Toronto Central LHIN Strategic Plan
Driving system improvements to achieve better outcomes for people and communities
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TC LHIN’s Progress
TC LHIN
Strategic
Plan
TC LHIN
Progress
We are here
IHSP 1
Sizing the problem
– Disease prevalence
– Population profile
– Provider and community
perspectives on issues
Driving
Excellent Care for All /
IHSP -2
changing system culture /
driving system
Aligning, integrating
sustainability /
services to improve access /
optimizing internal
initiating LHIN-level
Excellent Care for All
capacity
initiatives /
beginning culture shift /
beginning to optimize
internal capacity
Time
2
Indicators
Strategies
Goal
Who
We
Serve
Aim
TC LHIN Strategy 2011/12 - 2013/14 – At a Glance
Drive sustainable system improvements to achieve better outcomes for people and communities
Patient/Client/Caregiver
The Health System
People have more and easier access to services across
the system; services are more efficient and sustainable
Improve Access to
and Efficiency of
Services
• ER/ALC
• Mental Health and
Addictions
• Diabetes
• Value and Affordability
Indicators for
Integrated Health
Services Plan – 2
priorities
Our People
Organizational Capacity is
Optimized
• Senior Friendly Hospital
• Resource Matching and
Referral
Every person receives
quality care
Drive
Excellent Care for All
Lead Provincial and
Cross-LHIN System
Improvement
Indicators for TC LHINled provincial initiatives
including:
Our Communities
Optimize Internal
Capacity
Indicators for:
•
•
•
•
•
Business Intelligence
Knowledge management
Business continuity
Customer database
LHIN Shared Services and
LHIN Collaborative
• Quality
• Equity
• System Capacity and
Planning
System and sector
indicators for:
• Quality
• Equity
• System Capacity
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The Singular Goal of Excellent Care for All
To re-orient the
health care system
around
people and
communities
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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:
Indicators
• driving system integration and efficiency
• influencing health and community services
integration and efficiency
•# 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
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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?
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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
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Excellent Care for All - Draft High Level Development Plan
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
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
Q2 Deliverables
Q3 Deliverables
Excellent Care for All
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 longstay ALC priorities
• Implement quality and equity
indicators
• HSP process improvement
initiatives and opportunities
• Set sector specific quality
and equity indicators
• Hospital-specific equity
indicator in H-SAAs
• Begin implementation of
new LHIN-level quality and
equity initiatives
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.
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.
Q4 Deliverables
Excellent Care for All
• Quality indicators in 12/13
accountability agreements for
all sectors
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.
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