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Engaging Your Stakeholders Leading Change Through Data

Engaging Your Stakeholders Leading Change Through Data. Lyn Linton – Executive Director, Gateway CHC Laura Cassidy – Data Management Coordinator, Gateway CHC Jamie Maskill – RDSS Eastern Region. Focus of Presentation.

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Engaging Your Stakeholders Leading Change Through Data

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  1. Engaging Your StakeholdersLeading Change Through Data Lyn Linton – Executive Director, Gateway CHC Laura Cassidy – Data Management Coordinator, Gateway CHC Jamie Maskill – RDSS Eastern Region

  2. Focus of Presentation • Establishing a culture and framework for self assessment, strategic learning & decentralized accountability • Leadership in Information Management – The Role of the DMC • Communities of Practice and Leveraging knowledge/expertise/resources through external collaboration

  3. Create a Positive Learning Culture • Authority driven • Short term view • Narrow view • Internal competition • Unstructured, individual problem solving • Re-work • Ambiguous requirements • Problem centered • Acceptance of the status quo • Power at the top • Intuitive – assumption based thinking • Individual approach • Consensus Driven • Long term view • Participative view • Cooperation • Disciplined, participative group problem solving • Right the first time • Systematic Approach • Visionary • Everyone committed to CQI • Power Shared by everybody • Analytical / fact based • Team Approach

  4. Creating an Environment for Strategic Learning • Create Synergy - Shift from Traditional Management to Coaching & Mentoring • Link Strategic Goals to Change • Management Initiatives 3. Define Performance Management Expectations 4. Sustain a culture committed to knowledge transfer 5. Gain Cross Organizational Buy In - Engage providers – promote collaborative functioning & integrated thinking 6. Dedicate Resources & Time 7. Implement a quality system process for collecting meaningful data and analyzing performance management

  5. ??? Be In SYNC with your Environment

  6. Communication….. Its Just Not This Simple This is scary I actually understand what she is thinking !

  7. Strategic Learning Cycle Learn Generate insight into changing environment & learn from own actions. Strategy Creation Execute Implement the strategy & experiment with new ideas. Focus Make strategic choices. Strategy Implementation Align Align organization behind strategic focus. Source: Pietersen WG. 2004. Strategic Learning: A leadership process for creating and implementing breakthrough strategies.

  8. Key Questions for an Organization What are we doing at the present time? Are we doing the right things? Are we doing the right thingswell? How do we demonstrate toourselves and others how well we’re doing?

  9. Role of the DMC Regional Groups focused on data collection i.e. CDPM Executive Directors CHC Providers Managers RDSS *Leadership* Provincial Committees i.e. PMC Health Promoters/ Health Planners Regional CHC Groups i.e. Eastern region Internal CHC Committees i.e. Data Management/ECR Other DMC’s/IT Finance Managers LHIN’s

  10. Understand your Environment • Provincial • -e-health Ontario, AOHC, • Complexity of Care • Regional • Consortium, Panel Size Study,Regional CHC’s group • LHIN-IHSP, Cross-sectoral, CHC’s, SEISUG • Community –Strategic Plan • CHC data – activity behind the number

  11. Internal DMC Responsibilities • *Gatekeeper of Information* • Data Management Committee • Engage Providers in data analysis and decision-making • Communicate provincial and regional updates • Gain input into process to CQI • ECR/ IT/ Education • Cross-functionality • Learning Styles • Work Instructions • Relationships with stakeholders/providers • MSAA, CDPM, Reporting Tools

  12. External DMC Responsibilities • South East Information User Group • Focused on collecting, analyzing and reporting CHC indicators across the South East CHC’s • Liaise with other regional groups in the South East LHIN to assist with data collection i.e. CDPM Committee, South East LHIN • Eastern Region Information User Group • South East LHIN IT Group • Eastern Region Consortium • Participating in Panel Study, 3NAA, Complexity of Care • REPORTING… • PMR Report, MSAA, CAPS, Provider Caseload Reports, Client Satisfaction Survey, Balanced Scorecard • Prioritize projects and strategies

  13. Six Fatal Mistakes in Performance Management • We over-complicate • Measure too much and make too many course corrections • We measure the wrong things • Volume versus value (output vs outcome) • We don’t engage stakeholders or stakeholders don’t want to be involved • Top-down versus bottom-up • Supporting Misalignment • Perpetuating siloed thinking • We only go half-way • Performance reporting to performance learning and improvement • We fail to create spread • Institutionalizing performance management Source: Baum K. 2006. The Six Fatal Mistakes: What to Avoid When Implementing a Performance Management Initiative. www.incentergy.com

  14. GCHC Formal Committee Structure • Standing Committees are established for the purpose of ongoing planning, decision making and evaluation. They meet on a regular basis. • Examples: • Data Management Committee • Clinical Committee • Occupational Health & Safety • Adhoc Committees are established to address specific work projects. They meet at the call of the Chair and may or may not be time limited. • Examples: • Client satisfaction survey • Emergency Preparation • BHO Information flows from the bottom up through committee structure and vise-versa.

  15. Performance Management Framework Source: Turning Point. 2003. From Silos to Systems: Using Performance Management to Improve the Public’s Health.

  16. Performance Management Tool

  17. Performance Management Tool

  18. Performance Management Tool

  19. Performance Management Tool

  20. Performance Management Framework Source: Turning Point. 2003. From Silos to Systems: Using Performance Management to Improve the Public’s Health.

  21. Provincial Perspective

  22. New Provincial Structure

  23. New provincial structure To facilitate strategic focus, alignment and defined areas of responsibility Performance Management Committee Expanded mandate with links to MOHLTC, LHINs, OHQC, CIHI,QIIP Focus on development, standardization, MSAA, quality improvement and supporting information systems improvements MSAA Working Group Represent CHCs interest in MSAA templates and schedules Connect with MSAA-CHC Consultation Team Oversee any additions/revisions to MSAA Provincial Focus

  24. Clinical Team Accountability Development of MSAA indicators to replace incentive system Complexity of Care provincial study Panel Size provincial study Data Quality SC Data quality assessment tools and frameworks Data Entry Standards Data entry manuals and online sharepoint site development Results-Based Logic Model Task Team Newly revised RBLM Development of revised Evaluation Framework Provincial Focus

  25. Indicator Development SC Revisions to MSAA 2009 definitions MSAA Developmental Indicators Community Initiatives Projects Online, searchable CI Inventory Web-Enabled CI Evaluation and Reporting System CHC MIS/OHRS Advisory Working Group CHC OHRS Chapter Development CHC Advisory Working Group, Steering Committee and MOHLTC Project Team New financial and HR reporting system Should allow for proper activity-based costing (will impact MSAA developmental indicators) Provincial Focus

  26. Provincial Performance Management

  27. Regional Perspective

  28. Provincial to Regional Focus Provincial Work Communication Flow Regional and Organizational Level Work Cross-Sectoral Decision Support Committees Regional EDs Network Individual LHINs Regional Data Consortium (RDC) Regional User Groups RDC Working Group Individual CHCs Individual Centres’ projects RDC Data Quality SWG Provider Working Groups Provider Working Groups Provider Working Groups Other CHC/Provider Working Groups

  29. Multiple Levels of investment CHC-Level LHIN-Level Local-Level Regional-Level Provincial-Level Communication can be facilitated through Communities of Practice, Networks and Network linkages Aligning Focus and Developing Economies of Scale Communication must flow between all levels to maintain alignment and strategic focus

  30. Areas of Concentration: Standardized Regional Indicator Framework & Regular Regional Comparative Reports Data Quality Improvement New Indicator Development Query Development Professional Development Quality Improvement Cross-Sectoral Decision Support Strategy Development Cross-Sectoral Decision Support Training Regional CollaborationExamples from the East

  31. Regional Communities of PracticeA Few Examples from the East

  32. Discussion

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