Health Transformation Learning Partnership
Publications
From Innovation to Transformation: Moving Up the Curve in Ontario Healthcare
Abstract:
This book provides an overview of the Health Transformation Learning Partnership (HTLP) project. This innovative project involves the transformation of three healthcare organizations in Ontario - North York General Hospital, York Central Hospital, and the South East Community Care Access Centre - using a combination of organizational transformation techniques.
The techniques include the development of balanced organizational scorecards, balanced governance scorecards, strategy maps, accountability agreements and process improvements, to improve quality and safety within the organizations, and to enhance the organizations' ability to respond to changes in their environment. The project also involves the innovative use of story-telling to enhance results. The results of these approaches have been tracked and documented, and the lessons learned are harnessed and shared in this book.
The Honourable Elinor Caplan is the chief executive officer of Canada Strategies Inc.
Tom Bigda-Peton is an expert on the art and science of storytelling/dynamic evaluation and qualitative analysis.
Maia MacNiven is president of MC MacNiven Consulting.
Sandy Sheahan is current chair and founder of Bethel House, a not-for-profit outreach project in downtown Kingston that provides safe, transitional housing for men recovering from addictions.
Transforming the Patient Experience: Emergency Department Process Improvement Program Case Book: Waves 1 and 2
Abstract:
The Emergency Department Process improvement Program (ED PIP) of the Ontario Ministry of Health and Long-Term Care (MOHLTC) is an important contribution to a major healthcare issue. These case studies provide stories and lessons of the implementation of an array of process improvements using lean methodologies in a number of Ontario Hospitals.
These case studies provide a context for process improvement strategies that could be adopted in other hospitals in Canada and outline the challenges or barriers that may prevent the adoption of these improvements. This study considers:
The significance of a learning culture that builds capacity and resilience in its people;
- The significance of a learning culture that builds capacity and resilience in its people;
- The importance of process improvements designs that enhance system effectiveness and efficiencies and increase overall reliability in care delivery and patient outcomes; and
- The value of a management and performance measurement infrastructure that encourages and supports the desired results of the transformation.
Health Transformation Learning Partnership
Project Articles
Balanced Scorecarding and Dynamic Evaluation
NYGH Balanced Governance Journey
Emergency Department Process Improvement Project
Emergency Department Process Improvement Program (ED PIP) Wave 1 and 2 Casebook
Conferences
Healthcare Leaders Conference
January 16, 2008, Toronto
Sustainable Transformation: Building a Resilient Organization
May 31-June1, 2010, Toronto
Building Resilience Through Quality and Safety
September 21, 2010, Thunder Bay
From Innovation to Transformation: Delivering and Sustaining Results
January 20-21,2011, Ottawa
IPAC/OHA Webcasts/Videoconferences
Governance Balanced Scorecard- The NYGH Journey
Dr. Larry Grossman's Webcast Deck on Physician Leader Accountability Agreements
Canadian Public Administration Journal - Special Issue
in December 2006, the Institute published a special issue of Canadian Public Administration that focused on health policy and innovation in Canada. Read the complete articles.
IPAC Events
