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2009 CEO Forum Kananaskis, Alberta Alan R. Hudson, OC, FRCSC February 16, 2009 Cataract Surgery Wait Time Trend Benchmark vs. Targets Hip Replacement Surgery Wait Time Trend Cataract Surgery Wait Times – LHIN Variation Current State (December 2008) - % of cases completed within target

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2009 ceo forum kananaskis alberta l.jpg

2009 CEO ForumKananaskis, Alberta

Alan R. Hudson, OC, FRCSC

February 16, 2009



Slide3 l.jpg

Benchmark

vs.

Targets




Slide6 l.jpg

Current State (December 2008) - % of cases completed within target

Note: Based on priority level 4 targets.


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June 2007 target

March 2008

2008/09

Ophthalmic Surgery

Neurosurgery

Vascular Surgery

Orthopaedic Surgery

IMPLEMENTED

Cardiac

IMPLEMENTED

Thoracic Surgery

General Surgery

Cancer

Otolaryngic Surgery

Paediatric Surgery Pilot

Hip and Knee Replacements

Ob/Gyn Surgery

Cataract

Urologic Surgery

MRI and CT Scans

Plastics/Reconstruction

Oral Surgery

  • WTIS Adult Group 1 Expansion

  • 74 WT funded hospitals (surgery only)

  • Cumulative surgeons: 2,600

  • Total cumulative cases 2007/08: 1,610,000

Paediatric Surgery

  • WTIS Adult Group 2 Expansion

  • ~74 WT funded hospitals (surgery only)

  • Cumulative surgeons: ~3,350

  • Total cumulative cases 2008/09: ~2,225,000

  • WTIS Phase 1-3

  • 81 WT funded hospitals

  • Surgeons: 1,700

  • Total cases 2006/07: 1,301,069

  • Total MRI and CT scans (2006/07): 1.2 million

  • Paediatric (Pilot)

  • London Health Sciences Centre and St. Joseph’s Health Care (London)

  • All paediatric surgical procedures

Progress Developing Ontario’s Wait Time Information System



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Principles target

  • Accountability

  • Transparency – D.C.C. – public reporting

  • I.T.

  • Expert panels

  • Political will

  • Pay for performance

    (money, data and embarrassment)



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Unintended Consequences target

  • I.C.E.S.

  • CIHI

  • General Surgery


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ER target

The ER Strategy calls for System-wide Improvements

Reducing ER Wait Times and Improving Public Satisfaction can only be achieved by making improvements across the entire system

Therefore, accountability for improvement must rest with Hospital Boards and CEOs, LHIN Boards and CEOs and community partners such as CCACs

Reducing Demand for Services

Increasing Supply of Services

Improving Processes within the ER

Alternate Levels

Alternate Levels

OR

of Care

of Care

Community

and home-based services

ED

ER

Home

Home

Home

H

H

Rehabilitation

Rehabilitation

Rehabilitation

Rehabilitation

Complex and Continuing

Care

Long Term

Long Term

Care

Long Term

Long Term

Care

Care

Care

  • Aging at Home

  • Family Health Care for All

  • Chronic Disease Prevention and Management (Diabetes)

  • Mental Health and Addiction

  • Emergency Room Strategy

  • HHR - Emergency Department Coverage

  • Aging at Home (ALC)

  • High Growth Hospital Funding

The infrastructure and resources to reduce demand and increase supply cannot be put in place overnight, therefore, efforts must start early and will take time to show results


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Future target

eHealth Ontario $2.4

  • Diabetes

  • ePrescribing

  • E.H.R.

  • LHIN accountability for program integration tracked and managed quarterly

  • Emphasis now on transparent reporting of RESULTS, e.g. post op improvement and QUALITY results tracked over time

  • Customer satisfaction

  • R.O.I. = results + quality

    $



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