Transformation of the CSS, MH and Addiction Sectors using the MH Halton LHIN Investments Objective: Increase Capacity to Reduce Dependence on Institutions (LTC and Hospital Sector) Support Higher Need "at Risk" Seniors Increase funding Pre LHIN Description of Programs Year 1 to 3 ‐ Impact to Community due to Investments 2010/11 2007 ‐ 2008 2010 ‐ 2011 ($ M) Supportive Housing Supports for Daily Living (SDL) Focus on reducing LTC Needs 24/7; Focus on reducing LTC Needs 24/7; $11.7 Most Clients MAPLe 1,2s Integrated Approach; Mobile Capacity No 24/7 support Interaction with Hospitals and CCAC Limited integration with hospitals MAPLE 4, 5 Adult Day Services Adult Day Services 2.7 Most Clients MAPLe 1,2s Support more "at risk" Seniors; MAPLe 3+ ABI ABI 0.9 0 9 Residential with Community Outreach Outreach to Hospitals and LTCHs Respite Care Enhanced Respite Care 1.0 Aging at CSS Day ‐ to ‐ Day Caregiver Relief (High Needs) Home Stand ‐ alone Transportation 0.4 Services Strategy Integrated Transportation & 1.2 1.2 Home Making/Maintenance Home Making/Maintenance Integrated Home Making/Maintencance I t t d H M ki /M i t ER Wait Other CSS Programs (ie. Telephone Re ‐ 0.2 Time Other CSS Programs Assurance & Elder Abuse Support Program) Strategy 0.5 Palliative Care/ End of Life Care (Service Integrated Palliative Care Program (CSS) Maximums) 3.2 CCAC CCAC Palliative Care/ End of Life Care Palliative Care/ End of Life Care Integrated Palliative Care Program (CCAC) Integrated Palliative Care Program (CCAC) Enhanced Home Care; Intensive Case 7.5 Home Care Services Management LHIN Wide Concurrent Disorder Program ; MH&A 1.6 Mental Health And Addictions Programs Focus on ED Reduction Geriatric Mental Health Outreach Expansion ‐ 1.1 Geriatric Mental Outreach LHIN Wide $32.0 INCREASE $ Silos ‐‐‐‐‐‐‐ Integrated Approach
MH LHIN MH LHIN Excellent Care for All Update MH LHIN Community Support and Mental Health and Addiction Services Quarterly Sector Meeting December 10, 2010 33
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The pursuit of quality - not by chance, but by design Quality is a core business strategy Leadership Engaged workforce Focus on patient first Alignment of aims, measures & activities Innovation, design & redesign of services g g Capability for improvement Incentives & accountability Information technology & gy meaningful measurement Integration of services across levels of care, sites & disciplines 35
Organization vs. system competencies Organization Quality is a core business strategy System Leadership Engaged workforce Focus on patient first Alignment of aims measures & activities Alignment of aims, measures & activities Innovation, design & redesign of services Capability for improvement Incentives & accountability Information technology & meaningful measurement measurement Integration of services across levels of 36 care, sites & disciplines
The Excellent Care for All Strategy Organization: g Create an enduring organizational focus on quality focus on quality and its continuous improvement. System: Create the basic environmental conditions that Create the basic environmental conditions that support, enable and compel quality 37 improvement.
The Excellent Care for All Strategy 1 . Organization � The Excellent Care for All Act, 2010 (Bill 46) • ECFFA became law on June 8th, 2010 • Establishes a number of requirements for health care organizations, starting first with hospitals 2. System � Foundational elements • Expanded mandate and capacity of the Ontario Health Quality Council • Shift to patient-based payment for hospital services � Near-term initiatives • Evidence-based changes to select OHIP insured services • Quality improvement initiatives targeting readmission reduction 38
Key components of ECFAA Require health care organizations, starting first with hospitals , to: q g , g p , • Establish quality committees of the board • Develop and make publicly available annual quality improvement plans � Prototyping of QIP template led by Drs. Bob Howard (CEO, St. Michael’s) and Terry Sullivan (CEO, Cancer Care Ontario) • • Ensure that executive compensation is tied to success of quality improvement plan Ensure that executive compensation is tied to success of quality improvement plan • Carry out patient, client, and caregiver surveys • Carry out employee / care provider surveys Carry out employee / care provider surveys • Have a patient relations process • Have a patient declaration of values 39
Complementary changes to PHA • Strengthened critical incident disclosure and reporting requirements • Alignment of governance related quality: MAC, Quality Committee and Board • Hospital Governance Consultations in progress, involving OHA, OMA and RNAO 40
ECFAA Timelines for Hospitals Jun. 8, 2010 Dec. 2010 Jan. 2011 Apr. 2011 Jun. 2011 Apr. 2012 Apr 2011 Jun 2011 Apr 2012 Jun. 8, 2010 Dec. 2010 Jan. 2011 Apr. 2011 J 8 2010 D 2010 J 2011 A 2011 Jun. 2011 Apr. 2012 J 2011 A 2012 Quality Patient Legislation Public consultation Staff Framework for committee surveying received royal for declaration of QIP to field surveying regulation l ti initiated i iti t d assent values* (Dec. ‘10) initiated ( Jan. ’11) (Jan. 1 ’11 ) (Apr. 1 ’11) (Apr. 1 ’12) Post Quality Make declaration ECFAA IWG to communicate compliance requirements Improvement of values available and recommendations for all components of legislation and recommendations for all components of legislation Plan for 2011/12 Plan for 2011/12 to the public* t th bli * (Apr. 1 ’11) (Jun ’11) To be defined by Performance Implement patient ECFAA IWG based relations process relations process compensation compensation that reflects Responsibility of plan in place (Apr. declaration of values hospital in LEGEND 1 ’11) compliance with ECFAA IWG to communicate best practice recommendations and ECFAA provide toolkits/training * Applies to hospitals where * Applies to hospitals where process not currently in place
Expanded role of the Ontario Health Quality Council • Current functions • Monitor and publicly report on system performance • Support quality improvement • N New functions f ti • Promote evidence-based care: � Recommendations on standards of care based on clinical practice guidelines and protocols p � Corresponding recommendations on funding for health care services and medical devices • Quality improvement plans: � Province wide comparison of and reporting on quality indicators associated with QIPs � Province-wide comparison of and reporting on quality indicators associated with QIPs submitted by health care organizations • Expansion phase to begin in early 2011 • Dr. Terry Sullivan appointed to develop expansion plan y 42
Building Quality into Payment An emerging g g Australia: 3% reduction in adverse events among complex patients focus on England: Introduction of ‘Best Practice Tariffs’ based on costs of clinical Germany 2005 best practice treatment for a patient condition quality and meline France 2004 United States: Associated with decreases in mortality; non-payment evidence- policies for never events England 2003 based care based care Adoption Tim Denmark 2000 Norway: 40% reduction in wait times over 2 years Improving Japan 1998 Denmark: 17% reduction in wait times one year after implementation Finland access and Payment A Ontario (Wait Time Strategy): Reduced 90th percentile wait times for Ontario (Wait Time Strategy): Reduced 90th percentile wait times for reducing Norway hip replacement from 351 to 153 days, knee replacement from 440 to 184 1997 wait times Spain days 1995 Italy 1993 1993 Australia A t li tient-based United States: 14.1% decrease in cost per admission, 2.4% reduction in overall system costs over 4 years; 6.7% decrease in average LOS) Emphasis 1992 Sweden Australia (Victoria): Up to 25% reduction in cost per admission over 5 on cost years containment Sweden (Stockholm): 1% reduction in total costs 1983 1983 U it d St t United States Pat 43
The (Long) Journey Ahead Months M th Y Years M Many Years Y stones Excellent Care for All Act Excellent Care for All Act expanded beyond hospitals implemented by all hospitals through regulation ons/Miles Initial roll-out of patient-based I iti l ll t f ti t b d payment policy Patient- Funding for patient episode across the care continuum Centered Care Expanded OHQC operational Across Launch of provincial initiatives to Providers form networks to Continuum Actio improve transitions in care improve transitions in care organize and deliver care organize and deliver care Culture of across continuum Quality and Its Continuous Compliance with ECFAA Measureable improvements Improvement across a range of quality/safety Initial set of system enablers in indicators indicators S Sustainable t i bl place l Results Healthcare Quality counts – strong business System case for quality within organizations / across organizations 44
Thank You 45
MHLHIN MHLHIN Financial Update P Paulette Zulianello, l Z li ll Senior Lead Funding and Allocation Senior Lead, Funding and Allocation
Finance Update � 2009/10 CAPS forms updated � Q2 CAT - finance review and performance review in progress � In-Year Surplus Recovery-Dec 20
Finance Update � Q3 - MIS due January 31, 2011 � Q3 - CAT – due February 7/11 (Supplementary reporting for Initiatives same due date) � CAPS 2011-2013 - available on WERS Jan 4, 2011
Finance Update SRI – SELF REPORTING INITIATIVE � Replace WERS (with minimal changes) � IBM –off the shelf software solution (FileNet Business Process Manager Suite) � Target launch date March 31, 2011
Finance Update � Target launch date March 31, 2011 � All WERS data will be migrated and stored on the Ministry � All WERS data will be migrated and stored on the Ministry Infrastructure � SRI advisory working group � Training to begin April 2011 � Future integration with existing systems
Finance Update � sri@ontario.ca � George Parselius - Nucleus Housing � HRIS � Testimonial
i l HRIS – Testimonial Accountant Nucleus George Parselias ti HRIS T
15 Minutes Break!
Mi Mississauga Halton Falls i H lt F ll Prevention Initiative Prevention Initiative Friday, December 10th, 2010 CSS/MH&A HSP Quarterly Meeting Priti Patel, Senior Lead, Health System Development
H How it began… it b • High rate of falls and fall related injuries visits to emergency rooms and subsequent hospital admissions. • Average length of hospital stay for a fall injury was longer. g • Received funding through the Emergency Department Support Fund to develop a regional falls prevention framework / strategy framework / strategy. • Worked together for a year to develop a framework for falls prevention in Mississauga Halton and a companion resource guide. id • Purpose of the framework is to guide, inform and connect efforts across an integrated continuum of g services.
Framework for Falls Prevention in Mississauga H lt Halton • Provides a consistent reference point • Documents a common commitment • Guides efforts for cross-sectoral collaboration • Comprehensive p • Client-focused • Evidence Informed (based on universal best practice E’s of injury prevention) E s of injury prevention)
G Goal l • Reduce falls and falls related injuries in seniors. • Reduce the rate of emergency department visits, hospitalizations and long term care admissions among seniors in the Mississauga Halton LHIN. g
Mississauga Halton F ll P Falls Prevention Initiative Steering Committee ti I iti ti St i C itt • Purpose: Guide the implementation of the Mississauga Halton Fall Prevention Framework for older adults. • Responsibilities : Facilitate and inform the enhancement and implementation of fall prevention p p activities and strategies across the continuum of care in the Mississauga Halton LHIN catchment area. • • Cross sectoral representation: Long Term Care Homes Cross-sectoral representation: Long-Term Care Homes, Hospitals, CSS, CCAC, Supportive Housing, Public Health Units, private agencies, provincial organizations and MH LHIN. d MH LHIN
A i Aging at Home (AAH) Initiatives t H (AAH) I iti ti • Expansion of the Outpatient Falls Prevention Clinic at CVH (2008/09) • Implementation of Home Support Exercise Program ( (2008/09) ) • Older Adult Specialist Certification (2008/09) • Mississauga Halton Falls Prevention Coordinator (2008/09) (2008/09) • Creation of Falls Prevention Clinics at HHS and THC (2009/10)
Outpatient Falls Prevention Clinics “Strong and Steady” “St d St d ” • Goals: • Improve strengthen and balance I t th d b l • Learn ways to make their homes safer • Determine risk of having a fall • Learn ways to protect themselves • Learn ways to protect themselves • All three hospitals have a similar program and use the same name/brochure. • • Includes assessment by a geriatrician and/or a nurse Includes assessment by a geriatrician and/or a nurse practitioner and a physiotherapist, exercise circuit, education and physical activity plan at discharge. • • Program runs two hours twice a week for 6 weeks Program runs two hours twice a week for 6 weeks. • Clients return after 3 months to check on progress. • Referral – family doctor.
“St “Strong and Steady” Outcomes d St d ” O t • 274 clients have participated in the program (as of September 2010) • In 2009/10, there was an 82% decrease in the mean number of falls. • 6 months before the program there were a total of 39 ER visits, after the program, 3 visits to the ER (2009/10) (2009/10).
H Home Support Exercise Program S t E i P • 10 simple exercises for frail seniors to enhance and maintain functional fitness, mobility, balance and independence. • Designed to be implemented by PSWs. g p y • Movement to Adult Day Programs – very successful! • 38 HSEP Facilitators Trained • • 338 Trained in HSEP (172 PSWs and 166 volunteers) 338 Trained in HSEP (172 PSWs and 166 volunteers) • 724 Clients receiving HSEP
Building Capacity of Recreation Sector Older Adult Specialist Certification Old Ad lt S i li t C tifi ti • Build the capacity of the fitness sector to contribute to falls prevention. • • 20 leaders trained across our LHIN (one-time AAH funding). 20 leaders trained across our LHIN (one-time AAH funding) • Sector continues to train fitness leaders – 40 trained. • City of Mississauga plans to develop a policy that all fitness leaders will be required to have the certification. • HSEP being integrated into current programming at fitness centres and seniors centres • Mississauga Parks and Recreation with THC developed “Stronger and Steadier for graduates of falls prevention clinics Steadier” for graduates of falls prevention clinics – one site operating; one site operating; second site in development with CVH • Active Halton hosted falls prevention training for fitness leaders in Milton – 20 leaders attended. • $54 000 f $54,000 from Healthy Communities Fund to develop the Older Adult H lth C iti F d t d l th Old Ad lt Awareness Training Support Program - a master training program that will provide activity leaders and volunteers with knowledge, skills and resources to better serve older adults in a recreational setting. g
O t Outcome Highlights Hi hli ht • 10 Organizations currently offering the HSEP to Seniors in the community • • Parks and Recreation working to train all staff in the HSEP and Older Parks and Recreation working to train all staff in the HSEP, and Older Adult Specialist Course • Hospitals within our LHIN working together to promote and deliver Falls Prevention Programs • Presentations in the community and provincially • Falls Prevention E-news • Evaluation framework in development • Falls Prevention community of practice (SHRTN) – application accepted! Falls Prevention community of practice (SHRTN) application accepted! • Actively pursuing funding for a communication plan & website • Many organizations recruited to work on falls prevention • Seniors for Seniors trains all staff in the HSEP. • Adult Day Programs routinely screen for falls. Ad lt D P ti l f f ll • CVH and THC working on internal falls prevention strategies.
Mississauga Halton Falls Prevention C Coordinator di t • Monica Marquis BScHE CHES • 647-290-0235 • mmarquis@cvh.on.ca
Senior Friendly Care In Mississauga Halton Local Health Integration Network (LHIN) Friday, December 10 th , 2010 CSS/MH&A HSP Quarterly Meeting CSS/MH&A HSP Quarterly Meeting
Vision Vision
The Challenge The Challenge • Seniors are three times more likely to be hospitalised and their length of stay is significantly longer than younger g y g y g y g patients • 1/3 of frail seniors lose independent function while in hospital (and 1/2 of these seniors are unable to ever recover what (and 1/2 of these seniors are unable to ever recover what function they lost) • Loss of functional ability as a result of hospitalization can easily result in unintended complications, delay transition out of hospital, or even prevent a successful return to the community that might otherwise have been achieved. y g • Hospital environments were not designed to meet the current needs and expectations of our growing and diverse aging population population.
Goals of a Senior Friendly Hospital Goals of a Senior Friendly Hospital • Patient / family • Minimize risk improve safety Minimize risk, improve safety • Maximize functional ability, improve outcomes • Improve care experience & satisfaction • Staff Staff • Enabled to deliver best practice • Improve satisfaction • Hospital Strategic Alignment • Improve quality • Reduce adverse events & iatrogenic complications Reduce adverse events & iatrogenic complications • Improve capacity for independent living • Reduce LOS and readmissions • Align with ECFAA g
What is a Senior Friendly Hospital? y Regional Geriatric Program (RGP) Senior Friendly Hospital Framework Senior Friendly Hospital Framework Emotional & Ethics in Processes of Organizational Physical Behavioural Clinical Care & Care Support Environment Environment Research What we do How Who Why Where
Framework: Organizational Support Framework: Organizational Support • Leadership at the highest levels of the organization demonstrate commitment to the change process for demonstrate commitment to the change process for senior friendly care
Framework: Processes of Care Framework: Processes of Care • Processes of care become enablers for providers to deliver the most up- for providers to deliver the most up to-date care to seniors possible • Evidence-based or best-practice guidelines adapted to the needs of specific organizations • C Concise, easily understood and i il d t d d conveniently accessible
Framework: Emotional and Behavioural Environment Framework: Emotional and Behavioural Environment • Promote a more respectful and engaging level of involvement of older persons and level of involvement of older persons and their families in health care decision- making through program planning and communication strategies communication strategies • Mitigate negative effects of ageism and the combination of unfamiliarity of hospital the combination of unfamiliarity of hospital environment and traditional communication structure with health care providers providers
Framework: Ethics in Clinical Care & Research Framework: Ethics in Clinical Care & Research • A thoughtful and consistent approach to the ethical dimensions of health care delivery for older patients at dimensions of health care delivery for older patients at all levels, from systems planning to the bedside • Policies to address ethical dilemmas that arise daily in clinical decision-making due to the complexity of competency and end-of-life issues related to care of the elderly elderly
Framework: Physical Environment Framework: Physical Environment • Consider the capacities of elderly patients and visitors in the physical patients and visitors in the physical environment of the hospital • Environmental audits designed based on a comprehensive literature review of senior friendly design guidelines to inform capital construction and inform capital construction and accessibility planning
Priti Patel, Senior Lead, Health System Development, Mississauga Halton LHIN Contacts Contacts •
MSAA Update MSAA Update Angela Jacobs
MSAA Steering Committee
MSAA Steering Committee
MSAA • 3-year agreement 2011-14 • CAPS Guidelines, CAPS Forms and CAPS User Guide have been prepared and just approved have been prepared and just approved • Indicator Working Group has just received approval for the MSAA Indicators • CAPS Training Session for involved LHIN staff will take CAPS T i i S i f i l d LHIN t ff ill t k place on Dec 9 th with training for HSPs to happen in early January (if required). y y ( q ) • More information coming early next week
Metamorphosis Strategic Plan Ray Applebaum & Lorena Smith Ray Applebaum & Lorena Smith Members of Metamorphosis Leadership Team Members of Metamorphosis Leadership Team
Metamorphosis B ildi Building your Community Health network, C it H lth t k Neighbourhood by Neighbourhood Strategic Plan Prepared by Metamorphosis Leadership Team August 2010 August 2010
Metamorphosis Strategic Plan June 2010 June 2010 Facilitated by The Desk Consulting Group Inc. Solutions for Strategic Questions Metamorphosis is a collaborative forum of community based health service providers working together to achieve knowledge transfer, system integration and shared planning with other sectors of the health system. For additional details on the network, contact: Angela Brewer, RN MBA Chair Metamorphosis Network Email: abrewer@acclaimhealth.ca Phone: 905-827-3390
Table of Contents • Introduction • Community and Services Factors • • Leadership Team Funding and Policy Factors • • About the Strategic Planning Process Our Strategic Directions • Purpose of the Network • Milestones - Three Year Outlook • • O Mi Our Mission i I Implementing the Strategic Plan l ti th St t i Pl • • Our Vision Summary • • Our Values Our Values • • Appendix 1: Milestone Chart Appendix 1: Milestone Chart • Value Proposition • Understanding The Current Situation Understanding The Current Situation
Introduction Metamorphosis is an independent network of community support service providers and health system partners partners. The network strategic plan guides the organization for the time period April 1, 2010 to March The network strategic plan guides the organization for the time period April 1 2010 to March 31, 2014. Leadership Team The Metamorphosis Leadership consists of the following individuals.
• About the Strategic Planning Process • The network strategic planning process consists of three steps. The first step involves creating a shard purpose for the network by clarify the mission, vision and supporting values. The second step is a common understanding of events y y , pp g p g that impact the network and are of importance to the members. The third and final steps in the development of shared actions the network can take collectively. Figure 1 illustrates the three major phases of the Strategic Planning Process Figure 1 - Four Phases of Network Strategic Planning Process
Purpose of the Network • The purpose consists of four statements that define the mission, vision, values and the value proposition of the network. They outline why the network exists, its desired future and principles by which it operates on a y daily basis. • Figure 2 illustrates the four keys to the purpose of Metamorphosis
Our Mission • A collaborative forum of community based health service providers working A collaborative forum of community based health service providers working together to achieve knowledge transfer, system integration and shared planning with other sectors of the health system. Our Vision Our Vision • A network of health service providers sharing their expertise and knowledge to support the health and well-being of individuals in the community to support the health and well-being of individuals in the community. Our Values • The values of the network represent the basic ground rules used by the network to support meetings, design projects and resolve emerging issues of interest.
The values of the network are as follows: • Objective – We remain open to look at the objective data to support dialogue, learning and opportunities for change change. • Neutral – We are a neutral network designed to support open and honest dialogue with all of the partners. • Proactive – We seek and anticipate emerging opportunities to enable members to serve their clients. • Collaborative Planning – We support and foster planning that encourages active participation by the people involved both in receiving service and providing service. • Engaging – We support and encourage all members to engage and participate in the work of the network. • Inclusive – We support and encourage the participation of Health System Partners in the work of the network Inclusive We support and encourage the participation of Health System Partners in the work of the network related to the health and well being of the community. • Evidence Based Planning – We support the use of an evidence based approach to planning at all times in the work of the network.
Value Proposition • The value proposition outlines the unique value that Metamorphosis brings to the network participants. As a network member, you can use the information and tools you obtain through our events, newsletters and various activities to build relationships and improve your ability to service clients. Being part of the network puts you directly in touch with key decision makers (volunteers and y y ( staff) of other organizations, funders and decision makers in the community.
Understanding The Current Situation • In crafting strategic directions for the network, a series of key documents were used as key reference points. This section highlights the type of documents and activities that continue to play an important role in developing long term strategy for the highlights the type of documents and activities that continue to play an important role in developing long term strategy for the network. Figure 2 illustrate the two sources of information that impact the ongoing of the network. The requirements of the community and the factors of how to provide services is constantly being balanced with the emerging requirements and policy directions of funders. Figure 2 - Balancing Funding, Policy Community and Service Factors The following is summary of the key documents that continue to impact and play a role in the ongoing work of the network.
Community and Service Factors 1. 1. Shifting Demographics of the Community Shifting Demographics of the Community • The communities of the two LHINs are very diverse. There is a wealth of information on the demographics and health needs of the communities. The sources include, but are not limited to: � LHIN Demographic Profile of the Communities � Regional Municipalities � Public Health Departments Public Health Departments � Social Planning Councils � Alternative Level of Care and Emergency Room Priorities as set out the government � Seniors seen as persons non grates in the health care system � The documents can be found through a website search of the above mentioned organizations or upon request of the sponsoring agency. 2. Emerging Research on the Work of Community Support Services • Research is an important element in the work of the network. Working in partnership with Universities, research continues to provide the necessary evidence to support the ongoing changes and improvement in services provided in the community. Research data and research activities are found in any number of the following sources: � Partnership projects with the Universities, such as the Balance of Care Project with the University of Toronto. � Supportive Housing with Ryerson University Ontario Health Quality Council 2006 1 st Year Report Presentation � y p � SHRTN � Other Sector Research – Ontario Federation of MHA, Ontario CHC � Emerging research reports on seniors such as epidemiological data from Peel Public Health • The support documents on current research and projects can be found through the supporting partner’s websites and public documents.
Funding and Policy Factors • The Local Health Integration Network and the work of the Ontario Quality Council provide two solid sources of information that impact the vision and ongoing work of the Metamorphosis Network vision and ongoing work of the Metamorphosis Network. 3. Local Health Integration Network (LHIN) • The Mississauga Halton LHIN and the Central LHIN provide local health planning and funding for members of the Metamorphosis Network. Both organizations have a comprehensive multi-year planning document and they have formal relationships with members through a Mutli- Sector Acco ntabilit Agreement Sector Accountability Agreement. • The LHIN ISHP plans are current and provide overall direction for the respective links for the next two year. • The current Mutli-sector Accountability Agreements are due to expire on March 31, 2010. The LHIN IHSP and supporting Accountability Agreement materials can be found on the LHIN website. • • Reference information on the LHINs can be found online at http://www lhins on ca Reference information on the LHINs can be found online at http://www.lhins.on.ca 4. Ontario Health Quality Council • The Ontario Health Quality Council is responsible under the Commitment to the Future of Medicare Act care out a variety of tasks related to monitoring and reporting on the quality of health care in Ontario. An important aspect of their work is the annual report provided to the Minister of Health on the state of health care system in Ontario Minister of Health on the state of health care system in Ontario. • The Council provides a comprehensive report on the status of the work undertaken by LHINs on annual basis. • To learn more about the LHIN Analysis Report, visit the Ontario Health Quality Council website.
Our Strategic Direction • The power of the Network is its ability to continually meet the needs of the members and be a creative group in support meaningful change in the design and delivery of health care services in the community. The network identified four strategic directions to guide its ongoing work for the membership Figure The following is a summary of the four strategic directions and measureable results to be achieved. Figure 3 - Strategic Directions
1. Governance Leadership Model • It is important that the network is a model that supports ongoing engagement of community partners in the overall health care process. Our governance leadership model is responsive to the needs of the network partners. Measureable results will include: � Written roles and responsibilities clearly defined and shared with the network � Formal Communication process � Strong Governance Team � Viewed by those outside the group as a creditable group e ed by t ose outs de t e g oup as a c ed tab e g oup � Financial accountability � Strategic Plan in place and list of accomplishments � Plan to bring people and organizations on board 2. System Engagement • Metamorphosis provides a forum to discuss, identify, and brainstorm solutions to issues and topics of common interest to members that impact an organization’s ability to provide services in the community. Measureable results will include: � Community Support Services is an integral part of the health care system � � Th The network is: t k i consulted prior to decision making o an integral part of the IHSP implementation process o a valued partner with provincial associations o � The accountability process is clearly defined � Well defined formal linkages with other networks/ collectives within the LHINs. g
3. Communication and Knowledge Transfer • It is important that the network is the neutral round table that supports dialogue, learning and sharing of information related to health care and community support services in the community. Measureable results will include: � Small agencies will feel involved and valued � Linkage between organizations e.g., SHRTN, LHINs, OHQC Strong peer to peer network 4. Quality Organizations • The network is the repository of excellent and documented information on the effective benefits of working together as a network to provide services in the community. Our work will include Front Line Service delivery, Back Office a network to provide services in the community Our work will include Front Line Service delivery Back Office Efficiency and Performance Improvement results to ensure services to clients remain the centre of network projects and activities. Measureable results will include: CSS Portal CSS Portal � Methods to best utilized the CSS Portal Performance Improvement � Shared Strategies to support agencies completing their first Accreditation � Sharing best practices
Milestones - Three Year Outlook • • Metamorphosis established the following measureable results for each of the areas of focus for Metamorphosis established the following measureable results for each of the areas of focus for the next three to five year period. Figure 4 contains the direction on the left and measureable results in the arrow.
Implementing the Strategic Plan • The implementation process for the strategic plan will consist of p p g p the following steps: � Creating a work plan in support of the Directions and the identified Measureable Results � Identification of working groups to address each area of focus. � Each group will identify a work plan for the current year. g p y p y � Sharing of the work plan with the network prior to implementation. � Implementation of the work plan with updates to the network. � Annual report on the identified results to the network.
Summary • The strategic plan for Metamorphosis is a living document. Each year, at the bi-annual conference, the plan will be reviewed and updated by the network to ensure the plan is reviewed and updated by the network to ensure the plan is current at all times. The plan will serve as guide to ensure the work of the network continues to meet the needs of the network participants on an ongoing basis. Angela Brewer Sandy Milakovic Sandy Milakovic Co – Chairs, Metamorphosis Leadership Committee Facilitated by The Desk Consulting Group Inc. Solutions for Strategic Questions
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