Toronto Central LHIN Strategic Plan

1

Driving system improvements to achieve better outcomes for people and communities

2

TC LHIN’s Progress

Time

Sizing the problem– Disease prevalence– Population profile

– Provider and community perspectives on issues

Aligning, integrating services to improve access /

initiating LHIN-level Excellent Care for All

initiatives / beginning culture shift / beginning to optimize

internal capacity

IHSP 1

IHSP -2

TC

LH

IN

Pro

gre

ss

Driving Excellent Care for All /

changing system culture /

driving system sustainability /

optimizing internal capacity

TC LHIN Strategic

PlanWe are here

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

Drive Excellent Care for

All•Quality•Equity•System Capacity and Planning

Indicators for TC LHIN-led provincial initiatives including:•Senior Friendly Hospital •Resource Matching and Referral

Indicators forIntegrated HealthServices Plan – 2priorities

Indicators for:• Business Intelligence • Knowledge management• Business continuity• Customer database• LHIN Shared Services and

LHIN Collaborative

System and sectorindicators for:• Quality• Equity • System Capacity

People have more and easier access to services across the system; services are more efficient and sustainable

Organizational Capacity is Optimized

Every person receives quality care

TC LHIN Strategy 2011/12 - 2013/14 – At a Glance

Drive sustainable system improvements to achieve better outcomes for people and communities

3

Patient/Client/Caregiver The Health System Our People Our Communities

The Singular Goal of Excellent Care for All

To re-orient the health care system

around people and

communities

4

Drive Excellent Care for AllQuality•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

•# 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

Every person receives quality care

5

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?

6

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

7

8

Q1 DeliverablesExcellent 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

Q4 DeliverablesExcellent 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.

Q3 DeliverablesExcellent 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

Q2 DeliverablesExcellent 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

• 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.

Excellent Care for All - Draft High Level Development Plan