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Toronto Central LHIN Strategic Plan

Toronto Central LHIN Strategic Plan. Driving system improvements to achieve better outcomes for people and communities. TC LHIN’s Progress. TC LHIN Strategic Plan. We are here.

zachery-valentine
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Toronto Central LHIN Strategic Plan

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  1. Toronto Central LHIN Strategic Plan Driving system improvements to achieve better outcomes for people and communities

  2. TC LHIN’s Progress TC LHIN Strategic Plan We are here Driving Excellent Care for All / changing system culture / driving system sustainability / optimizing internal capacity IHSP -2 TC LHIN Progress Aligning, integrating services to improve access / initiating LHIN-level Excellent Care for All initiatives / beginning culture shift / beginning to optimize internal capacity IHSP 1 • Sizing the problem • Disease prevalence • Population profile • Provider and community perspectives on issues Time

  3. TC LHIN Strategy 2011/12 - 2013/14 – At a Glance People have more and easier access to services across the system; services are more efficient and sustainable Aim Drive sustainable system improvements to achieve better outcomes for people and communities Who We Serve Patient/Client/Caregiver The Health System Our People Our Communities Every person receives quality care Organizational Capacity is Optimized Goal Strategies • Drive Excellent Care for All • Quality • Equity • System Capacity and Planning • Improve Access to and Efficiency of Services • ER/ALC • Mental Health and Addictions • Diabetes • Value and Affordability Lead Provincial and Cross-LHIN System Improvement Optimize Internal Capacity Indicators Indicators for Integrated Health Services Plan – 2 priorities • Indicators for TC LHIN-led provincial initiatives including: • Senior Friendly Hospital • Resource Matching and Referral • Indicators for: • Business Intelligence • Knowledge management • Business continuity • Customer database • LHIN Shared Services and LHIN Collaborative • System and sector • indicators for: • Quality • Equity • System Capacity

  4. The Singular Goal of Excellent Care for All To re-orient the health care system around people and communities

  5. Every person receives quality care Strategies • Drive Excellent Care for All • Quality • Engage communities to select indicators, by system and sector, and determine priorities and actions. • Equity • Engage communities to set priorities, indicators and actions. • System Planning and Capacity • Improve quality, equity and sustainability by: • driving system integration and efficiency • influencing health and community services integration and efficiency Indicators • # of HSPs adopt quality indicators • Reduction in % ALC days for long-stay • Reduce 30-day readmissions • Decreased hospital length of stays • % reduction in costs related integration

  6. Quality – Initial Deliverables • Select Quality indicators consistent with Ontario Health Quality Council that TC LHIN can drive • Break down indicators by sector • Include indicators in accountability agreements • Drive implementation of key LHIN Quality initiatives • i.e., Seniors Friendly Hospital • Identify new high priority LHIN-level Quality initiatives and implement • Caregiver support?

  7. Equity – Initial Deliverables • Establish Equity indicators for system, by sector • Include indicators and obligations in Accountability Agreements, starting with hospitals • Select priority Equity initiatives for TC LHIN and implement

  8. Excellent Care for All - Draft High Level Development Plan • Q4 Deliverables • Excellent Care for All • Quality indicators in 12/13 accountability agreements for all sectors • Q3 Deliverables • Excellent Care for All • Set sector specific quality and equity indicators • Hospital-specific equity indicator in H-SAAs • Begin implementation of new LHIN-level quality and equity initiatives • Q1 Deliverables • Excellent Care for All • Vent, MHA, rehab/CCC patients transitioned • Begin demonstrating impact of Integrated Care for Seniors project; create plan to incorporate Home Bound Primary Care for Frail Seniors • Q2 Deliverables • Excellent Care for All • Quality system and equity indicators selected • Hospital-specific equity indicator in H-SAA • Hospitals begin to implement Senior Friendly Hospital improvements • Implement models for all long-stay ALC priorities • Implement quality and equity indicators • HSP process improvement initiatives and opportunities • Stakeholder engagement • HSP Leadership Forum to advance cross-sector process improvement priorities. • Engage HSPs regarding inclusion of quality indicators in accountability agreements. • Engage non-health sectors on process improvement ; system capacity opportunities. • Stakeholder engagement • Engage HSPs; health professionals; consumers via existing group to develop quality indicators, initiatives. • Equity expert forum and targeted engagement to select indicators and initiatives, plan engagement. • Broad and targeted consumer engagement to select/develop quality, equity indicators and priorities • HSP Leadership Forum to identify cross-sector process improvement priorities • Engage non-health sectors about process improvement, system capacity opportunities • Stakeholder engagement • Engage HSPs; health professionals; consumers to set sector-specific quality indicators • Engage HSPs regarding inclusion of quality indicators in accountability agreements • Engage non-health sectors on process improvement; system capacity opportunities. • Stakeholder engagement • Engage HSPs; health professionals; consumers via existing structures to confirm system-level quality indicators, implement plans for new system initiatives. • Engage non-health sectors on process improvement ; system capacity opportunities. • Broad and targeted consumer engagement on system -level quality and equity actions.

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