Osler's 2013/14 Quality Improvement Plan progress report

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 
  • PART D: Accountability sign-off


Click here to download Osler's 2013-14 QIP

Indicator

Starting Point

Current Performance

Goal

 Are we on track?

Number of falls for neurology patients
Are our safety practices helping to keep our patients safe while preventing injuries from falls?

6.5/1000 
patient days 
(Apr.-Dec.2012)

7.3/1000

5.9

Find out why this is a challenge we continue to focus on. 

Indicator

Starting Point

Current Performance

Goal

 Are we on track?

Primary caesarian section rate at Brampton Civic Hospital How is the hospital reducing the number of unnecessary deliveries by caesarian section?

18.5%

17.5%

16.6%

Find out why this is a challenge we continue to focus on. 


 Indicator

Starting Point

Current Performance

Goal

Are we on track?

90th percentile Emergency Department (ED) length of stay for admitted patients
What is the maximum amount of time that nine out of ten ED patients spend from the time they are registered to the time they are brought to an inpatient room?

 35.7 hours

 31.8 hours

 34.3 hours

 

Percentage of fractured hip patients who have surgery within 36 hours
What proportion of patients with fractured hips are receiving surgery within the amount of time recommended by best practice?  (Includes Headwaters Health Care Centre patients brought to Osler)

 67%

 76%

 70%


Indicator

Starting Point

Current Performance

Goal

Are we on track? 

Percentage of select inpatients that would recommend Osler to friends and family (source: follow-up calls by Osler staff to patients after discharge)
Are we improving the patient experience? Do patients feel the quality of our care is good enough for the people they care most about?

88%
(Apr - Dec. 2012)

87.9%

89%

Find out why this is a challenge we continue to focus on. 

Number of initiatives involving patient co-design
How many programs are designed in collaboration with patients? Is the patient's voice being heard in the initiatives the hospital rolls out?

0

4

3

 

Indicator

Starting Point

Current Performance

Goal
 Are we on track?

Percentage of total patient days that are designated as Alternate Level of Care (ALC) days
What is the percentage of days that beds being used inappropriately because patients are waiting for another type of service, such as a bed in a Long Term Care facility?

10.6%

9.2%

10%

 

Average number of Alternate Level of Care (ALC) days waited by patients discharged home with CCAC Services
Are patients waiting to go home from the hospital waiting because the necessary community support services are unavailable?

6.8 days

7.0 days

6.5 days

Find out why this is a challenge we continue to focus on. 

Percentage of patients readmitted within 28 days to Osler for chronic obstructive pulmonary disease (COPD), congestive heart failure (CHF) and diabetes
Are we ensuring patients are stable and receiving support after they are discharged from the hospital?

 9.3%

 9.1%

9.2%

 
 

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