2009 CEO Forum Kananaskis, Alberta - PowerPoint PPT Presentation

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2009 CEO Forum Kananaskis, Alberta

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  1. 2009 CEO ForumKananaskis, Alberta Alan R. Hudson, OC, FRCSC February 16, 2009

  2. Cataract Surgery Wait Time Trend

  3. Benchmark vs. Targets

  4. Hip Replacement Surgery Wait Time Trend

  5. Cataract Surgery Wait Times – LHIN Variation

  6. Current State (December 2008) - % of cases completed within target Note: Based on priority level 4 targets.

  7. June 2007 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

  8. Progress to Date

  9. Principles • Accountability • Transparency – D.C.C. – public reporting • I.T. • Expert panels • Political will • Pay for performance (money, data and embarrassment)

  10. Pay for Performance

  11. Unintended Consequences • I.C.E.S. • CIHI • General Surgery

  12. ER € € € € € € € € € € € € € ‚ ‚ ‚ ‚ ‚ ‚ ‚ € ‚ ‚ € € € € € € € € ‚ ‚ ‚ ‚ ‚ ‚ ‚ € € € € € € € ‚ € € € € € € ‚ ‚ ‚ ‚ ‚ ‚ € 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

  13. Future 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 $

  14. www.ontariowaittimes.com