Hospital Accountability Planning Submission (HAPS) Process

Transcription

1 Hospital Accountability Planning Submission (HAPS) Process Fiscal 2018/19 Presented in Fall 2017

2 Agenda 1. Context 2. H-SAA Organizational Structure 3. Guiding Principles 4. Updates for HAPS Submission Timelines HAPS Guidelines 5. Projected Timelines for Planning for Key Variables 7. Planning Environment Considerations 8. Assumptions 9. Appendix A: H-SAA Planning & Schedules WG Membership 10. Questions

3 Context Planning for 2018/19 The H-SAA Template Agreement is envisioned to be a multi-year agreement established through consultative stakeholder meetings between the LHINs, hospitals, the OHA and MOHLTC. The Schedules content will be negotiated annually. Information collected through the Hospital Accountability Planning Submission (HAPS) and the Additional Input forms will be used to populate the H-SAA Schedules. Both the HAPS forms and the guidelines have been refreshed. The HAPS and related draft Schedules will cover one fiscal year (FY 2018/19). 3

4 Context Planning for 2018/19 The government continues to implement Health System Funding Reform (HSFR), which supports system capacity planning and quality improvement through directly linking funding to patient outcomes. LHINs and the hospitals recognize that HSFR will impact the H-SAA process. Hospital funding has become unique to each individual hospital with the roll out of the Health Based Allocation Model and Quality-Based Procedure Funding (QBP) and so across the board planning targets are no longer relevant or possible. 4

5 Context Planning for 2018/19 Hospitals are currently engaged in developing budgets to guide operations for fiscal 2018/19 as part of their organization s fiduciary duty, and hospital services will continue to be provided to patients according to the hospital s internal plan and based on the hospital s best assumptions. There is great benefit for hospitals and LHINs to agree on performance expectations within a set of parameters that begins on day one of the fiscal year. The vehicle for this agreement is the H- SAA. 5

6 H-SAA Organizational Structure Creating an ownership framework Hospitals (OHA) H-SAA Steering Committee LHINs H-SAA Planning & Schedules Work Group H-SAA Indicator Work Group SRI Reports Work Group 6

7 H-SAA Organizational Structure Creating an ownership framework The H-SAA Planning & Schedules Work Group is led by Jeff Kwan, Vice President, Financial Health & Accountability, North Simcoe Muskoka LHIN. The 2018/19 HAPS was updated by Andrew Wahab, Senior Lead, Funding and Allocation at Mississauga Halton LHIN, and reviewed by Health Data Branch at MOHLTC. Based on the H-SAA Steering Committee s planning assumptions, the core deliverables of the H-SAA Planning & Schedules Work Group were to prepare draft schedules and planning submission documents and produce related education materials. 7

8 Guiding Principles Developing the HAPS materials The deliverables of the Planning & Schedules Work Group were set with the following guiding principles in mind: 1. Practicality - Develop products that reflect our current reality and are easy to use/understand. 2. Emphasis on local within the provincial context - For planning targets, performance indicator targets and other health system changes. 8

9 Guiding Principles Developing the HAPS materials 3. Partnership Approach - Hospitals and LHINs should liaise early and often in order to develop a mutually acceptable H-SAA within the requisite timeline. 4. Ensure alignment. All core HAPS/H-SAA materials (Guidelines, Forms and Schedules), should align with one another. The Work Group will also strive for enhanced functionality whereby one form/schedule may be pre-populated by another where appropriate. 9

10 Updates for HAPS Submission Timelines Last year, the LHIN CEOs endorsed a standardized work plan to provide predictable dates for key deliverables for all future years. As such, the HAPS submission timeline was in November. Similarly, this year s HAPS timeline will be November 24, The LHINs do not consider this submission to be final as changes usually occur post submission up to January through the LHIN review process. The final HAPS is approved by Hospital Boards in January

11 Updates for HAPS Guidelines Updates to the HAPS Guidelines include: timelines for HAPS submission Updated section regarding HSFR Refined list of QBPs Added Stroke Endovascular Treatment Removed Acute Inpatient Neonatal Jaundice* * This is now factored into LHIN Global Allocation in the Revenue and Expense tab. 11

12 Updates for HAPS Guidelines Changes to Embedded Documents within HAPS Guidelines: Within Additional Input Form: In the Supplemental Input Form for Schedule A, under Wait Time Strategy Services, there will now be 2 separate columns. Base funding will continue to be indicated in one column, while Incremental Base funding will now be reflected in the second column. Within HAPS Narrative: Updated Sexual Assault and Domestic Violence Treatment Centre Annual Program Report form. 12

13 Projected Timelines for HAPS and H-SAA Activity HAPS Completion HAPS on SRI HAPS Narrative (submit as document through SRI) HAPS Additional Input (submit as document through SRI) Time Frame Oct. 2/17 to Nov. 24/17 Recommended Dates for Local H-SAA Schedules/Indicator Education Local Indicators & Performance Targets to Hospitals Negotiated & Finalized Nov. 6/17 to Nov. 17/17 Nov. 1/17 to Nov. 30/17 Performance Targets for Provincial Indicators Negotiated & Finalized Nov. 24/17 to Dec. 15/17 Hospital Boards approve HAPS Jan. 2/18 to Jan. 31/18 LHIN prepares the Hospital Agreements and Schedules & sends to Hospitals Hospital Boards approve H-SAA agreement and returned signed copies to LHIN Jan. 15/18 to Feb. 1/18 Feb. 1/18 to Mar. 15/18

14 Planning for Key Variables HAPS Key variables to consider when completing the HAPS include: Mitigation HBAM QBPs

15 Planning Environment Considerations HAPS Breaking the cycle of Rework The Mystery of Funding Scenario Planning It s just a Plan Timelines

16 Assumptions HAPS Hospitals will individually and locally determine reasonable planning assumptions for use in the completion of the HAPS. Use information currently available including assumptions for HBAM and Quality Based Procedures. The LHIN will review assumptions for reasonableness. In some LHINs, the LHIN and hospitals may collectively agree on a common set of assumptions.

17 Appendix A: H-SAA Planning & Schedules Work Group Membership Sector Organization Individual, Title LHIN NSM LHIN Jeff Kwan, Vice President, Financial Health & Accountability (Chair) Hospital Collingwood General & Marine Hospital Michael Lacroix, Vice President, Corporate Services & CFO Hospital Quinte Health Care Brad Harrington, Vice President and Chief Financial Officer Hospital St Michael s Hospital Tomi Nieminen, Deputy Chief Financial Officer Hospital Trillium Health Partners Carol Vinette-Hancharyk, Director, Financial Strategy & Deputy Chief Financial Officer MOHLTC Ministry of Health and Long-Term Care Minh Huot, Team Lead (A) MOHLTC Ministry of Health and Long-Term Care Leanne Lindsay, Senior Program Consultant (A) OHA Ontario Hospital Association Imtiaz Daniel, Director, Financial Analytics and System Performance

18 Appendix A: H-SAA Planning & Schedules Work Group Membership (cont d) Sector Organization Individual, Title LHIN C LHIN Ronald Eng, Senior Business Analyst LHIN C LHIN Kelvin Luk, Senior Analyst LHIN SW LHIN Scott Chambers, Manager LHIN MH LHIN Jeanny Lau, Lead LHIN MH LHIN Andrew Wahab, Senior Lead, Funding and Allocation LHIN NE LHIN Marc Demers, Controller / Corporate Services Manager LHIN NW LHIN Kevin Holder, Senior Consultant LHIN TC LHIN Erin Scholl, Senior Consultant

19 Questions about the HAPS? Please contact your local LHIN.