CEO Performance Goals 2014/2015

Transcription

1 CEO Performance Goals 2014/2015 Performance Goals Performance Targets Demonstrated 1 The CEO will advance CW CCAC s Work collaboratively Developed a contribution to improved system with CEOs of HHCC Committee Work plan patient flow by improving working and Osler to which included the relationships, processes and metrics forward the development of with their acute care and community objectives of the shared metrics and partners. Strategic preparation and Partnership hosting of a joint Committee board retreat Establish integrated Along with acute care measures and partners and SPC, future targets for spearheaded the performance development of the success with Osler Central West Palliative and HHCC Care Pledge Implemented Established the first preliminary joint Quality improvement Improvement Plan activities with Osler (QIP) submission in and HHCC as per Province to Health schedule and Quality Ontario. budget, setting All three organizations ground work for completed aligned improved flow. Annual Business Define opportunities Plans. with community partners (ie. Health 40 34

2 Links, Patient Flow Action Group and other ALC to LTC planning activities) that would contribute to system level improvement in patient flow. To negotiate specific performance improvement plans and targets with Service Providers To hold both service providers and CW CCAC accountable for delivering required performance improvements To optimize both the CW CCAC Care Coordinator and Team Assistant Roles To deliver SHSS Redesign Project and patient outreach project as defined in 2014/15 operating plan. 2 The CEO, working with the Provider leadership and CW CCAC senior leadership will identify, monitor and deliver improved front line patient quality and cost effectiveness. Completed contract amendments with service provider partners that incorporated performance targets for fiscal 2014/15 Worked with NRC Canada, our Service provider teams and our internal teams to review Client and Caregiver Experience Evaluation (CCEE) data and implement action plans or issue improvement notices in response to results. Completed the Optimization of Care Coordinator and Team Assistant role project and as a result improved efficiency of staff by completing appropriate responsibilities. Completed redesign of 20 16

3 School Health Support Services program to improve efficiency of service. 3 The CEO, working closely with the Board, will identify and execute information management and communications strategies to provide more frequent discussion of a strategic or generative nature around the Board and Committee tables. To identify and bring forward key issues that are strategic challenges, opportunities or risks of critical importance in a timely fashion, providing Board members time for reflection and further investigation to avoid urgent, last minute decision making. To provide leadership and facilitation of constructive and dynamic Board and Committee discussion and decision making that is supported by comprehensive, well researched evidence-based information; including a range of options for consideration that are responsible and Worked with Board Chair and Governance Committee Chair to identify opportunities for inclusion of generative discussions such as the release of the Expert Panel on Home and Community Care and Strategic Partnership Committee updates. The Board has been provided with appropriate materials to support effective discussions and decision making including Briefing Notes and supporting documentation for approval of the M- SAA, Quality Improvement Plan, Annual Business Plan, Community Annual Planning Submission, etc. 10 7

4 creative in order to promote sound reflection and discussion. 4 The CEO to provide vision and To provide the Completed a risk leadership in the design and vision and ensure analysis and implementation of CW CCAC s the integrity of CW developed a risk Enterprise Risk Management (ERM). CCAC s framework framework in summer and approach to 2014 ERM. Presented heat maps To imbed the and risk registry to information Board in fall gathered from the Final ERM Framework ERM into the report completed decision making protocols for the CW CCAC communication and decision making strategies demonstrate that ERM data and analysis underpin recommendations and decisions. To synthesize ERM data and information to support Board discussion and decision making the ERM framework is used to inform Board discussions and decisions. 5 Effective Leadership Board Contribution & 360 feedback Working received from Board

5 Relationships: of Directors, external 1. Together with the stakeholders including Board of Directors, acute care centres, the CEO determines a Local Health clear mandate and Integration, other strategy that ensures Community partners that CW CCAC adds and direct reports. increasing value to the system 2. Together, with the Board, the CEO sets challenging longer term goals to further the organization s mission and identifies roadblocks to change 3. The CEO fosters a relationship of trust and mutual respect with Board members so that any issue can be raised and constructively resolved 4. The CEO provides timely communication to the Board keeps the Board and its committees informed about key issues impacting CW CCAC or the sector in between meetings 5. The CEO brings new ideas and information to the Board. Stakeholder Relations

6 1.The CEO uses a strategic network of external relationships with the LHIN, MOHLTC, OACCAC, acute care and community service partners to act as a system change agent 2. The CEO is present in the community promoting the value add of the CW CCAC 3. The CEO builds strong sector, bureaucratic and political support to support change efforts 4. The CEO establishes positive rapport and has sufficient influence with Service Provider Organizations to negotiate required changes Internal Leadership 1. The CEO effectively executes operational plans that deliver positive change and fulfill the goals of the strategic plan 2. The CEO oversees the appropriate allocation of CW CCAC

7 resources to provide ever increasing value to members 3. The CEO promotes a culture of quality, service and compassionate care as demonstrated through the actions of staff 4. The CEO develops leadership talent that is aligned with both CW CCAC's current and future leadership needs. 5. The CEO provides effective oversight of the organization's financial resources Personal Qualities Displayed: 1. The CEO s leadership exhibits a demonstrable commitment to CW CCAC s mission and values 2. The CEO role models the full range of organizational values and serves as a clear example of preferred leader behaviours. 3. The CEO deals with difficult situations in a constructive manner leading to effective

8 problem resolution 4. The CEO holds herself personally accountable for success against the organization s strategy and goals. Overall Fully Successful