Local Health Integration Network
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For Health Service Providers

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In this section we provide information and linkages for the benefit of our health service providers.

2013-2014 Annual Plan

Read the 2013-2014 Annual Plan for the Waterloo Wellington Health System.

Health Infrastructure Renewal Fund

Health service providers such as hospitals are responsible for ensuring that their facilities are in a good state of repair by managing their capital assets and planning renewal activities.

The Health Infrastructure Renewal Fund (HIRF) program, led by Local Health Integration Networks, provides funds to supplement a hospital’s existing renewal program and help address renewal needs (e.g., roofing systems, boilers, windows) on a priority basis.

Hospitals can receive a HIRF grant for eligible projects regardless of their own ability to raise a local share of the project costs. There is no cost-sharing requirement and 100% of the grant can be used on a single project.

For more details on the fund, please refer to the HIRF Guidelines provided below.

HRIF 2013-14 Changes – Teleconference 

HIRF Guidelines *Revised December 13, 2013 

HIRF Settlement Report 

HIRF Application Form 

HIRF Hospital Special Business Case 

Community-Based Speciality Clinics

2013-14 Quarterly LHIN Reporting

2013-14 Quarterly LHIN Reporting User Guide

SRI Community Sector Quarterly Report - Orientation Session

2013-14 Quarterly LHIN Reporting Orientation Presentation 

Diabetes Educational Programs

Policies and Procedures Manual: Adult Diabetes Program (pdf)

Health-Based Allocation Model

HBAM Advisory Committee Communique #3
HBAM Advisory Committee Communique #2
HBAM Advisory Committee Communique #1

Cataract Wait Time Guarantee

Provider Education for the LHINs and participating Hospitals & Ophthalmic Surgeons

Long-Term Care Service Providers

Forms, Templates and Equipment Requests 

Capital Planning

Capital planning requires joint review by the Ministry of Health and Long-Term Care and the WWLHIN.  Information on the process is detailed in the following reference documents:

MOHLTC/LHIN Capital Working Group Bulletin

MOHLTC Capital Planning Manual

Capital Planning Toolkit 

Capital Planning Toolkit - French

Capital Planning Pre-Submission Form

Presentation - MOHLTC/LHIN Joint Review Framework for Early Capital Planning Stages

Capital Planning Bulletin - Fall 2010

Capital Planning Backgrounder - Fall 2010

Capital Planning - Questions & Answers Fall 2010

For further information on capital planning, call the WWLHIN office at 519.650.4472.

Integration

A health service provider may make plans at its own initiative to integrate services. If the intended integration involves services that are at least partially funded by the WWLHIN, the health service provider must provide the WWLHIN with notice before proceeding to take any further action. In response to this notice, the WWLHIN is given the authority under the Local Health System Integration Act, 2006 (LHSIA) to decline the health service provider-led intended voluntary integration. The WWLHIN may decline an intended voluntary integration if it is considered to be in conflict with either the Integrated Health Service Plan (IHSP) or the public interest.

The following document provides more information on the integration of services by health service providers.

Questions related to the integration of health services in the WWLHIN can be directed to Toni.Lemon@lhins.on.ca

Waterloo Wellington Integration Success! 

Three years after integrating four community support agencies into one, Community Support Connections, Meals on Wheels and More is offering more services, to more seniors with the same dollars provided by the Waterloo Wellington Local Health Integration Network.  Through this collaborative work, the organization has improved access to care for clients and are supporting better health and better futures for Waterloo Wellington residents.  Learn more about this success.  

CSS Integration Backgrounder - May 2012  

 Performance Monitoring and the Variance Reporting Process 2009/2010

Variance Reporting complements quarterly reporting requirements. Quarterly reports are designed to capture standardized, comparable data across the system. Variance reports are designed to be a more flexible communication tool - allowing for timely sharing of information in a way that captures the unique circumstances and innovative solutions of each organization.

Submission of a variance report is triggered by a health service provider’s internal monitoring mechanisms as these flag threats or opportunities associated with achieving year-end service delivery expectations within a balanced budget. From the Waterloo Wellington Local Health Integration Network’s (WWLHIN’s) perspective, it also provides an opportunity to share learning and facilitate the uptake of best practices.

Health service providers are expected to notify the WWLHIN immediately at any point in the fiscal year if the organization’s year-end projection indicates they will:

  • deliver service volumes below plan;
  • deliver service volumes more than 5% above plan;
  • be over budget (i.e. projecting a deficit); or
  • be under budget (i.e. projecting a surplus) by more than 5% of your allocation or $20,000, whichever is more.

In any of the above circumstances, health service providers must inform the WWLHIN as soon as the trend is identified by contacting the organization’s WWLHIN Liaison followed by submitting a completed Variance Report Template. The LHIN will expect updates on actions taken to resolve variances and the results of those efforts.

Decision Making Framework/Health Equity Impact Assessment

Across the province, LHINs have adopted a consistent "Priority Setting and Decision Making Framework" that will continue to guide the 14 organizations, as they engage with local stakeholders, to set local health care priorities and make decisions. The Framework was developed by a work group comprised of representatives from the LHINs, provincial health care associations including the Ontario Medical Association and Ontario Health Centres and front line providers from the long term care sector, the community care access sector,  mental health and addictions and community care.

Eight Guiding Principles are contained in the Framework to ensure that processes are transparent and publically accessible, that decisions are based on reasons that are relevant to fair-minded people and that decisions can be revisited and refined if more information becomes available.

In addition, LHINs are beginning to use a Health Equity Impact Assessment (HEIA) Tool, a decision support tool which has been demonstrated to reduce health disparities and improve targeting of health care investments.

To access these documents, please click on the links below:

LHIN Priority Setting & Decision Making Framework Toolkit - pdf

Cadre d’établissement des priorités et de prise de décision des RLISS - pdf

Health Equity Impact Assessment (HEIA) - pdf

Évaluation de l’impact sur l’équité en matière de santé (EIES) - pdf

Health Equity Impact Assessment (HEIA) - weblink

Évaluation de l’impact sur l’équité en matière de santé (EIES) - weblink

Health Service Providers are encouraged to use these resources to guide their own organizations.

Cancer Care Ontario  
 

 

 

On April 12, 2010, Cancer Care Ontario released it Access to Care Informatics (ATCI) Performance Improvement Product electronically (http://www.cancercare.on.ca/atcinformatics).

This product was developed by the ATCI team in collaboration with healthcare facilities and Local Health Integration Networks (LHIN) in the province. It profiles six real-life case studies of how hospitals and LHINs have leveraged available wait time data to improve performance and reduce their patient wait times in the areas of Magnetic Resonance Imaging (MRI)/Computed Tomography (CT), total joint replacement surgery, surgical oncology and in the emergency room.