esc lhin – strategic plan 2012 – 2015/media/sites/esc/assets/3b03... · 2015-04-06 · page 3...

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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


COPD 330

CHF 280

Reduce emergency visits per 100,000

population LHIN‐wide, age 35+

Current Actual:

COPD 1,246.7

CHF 456.1


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

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