ESC CCAC

STRATEGIC PLAN
2014/2015 – 2016/2017

ERIE ST. CLAIR CCAC

BALANCED SCORE CARD
2014/2015 • 2016/ 2017
ESC CCAC BALANCED SCORECARD

QUALITY
PATIENT CARE
Patient satisfaction

LEARNING ESC CCAC FINANCIAL

& GROWTH STRATEGIC PLAN
HEALTH
WORK LIFE
Plan developed to address
staff satisfaction
& VISION
2 0 21041/42/ 02 10 15 5 • – 2 2001166 // 22 0 1 77
Balanced position at year-end

INTERNAL
BUSINESS
PROCESSES
Strategic plan on target

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ESC CCAC BALANCED SCORECARD
VARIANCE INDICATOR: INDICATOR SOURCE:
Meet or Exceeds Discuss/Review Below Target M-SAA: Multi-sector Accountability Agreement
QIP: Quality Improvement Plan
ESC CCAC
STRATEGIC PLAN
ESC: CCAC Performance Indicator 2014/2015 – 2016/2017

Baseline Target Target Justification Q1 Q2 Q3 Q4

Domain Indicator Performance Corridor
Performance Performance and Comment(s) (2016-17) (2016-17) (2016-17) (2016-17)
Goals and Objectives for Engaging with >90% of goals and Goals and objectives should be >90%
2015/16
community to learn from the patient experience objectivesontarget achievable within suggested 80-89% 90% 90% 100% 100%
100%
and deliver patient & family centred care [ESC] for completion timeframes.
<80%
>90% of goals and Goals and objectives should be >90%
Goals and Objectives for Chronic Disease 2015/16 achievable within suggested 90% 90% 100%. 100%
Management [ESC] 88% objectivesontarget 80-89%
for completion timeframes. <80%
>90% of goals and Goals and objectives should be >90%
Goals and Objectives for Partner of Choice in 2015/16 achievable within suggested 90% 90% 92% 100%
enhanced Care Coordination [ESC] 92% objectivesontarget 80-89%
for completion timeframes. <80%
<1.00
Ratio of Admitted Patients to Discharged 2015/16 Target set by CCAC as objective to 1.01-1.05
1.0 1.07 1.0 0.94 0.97
Patients [ESC] 1.015 support resource management.
>1.05

>95% Q3/Q4 Q3/Q4 data

Patient Satisfaction data not not available.
2015/16 Stretch target to achieve top 93.2-94.9% 93.5% 93.5%
(Overall Experience rating on NRC Picker survey) > 95.0% available.
94.25% performance in province.
[QIP] <93.1%

Quality Patient <30.5%

Care Patient Risk (Falls) [QIP] / [MSAA]
2015/16
<30.5%
Target to meet or exceed high 30.7-35.7% 38.3% 37.7% 37.2% 39.6%
36.9% performer in Province.
>35.7%
<15.3%
2013/14 LHIN MSAA indicator and target Q4 Data not
% of ALC days (closed cases) [MSAA] <15.3% 15.4%-16.3% 12.1% 13.1% 16.5%
16.4% (not set). available
>16.4%
Collecting Collecting Provincial average:
% of palliative/end of life patients who died in 61.89% Q4 Data not
baseline baseline First year of data collection in QIP. 70.50% 63.17% 70.92%
their preferred place of death [QIP} available

% of home care patients with unplanned, less <3.83% Estimated Estimated Estimated
2015/16 Q1 To be among top quartile among 3.84-6.7%
urgent ED visit within first 30 days of discharge <3.83% 6.2% availability availability availability
6.88% CCAC’s.
from hospital [QIP] >6.8% date is Q1. date is Q1. date is Q1.
% home care patients who experienced an <14.5% Estimated Estimated Estimated
2015/16 Q1
unplanned readmit to hospital within 30 days of <14.5% Remain as top performer in province. 14.6-15.6% 15.5% availablity availability availability is
14.7%
discharge from hospital [QIP] >15.7% date is Q1. is Q1. Q1.
>90.7%
% complex patients receiving their first Personal 2015/16 87.4-90.6%
>90.7% Maintain provincial leadership. 93% 92.7% 91.1% 93.4%
Support visit within 5 days [QIP] [MSAA] 90.7%
<87.3%
>95.8%
% patients receiving their first nursing visit 2015/16 95.5-95.7%
>95.8% Acheive top performance in province. 95.4% 95.8% 96.1% 95.4%
within 5 days [QIP] [MSAA] 95.0% <94.5%
N/A means baseline performance not available.
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TBD means indicator to be developed further using historical performance
ESC CCAC BALANCED SCORECARD INDICATOR SOURCE:
VARIANCE INDICATOR:
Meet or Exceeds Discuss/Review Below Target M-SAA: Multi-sector Accountability Agreement
QIP: Quality Improvement Plan
ESC CCAC
STRATEGIC PLAN
ESC: CCAC Performance Indicator 2014/2015 – 2016/2017

Baseline Target Target Justification Q1 Q2 Q3 Q4

Domain Indicator Performance Corridor
Performance Performance and Comment(s) (2016-17) (2016-17) (2016-17) (2016-17)
>90% of >90%
2014/15 Q3- annual goals Goals and objectives should be
Goals and Objectives for Technology Enabler 80-89%
2014/15 Q4 and objectives achievable within suggested 90% 90% 92% 100%
[ESC] <80%
92% on target for timeframes.
completion.
Target is integration of Care 100%
% of primary care providers with attached Care 100% of all FHTs/ 83-99%
N/A Coordination in local FHTs/CHCs in 25% 25% 92% N/A
Coordinator [Strategic Plan] CHCs
current fiscal year. <66-82%

Total number of patients receiving nursing visits

Indicator under review
[Strategic Plan]
InternalBusiness
>50%
Processes % of pts with high and very high MAPLe score
2015/16 46-49.9%
[Strategic Plan] 50% Align to provincial average. 45.7% 46.27% 45.62% 45.64%
43.6%
40-45%
<8%
% of pts with low and mild MAPLe score 2016/16
8% Align to provincial average. 9-12% 20.9% 19.9% 19.34% 18%
[Strategic Plan] 22.5%
>13%
2015/16 Target to meet or exceed strongest >40%
% of acute clients utilizing nursing clinic 40% 35-39% 38.4%
40% past performance. 39.42% 38.6% 41.26%
[Strategic Plan] <35%
>90% of annual >90%
goals and Goals and objectives should be
Goals and Objectives for Value for Home & 2015/16 80-89%
objectives achievable within suggested 90% 90% 95% 100%
Community Care Enabler [ESC] 89%
on target for timeframes.
<80%
completion
>0%
2015/16 Positive total margin represents a 0--1%
Total margin [MSAA] >0% -3.75% -0.34% -0.58% 1.36%
-0.58 balanced position.
<-1%
Financial
<8%
Health Proportion of budget spent on total 2015/16
<8%
Target to remain below provincial
8-8.5% 6.7% 7.2% 7.3% 7.2%
administration [MSAA] 6.8% average.
>8.5%
>-1% - <1%
> -2.5% - -1.1%
2015/16 />1.1% - 2.5%
Variance Forecast to actual expenditures [MSAA] 0% Target to maintain financial stability. -4.44% 0.71% -0.41% 0.48%
1.82%
>-5% - -2.6%
/ 2.6% - 5%

N/A means baseline performance not available.

TBD means indicator to be developed further using historical performance 3
 INDICATOR SOURCE:
ESC CCAC BALANCED SCORECARD VARIANCE INDICATOR: M-SAA: Multi-sector Accountability Agreement
Meet or Exceeds Discuss/Review Below Target QIP: Quality Improvement Plan
ESC: CCAC Performance Indicator
ESC CCAC
STRATEGIC PLAN
2014/2015 – 2016/2017

Baseline Target Target Justification Q1 Q2 Q3 Q4

Domain Indicator Performance Corridor
Performance Performance and Comment(s) (2016-17) (2016-17) (2016-17) (2016-17)
<$318
Overall average monthly cost per patient with low 2015/16 $319-329
<$318 Remain below Provincial average. $318.24 $297.95 $285.03 $305.13
and mild MAPLe scores [MSAA] $308
<329
<$800
Overall average monthly cost per patient with 2015/16 Target is to achieve provincial $801-$815
$800 $740.55 $774.98 $804.20 $804.13
high and very high MAPLe score [Strategic Plan} $724 average.
$816-$830
>90% of goals >90%
Goals and objectives should be
Goals and Objectives for Employer of Choice 2015/16 and objectives 80-89%
achievable within suggested 80% 80% 88% 100%
Enabler [ESC] 82.5% on target for
timeframes. <80%
completion

<1%
Overtime stated as a percentage of total staffing 2015/16 Target improvement over existing
<1% 1-2% 0.89% 1.20% 0.75% 0.70%
budget [ESC] 0.91% performance.
>2%
Learning and Target is improvement over prior <4 hrs
Growth WSIB Loss Time Claims
2015/16
<4hrs
year performance, based on lost time 4-6 hrs 5.8 hrs 1.9 hrs 10.1 hrs 0.49 hrs
4hrs in hours per 50,000 scheduled work +6hrs
Work Life hours.
<5%
Percentage of sick time of total scheduled work 2015/16 Target improvement over existing
<5% 5-6% 8.22% 8.24% 8.78% 8.39%
time [ESC] 7.6% performance.
>6%

100% budgeted
Percentage of actual expenditure over total
N/A amount allocated Maintain sustainable spend rate over fiscal year. 24.5% 34% 46.5% 64%
budgeted education and development amount.
by year end.

N/A means baseline performance not available.

TBD means indicator to be developed further using historical performance
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