erie st. clair ccac board agenda - lhin home and...

ERIE ST. CLAIR COMMUNITY CARE ACCESS CENTRE BOARD OF DIRECTORS

SPECIAL PUBLIC MEETING AGENDA

Date: Thursday, October 30, 2014 Time: 5:00 pm to 6:00 pm ( Teleconference Meeting Only) Place: Erie St. Clair Community Care Access Centre, Head Office Board Room, 712 Richmond Street, Chatham, ON N7M 5K4

The Erie St. Clair Community Care Access Centre is a scent free workplace. For the safety of our staff and others please avoid wearing perfume, cologne, scented hairspray and other scented products.

In the event the building needs to be evacuated please leave the building by the nearest exit.

Members: Kathryn Biondi (Chair), Walter Copeland (Treasurer), Juliette Delaey, Robert W. Dye (Vice-Chair), Vic Garabedian, Jeewen Gill, Jennifer Hill, Heather Levens, Marshall Kern, Chelsie MacIlwain, Connie Quinn-Vaillant and Warren Reinisch

Non-Voting: Lori Marshall, Chief Executive Officer Recorder: Annette Zimmer, Executive Assistant, Corporate Coordinator Guests: Tricia Khan, Caen Suni, Suzanne Leonard, Glenda Mailloux and

Kelley Doyle

Mission Statement (English and French) To deliver a seamless experience through the health system for people in our diverse communities, providing equitable access, individualized care coordination and quality health care.

Dispenser des services intégrés aux diverses collectivités de la province en assurant un accès équitable, la coordination de soins individualisés et des soins de santé de qualité.

Vision Statement (English and French) Outstanding care – every person, every day.

Des soins exceptionnels – chaque personne, chaque jour.

Core Values (English and French) Dignity, Compassion, Communication, Accountability, Efficiency

Dignité, Compassion, Communication, Responsabilité, Efficaces

Erie St. Clair Community Care Access Centre Board Meeting Agenda, Thursday, October 30, 2014 of 2

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5:00 pm – 5:05 pm

1.0 Call to order

1.1 Introduction of Chair, Board Members, Staff and Guests.

V-A-3 X

1.2 Declaration of Conflict. V-B-14 X

5:05 pm – 5:10 pm

2.0 2.1 Approval of Agenda Items

V-B-6 X

5:10 pm -5:55 pm

3.0 Establish Strategic Direction 3.1 Report from Lori Marshall, Chief Executive

Officer dated Monday, October 20, 2014 regarding the Erie St. Clair CCAC 2014-2017 Strategic Plan – Draft Goals including 2014/2015 – 2016/2017 ESC CCAC Strategic Priorities / Board Dashboard on Organizational Performance / CEO Performance Plan (3 year plan) and ESC CCAC Performance Metrics Scorecard (copies attached). Page 3 to 30

V-A-7 X

5:55 pm 4.0 Next Meeting Dates 4.1 Annual Retreat:

Thursday, November 6, 2014 at 4:00 pm, Board Room, 712 Richmond Street, Chatham, ON N7M 5K4. Next Regular Board Meeting: Thursday, November 27, 2013 at 5:00 pm, Board Room, 712 Richmond Street, Chatham, ON N7M 5K4.

V-B-4 X

6:00 pm 5.0 Adjournment /az

Monday, October 20, 2014 Page 1 of 2

ERIE ST. CLAIR COMMUNITY CARE ACCESS CENTRE CENTRE D’ACCÈS AUX SOINS COMMUNAUTAIRES D’ÉRIÉ ST-CLAIR

To: Chair and Members of the Erie St. Clair Community Care Access Centre From: Lori Marshall, Chief Executive Officer Date: Monday, October 20, 2014 Subject: Erie St. Clair CCAC – 2014-2017 Strategic Plan – Draft Goals

In follow-up to the Strategic Plan Engagement and Accountability sessions held in September in Chatham, Sarnia and Windsor, each senior leader summarized the themes related to the 3 Strategic Directions and 3 Strategic Enablers. These themes were then presented to the internal iLead group who prioritized the themes. The following goals represent the top priorities for the Erie St. Clair CCAC for the period of 2014/15 to 2016/17. Work on detailed objectives with timelines and assigned accountabilities are in progress and will be provided to the Board at its October board meeting.

Strategic Direction Goals We will engage with our community to learn from the patient experience and deliver patient & family centred care

1. Empower patients and families in their care. 2. Create a Patient & Family Council and other means to

increase patient & family involvement in operations. 3. Improve communication with patients, families & internal and

external stakeholders. 4. Monitor and improve patient satisfaction and evaluate impact

of patient & family centred care at the Erie St. Clair CCAC. 5. Create framework for Patient & Family Centred Care to be

adopted by the organization when developing detailed action plans for goals/objectives.

We will collaborate with our partners in care to reduce the impact of

chronic disease

1. Adopt organizational framework for the introduction of Patient & Family Centred care in the delivery of Chronic Disease Management programs.

2. Implement evidence based practices for Chronic Disease Management including opportunities for self-management and increased patient independence.

3. Enhance communication to patients & families and partner organizations regarding the role of the CCAC in Chronic Disease Management.

4. Collaborate with partners on the development of integrated care plans providing proactive care coordination and system navigation.

5. Monitor impact of increased access to evidence based Chronic Disease Management programs.

We will be the partner of choice in enhanced care

coordination to deliver the right care at the right

place and the right time.

1. Adopt organizational framework for the introduction of Patient & Family Centred care to enhance Care Coordination.

2. Enhance management of transitions across the system from hospital through community and home.

3. Enhance communication to patients & families and partner organizations regarding the role of the CCAC in Care Coordination.

4. Strengthen and create partnerships with other organizations to enhance care coordination.

5. Monitor impact of enhanced care coordination.

Monday, October 20, 2014 Page 2 of 2

Strategic Enabler Goals We will provide value for the investment in home and community care.

1. Adopt organizational framework for the introduction of Patient & Family Centred care to provide value for the investment in home and community care.

2. Improve awareness regarding the drivers of cost in home and community care and reduce waste and non-value added functions in CCAC processes.

3. Improve coordination of administrative and support services both within the CCAC and with partner organizations.

4. Increase awareness and promote access by patients and families to services outside of the CCAC.

5. Monitor impact of organizational changes to value for investment in home and community care.

We will deliver care and service leveraging the

effective use of technology.

1. Adopt organizational framework for the introduction of Patient & Family Centred care to leverage the effective use of technology.

2. Optimize use of technology to full potential and to enhance efficiencies.

3. Further the development of an electronic health record. 4. Increase use of technology to support self-management and

independence for patients and families. 5. Monitor impact of technology in achieving the organization’s

goals.

We will be an Employer of Choice.

1. Adopt organizational framework for the introduction of Patient & Family Centred to become an employer of choice.

2. Build trust and increase transparency through enhanced communication within organization.

3. Set clear performance expectations throughout organization. 4. Strengthen leadership. 5. Monitor and improve employee satisfaction and evaluate

impact of “employer of choice” strategies.

2014/2015 – 2016/2017 ESC CCAC Strategic Priorities / Board Dashboard on Organizational Performance / CEO Performance Plan (3 year plan)

Unique Identifiers for Responsible Person: • CEO - Chief Executive Officer • PFCC - Senior Lead, Patient Family & Centered Care • PSCPP - Senior Director, Patient Services & Chief Professional Practice

• SPM - Senior Director, Strategy & Performance Management • CSCFP - Senior Director, Corporate Services & Chief Financial Officer • HROHS - Director, Human Resources & Occupational Health & Safety

To achieve our Vision… Outstanding Care, Every Person, Every Day

We advance the Quality & Safety of Care we deliver through partnership

We will engage with our community to learn from the patient experience and deliver patient & family centred care

We will collaborate with our partners in care to reduce the impact of chronic disease

We will be the partner of choice in enhanced care coordination to deliver the right care at the right place and the right time

• Increased involvement of patients & families in operations

• Increased patient satisfaction • Reduced patient risk

• Reduced reliance on hospital based care for chronic disease

• Reduced time from referral to first visit from hospital or community

• Achievement of shared goals with partners

• Increased volume of service while serving increasingly complex patient needs

We build on the Effective and Efficient use of our resources

We will provide value for the investment in home & community care

We will deliver care and service leveraging the effective use of technology We will be an employer of choice

• Balanced budget • Reduced cost of care per patient

• Increased used of telemedicine and telehome monitoring

• Increased access to electronic health record by providers and patients

• Increased staff satisfaction • Reduced overtime, absenteeism &

injury rates • Increased investment in staff

development

Guided by our Mission and Values

Accountability Communication Compassion Efficiency Dignity

To deliver a seamless experience through the health system for people in our diverse communities, providing equitable access, individualized care coordination and quality health care.

of 18 2014/2015 – 2016/2017 ESC CCAC Strategic Priorities / Board Dashboard on Organizational Performance / CEO Performance Plan (3 year plan)

Strategic Direction #1

2014/15 – 2016/17 Deliverables Legend: Green: Project on track for completion by due date Danger: Project delayed Caution: Project slightly off track or in danger of becoming off-track Blue: Project completed

We will engage with our community to learn from the patient experience and deliver patient & family centred care

• Increased involvement of patients & families in operations • Increased patient satisfaction • Reduced patient risk

Strategic Direction Goals Objectives Responsible Person

Start Date End Date Status Comments

(Progress or Final Accomplishment)

1

Create framework for Patient & Family Centred Care to be adopted by the organization when developing detailed action plans for goals/objectives.

Complete organizational readiness assessment from the Institute for Patient and Family Centered Care (IPFCC)

PFCC November 2014

December 31, 2014

Develop a plan to implement recommendations from the findings of readiness assessment

PFCC January 2015

March 31, 2015

PFCC education for leaders, board members and all staff. Ensure this is also included in the orientation material for all new staff.

PFCC April 2015 June 2015

Provide training to key service provider staff members on PFCC. Ensure that service providers include PFCC subject matter into their orientation manual for all new staff.

PFCC April 2015 June 2015

Assess the current state by completing a review of all policies and reference documents with functional centres across organization to ensure they are patient and family centred.

PFCC May 2015 September 2016

2 Create a Patient & Family Council and

Create the role of the Patient and Family Advisor (PFA) and Chair of PFA Council

PFCC November 2014

December 2014



other means to increase patient & family involvement in operations.

Begin recruitment phase for Patient and Family Advisors and Chair of PFA Council

PFCC November 2014

February 2015

Create an orientation program for PFAs and ongoing support

PFCC January 2015

March 2015

Develop Terms of Reference for the PFA Council PFCC January 2015

March 2015

Introduce the role of Patient Advisors (PAs) to the operations of ESC CCAC

PFCC March 2015 January 2016

3

Improve communication with patients, families & internal and external stakeholders.

Provide education to Care Coordinators and Team Assistants regarding the importance of communication with patients. Ensure patient stories are included in the educational sharing.

PFCC September 2015

October 2015

Review the patient related communication between CCAC and our partners through the lens of the PFCC and identify any opportunities for improvement.

PFCC October 2015

December 2015

Develop a communication plan to share and celebrate changes that have been made to policy and practices as a result of PFCC implementation.

PFCC January 2016

March 2016

4 Empower patients and families in their care.

Ensure each site and all functional areas have access to at least one Patient & Family Advisor

PFCC April 2015 April 2016

Engage every department with their Patient & Family Advisors (PFAs) to determine one Plan-Do Study-Act (PDSA)quality improvement for completion and reporting annually

PFCC April 2015 March 2017

Implement the RNAO Best Practice Guideline for Client Centred Care into the provision of care at the ESC CCAC

PFCC September 2015

February 2016

Explore moving from one central PFA Council to more programmatically based Councils e.g. Oncology, Seniors, School Health, etc.

PFCC March 2016 March 2017

5 Monitor and improve patient satisfaction

Review the need and possible options for a brief patient survey that would be completed in a more

PFCC February 2015

November 2015



and evaluate impact of patient & family centred care at the Erie St. Clair CCAC.

timely manner on a regular basis.

Explore the opportunity of completing one combined patient survey with other partners in care to reduce duplication from patient perspective.

PFCC February 2015

April 2016

Review the results from annual NRC Canada survey throughout the organization on annual basis and identify at least one performance improvement strategy to be addressed across the organization.

PFCC March 2015 September 2016

Evaluate the implementation of the PFCC framework and identify areas of opportunity for further expansion of PFCC

PFCC September 2016

January 2017



We will collaborate with our partners in care to reduce the impact of chronic disease • Reduced reliance on hospital based care for chronic disease • Reduced time from referral to first visit from hospital or community




1

Adopt organizational framework for the introduction of Patient & Family Centred care in the delivery of Chronic Disease Management programs.

Establish a Chronic Disease Management Council (CDMC)to guide the successful implementation of this Strategic Direction made up from staff, service provider staff, community agencies, primary care and hospital staff. Multiple Patient and Family Advisors will be active members.

PSCPP March 2015

June 2015

Create a mechanism to ensure understanding by all appropriate staff of available and up to date resources in the community to support navigation of patients living with chronic disease

PSCPP November 2014

September 2015

Create, implement and report on at least one improvement strategy with patients and families in each functional area on an annual basis to improve targeted area for most improvement through review of NRC Canada information.

PSCPP April 2015 March 2017

2

Implement evidence based practices for Chronic Disease Management including opportunities for self-management and increased patient independence.

Reduce average cost per short stay acute patient by 23% by reducing length of stay and promoting the use of clinics as an alternative to home visits.

PSCPP November 2014

March 2015

Align nursing utilization with the provincial benchmark by reducing utilization by 33% by promoting the concept of independence, safe discharge and transition to more appropriate community services.

PSCPP November 2014

March 2015

Work with Chronic Disease Management Council and other partners in care to develop and implement a staff and provider approach that enhances the focus on promoting of self-management thereby supporting improved independence of patients and caregivers

PSCPP September 2015

March 2017

Work with Chronic Disease Management Council to review all CCAC Care Guides used by Care Coordinators to support their service planning and care coordination

PSCPP September 2015

September 2016



for Chronic Disease patient are patient focused and outcome based.

3

Enhance communication to patients & families and partner organizations regarding the role of the CCAC in Chronic Disease Management.

Support ED and ALC strategies in ESC LHIN by enhancing in-home restorative resources for patients in collaboration with hospital and community stakeholders involved in the Geriatric Care Path implementation in ESC LHIN region

PSCPP November 2014

March 2016

Integrate CCAC chronic disease management programs to promote and facilitate improved care coordinator referral and patient access and review overlap and duplication with other organizations to streamline care and service delivery.

PSCPP January 2015

September 2015

In collaboration with communication staff, develop strategies and tools to enhance the awareness of integrated services for CDM

PSCPP July 2016 January 2017

4

Collaborate with partners on the development of integrated care plans providing proactive care coordination and system navigation.

Align Personal Support service utilization with the provincial benchmarks

PSCPP November 2014

March 2017

Reduce the average cost per lower needs patient PSCPP November 2014

March 2017

Expand linkage and collaboration of care coordinators to primary care practitioners and primary care teams within each of the established Health Links in Erie St. Clair LHIN region

PSCPP November 2014

March 2017

Create mechanism to ensure primary care providers know how to access the CCAC to collaborate with in working with their patients living with chronic disease

PSCPP January 2015

March 2017

Implement all goals and objectives associated with Health Links projects that the CCAC is a partner in.

PSCPP March 2015

March 2017

5

Monitor impact of increased access to evidence based Chronic Disease Management programs

Review and ensure that assessment and admission processes are supporting patients in effectively linking and accessing available community resources (CA2 and CDM referral benchmarks).

PSCPP March 2015

September 2015

Monitor patient readmissions to CCAC service when discharged to community services and CDM programs

PSCPP December 2015

March 2017

Monitor CCAC patient admissions to ED beginning with PSCPP January March



CKHA (eNotification) 2014 2017

Expand services to the complex and chronic population while reducing reliance on CCAC of those with low and mild needs.

PSCPP November 2014

March 2015



We will be the partner of choice in enhanced care coordination to deliver the right care at the right place and the right time. • Achievement of shared goals with partners • Increased volume of service while serving increasingly complex patient needs




1

Adopt organizational framework for the introduction of Patient & Family Centred care to enhance Care Coordination

Establish an Enhanced Care Coordination Council to guide the successful implementation of this Strategic Direction made up from staff, service provider staff, community agencies, primary care and hospital staff. Multiple Patient and Family Advisors will be active members.

PSCPP March 2015

June 2015

Create a mechanism to ensure understanding by all appropriate staff of available and up to date resources in the community to support navigation of patients living with chronic disease

PSCPP November 2014

September 2015

Create, implement and report on at least one improvement strategy with patients and families in each functional area on an annual basis to improve targeted area for most improvement through review of NRC Canada information.


2

Enhance management of transitions across the system from hospital through community and home.

Continue work with local and provincial Resource Matching &Referral initiative to ensure smooth transitions to LTC

PSCPP November 2014

September 2015

Ensure CCAC care coordinators are developing care plans that do not introduce duplications of available community service

PSCPP November 2014

March 2015

Educate care coordinators and service providers to ensure that patients are supported by staggering service initiation and by having patient actively establish plans for discharge on admission

PSCPP November 2014

June 2015

Review the Client Care Model and care coordinator staffing to plan for transitioning care coordinators to new patient management roles in the organization as the patient population served changes

PSCPP December 2014

April 2015



Review options to develop and implement a centralized intake queue for enhancing the management of patient referrals

PSCPP November 2014

September 2015

3

Enhance communication to patients & families and partner organizations regarding the role of the CCAC in Care Coordination.

Ensure that all patients receive information on admission regarding available resources including direct linkage as agreed to. (CA2 CDM referrals)

PSCPP November 2014

March 2015

Work with Enhanced Care Coordination Council to develop and enhance communication tools and mechanisms that will support improved understanding of the role of CCAC in care coordination and care coordinator role.

PSCPP January 2015

January 2016

Review concept of job shadowing across partner in care organizations to enhance staff knowledge of available resources and processes

PSCPP June 2015 June 2016

4

Strengthen and create partnerships with other organizations to enhance care coordination.

Strengthen partnerships with assisted living/supportive housing providers to enhance coordinated access and care coordination of patients.

PSCPP April 2015 June 2016

Working with stakeholders, ensure that enabling technology is implemented as it becomes available to support enhanced care coordination e.g. Clinical Connect and eNotification, etc. in collaboration with

SPM November 2014

March 2015

Reduce average cost per short stay acute patient by 23% by reducing length of stay and promoting the use of clinics and other organizations as an alternative to home visits.

PSCPP November 2014

March 2015

Align nursing utilization with the provincial benchmark by reducing utilization by 33% by promoting the concept of independence, safe discharge and transition to more appropriate community services.

PSCPP November 2014

March 2015

5 Monitor impact of enhanced care coordination.

Monitor trends, report and act on PSW service utilization if not on target.

PSCPP November 2014

March 2017

Monitor trends, report and act on Nursing service utilization if not on target.

PSCPP November 2014

March 2017

Review and ensure that assessment and admission processes are supporting patients in effectively linking and accessing available community resources (CA2

PSCPP March 2015

September 2015



and CDM referral benchmarks).

Monitor patient readmissions to CCAC service when discharged to community services and CDM programs and act if metric not on target.

PSCPP December 2015

March 2017

Review transitions in care scores on NRC Canada survey with Enhanced Care Coordination Council and act with at least one improvement project per year in each patient service functional area.

PSCPP June 2015 March 2017


Strategic Enabler #1

We will provide value for the investment in home and community care. • Balanced budget • Reduced cost of care per patient

Strategic Enabler Goals Objectives Responsible Person



1

Adopt organizational framework for the introduction of Patient & Family Centred care to provide value for the investment in home and community care.

Explore, model and implement strategy to accurately predict patient volumes by program with input from other organizations and patients and families.

CSCFO January 2015

March 2016

Initiative process to ensure budgets and operating plans are reviewed with Patients and Families to review allocation process and solicit feedback

CSCFO October 2015

December 2015

(pending CAPS

submission date)

Include Patient & Family Advisors in review of contracts with Service Providers

CSCFO April 2015 Dec 2015

Ensure all proposals for new projects with other partners include a Patient & Family Advisor at the table. Initial project will be Sarnia Lambton Integrated Care discussions

CEO CSCFO

April 2015 Dec 2015

2

Improve awareness regarding the drivers of cost in home and community care and reduce waste and non-value added functions in CCAC processes.

Automate monthly reporting identifying selected monthly performance indicator to monitor ESC CCAC spend rate/benchmark

SPM CSCFO

November 2014

March 31, 2015

Identify administrative savings as outlined in the LHIN Operational Intervention Strategy including review of organization’s footprint. Demonstrate where dollars are moved into patient care or to support front line activities.

CSCFO April 2015 March 2017

Establish an internal audit committee; review compliancy in contracts, funding targets, financial policies, Value for money policies that include standards for decision making, metrics, costs, etc.

CSCFO April 2015 Sept 2015

Review and revise Financial expense policies to ensure they align with BPA guidelines

CSCFO November 2015

March 2017



Conduct an improvement processes review regarding data sharing between organizations to determine if streamlining is possible identifying what is value added, barriers, opportunities.

SPM September 2016

March 2017

3

Improve coordination of administrative and support services both within the CCAC and with partner organizations.

Develop a communication plan to simplify a very complex system so all stakeholders (patients, family, administrators, decision makers, municipal and provincial leaders, etc.) have a better understanding what CCAC can and cannot provide; what Community Service Agencies can provide; what service patients can access.

SPM June 2015 December 2015

Develop a fulsome plan to educate front line staff with services both internally and externally; Job shadowing, lunch and learn, annual bulletins; etc. Implement networking and focus groups to educate these stakeholders to ensure a better understanding.

SPM April 2015 Sept 2015

Review the Waterloo Wellington program for screening referrals to identify feasibility of the ESC CCAC implementing the program

SPM PSCPP

Jun 2015 Jan 2017

Review and report on Integrated Shared Services model (CMHA); improvements, savings, unexpected expenses, risks, overall outcome

CSCFO Sept 2015 Dec 2015

Improve contract management processes; tracking performance measurement, metrics; review issues, evaluate cost and value of solution or correction; identify improvement plan

CSCFO April 2015 March 2016

4

Increase awareness and promote access by patients and families to services outside of the CCAC.

Develop a “catalogue” of services available to patients/caregivers who are not eligible for CCAC services; empower patients and caregivers to take responsibility for their healthcare. Educate families on the ability to purchase their own services or direct them to how they might access other care.

PFCC January 2015

April 2015

Draft a policy outlining opportunities for year -end surplus dollars; identify allowable one-time purchases to support patient care equipment purchases (compression stockings) or clinical education opportunities.

CSCFO September 2015

December 2015



Explore with other community agencies the ability to create a real-time report of available services with vacancies and wait times identified.

PSCPP March 2015

March 2017

Explore opportunities to provide congregate care services in rural areas; flex clinics, etc. ; in kind, generate revenue

PSCPP March 2015

March 2016

5

Monitor impact of organizational changes to value for investment in home and community care.

Design and implement departmental budgets; assign accountability; monitor performance

CSCFO November 2014

April 1 2015

Reduce nursing utilization by 33% PSCPP November 2014

April 2015

Reduce PSW utilization to November 2013 service levels

PSCPP November 2014

April 2015

Eliminate Respite care where service is available in Community Service Agencies

PSCPP November 2014

April 2015

Stay within funding envelops for MOHLTC funded positions

CSCFO November 2014

March 2017

Develop and automate performance for identified dedicated funding envelopes; nursing initiative, PSW Enhancement, etc.

CSCFO April 2015 Dec 2016



We will deliver care and service leveraging the effective use of technology. • Increased used of telemedicine and telehome monitoring • Increased access to electronic health record by providers and patients Balanced budget




1

Adopt organizational framework for the introduction of Patient & Family Centred care to leverage the effective use of technology.

Create Strategy and Performance Management Framework supporting full organization to align with Patient and Family Centred Care framework.

SPM March 2015

June 2015

Development of Patient / Caregiver advisory model to support patient centred adoption of technology based care and services.

SPM March 2015

December 2015

Provide organization-wide education on patient & family centred uses of technology for the future and considerations for adoption.

SPM January 2016

May 2016

2

Optimize use of technology to full potential and to enhance efficiencies.

Initiate project development on the use of Automated Provider Reports with contracted provider.

SPM January 5, 2015

June 2015

Support organization efficiency through a revamp Intranet tools and capabilities.

SPM February 1, 2015

September 2015

Achieve full utilization and efficient use of Ontario Telemedicine Network resources and assess future direction for CCAC.

SPM November 2014

December 2015

Review existing Event Tracking Management System (ETMS) to ensure full deployment to service providers.

SPM December 2014

March 2015

Review CCAC policies and procedures to ensure ETMS deployment to service providers is standardized.

SPM February 2015

March 2015

3

Further the development of an electronic health record.

Ensure alignment of CCAC electronic tool and health record development and planning with cSWO strategic planning objectives and achieve shared goals and objectives

SPM November 2014

March 2017

Expand use of common technology among identified community agencies to facilitate record sharing and referrals

SPM January 2016

March 2017



Initiate project development on the use of E-referral to Community Support Services with local agencies

SPM January 15, 2015

March 31, 2015

Roll out of E-referral to Community Support Service agencies project in Erie St. Clair.

SPM May 2015 March 2016

Review options to provide patients and families access to electronic information through portal or other technologies

SPM March 2016

March 2017

4

Increase use of technology to support self-management and independence for patients and families.

Telehomecare targets achieved over program delivery period.

SPM November 2014

March 2016

Achieve full development and utilization of ErieStClairhealthline.ca

SPM January 2015

June 2015

Achievement of Accelerated Adoption for Telehomecare implementation indicators.

SPM December 2014

March 2016

Review of other patient specific technologies that may support greater independence in the activities of daily living in the home for formulary consideration

SPM June 2015

June 2016

Review use of technologies that reduce the impact of social or physical isolation for individuals living at home

SPM June 2016

March 2017

5

Monitor impact of technology in achieving the organization’s goals.

Review technology program implementation and outcomes in Patient / Caregiver advisory involvement.

SPM April 2015

March 2017

Explore alignment of technology enabler with existing and future patient and caregiver feedback tools and practices.

SPM April 2015

June 2015

Develop framework and tools for regular evaluation of all planning indicators.

SPM November 2014

March 2017

Explore alternative technologies that would support the evaluation of patient satisfaction

SPM June 2015

June 2016



We will be an Employer of Choice. • Increased staff satisfaction • Reduced overtime, absenteeism & injury rates • Increased investment in staff development




1

Adopt organizational framework for the introduction of Patient & Family Centred to become an employer of choice.

Incorporate information about the culture of Patient and Family Centred Care and the Patient Family Advisor (PFA) Council into the Corporate Orientation program

HROHS March 2015

April 2015

Implement inclusion of PFAs in recruitment process HROHS June 2015 October 2015

Develop a robust professional practice model building on the strengths of patient & family centred care


Review existing HR policies to reference patient & family centred care

HROHS April 2015 April 2016

Review other areas, as appropriate, for inclusion of PFAs in HR processes

HROHS October 2015

June 2016

2

Build trust and increase transparency through enhanced communication within organization.

Implement the practice of sharing FTEs in labour management meetings with ONA and CUPE and institute an annual presentation of operational plan and financial projections

HROHS CSCFO

November 2014

November 2014

Establish policy review committee with representation from all functional areas including PFAs to review and recommend approval to Executive Leadership Team and implement practice of sharing all changes to reference documents/policies with Labour Management prior to implementation.

SPM HROHS

January 2015

June 2015

Institute Monthly Leadership Forums in addition to targeted programs to provide:

• Clear accountability expectations • Effective coaching/feedback • Foster positive communication • Cultivate the practice of listening to learn

CEO HROHS

March 2015

March 2016



Ensure monthly portfolio meetings at every level of the organization to ensure cascading messages to and feedback from front line.

CEO SPM

December 2014

March 2017

Implement a Strategic Utilization of Human Resource Information System

• Build Report Writing Competency in HR • Implement Recruitment Module • Expand on employee self-service options i.e.

change of personal information etc.

HROHS September 2015

September 2017

3

Set clear performance expectations throughout organization.

Review all job descriptions to ensure current terminology and duties and consistency with Patient & Family Centred Care; implement biennial review on a go forward basis

HROHS January 2015

April 2015

95% of Performance Appraisals completed by due date/within 2 months of due date; to ensure timely feedback

HROHS March 2015

September 2015

Develop Planning and Performance Standards and balanced score card for each functional area; develop implementation plan inclusive of communication plan and education for staff. Collaborate with staff and patients by developing a working committee to review these standards

SPM March 2015

March 2016

Develop new Performance Appraisal tool for staff; provide education to staff; ensure information and copy of form is issued at Corporate Orientation

HROHS March 2016

March 2017

4 Strengthen leadership.

Complete organizational restructuring CEO November 2014

January 2015

Reduce the number of grievances that are not resolved internally by 5%

HROHS January 2015

December 2015

Review and enhance Corporate Orientation HROHS March 2015

October 2015

Develop and implement education on Respectful Workplace with the goal of reducing the number of reported bullying and harassment complaints by 10%

HROHS October 2015

January 2016

Develop Management Orientation HROHS November 2015

November 2016



5

Monitor and improve employee satisfaction and evaluate impact of “employer of choice” strategies.

Implement RNAO Best Practice Guidelines on Healthy Work Environment

PSCPP January 2015

January 2017

Support the building of relief budgets; over hire in spring to cover annual avg. turnover and right sizing staffing numbers to maintaining appropriate staffing levels to reduce overtime.

CSCFO March 2015

May 2015

Development of plans for each functional area/centre in consultation with staff to improve quality of work life including reduced sick time and improved work life safety.

HROHS January 2015

March 2015

Implement Employee Engagement Survey to evaluate employee engagement/satisfaction

HROHS May 2015 September 2015

Support Departments in the development of workload measurement standards and tools

PSCPP November 2015

March 2017

ESC CCAC Performance Metrics Scorecard

Domain

Indicator

Baseline

Performance

Target

Performance

Target Justification

and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-

15) Quality Patient Care

Goals and Objectives for Engaging with community to learn from the patient experience and deliver patient & family centred care

N/A >90% of goals and objectives on target for completion

Goals and objectives should be achievable within suggested timeframes

Goals and Objectives for Chronic Disease Management



Goals and Objectives for Partner of Choice in enhanced Care Coordination



Patient Satisfaction (Overall Experience rating on NRC Picker survey)

93.2 (2013-14)

> or = 95.1% Target to meet or exceed high performer in Province

Patient Risk (Falls) 33.3% (2013-14)

< or = 31% Target to meet or exceed high performer in Province

% of ALC days (closed cases)

<15.3% LHIN MSAA indicator and target

% of home care patients with unplanned, less urgent ED visit within first 30 days of discharge from hospital

8.3 % (2012-13)

<6.6% Target 20% reduction in current performance (average over 15 quarters is 8.3%

Domain

Indicator

Baseline

Performance

Target

Performance


and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-


% of home care patients who experienced an unplanned readmit to hospital within 30 days of discharge from hospital

15.8% (2012-13)


% patients receiving their first nursing visit within 5 days of discharge from hospital

97.8% (2013-14)

> or = 98% Target to exceed position as best performer in 2013/14

% patients receiving their first nursing visit within 5 days of referral from community

94.9% (2013-14)


% complex patients receiving their first nursing visit within 5 days of referral from community

91.3% (2013-14)

> or = 93% Target to meet or exceed high performer in Province

Internal Business Processes

Goals and Objectives for Technology Enabler



Action plan for implementation of Health Links developed and on target

N/A >90% of health links action

plan on target for completion


% of primary care providers with attached care coordinator

0 50% 14/15 75% 15/16

100% 16/17

Three year strategy to move from current state to 100%

Domain

Indicator

Baseline

Performance

Target

Performance


and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-

15)


% of pts with high or very high Maple Score supported in community

35.27% (2013-14)

> 46% Increase to greater than provincial average

Total number of nursing visits

Reduce nursing visits by 33%

Total number of PSW visits Align to provincial average

Growth in total patient visits via telemedicine or telehomecare

327 visits (2013-14)

5,000 Defined in funding criteria; 5 events per nurse per day

Implementation of cSWO project components for ESC CCAC completed on target

N/A >90% of cSWO action plan for

ESC CCAC completed on

target


Financial Health

Goals and Objectives for Value for Home & Community Care Enabler



Total margin (2013-14) >0

>=0% Positive total margin represents a balanced position

Proportion of budget spent on total administration

7.5% (2013-14)

<=8% Target to remain below provincial average

Variance Forecast to actual expenditures

$0 or <5% Target to maintain financial stability

Overall average monthly cost per patient with high or very high Maple scores

$710/month (2013-14)

<$750/month Remain below Provincial average

Domain

Indicator

Baseline

Performance

Target

Performance


and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-

15)

Learning and Growth Work Life

Goals and Objectives for Employer of Choice Enabler



Overtime stated as a percentage of total staffing budget

1.13 (2013-14)

<1% Target improvement over existing performance

Percentage of sick time of total scheduled work time

5.96 (2013-14)


Percentage staff and leadership development of overall budget

TBD >=1% Target industry standards

ESC CCAC Performance Metrics Scorecard

Domain

Indicator

Baseline

Performance

Target

Performance


and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-


Goals and Objectives for Engaging with community to learn from the patient experience and deliver patient & family centred care



Goals and Objectives for Chronic Disease Management



Goals and Objectives for Partner of Choice in enhanced Care Coordination



Patient Satisfaction (Overall Experience rating on NRC Picker survey)

93.2 (2013-14)

> or = 95.1% Target to meet or exceed high performer in Province

Patient Risk (Falls) 33.3% (2013-14)

< or = 31% Target to meet or exceed high performer in Province

% of ALC days (closed cases)


% of home care patients with unplanned, less urgent ED visit within first 30 days of discharge from hospital

8.3 % (2012-13)

<6.6% Target 20% reduction in current performance (average over 15 quarters is 8.3%

Domain

Indicator

Baseline

Performance

Target

Performance


and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-


% of home care patients who experienced an unplanned readmit to hospital within 30 days of discharge from hospital

15.8% (2012-13)


% patients receiving their first nursing visit within 5 days of discharge from hospital

97.8% (2013-14)


% patients receiving their first nursing visit within 5 days of referral from community

94.9% (2013-14)


% complex patients receiving their first nursing visit within 5 days of referral from community

91.3% (2013-14)

> or = 93% Target to meet or exceed high performer in Province


Goals and Objectives for Technology Enabler



Action plan for implementation of Health Links developed and on target

N/A >90% of health links action

plan on target for completion


% of primary care providers with attached care coordinator

0 50% 14/15 75% 15/16

100% 16/17

Three year strategy to move from current state to 100%

Domain

Indicator

Baseline

Performance

Target

Performance


and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-

15)


% of pts with high or very high Maple Score supported in community

35.27% (2013-14)

> 46% Increase to greater than provincial average

Total number of nursing visits

Reduce nursing visits by 33%

Total number of PSW visits Align to provincial average

Growth in total patient visits via telemedicine or telehomecare

327 visits (2013-14)

5,000 Defined in funding criteria; 5 events per nurse per day

Implementation of cSWO project components for ESC CCAC completed on target

N/A >90% of cSWO action plan for

ESC CCAC completed on

target


Financial Health

Goals and Objectives for Value for Home & Community Care Enabler



Total margin (2013-14) >0

>=0% Positive total margin represents a balanced position

Proportion of budget spent on total administration

7.5% (2013-14)

<=8% Target to remain below provincial average

Variance Forecast to actual expenditures

$0 or <5% Target to maintain financial stability

Overall average monthly cost per patient with high or very high Maple scores

$710/month (2013-14)

<$750/month Remain below Provincial average

Domain

Indicator

Baseline

Performance

Target

Performance


and Comment(s)

Q1 (2014-

15)

Q2 (2014-

15)

Q3 (2014-

15)

Q4 (2014-

15)

Learning and Growth Work Life

Goals and Objectives for Employer of Choice Enabler



Overtime stated as a percentage of total staffing budget

1.13 (2013-14)


Percentage of sick time of total scheduled work time

5.96 (2013-14)


Percentage staff and leadership development of overall budget

TBD >=1% Target industry standards

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