Ontario Hospital Association Strategic Plan: A Catalyst for Change

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1 Ontario Hospital Association Strategic Plan: A Catalyst for Change

2 The Ontario Hospital Association (OHA) is pleased to present its * Strategic Plan. This plan will position the Association as a health system leader well-equipped to confront the challenges facing the health care industry today and into the future. It deliberately stakes out a pivotal role in facilitating the change required to advance health care in Ontario and address key issues and decisions that will need to be pursued collaboratively among all health system partners in order for Ontarians to benefit from a truly high performing health care system. The development of the Strategic Plan has been progressive, building on the headway made and successes stemming from the OHA s prior Strategic Plan. This Strategic Plan has been designed in full recognition and anticipation of a health care system undergoing significant transformation. It acknowledges the current economic and political uncertainties of today s Ontario. Recognizing the reality of provincial fiscal restraints in the short- to medium-term, the OHA has consciously pursued a strategic plan that provides for targeted efforts while providing guidance to deal with emerging issues. In crafting the Strategic Plan, the OHA conducted a thorough environmental scan, which included an extensive engagement process with its members and stakeholders. The discussions highlighted the broad support for the OHA s commitment to drive changes that will improve Ontario s health system and also support the needs of its hospital and associate members. Building on modern day successes, emerging technology and health system leadership, the OHA knows Ontario s health system can tackle the challenges ahead. System improvements to the continuum of care impacting the patient experience, and the imperative to advance high quality patient care are central themes of the Strategic Plan, and will require the dedication and commitment of the OHA as well as the many health system partners, working in collaboration to develop and implement successful system solutions. In measuring the OHA s progress towards the accomplishment of its strategic goals, the approach to developing success indicators will need to evolve over time, allowing the Association to balance its individual strategic initiatives alongside monitoring broader system-level characteristics of high-performing health care systems. * In October 2014, the OHA s Board of Directors extended the Strategic Plan to 2017 to enable the OHA to further extend its work in areas where it provides high-impact thought leadership and services. 2 OHA Strategic Plan

3 Advancing Integrated Care The OHA has been a consistent advocate for integration of care. Through greater collaboration with other health sector organizations and our associate members, the OHA will work to advance a seamless patient experience supported by the availability of the right mix of health care services and technology. Ensuring health policy decision makers are aware of the diversity of issues facing health care providers across the province as well as examples of excellence and barriers to local innovation are key elements of the OHA s strategy. Educational efforts and resources, including the activities of the Governance Centre of Excellence, will maintain a system perspective. Advancing Integrated Care Goal: Achieve a seamless patient experience Develop strategies and analytics to support identified high-needs patient populations Advance planning and evaluation of the appropriate mix of health care services Strengthen and enhance collaboration between health service providers at the governance and leadership levels Increase engagement of the OHA s associate members in strategies to more broadly facilitate transitions in care Advocate and support improved adoption of enabling information technology and electronic health records Facilitate forums for dialogue between health service providers Provide opportunities to showcase leading practices OHA Strategic Plan 3

4 Realizing Quality Enhancing the quality of care patients receive remains an important priority for Ontario s health care system and for the OHA. Working in collaboration with our health system partners will be instrumental in expanding and further implementing the provincial quality agenda. The OHA is well positioned to champion and take a leadership role in enabling a culture of quality. The Association will also take the opportunity to leverage core expertise in knowledge translation and education program delivery to bring to the forefront leading practices and showcase the excellent innovations taking place across the province to encourage their system-wide adoption. Realizing Quality Goal: Advance high quality patient care Promote a culture of quality at the board and management levels of health service providers Shape and facilitate implementation of the provincial quality agenda Facilitate accountability and transparency Champion the patient experience Facilitate knowledge transfer through the communication and dissemination of leading practices and develop tools, resources and education accordingly Profile member successes and unique roles 4 OHA Strategic Plan

5 Delivering Value While the efficient utilization of health care resources is a fundamental priority of the health care system in general, the protracted nature of Ontario s fiscal situation heightens the need to further identify and deliver value at all levels for the patient, the system and OHA members. The development, refinement and implementation of new delivery and funding models; better alignment of incentives and accountabilities and the use of analytics to assess value and measure progress will all be areas of focus for the OHA. This will extend to the delivery of OHA services and programs to ensure that members and partners have access to an extensive range of programs and resources. Delivering Value Goal: Drive system performance Influence and support the adoption of effective funding and delivery models Champion and use analytics to assess value Advance the innovative and effective use of health human resources Foster the development and delivery of targeted initiatives to improve system efficiency Optimize the access to educational programs Support members in their efforts to demonstrate excellence to their communities OHA Strategic Plan 5

6 OHA Performance Indicators Measuring Our Performance Recognizing that a wide-range of performance indicators and quality improvement measures are already serving to monitor health system progress, the OHA intends to align its work accordingly and complement its own measurement of success with already existing metrics. The system-wide indicators the OHA will use to monitor its own progress are outlined in the following pages, categorized according to the Association s strategic directions. Additionally, the OHA will also use a set of internal-facing corporate indicators to ensure the Association s operating activities remain on course and make positive contributions to achieving a highperforming health system. Measuring the progress for all indicators both system and corporate will occur in a variety of ways, including a balanced scorecard, progress reports, and ongoing analysis of system trends. The OHA acknowledges that meaningful system indicators in some key areas such as Primary Care, Patient Satisfaction and Rural and Northern Health Care are not currently available. The OHA commits to persistently pursuing developmental indicators, in collaboration with members and/or other health care sector partners, to address these gaps and to measure overall progress. In this way, the OHA hopes to demonstrate the kind of accountability its members, partners and public expect from Ontario s health system leaders. 6 OHA Strategic Plan

7 System Indicators For Monitoring Against Corporate Vision ADVANCING AN INTEGRATED HEALTH SYSTEM 1. Expenditures in Community Settings Indicator: Annual percentage change in Community Care Access Centre (CCAC) and Community Mental Health and Addictions (CMHA) provincial government expenditures per capita 2. Wait Times in Emergency Room Indicator: 90th percentile ED length of stay for high complexity patients 3. Health Information Technology Adoption Indicator: HIMSS Analytics Electronic Medical Record Adoption Model (EMRAM) Score REALIZING QUALITY day Readmission Rate Indicator: 30-Day unplanned all-cause readmission rate after hospital discharge to community (Index: CHF, COPD, and Stroke) 2. Patient Safety C. difficile Rates Indicator: Hospital-acquired C. difficile (CDI) rate per 1000 patient days 3. Patient Experience Indicator: Percentage of patients who would definitely recommend hospital (in-patient or ED) to family and friends DELIVERING VALUE 1. Number of Alternate Level of Care (ALC) Patients Indicator: Total ALC patients in hospital (acute + non-acute) 2. Hospital Dividend Metric Indicator: Ontario Hospital Efficiency Dividend 3. Primary Care Indicator in Development Indicator: The OHA is working with its partners to develop a comprehensive set of primary care and system indicators and expects to include a primary care indicator by October 2014 OHA Strategic Plan 7

8 Vision Achieving a high-performing health system Mission To deliver high-quality products and services To advance and influence health system policy in Ontario To champion innovation and performance improvement Values Health-focused We are guided by the health needs of our population and our communities. Evidence-based We use the best available evidence and experience in making decisions. Collaborative We work in partnership with others in contributing to the development of a high-performing, sustainable health care system. Trusted We act in a way that engenders trust and respect among members, partners, our staff and the people who use Ontario s health care system. 200 Front Street West, Suite 2800 Toronto, Ontario M5V 3L1