There are several and the main area that we work on these is with the joint senior management, which is this administration and the CEOs. First of all, in the area of governance, we’ve moved to system reviews. So it’s not just authority by authority whether that’s on budgets or flow of patients. A key area that both bring in efficiencies as well as patient safety is on quality. So we’re developing quality measures and risk management measures. We’ve also raised the profile of risk management committees. This was not understood well by all authorities initially as to how to operate those and what the needs are. The other area is on the fiscal reporting and looking at how we can share capacity. A big focus was on billing and revenue recouping. So there are multiple areas around the whole accountability and governance.
Some of the things that we’ve made changes on is the role of the medical directors. You have to have the medical directors aligned and the clinical decisions and them also sharing budget and efficiencies. We’re reviewing currently the physician
resources, number of specialists, best way to use that. We’re looking at a centralized bed management. Right now we’re doing that manually, but because of the flow it can’t just be one authority’s fold, there has to be movement of patients. We’re also looking at our wait time management. Again, we’ve reviewed this with standard benchmarks both through the CEOs and the medical directors, looking at a way of managing that centrally and how we will pull off where we start to have wait lists. An example is the extra mammograms and colonoscopies we did this year to reduce the backload. We’ve reviewed both how we do scopes, the standards, referrals to make that standard, the specialist referral. I can go on and on, but a lot of this has been how you start to turn the system, raising the profile around patient safety, quality risk management and efficiencies.
That’s really just the beginning. Some of the things the standing committee has been advised on is the overall governance in how we can pool some of the administrative back office capacity deficits that we have and better ways to manage in that area in financial and administration. So it’s an ongoing process when you’re attempting large-scale change in a complex health system. Thank you.