R E H A B I L I T A T I O N - Ontario Hospital Association

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SUMMARY OF RESULTSDistribution of System Integration and Change Provincial Indicator ResultsHealthy Work EnvironmentInterdisciplinary Integration of CareProvincialAverage74.573.1For moreinformation on theinterpretation of boxplots, please refer tothe Interpreting theResults section inthis report.Evidence of Client-Centred Care74.0SYSTEM INTEGRATION AND CHANGEBest PracticesCoordination and Continuity of CareAcross the Continuum—All RCGsCoordination and Continuity of CareAcross the Continuum—Total StrokeCoordination and Continuity of CareAcross the Continuum —Total Orthopedic ConditionsEvidence of Organizational Client-CentrednessOrganizational Commitment to Staff Development61.365.464.662.268.679.502040Score6080100Source: Hospital Report 2007: SIC Survey.Figure 3Figure 3 depicts the distribution of scores and the provincial average (mean) for each of the indicators. There isconsiderable variation in scores for the majority of the indicators. Hospitals can use this figure to see where theirscores (found in the performance allocation tables) for each of the indicators fall relative to other hospitals’ scoresin the province. This figure is not meant to facilitate comparison between indicators.PAGE 10
SUMMARY OF RESULTS (CONT’D)SYSTEM INTEGRATION AND CHANGEThe results from this year’s survey on System Integration and Change highlight hospitals’commitment to staff development and quality of care. Hospitals strive to ensure thereare designated staff roles in the hospital to provide quality care for patients. This year,approximately 80% of hospitals indicated that they had a formal process to designatesomeone from the multidisciplinary team to every patient to address questions andconcerns about care, goals, treatment and discharge decisions. Although there isconsiderable variation among hospitals, the results indicate that there are an increasingnumber of hospitals that are implementing a client-centred approach to service delivery atthe system level.Almost two-thirds (64%) of hospitals surveyed reported that they had a formal process inplace to educate staff on the use of models and frameworks to guide best practices withina client-centred context. Best practices involve integrating information from patients, familymembers and clinical experience/expertise with the best available evidence in makingdecisions about the care of individual patients. A similar proportion of hospitals (64%) alsohad a formal process in place for developing and/or adapting clinical practice guidelines.The variation in this indicator suggests that there are still opportunities for hospitals toimplement formal processes to support the integration of best practices.PAGE 11
Page 1: HospitalReportR E H A B I L I T A T
Page 5 and 6: A SNAPSHOT OF HOSPITAL ACTIVITYIN O
Page 7 and 8: Table 2 depicts the total number of
Page 9 and 10: “HIGH-PERFORMING” HOSPITALSHIGH
Page 11 and 12: INTERPRETATION OF BOX PLOTS AND PER
Page 13: SYSTEM INTEGRATION AND CHANGEINTEGR
Page 17 and 18: SUMMARY OF RESULTS (CONT’D)SYSTEM
Page 19 and 20: PERFORMANCE ALLOCATION TABLEThe per
Page 21 and 22: SYSTEM INTEGRATION AND CHANGECommun
Page 23 and 24: CLIENT PERSPECTIVESPERSPECTIVESThis
Page 25 and 26: SUMMARY OF RESULTS (CONT’D)CLIENT
Page 28 and 29: CLIENT PERSPECTIVESCommunityHospita
Page 30 and 31: CLINICAL UTILIZATION AND OUTCOMESUT
Page 32 and 33: SUMMARY OF RESULTSAll RCGsHospital-
Page 34 and 35: SUMMARY OF RESULTS (CONT’D)CLINIC
Page 36 and 37: SUMMARY OF RESULTS (CONT’D)CLINIC
Page 38 and 39: 8CLINICAL UTILIZATION AND OUTCOMESP
Page 40 and 41: FINANCIAL PERFORMANCE AND CONDITION
Page 42 and 43: SUMMARY OF RESULTSFINANCIAL PERFORM
Page 44 and 45: FINANCIAL PERFORMANCE AND CONDITION
Page 46: APPENDIX A: DATA SOURCESThe followi
Page 49: To download a copy of Hospital Repo

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