Osler's 2017/18 Quality Improvement Plan

Our Quality Improvement Plan (QIP), plays a part in demonstrating specific things we are focusing on as an organization over the next year to improve the care we provide to our community. To promote accountability, the compensation of Osler's executives is tied to the achievement of the improvement targets outlined in the QIP.

The QIP consists of 4 parts:

  • PART A: Overview of our hospital's Quality Improvement Plan 
  • PART B: Our improvement targets and initiatives 
  • PART C: The link to performance-based compensation of our executives 
  • 2015-16QIP Accountability Signoff

Click here to download Osler's 2017-18 QIP or see what our targets are below.

 SAFE

Indicator

What the indicator means

Target

Current Performance

Increase proportion of patients receiving medication reconciliation upon discharge
Percentage of Best Possible Medication Discharge Plans (BPMDP) created for discharged patients

What percentage of inpatients has a comprehensive medication discharge plan completed at discharge?

NEW

12.3% (Oct2016 - Dec2016)

Increase proportion of patients receiving medication reconciliation upon admission Percentage of Best Possible Medication History (BPMH) completed on admitted patients

What percentage of inpatients has a comprehensive medication history completed at admission?

NEW

61.8% (Oct2016 - Dec2016)


 EFFECTIVE

Indicator

What the indicator means

Target

Current 
Performance

Reduce readmission rates for patients with COPD
30-day all-cause readmission rate for patients with COPD (the QBP cohort)

What percentage of patients with COPD in the Quality Based Procedure cohort are readmitted to hospital within 30 days for any reason?

NEW

16.4% (Jan2016 - Oct2016)


 TIMELY

Indicator

What the indicator means

Target

Current 
Performance

Reduce wait times in the ED for both admitted and non-admitted complex patients
Amount of time patients are waiting in the Emergency Department

How long are complex patients waiting in the Emergency Department from triage or registration (whichever comes first), to the time the patient leaves the Emergency Department?

NEW

12.5 hours (Jan2016 - Dec2016)


 PATIENT-CENTRED

Indicator

What the indicator means

Target

Current 
Performance

Improve patient satisfaction - Emergency Dept
Would you recommend this hospital to family and friends - top box only (ie, "yes, definitely") for the Emergency Department

Do our patients and families in the Emergency Department feel we are improving the healthcare experience? Are patients and families inspired to tell their families and friends about our hospital based on the care they receive?

75.6%

71.8%

 Improve patient satisfaction - Inpatients
Would you recommend this hospital to family and friends - top box only (ie "yes, definitely") for inpatients
 Do our inpatients feel we are improving the healthcare experience? Are patients and families inspired to tell their families and friends about our hospital based on the care they receive?  85.7%  82.7%
 Improve patient satisfaction - discharge
Did you receive enough information? "yes completely"
 Do patients feel they have received enough information to go home? NEW  85.4%
 Improve patient satisfaction - home support
Home support for discharged palliative patients
 Are palliative patients being sent home with the appropriate supports?  NEW  89.7%

 EFFICIENT

Indicator

What the indicator means

Target

Current 
Performance

Reduce unnecessary time spent in acute care
Percentage of the total number of ALC inpatient days within specific reporting period for acute and post-acute care

What is the percentage of days that beds are being used inappropriately because patients are waiting for another type of service, such as a bed in a Long Term Care facility?

8% 

6.15% Jul - Sept2016


 

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