Hospital Accountability Planning Submission 2014-2015 Education - PowerPoint PPT Presentation

Hospital Accountability Planning Submission 2014-2015 Education Session January 14, 2014

Agenda 1. Context 2. Alignment 3. HSAA Organization 4. Structure 5. Guiding Principles 6. HSAA Schedules Naming Convention 7. Summary of Changes to Guidelines, Forms and draft Schedules for 2014/2015 2

Agenda (cont’d) 8. Approach to Setting Planning Targets for 2014/15 9. Guidance for Report Submissions Process 10. HSAA Indicators 11. Timelines 12. Questions 3

Context Planning for 2014/2015 • The HSAA Template Agreement will be a multi-year agreement established through consultative stakeholder meetings between the LHINs, hospitals, the OHA and MOHLTC. The Schedules content will be negotiated annually. • Information collected through the Hospital Accountability Planning Submission (HAPS) and the supplemental report will be used to populate the H- SAA Schedules. Both the HAPS forms and the guidelines have been refreshed. • The HAPS and related draft Schedules will cover one fiscal year (FY 2014/15). 4

Context Planning for 2014/2015 (cont’d) • The government continues to implement Health System Funding Reform (HSFR), which supports system capacity planning and quality improvement through directly linking funding to patient outcomes. LHINs and the hospitals recognize that health system funding reform (HSFR) will impact the HSAA process. • Hospital funding has become unique to each individual hospital with the roll out of the Health Based Allocation Model and Quality Based Funding (QBP) and so “across the board” planning targets are no longer relevant or possible. 5

Context Planning for 2014/2015 (cont’d) • Hospitals are currently engaged in developing budgets to guide operations for fiscal 2014/15 as part of their organization’s fiduciary duty and hospital services will continue to be provided to patients according to the hospital’s internal plan and based on the hospital’s best assumptions. • There is great benefit for hospitals and LHINs to agree on performance expectations within a set of parameters that begins on day one of the fiscal year. The vehicle for this agreement is the HSAA. 6

Alignment with Health System Priorities Achieving the greatest efficiency MOHLTC: Minister’s Action Plan  Keeping Ontario Healthy  Faster Access to Stronger Family Health Care  Right Care, Right Time, Right Place LHINs: Pan-LHIN Health System Imperatives  Leading with Quality and Safety  Strengthening and Enhancing Access to Primary Care  Enhancing Coordination and Transitions of Care for Targeted Populations  Holding the Gains HSAA  Advancement of/alignment with the Minister’s Action Plan  Advancement of pan-LHIN health system imperatives  Advancement of /alignment with the LHIN’s IHSP 7

2013 8

HSAA Organizational Structure Creating an ownership framework Hospitals LHINs (OHA) HSAA Steering Committee Co-Chairs: Paul Huras, CEO SE LHIN Bill MacLeod, CEO MH LHIN Marian Walsh, CEO Bridgepoint HSAA Planning & Schedules HSAA Communications Group HSAA Indicators Work Group Work Group Elizabeth Carlton, Melissa Prokopy, OHA Co-Lead: Sherry Kennedy, SE LHIN Mark Brintnell, SW LHIN Louise Biggar and Tracy Lobo, LHINC Co-Lead: May Chang, MSH 9

HSAA Organizational Structure Creating an ownership framework (cont’d) • As in previous years, the HSAA Steering Committee was established to provide oversight and guidance to the current year’s consultation process. • The HSAA Planning & Schedules Work Group was co-led by Sherry Kennedy, Chief Operating Officer of the South East LHIN, and May Chang, Executive Vice President, Finance and Operations, Markham Stouffville Hospital. • Based on the HSAA Steering Committee’s planning assumptions, the core deliverables of the HSAA Planning & Schedules Work Group were to: prepare draft schedules and planning submission documents and produce related education materials. 10

HSAA P&S WG Guiding Principles Developing the HAPS materials • The deliverables of the Planning & Schedules Work Group were set with the following guiding principles in mind: 1. Practicality - Develop products that reflect our current reality and are easy to use/understand. 2. Emphasis on local within the provincial context - For planning targets, performance indicator targets and other health system changes. 3. Partnership Approach - Hospitals and LHINs should talk early and often in order to develop a mutually acceptable HSAA within the requisite timeline. 11

HSAA P&S WG Guiding Principles Developing the HAPS materials (cont’d) 4. Ensure alignment. All core HAPS/HSAA materials (Guidelines, Forms and Schedules), should align with one another. The Work Group will also strive for enhanced functionality whereby one form/schedule may be pre-populated by another where appropriate. 12

HAPS Guidelines Main differences between 2013/14 and 2014/15 • Reorganized/reordered some content to improve flow. • Streamlined content to remove duplication and commentary that was no longer necessary due to the maturation of the HAPS process over the years. • Updated the language to reflect HSFR, to reference more recent key documents, and added some minor clarification to wording to reflect feedback from the field and improve understanding. • Incorporated the new approach to setting planning targets. 13

Draft HSAA Schedules: Schedule A - Funding Allocation Main differences between 2013/14 and 2014/15 • Updated to reflect HSFR and nomenclature and some revenue categories reorganized. • Moved the funding summary to the top of the Schedule (includes the summary information from the detailed sections that follow it on the page). • Added new Quality Based Procedures for 2014/2015. • Summarized other funding not provided through the LHINs at the bottom of this Schedule. 14

Draft HSAA Schedules: Schedule B – Reporting Requirements Main differences between 2013/14 and 2014/15 • Updated reporting dates for the new term. • Separated MIS Trial Balance and the SRI/Supplemental Reporting on the form as the dates are different. • Extended the year-end reporting date to June 30 th to allow for completion of the annual audit. 15

Draft HSAA Schedules: Schedule C1 - Performance Indicators Main differences between 2013/14 and 2014/15 • Updated nomenclature to reflect changes in LHIN indicator terminology (i.e. from ‘accountability’ indicators to ‘performance’ indicators). • Aligned indicators with the Ministry LHIN Performance agreement (MLPA). • Removed indicators that could be monitored outside of the H-SAA. 16

Draft HSAA Schedules: Schedule C2 - Service Volumes Main differences between 2013/14 and 2014/15 • Updated terminology and reordered some line items. • Noted definitions/inclusions/exclusions within the Technical Specifications document. • Added new Quality Based Procedure volumes for 2014/15 (see Appendix 4). 17

Draft HSAA Schedules: Schedule C3 - LHIN Local indicators Main differences between 2013/14 and 2014/15 • Reformatted the template to be consistent with other Schedules. • Content remains to be negotiated locally. 18

Draft HSAA Schedules: Schedule C4 - PCOP Main differences between 2013/14 and 2014/15 • Removed Schedule. • Post construction operating plan funding and related performance requirements will be communicated through funding letter and become an addendum to the HSAA. 19

Draft HSAA Schedules: Schedule D - Declaration of Compliance Main differences between 2013/14 and 2014/15 • Removed reference to specific section (s. 10.3) of the HSAA. 20

Draft HSAA Schedules: Schedule E – Project Funding Agreement Template Main differences between 2013/14 and 2014/15 • Updated to reflect HSP “services” rather than “deliverables”. 21

Approach to Setting Planning Targets Premise: There is great benefit for hospitals and LHINs to agree on performance expectations within a set of parameters that begins on day one of the agreement year. Development Principles : • Work in partnership • Reflect local reality within the provincial context • Build on existing/current hospital budget efforts • Manage mutual risk • Leverage continuous quality improvement processes 22

Approach to Setting Planning Targets (cont’d) • Actual funding allocations are not available until well into any fiscal year and so setting planning target assumptions are necessary to develop and populate HAPS and Schedules. The HSAA Steering Committee has confirmed that the following is a practical and reasonable approach to this reality: • Leveraging and aligning with internal hospital budget processes : Hospitals will locally determine their best estimates for planning assumptions for global, HBAM, QBP, etc. (including an assumption for mitigation where applicable) for use in completing the HAPS and related schedules for 2014/15 using their current knowledge. 23