esc lhin – strategic plan 2012 – 2015/media/sites/esc/assets/3b03... · 2015-04-06 · page 3...
TRANSCRIPT
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ESC LHIN – Strategic Plan 2012 – 2015 Final – Matthew Little, July 9, 2012
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TableofContentsProcess Overview .......................................................................................................................................... 3
Consultation Summary .................................................................................................................................. 4
Online Survey ............................................................................................................................................ 4
Key Stakeholder Interviews ...................................................................................................................... 4
Summary of Themes ................................................................................................................................. 4
Current State ......................................................................................................................................... 4
Future State .......................................................................................................................................... 4
External Directives & Drivers .................................................................................................................... 5
All LHINs ................................................................................................................................................ 5
Ministry of Health and Long‐Term Care (MOHLTC) (As of April 4, 2012) ............................................. 5
Vision ............................................................................................................................................................. 6
Strategic Directions ....................................................................................................................................... 7
Direction #1: Chronic Disease Management (CDM) ................................................................................. 7
Direction #2: Bold, Focused Leadership .................................................................................................... 7
Direction #3: Partnerships in Health Promotion ....................................................................................... 7
Measures and Targets ............................................................................................................................... 9
ESC LHIN Leadership Forum ........................................................................................................................ 11
Next Steps ................................................................................................................................................... 11
Draft Communication Strategy ................................................................................................................... 12
Strategic Plan Placemat .............................................................................................................................. 13
Draft Scorecard ........................................................................................................................................... 14
Appendices .................................................................................................................................................. 15
Appendix 1: Phase Details ....................................................................................................................... 16
Appendix 2: Consultation Summary – Additional Details ....................................................................... 19
Appendix 3: Environmental Scan ............................................................................................................ 22
Appendix 4: Health Service Provider 90‐Day Action Plan Questionnaires ............................................. 24
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ProcessOverviewWhile ESC LHIN had developed a tactical set of goals through its IHSP, there was the recognition that
gaps still existed in outlining a strategic plan to successfully execute on these goals. As a result, the
organization has developed a strategic plan which will help the board govern effectively in order to
achieve the goals outlined in the IHSP, while improving efficiency in the use of resources, providing the
right services as per expected demand, increasing collaboration amongst providers, and increasing
engagement of stakeholders.
Based on these overarching objectives, a practical approach (shown below) was designed to assist the
ESC LHIN in developing a strategic plan to better meet the current and future needs of its stakeholders,
while aligning with its current strengths.
The project was divided into seven distinct phases (See Appendix 1 for Phase Details):
December 2011 Phase 1: Project Initiation & Document Collection
January 2012 Phase 2: Draft Situational Assessment & SWOT Analysis
January 2012 Phase 3: Board Facilitation: Strategic Issue Development
February 2012 Phase 4: Stakeholder Focus Group Discussions
March 2012 Phase 5: SMT Facilitation: Mission, Vision, Values & Strategic Direction
March 2012 Phase 6: SMT Facilitation: Strategic Objectives, Metrics, Implementation Plan
May‐June 2012 Phase 7: Strategic Plan Finalization & Presentation
Phase 1
Project Initiation & Document Collection
Phase 2
Draft Situational
assessment and SWOT
analysis
Phase 3
Board Facilitation:
Strategic Issue Development
Phase 4
Stakeholder Focus Group discussions
Phase 5
SMTfacilitation:
Mission, Vision, Values and Strategic Direction
Phase 6
SMTfacilitation: Strategic
Objectives, Metrics,
Implementation Plan
Phase 7
Strategic Plan finalization and presentation
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ConsultationSummaryAs mentioned previously, two streams of consultations were undertaken in order to gain feedback on
the potential future of the ESC LHIN (Appendix 2 provides further information):
OnlineSurvey• Over 100 responses to combination of quantitative (ranked) and qualitative questions to test
strategic issues
KeyStakeholderInterviews• 21 key stakeholders including CEOs, Administrators, Physicians, Family Health Teams, etc.
were interviewed to discuss the current and future state of the ESC LHIN
SummaryofThemesThe following summaries represent the most prominent themes arising from these consultations. Both
survey and interview feedback is represented in the points below:
CurrentState•Inconsistent perceptions why the LHIN exists/ unaware of the LHIN and its mandate
•LHIN focus on HSPs based on funding amounts, not patient impact
•Overlapping role of the LHIN vs/MOHLTC unclear
• Excellent at planning
• Inconsistent follow‐through/follow‐up
• Integration still not well defined
• Excellent staff
• Consultations have improved
• Business approach to implementation may have negative impact on staff, service levels, etc.
• Annual funding process an issue
• Communication issues surrounding integrity and consistency of information
FutureState• Opportunity to receive greater authority from MOHLTC
• Be frank and bold in communications
• Need LHIN to become the strong leader, consistently
• Objectives must be feasible, fundable, and realistic
• Need for seamless transitions throughout care continuum
• Focus on small and few initiatives
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The Board of Directors was actively engaged in a working session to validate the current situational
analysis and the SWOT for the ESC LHIN. After healthy debate, the Board identified the preliminary
strategic issues listed below. These issues are based on the environmental scanning and align well to the
issues identified through stakeholder consultations:
• Fiscal sustainability (increased funding and quality pressures)
• Lack of consistent system leadership/management
• Lack of primary care strategy
• Challenges with respect to chronic disease (diabetes/obesity)
• Decreased capacity (organizational and system)
• Lack of integration/integrated behaviours
• Lack of profile/wrong profile (LHIN system)
• Heightened expectations (“Excellent Care for All,” access (equitable))
ExternalDirectives&DriversSeveral external strategies and priorities were also discussed to ensure alignment with all LHINs and
Ministry of Health and Long‐Term Care objectives. Appendix 3 provides details surrounding the current
environmental and related drivers affecting the LHIN. The priorities are:
AllLHINs1. Coordinated transitions for targeted populations (frail and elderly, seniors (75+), end of life
(EOL)/palliative, high users of health care resources)
2. Access to primary care
3. Adopt evidence‐based care
4.Maintain gains in Emergency Department (ED) through wait times
MinistryofHealthandLong‐TermCare(MOHLTC)(AsofApril4,2012)• Reduce hospital readmissions
• Reduce adverse events (eg. falls)
• Chronic Disease Management
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VisionBetter Care, Better Experiences, Better Value
The vision was developed by analysing stakeholder input and by reviewing the current environment.
Using evaluation criteria developed by the Board, a set of vision ‘core components’ were identified that
represented the most critical objectives. These were further reviewed to create a vision that was clear
and reflective of the input received.
Mission/Mandate
The Erie St. Clair LHIN’s mandate is to create a local health care system that:
1. Generates better clinical and functional results, especially for the most vulnerable, fragile
patients
2. Creates a more coordinated system that provides the right care at the right place and the
right time, especially for the most vulnerable, fragile patients
3. Boldly transforms the health care system, positioning it to become a highly efficient and
effective performance leader
Evaluation Criteria
Core Components
Stakeholder Input Vision Core Components:
• Community/Communities• Leadership• Quality• Change• Making a difference• Connecting• Improving health/health
care• Transformation• Simplicity (style)• Legislated populations
Evaluation Criteria:• Strategic alignment &
accountability• Accessible• Effective• Safe• Person-centered• Focus on population
health • Equitable• Integrated• Appropriately resourced
(sustainable)• Demonstrates leadership• Measureable
…Better Care, Better Experiences, Better Value…
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StrategicDirectionsUtilizing the information gathered over the preceding months through inputs both internally and
externally, the following three Strategic Directions were recommended. These directions show a clear
relationship between the MOHLTC and the collective LHINs.
Direction#1:ChronicDiseaseManagement(CDM)Objective:
Realign the health care system so that people with chronic diseases receive better regular care, are
better able to self‐manage their conditions and are less reliant on emergency and acute care
services.
Direction#2:Bold,FocusedLeadershipObjective:
As leaders of local health care, make courageous decisions that create a more tightly integrated,
better aligned and sustainable system where people receive the best care possible.
Direction#3:PartnershipsinHealthPromotionObjective:
Create better links between all health promotion and prevention organizations so that people have
better access to programs and information that help them live healthier lives.
In all of the above, remain sensitive to the needs and expectations of all peoples, particularly those that
are vulnerable and those designated as legislated populations.
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Strategic Map (MOHLTC, LHINs, ESC LHIN)
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MeasuresandTargets
Direction #1: Chronic Disease Management (CDM)
Objectives:
Realign the health care system so that people with chronic diseases get better regular care, are
better able to self‐manage their conditions and are less reliant on emergency and acute care
services.
Measure Target
Reduce 30 day re‐admits for COPD and CHF
LHIN‐wide
Current Actual:
COPD 24.5%
CHF 18.8%
Three‐Year Target:
COPD 12%
CHF 12%
Reduce admission per 100,000 population
LHIN‐wide, age 35+
Current Actual:
COPD 417.6
CHF 322.4
Three‐Year Target:
COPD 330
CHF 280
Reduce emergency visits per 100,000
population LHIN‐wide, age 35+
Current Actual:
COPD 1,246.7
CHF 456.1
Three‐Year Target:
COPD 944
CHF 362
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Direction #2: Bold, Focused Leadership
Objectives:
As leaders of local health care, make courageous decisions that create a more tightly integrated,
better aligned and sustainable system where people receive the best care possible.
Measure Target
Number of Multi‐Sector Accountability
Agreements (M‐SAAs)
50
TBD
Community Support Services sector:
Percent of LHIN funding utilized for front‐
line care
Current Actual: 77% Three‐Year Target: 85%
Reduce need for hospital acute services to approach the provincial average (as measured by inpatient discharges)
ESC LHIN 12% over inpatient discharge rate of province (112%)
Equal provincial inpatient discharge rate (100%)
Direction #3: Partnerships in Health Promotion
Objectives:
Create better links between all health promotion and prevention organizations so that people
have better access to programs and information that help them live healthier lives.
Measure Target
Hospitalizations due to falls per 1,000, age
65+
Current Actual: 12.0 Three‐Year Target: 11.2
High blood pressure Current Actual: 19.70% Three‐Year Target: 17.70%
Smoking – daily or occasional Current Actual: 22.2 Three‐Year Target: 18.9
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ESCLHINLeadershipForumOn May 17, 2012, the Erie St. Clair LHIN Leadership Council gathered to begin to build the foundation of
the first Strategic Plan with specific Action Plans to be developed. The draft Strategic Directions and
associated objectives were communicated and discussed with over 120 people representing the LHIN
health care providers and stakeholders who included Board Chairs, Chief Executive Officers, Executive
Directors, or their delegate(s).
The providers were asked to begin some brainstorming on how the ESC LHIN health care system can
begin to improve transitions of care for people with chronic diseases and increase the percentage of
funding delivering front‐line care delivery. The providers are expected to develop specific responses
surrounding how they and their system partners can work together to help the LHIN achieve the
objectives above. Draft Action Plans are due to the LHIN in August 2012 with further discussion and
guidance to be received at the October Leadership Council meetings. Appendix 4 provides the guiding
questions provided to the HSPs in order to develop Action Plans.
NextStepsThe following steps are some high‐level items that are expected to be achieved, with approximate dates.
1) Review final Strategic Plan document and receive Board Approval at the June 26, 2012 meeting
on the Directions
2) Finalize the Communication Strategy (draft follows this section)
3) Begin communications both internally and externally
4) Begin development/update of the IHSP III reflecting the Strategic Plan
5) Receive Action Plans from the HSPs in August 2012
6) Review Action Plans in early September 2012
7) Provide an update to the Board at the September 25, 2012 meeting
8) Provide direction and response to the Leadership Council during the October 2012 meetings
9) Continued socialization of the new Strategic Plan and objectives
10) Complete the draft IHSP III for January 2013
11) Continue to work with the HSPs and our Board surrounding changes necessary within the ESC
LHIN health care system to make progress towards the objectives
12) Communicate on a quarterly basis, the latest results
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DraftCommunicationStrategyOnce the Board has approved the Strategic Plan for the ESC LHIN, a number of steps will be required
that are specific to communication and can play a vital role in aiding in adoption and user‐acceptance.
Key components include information contained within the ESC LHIN website banner, an update to the
Vision Statement, media opportunities, and social media. There will be 3 phases:
1) Internal Communication
All Staff and Board Members will receive a communication surrounding the approved Strategic
Plan. Staff will then determine how to assist in adoption. This will include updating our Vision
on all our communications (PowerPoint, Memorandums, Boardroom wall, Business cards, etc.).
The Objectives will also be reflected within an updated Decision Matrix and related project and
funding request processes. This will occur between June and July 2012.
2) External Communication – Health Service Providers
The draft Strategic Plan was previously communicated to the HSP Leadership Council members.
The Board approved Strategic Plan will be communicated to all HSPs in July 2012.
3) External Communication – Public and other Stakeholders
For other parties: non‐funded agencies, general public, etc., a communication will be circulated
in July 2012.
This strategy is a work‐in‐progress and will be modified as necessary to ensure all involved agencies and
individuals are involved in helping the ESC LHIN provide better care, better experiences, and better
value.
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StrategicPlanPlacemat
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DraftScorecard
Three‐Year Current
Target Actual
COPD 24.5% 12.0% 23.0% Q1 12/13
CHF 18.8% 12.0%
COPD 417.6 330.0
CHF 322.4 280.0
COPD 1,246.7 944.0
CHF 456.1 362.0 522.0 Q2 11/12
50 TBD
77.0% 85.0%
112.0% 100.0%
12.0 11.2
19.7% 17.7%
22.2% 18.9%
Erie St. Clair LHIN Strategic Scorecard: 2012‐2015 Baseline
Partnerships in
Health Promotion
Hospitalizations due to falls per 1,000,
age 65+
Date Trend
Note: Sample data only
High blood pressure
Smoking, daily or occasional
Chronic Disease
Management
Strategy
Reduce 30 day re‐admits LHIN‐
wide
Reduce admission per 100,000
LHIN‐wide, age 35+
Reduce emergency visits per
100,000 LHIN‐wide, age 35+
Bold, Focused
Leadership
Number of M‐SAA’s
CSS: % of LHIN funding utilized for front‐
line care
Reduce need for hospital acute services
to approach the provincial average (as
measured by inpatient discharges)
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Appendices
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Appendix1:PhaseDetails
Phase 1: Project Initiation and Document Collection
A brief but necessary period of time was spent upfront to confirm the scope of the project, establish
expectations, and validate the approach. Specific documentation for review was also confirmed in order
to build understanding of the current state internal and external environment facing the LHIN (e.g.
annual business documents, previous reports, etc).
Phase 2: Draft Situational Assessment and SWOT Analysis
The documentation provided by the LHIN as well as other demographic and regional data was used to
create a draft situational assessment and PESTEL (Political, Economic, Social, Technological,
Environmental, Legal) analysis (see Appendix). In addition to this information, the SWOT analysis
recently utilized as part of the IHSP development was updated based on current state factors and
validated by the ESC LHIN Senior Management Team (SMT).
Phase 3: Board Facilitation: Strategic Issue Development
A full‐day Board and SMT retreat was held January 24, 2012, and allowed the Project Team to present a
current state assessment based on the draft situational assessment and initial SWOT analysis conducted
in Phase 2. The primary objectives of this retreat were to engage the Board of Directors in the strategic
planning process through:
Reviewing the situational assessment, and providing feedback in order to refine and validate the
analysis
Exploring potential areas of weaknesses and threats for ESC LHIN through the draft SWOT
analysis, and mapping them to the ‘future state’ in order to define a set of strategic issues for
the organization, and
Identifying key strategic issues to be addressed by the strategic plan.
Phase 4: Stakeholder Consultations
During this phase, two levels of consultation were conducted:
Key stakeholder/partner interviews
Stakeholder survey (funded and non-funded agencies, patients, elected officials, and the general population)
The objectives of the stakeholder consultations were as follows:
Solicit perspectives on current state strengths and challenges
Obtain input regarding future opportunities and the role of the LHIN
Validate, refine or elicit new ideas for possible areas of strategic focus
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Stakeholder feedback was analyzed and consolidated for presentation back to the SMT. Please refer to
the appendices for stakeholder lists, interview guides and detailed summaries.
Phase 5: Draft Vision & Strategic Directions – SMT Session 1
A ½ day workshop is held with SMT in order to review the stakeholder feedback to date and use this
input to accomplish the following objectives:
Develop strategic evaluation criteria
Review preliminary strategic issues identified by the Board and determine the issues with the highest
strategic priority
Confirm alignment to LHIN Mandate
Develop core components for renewed ESC LHIN Vision
Confirm continued relevance of ESC LHIN Values
The evaluation criteria are established to allow the Board and SMT to make decisions around which
future opportunities represent the greatest strategic priority. By enabling this type of decision making,
the organization will be able to focus its efforts on the top 2‐3 priorities and increase its chances of
success by not exceeding the capacity of the organization or ‘spreading itself too thin’. The SMT
referred to the existing decision making criteria and examined them for appropriateness in strategic
priority setting. The existing criteria were appropriate, however, based on stakeholder feedback, two
additional criteria were added to form the final set of criteria to be used for strategic decision making:
Strategic Alignment & Accountability
Accessible
Effective
Safe
Person-Centred
Focus on Population Health
Equitable
Integrated
Appropriately Resourced (Sustainable)
Demonstrates Leadership (Additional criteria based on stakeholder feedback)
Measureable (Additional criteria based on stakeholder feedback)
It was also confirmed that the LHIN mandate, as established by the province, was still appropriate and
applicable to the preliminary directions emerging from the process. For this reason, as well as a desire
to remain consistent where possible, a revised mission statement was not required.
Phase 6: Strategic Directions, Objectives & Metrics
A series of additional facilitated and independent SMT sessions were conducted in order to refine the
strategic directions, and develop associated objectives and metrics. This iterative process allowed for
the incorporation of new information regarding Ministry priorities, Pan‐LHIN directions and additional
Board input and validation.
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The final strategic directions, objectives and metrics are outlined in detail in the following sections.
Phase 7: Strategic Plan Finalization and Presentation
A draft Strategic Plan was developed and presented to the Board for refinement and validation.
Following Board approval, the draft plan will go forward at the May 17th Leadership Council for
additional feedback from HSPs. Any significant feedback will be incorporated into the final ESC LHIN
Strategic Plan.
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Appendix2:ConsultationSummary–AdditionalDetails
As mentioned previously, two streams of consultations were undertaken in order to gain feedback on
the potential future of the ESC LHIN:
Online Survey
Combination of quantitative (ranked) and qualitative questions to test strategic issues
Over 100 responses received and analysed
Key Stakeholder Interviews
Key Stakeholders including CEOs, Administrators, Physicians, Family Health Teams, etc. Were
interviewed to discuss the current and future state of the ESC LHIN
21 Key Stakeholders participated in the interviews
The following summaries represent the most prominent themes arising from these consultations. For
detailed feedback please refer to the appendix.
Summary
Stakeholders identified the following things the ESC LHIN should “keep” doing:
Bringing healthcare leaders together
Facilitation of network building and encouraging agencies to work together
Holding organizations accountable for performance
Asking questions and listening
Focusing on the future
Stakeholders identified the following things the ESC LHIN should “stop” doing:
Micromanagement – perception of unnecessary red tape, too much process to be responsive
Stop planning, start executing
Don’t allow politics to drive health system decisions
Stop using complex language
Stakeholders identified the following things the ESC LHIN should “start” doing:
More transparent decision making – justification for course changes
Communicating priorities and rationale
Avoid duplication when starting new programs – streamline services
Educating people about the role of the LHIN – be more visible
Increasing focus on primary care
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Role of the LHIN:
Understand and address local needs (through planning/funding)
Facilitate connections by building an understanding amongst stakeholders with complementary
roles
Play a greater role in recruiting and retaining health professionals in the region.
Manage the efficient use of funds while maintaining quality
Address local needs but leverage winning formulas from other LHINs
Well positioned to assume role of enabler/facilitator of change within the system
Opportunity to receive greater authority from MOHLTC
There is a strong appetite for frank communication about where the system needs to go
Some understanding that the LHIN cannot be everything to everybody
Mixed thoughts regarding who the ‘audience’ is (ie: HSPs and system delivery agents,
patients/clients, both)
Less time spent on transactional activities and process and more time spent driving outcomes
and strategic issues. Also need to track the organization’s performance and make it more
transparent
Implementation
Excellent at planning
Good consultation and listening to stakeholders
Inconsistent follow‐through, execution and measurement of outcomes (especially for areas
outside of Emergency and Intensive Care)
Integration
LHIN is uniquely positioned to narrow the gap between hospital based care and community
based care
Several examples of integration initiatives with positive outcomes (eg: some agency services,
community programs)
“Integration” still not well defined
Acknowledgement that while some system stakeholders are willing participants, many are not
– significant challenge will come after the ‘low hanging fruit’ of integration is gone
Have been successful in breaking down information silos amongst agencies/hospitals
System
Seamless transitions along care continuum
Easy to navigate
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Look to the private sector for innovative models
Prevention and social determinants of health
Technology should not be a barrier – many strong business cases can be made for investment
Further shift in funding allocations should accompany integration and reinforce priority areas
Leadership
Good individual leadership – however, need confidence that the LHIN is providing strong
leadership to the system
General support and an opportunity for bold leadership exists
Opportunity to engage with academic centres
Maintain a strong focus on a small few initiatives – don’t boil the ocean, not resourced for more
than a narrow focus
Knowledge and Information
LHIN consistently acknowledged for having excellent staff, robust data, knowledge about
system trends and issues
Role of data in decision making unclear
Stakeholders feel the pressure of data requirements
Stakeholder Relationships and Engagement
Many examples of open, inclusive communication
LHIN is acknowledged as being generally accessible, flexible and supportive (noted
improvement over time and over MOHLTC). They are receptive to having a true “dialogue” with
stakeholders.
Consultation noted as very much improved, however some concern about consultation taking
place after decisions had been made
Inconsistent perception of the LHIN’s understanding of the “business we’re in”
LHIN focus on certain organizations/sectors may be more aligned to funding levels than system
impact
Significant gap identified between physicians and the LHIN
Better communication with residents of the region is required, particularly as it pertains to
integration
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Appendix3:EnvironmentalScanThe following summary contains the PESTEL and SWOT analyses. Please refer to the appendix for
detailed environmental scan.
PESTEL
Based on a comprehensive scan of relevant reports, data and related strategic documents, the following
analysis summarizes some of the external factors that must be considered from a strategic standpoint.
ESC LHIN
Technological• eHealth• Integration and coordination of patient care and back office functions (CHIS, CSWO, RM&R, Telemedicine etc)
Social• Population and health trends• Local stakeholder influence• Community acceptance of
status quo
Economical• New economic reality• Health care costs• Commission on the Reform of
Ontario Public Services• Unemployment and health
Political• MOHLTC priorities• Minority government• Future directions
• Mission/Values• Strategic and operational
priorities• MLPA Indicators• Progress on 2012-2013
goals
Legal• By-laws,
accountability agreements, privacy and reporting
Environmental • Aging Infrastructure
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SWOT
The SWOT analysis conducted during the most recent IHSP development process was used as a starting
point in order to avoid duplication of work effort. The Project Team reviewed the content and updated
it to reflect the current environment. The updated SWOT was further enhanced during a session with
the SMT in order to finalize the SWOT analysis for the purpose of strategic planning.
Strengths Weaknesses
OpportunitiesThreats
SWOT Analysis
1. HR / Morale
2. Organization’s capacity to deal with amount of change e.g. Provincial transformation agenda, LHIN expectations, Community and Internal expectations
3. Potential negative economic implications associated with integration
4. Lack of ‘state of readiness’ across the community
5. Aging population and greater percentage over age 65 than the Province
1. System wide planning (across sectors)2. Shared support services (back
office/other)3. Educating the public4. Continue development of workplans
(WIG, PMO)5. Joint staff training and development
1. Knowledge management / Decision support
2. Professional staff burnout3. Numerous Priorities4. Expectation to do more work w ith
fewer resources (quality of care issue)5. Ability to track/measure health care
system performance
1. Employees (qualified and low turnover)2. Relationship w ith HSPs
3. History of collaboration and partnerships amongst agencies including development of Networks
4. Physician leads5. Execution of integration strategies
6. HSP Leadership Council
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Appendix4:HealthServiceProvider90‐DayActionPlanQuestionnaires
The following questions were asked of the Leadership Council Members to develop Draft Action Plans in
response to the ESC LHIN Strategic Plan.
Action Plan Template #1: Transitions of Care Improvements
1. Is your organization prepared to advance a project intended to improve transitions of care
within Erie St. Clair?
2. In relation to transitions of care, what are you doing well and what could be improved upon?
3. Briefly describe the improved transitions of care project that you are interested in starting or are
currently working on (include key goals, partners involved, target populations, and expected
outcomes)
4. What are the anticipated impacts of this project and how will you measure/track performance?
5. List the steps needed to begin implementing the project in the next 90 days:
6. What critical success factors are associated with this project?
7. What LHIN support do you require for your project (funding or Other Supports)?
8. Other comments/suggestions/questions
Action Plan Template #2: Back Office Improvements
1. What is the portion of your budget spent on administration?
2. In relation to back office integrations, what successes have you seen and what could be
improved upon?
3. What operational areas could be considered for integration? (includes Organizational, Service
Delivery, Administrative, Finance & Accounting, and Human Resources)
4. From the listing above, indicate your top 3 priority back office integration areas
5. Based on the top priority back office integration area identified above, please complete the
following? (Brief Description, rationale for selection, partners involved, key goals, and expected
outcomes including estimated % impact)
6. List the steps needed to begin implementing the project in the next 90 days
7. What critical success factors are associated with this project?
8. What LHIN support do you require for your project (funding or Other Supports)?
9. Other comments/suggestions/question