Others see crisis, we see opportunity Performance Update to the - - PowerPoint PPT Presentation

“Others see crisis, we see opportunity”

Performance Update to the Board

LOOKING BACK OVER THE PAST 6 MONTHS:

– Wait Times target setting – Wait Times monitoring – Wait Times re-allocation

EMERGING ISSUES:

– Hospital Standardized Mortality Ratio (HSMR)

LOOKING FORWARD OVER THE NEXT 6 MONTHS:

– Performance and Quality Network – Decision support tools in the LHIN

Waiting Times

The Concept, Problem & Solution

Background & Concepts

• Queuing theory studies the

factors affecting waiting times for a service (ie., retail, health, etc)

• The premise of Queuing

theory is: “with random arrival rates of customers, waiting lists will emerge”

• That is, if customers are

allowed to arrive for their service randomly, queuing theory predicts they will wait a given time for service

Background & Concepts

• To manage a wait list,

we therefore need to predict or control arrival rates or demand for service

• To avoid a wait list, we

need to smooth capacity for service delivery to manage demand for service

Issues to consider

• Managing wait times in health care can

create perverse incentives (e.g, longer- waits, more money)

• Creating too much capacity to manage

demand results in un-used capacity which is wasteful in an environment of fiscal restraint

Conflicting Perspectives

• Patient: Demand = Capacity
• HSP:

Demand > Capacity

LHINS

The role for LHINs in managing wait times is: to predict demand and smooth capacity

Current Referral Process

Central Intake and Assessment

OAC Referral Process

Solutions: Our Orthopaedic Assessment Centre BEFORE AFTER

Central East LHIN Activities to date

• PDSA Quality Improvement Cycle: Plan, Do,

See & Act

• Understand & clarify capacity among HSPs

(e.g., hospital forecasts, incremental volume discussions)

• Predicted demand via models
• Targets negotiation
• Execution & re-allocation

Annual Performance Goal Recap