing functions such as planning, strategy, project management, human resources, finance, publishing and communications. 13

14 Our Financing CIHI receives funding from several sources, with approximately 95% of our annual revenue coming from Health Canada and the provincial/territorial ministries of health. The specific priorities and activities outlined in this business plan, including our ongoing program of work related to our core functions, are based on the following revenue assumptions: 1. For , a one-year extension of our current funding agreements with these key partners at the same level as ; and 2. For and , successful renewal of the funding agreements, with a modest 2% increase year-over-year. 3. Additional Health Information Initiative funding of $850,000 for and $1,090,000 for each of and to support a new multi-year initiative to develop information on Prescription Drug Abuse. As shown in Table 2 below, the total sources of revenue reflect an estimate of $240.7 million from Health Canada in funding for the Health Information Initiative and $53.2 million in contributions from the provinces and territories toward CIHI s Core Plan. Table 2: Annual Sources of Revenue* ($ Millions), to Revenue Source Federal Government Health Information Initiative Provincial/Territorial Governments Core Plan Approved Budget Estimate Estimate Three-Year Total Estimate Other Total Annual Source of Revenue Notes * Reflects annual revenue on a cash basis; therefore, excludes depreciation and pension plan accounting expenses related revenue. Includes contributions from provincial/territorial governments for one-time special-purpose programs/projects. As summarized in Table 3 below, based on our current and expected funding level and current financial commitments, CIHI s total expenses for the next three years will be, on average, $103 million per year, with the vast majority relating to salaries, benefits and pension expense. A provision has been factored into salaries and benefits to reflect an annual salary increase (that is, cost of living and performance). The staff complement has been established at 714 employees for and is expected to be at 715 employees for the last two years of our three-year plan. Our external professional services, travel and advisory committee expenses will remain relatively stable although initially somewhat higher to account for one-time activities necessitating external expertise to support specific projects, such as the web redevelopment. 14

15 Occupancy costs will increase year-over-year per our office space leases with our current landlords. The information technology costs will also increase year-over-year. A corporate provision has also been included for potential new investments to support our new strategic directions. This provision is $250,000 for , increasing to $1.5 million in Capital expenditures will be $1.5 million in and will increase to $2.1 million in reflecting time-limited leasehold improvements to be recovered from the Ottawa landlord. Capital spending of $1.8 million in relates to the planned renewal of our IT infrastructure and furniture. Based on the Board of Directors decision to wind-up the CIHI Pension Plan effective December 31, 2015, CIHI s employer contributions for the current service costs will be approximately $5 million for the nine months of These current service costs are based on the employer rate reported in the January 2014 actuarial valuation. An additional $2.6 million has been included as a provision for the wind-up costs and potential deficit, and has been allocated evenly across and Salaries, benefits and the pension expense will increase in the fourth quarter of since the accounting treatment of CIHI s participation in the Healthcare of Ontario Pension Plan (HOOPP), the British Columbia Municipal Pension Plan and the group RRSP will be accounted for in the operating budget. The expense will correspond to the employer contributions made to these pension plans and group RRSP. Table 3: Annual Expenses* ($ Millions), to Expenses Operating Expenses Approved Budget Estimate Estimate Three-Year Total Estimate Salaries, Benefits and Pension Expense External Professional Services, Travel and Advisory Committee Expenses Occupancy, Information Technology and Other Capital Expenditures CIHI Pension Plan Contributions/Provision for Windup Related Expenses Total Annual Expenses Note * Reflects annual expenses on a cash basis; therefore, excludes depreciation and CIHI pension plan related accounting expenses includes multi-employer pension/group RRSP expenses for one quarter and include annual multi-employer pension/group RRSP expenses consists of CIHI Pension Plan Contributions for three quarters and consist of $1.3 million annual provision for the wind-up of the plan. 15

16 Measuring Our Progress As a result of our strategic-planning and priority-setting processes, CIHI s performance framework and indicators were redefined to establish a more targeted and effective set, which appear in Appendix B. Specific targets will be developed and included in CIHI s annual operational plans, and a report on our progress against these targets will be included in our corporate annual reports. 16

17 Appendix A: CIHI s Strategic Goals, Priorities, Initiatives and, to The following list of goals, priorities, initiatives and activities reflects our best planning at this point in time. This list will be adjusted accordingly based on the refresh of the strategic plan effective April Goal 1: Improve the comprehensiveness, quality and availability of data Priority 1: Provide timely and accessible data connected across health sectors Initiative: Implement a multi-year plan to enhance e-reporting Add to existing health system performance reporting products with new functionality, improved adherence to standards and improved efficiency of production Begin development of integrated e-reporting across health care sectors Enhance Health Master Data to support integration of reporting products Further develop and enhance reporting products to enable within and cross-sector reporting, in line with the integrated e-reporting vision, plan and priorities Evolve foundational reporting products to integrate content from others and develop a narrowed integrated suite of reporting products Continue to enhance Health Master Data to support integration of reporting products Further develop and enhance reporting products to enable within and cross-sector reporting, in line with the integrated e-reporting vision, plan and priorities Continue to enhance Health Master Data to support integration of reporting products (cont d on next page) 17

18 Goal 1: Improve the comprehensiveness, quality and availability of data (cont d) Priority 1: Provide timely and accessible data connected across health sectors (cont d) Initiative: Improve the timeliness, quality and accessibility of data Continue to work with jurisdictions to improve timeliness of data submissions Initiate work plans for streamlining data collection in priority data sets Meet service standards for responding to data requests Conduct a targeted reabstraction study for the DAD Develop data surveillance capabilities, based on approved business case Revise the corporate Data Quality Framework and enhance the availability and accessibility of data quality information (public and private) for data suppliers and users Continue to work on improving access to data with a priority on data sets for priority audiences and enhanced presentation of publicly available descriptive information about the healthcare system Continue to work with jurisdictions to ensure the timeliness of data submissions Continue streamlining data collection activities Continue to meet service standards for responding to data requests Continue to enhance data surveillance capabilities, based on approved business case Continue to improve access to data and information for priority audiences Continue to enhance the availability and accessibility of public and private data quality information for data suppliers and users Continue to work with jurisdictions to ensure the timeliness of data submissions Evaluate impact of streamlining data collection and adjust accordingly Continue to meet service standards for responding to data requests Continue to enhance data surveillance capabilities, based on approved business case Continue to improve access to data and information for priority audiences Release version 2018 ICD-10-CA/CCI and related products (cont d on next page) 18

19 Goal 1: Improve the comprehensiveness, quality and availability of data (cont d) Priority 1: Provide timely and accessible data connected across health sectors (cont d) Initiative: Provide patient-focused health information by integrating data from across sectors Increase amount of linkable patient-level data received from jurisdictions Increase amount of linkable patient-level data received from jurisdictions Increase amount of linkable patient-level data received from jurisdictions Develop infrastructure to support the new standard client linkage methodology Develop and release information on cross-database data quality Increase use of linked data for analysis and reporting Increase the quantity of linked data provided to internal and external users Priority 2: Support new and emerging data sources, including electronic records Initiative: Explore and acquire data in emerging priority areas Continue horizontal integration of integrated e-reporting Continue work to acquire Vital Statistics death data Launch the patient experience survey data holding and begin reporting Explore feasibility of and begin work on extending the patient experience survey to settings beyond acute care (long-term care and emergency departments) Assess jurisdictional interest in developing a patient-reported outcome measures data holding Explore expansion of mental health and addiction data at CIHI Continue to explore potential for new and emerging data in priority areas Continue work to acquire Vital Statistics death data Continue work to extend patient experience survey to other settings and to increase uptake Continue to explore patientreported outcome measures data holding and begin reporting, subject to jurisdictional support Expand mental health and addiction data at CIHI Continue to explore potential for new and emerging data in priority areas Continue work to acquire Vital Statistics death data Grow participation in the patient experience survey and reporting system Continue to explore patientreported outcome measures data holding and begin reporting, subject to jurisdictional support Expand mental health and addiction data at CIHI (cont d on next page) 19

20 Goal 1: Improve the comprehensiveness, quality and availability of data (cont d) Priority 2: Support new and emerging data sources, including electronic records (cont d) Initiative: Lead key elements of the pan-canadian vision for the effective use of electronic records by health systems Promote the use of CIHI data content standards in electronic records in use and being implemented across Canada Actively promote the health system use of data collected in e- health solutions Explore new means of receiving health data from EHRs and other emerging e-health solutions Launch the NACRS clinic data submission offering for priority community-based clinics Initiate the development of a business case for consideration of the adoption of ICD-11 in Canada Continue to promote the use of CIHI data content standards in electronic records in use and being implemented across Canada Actively promote the health system use of data collected in e- health solutions Increasingly receive relevant health data from EHRs and other e-health solutions Expand the NACRS clinic data submission offering for priority community-based clinics Complete a business case for considerations of the adoption of ICD-11 in Canada Optimize the use of CIHI data content standards in electronic records in use and being implemented across Canada Actively promote the health system use of data collected in e- health solutions Increasingly receive relevant health data from EHRs and other e-health solutions Expand the NACRS clinic data submission offering for priority community-based clinics Initiative: Enhance primary health care (PHC) information by promoting standards and seeking access to new data and information sources Maintain EMR standards Promote and support the adoption and implementation of physician EMR standards, via demonstration projects Produce analytical reports using available PHC information Maintain EMR Standards Promote and support the adoption and implementation of physician EMR standards, via demonstration projects Assess the extent to which EMR standards/demonstration projects are resulting in the availability of more standardized EMR data Produce analytical reports using available PHC information Maintain EMR Standards Promote and support the adoption and implementation of physician EMR standards Produce analytical reports using available PHC information (cont d on next page) 20

21 Goal 1: Improve the comprehensiveness, quality and availability of data (cont d) Priority 3: Provide more complete data in priority areas Initiative: Provide more comprehensive information on Canada s physicians Continue work to acquire and make greater use of alternative payments data (non-fee-forservice physician payments) Continue work to acquire and make greater use of alternative payments data (non-fee-forservice physician payments) Continue work to acquire and make greater use of alternative payments data (non-fee-forservice physician payments) Continue work to acquire and make greater use of physician billing data Continue work to acquire and make greater use of physician billing data Initiative: Expand health care financing and funding information Continue work to acquire and make greater use of physician billing data Promote the value of and seek to expand collection and analysis of organization- and patient-level cost data Begin work to understand, expand and report on health expenditures in home care Continue to support collection and analysis of organization- and patient-level health expenditure data Continue work on developing quality health expenditures data on home care Continue work on developing quality health expenditures data on home care Continue to support collection and analysis of organization- and patient-level health expenditure data Continue work to expand and report on health expenditures in long-term care Continue work to understand, expand and report on health expenditures in home care Continue work to understand, expand and report on health expenditures in home care Begin work to understand, expand and report on the costs and funding of health human resources Continue work to understand, expand and report on the costs and funding of health human resources Continue work to understand, expand and report on the costs and funding of health human resources Initiative: Expand information in key data holdings to support health care quality, patient safety and outcomes Continue to support further uptake of the data holdings, including NACRS, CJRR, CCRS, HCRS and mental health Continue to support further uptake of the data holdings, including NACRS, CJRR, CCRS, HCRS and mental health Continue to support further uptake of the data holdings, including NACRS and mental health Continue work toward comprehensive population-based drug data and capturing more medication and other incident information Initiate development of standards, data and indicators to improve information on prescription drug abuse Continue work toward comprehensive population-based drug data and capturing more medication and other incident information Continue development of standards, data and indicators to improve information on prescription drug abuse Continue work toward comprehensive population-based drug data and capturing more medication and other incident information Continue development of standards, data and indicators to improve information on prescription drug abuse (cont d on next page) 21

22 Goal 2: Support population health and health system decision-making Priority 1: Produce relevant, appropriate and actionable analysis Initiative: Implement a corporate analytical plan that is focused on the most relevant themes for decisionmakers and system managers Deliver a corporate analytical plan aligned with priorities of jurisdictions, including costs and efficiency, equity, patient safety, primary health care and frequent users of the healthcare system Review tools and best practices for communicating analytical results Deliver more products leveraging linked data within CIHI and beyond Implement recommendations derived from impact evaluation results Deliver a corporate analytical plan that reflects priorities identified by jurisdictions Use new or expanded data sources, including on physicians, drugs and patient experience for analytical work Deliver a corporate analytical plan that reflects priorities identified by jurisdictions Use new or expanded data sources, including on physicians, drugs, costs and patient experience for analytical work Apply Triple Aim framework to analysis examining cost, care outcomes and population health Initiative: Build the capacity of health system stakeholders to use health data and information to support decision-making through education and engagement Renew capacity-building strategy focused on the priorities of jurisdictions Continue to offer capacity-building products focused on performance improvement priorities of jurisdictions Support jurisdictions in funding initiatives Continue to offer capacity-building products focused on performance improvement priorities of jurisdictions Implement new products and activities as identified in the capacity-building strategy Support jurisdictions in funding initiatives Continue to offer capacitybuilding initiatives as identified in the capacity-building strategy Support jurisdictions in funding initiatives (cont d on next page) 22

23 Goal 2: Support population health and health system decision-making (cont d) Priority 2: Offer leading-edge performance management products, services and tools Initiative: Deliver a health system performance agenda focused on meeting the needs of the public and health system managers and policy-makers Maintain and enhance suite of public health system performance reports Release publicly available facilitylevel long-term care performance report Release new performance indicators based on priorities emerging from the 2014 Consensus Conference Continue to support emergence of performance benchmarking initiatives in Canada Develop methods to support real-time use of retrospective data Conduct impact evaluation of health system performance agenda from 2012 to 2015 Release full suite of performance indicators in private hospital analytical tool Release indicator library phase 2 Release report and products on trends in income-related health inequalities in Canada Release and retire performance indicators based on priorities identified in the 2014 Consensus Conference Release publicly comparable performance indicators on patient experience Support performance benchmarking initiatives in Canada Implement recommendations from impact evaluation of health system performance agenda Release and retire performance indicators based on priorities identified in the 2014 Consensus Conference Support performance benchmarking initiatives in Canada Release private analytical tool for health regions (cont d on next page) 23

24 Goal 2: Support population health and health system decision-making (cont d) Priority 2: Offer leading-edge performance management products, services and tools (cont d) Initiative: Fill performance measurement gaps in health system efficiency and productivity Release analytical report on health human resources productivity Release Health System Efficiency report (phase 3) with case studies of select regions Finish and release population grouping methodology version 1.0 Develop business plan to support internal and external users of population grouping methodology Further expand measurement of health system efficiency and productivity Release revised set of hospital efficiency indicators Investigate productivity and efficiency measures in long-term care Continue work to enhance usability of population grouping methodology Expand measures of productivity and waste including long-term care indicators Finish development, and release population grouping methodology version 2.0 Release case mix and health resource indicators for emergency departments Update case mix and health resource indicators for emergency department Initiative: Use international comparisons, when possible, and initiate international benchmarking efforts Continue OECD-related activities and release report on how Canada compares including provincial data Release joint CIHI/CIHR report on Canada results for The Commonwealth Fund s annual health policy survey Release joint CIHI/CIHR report on Canada results for The Commonwealth Fund s annual health policy survey Release a product comparing Canada s and Australia s population health outcomes Continue OECD-related activities and release report on how Canada compares including provincial data (cont d on next page) 24

25 Goal 2: Support population health and health system decision-making (cont d) Priority 3: Respond to emerging needs while considering local context Initiative: Enhance our partnerships and relationships to assist in improved priority-setting to meet the needs of health system stakeholders Engage directly with partners at provincial, territorial and regional levels to develop meaningful joint projects for performance indicators and analytical products Implement joint analytical plan with Statistics Canada, focusing on frequent users of the healthcare system and mental health Leverage key partnerships to identify and respond to emerging health information needs Engage directly with partners at provincial, territorial and regional levels to develop meaningful joint projects for performance indicators and analytical products Leverage key partnerships to identify and respond to emerging health information needs Evaluate and refine Rapid Response service Engage directly with partners at provincial, territorial and regional levels to develop meaningful joint projects for performance indicators and analytical products Evaluate and refine Rapid Response service Launch revitalized Rapid Response service for priority data requests Initiative: Undertake targeted local initiatives that provide a solid basis for potential scaling up across Canada Produce tailored analyses to support stakeholders in lowpopulation areas Work with stakeholders to support local analytical needs which may lead to scaling up Produce tailored analyses to support stakeholders in lowpopulation areas Work with stakeholders to support local analytical needs which may lead to scaling up Produce tailored analyses to support stakeholders in lowpopulation areas Work with stakeholders to support local analytical needs which may lead to scaling up Continue to explore benefits and feasibility of acquiring new health data to support innovative analysis Explore opportunities to integrate CIHI data into jurisdictional public reporting Continue to explore benefits and feasibility of acquiring new health data to support innovative analysis Explore opportunities to integrate CIHI data into jurisdictional public reporting Continue to explore benefits and feasibility of acquiring new health data to support innovative analysis (cont d on next page) 25

26 Goal 3: Deliver organizational excellence Priority 1: Promote continuous learning and development Initiative: Develop leadership capabilities to enhance leadership at all levels of the organization Develop and implement strategies to support and retain leaders Build staff capability for emerging organizational needs Implement strategies to support and retain leaders Build staff capability for emerging organizational needs Initiative: Share knowledge and promote adoption of leading practices Continue to implement strategies to support and retain leaders Build staff capability for emerging organizational needs Optimize Kudos as Corporate Recognition tool Implement follow up of Employee Survey outcomes Assess corporate program needs and align to current business plan Conduct Employee Engagement Survey Implement new pension option Conduct total compensation review Foster sharing of knowledge on topical subjects through various initiatives, such as Town Hall sessions, Forums Implement recommendations from compensation review Complete new pension option transition Foster sharing of knowledge on topical subjects through various initiatives Initiative: Enhance learning and professional development offerings Foster sharing of knowledge on topical subjects through various initiatives Implement Leadership Capability Framework and Expectations and align with learning options Develop HR programs to support new strategic plan Implement HR programs that support new strategic plan (cont d on next page) 26

27 Goal 3: Deliver organizational excellence (cont d) Priority 2: Champion a culture of innovation Initiative: Implement an agenda to improve innovation awareness and create the conditions for successful innovation within CIHI Implement enhancements where required and continue with the corporate Lean program to reach corporate level awareness and sustainability level Begin implementation of enhancements to the project management practices across the organization Continue to evolve ITS Enterprise Architecture Conduct initial research and development on big data technologies Start implementation of CIHI web re-design Develop and implement new CIHI Communication and Stakeholder Engagement strategies Attain corporate-wide Lean awareness and continue with Lean focussed activities Continue to improve project management practices Continue to evolve ITS Enterprise Architecture Complete implementation of CIHI web re-design Continue implementation of new CIHI Communication and Stakeholder strategies Priority 3: Strengthen transparency and accountability Initiative: Implement a rolling three-year business plan and associated processes Continue with corporate Lean program Continue to improve project management practices Continue to evolve ITS Enterprise Architecture Conduct strategic planning session with the Board Renew five-year strategic plan Update multi-year business plan in line with renewed strategic plan and funding agreements Renew funding agreements with federal/provincial/territorial ministries of health Revise and update multi-year business plan Revise and update multi-year business plan (cont d on next page) 27

28 Goal 3: Deliver organizational excellence (cont d) Priority 3: Strengthen transparency and accountability (cont d) Initiative: Enhance accountability through the performance measurement framework Align corporate performance indicators and targets with new five-year strategic plan, with a focus on exploring international benchmarks Continue to monitor and report on organizational performance against targets Continue to monitor and report on organizational performance against targets Implement recommendations arising from the performance audit, stakeholder satisfaction and impact surveys Initiative: Enhance the privacy and security program Conduct privacy and security audit program with focus on targeted system vulnerability assessments and internal program/topic audits Complete ISO surveillance audits and upgrade to ISO27001:2013 Complete the development of the Privacy and Security Risk Management Framework and alignment with the Corporate Risk Management Framework Define recommendations to enhance management practices for SAS data and file server Conduct ISO surveillance audit Consider options for expansion of privacy and security audit program with focus on targeted system vulnerability assessments and external data recipients Initiate review of CIHI s prescribed entity status with the Office of the Information and Privacy Commissioner/Ontario Implement recommendations to improve management for SAS data and file server Conduct ISO re-certification audit Conduct privacy and security audit program with focus on targeted system vulnerability assessments and internal program/topic audits Complete the review of CIHI s prescribed entity status with the Office of the Information and Privacy Commissioner/Ontario 28

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