Provincial Critical Care LHIN Leaders
Critical Care LHIN (Local Health Integration Network) Leaders are clinical experts who work collaboratively with hospitals, LHIN CEOs, Critical Care Services Ontario, CritiCall Ontario and the Ministry of Health and Long-Term Care. Fourteen Leaders—one within each LHIN—formally support the implementation of the Critical Care Strategy.
These Leaders are mandated to plan and coordinate systems-level and LHIN-level critical care service delivery; measure and improve critical care services; plan for critical care surge capacity; forecast demand, allocate resources and set priorities with respect to services; and represent the LHIN at the provincial table with respect to operational and planning issues in critical care.
Ontario Trauma Advisory Committee
The Ontario Trauma Advisory Committee (OTAC) endeavors to guide a world-class trauma system, focusing on reducing death and disability related to injury. The Committee will deliver on its vision by working collaboratively and transparently to ensure a quality-based trauma system that decreases the incidence and severity of trauma; ensures optimal, equitable, accessible, patient-centred care for Ontarians sustaining injuries; implements quality and performance improvement activities; ensures that designated facilities have appropriate resources to meet the needs of the injured; and provides appropriate rehabilitation and support services.
OTAC delivers on its vision by working collaboratively and transparently to ensure a trauma system that supports injury prevention; ensures optimal, equitable, accessible, patient-centred care for Ontarians sustaining injuries; implements quality and performance improvement activities; ensures the coordination of trauma expertise and service delivery throughout the province; and provides appropriate rehabilitation and support services.
OTAC’s strategic plan for 2013-14 focuses on the development of regional trauma networks within Ontario – informed by the Advisory Panel on Regional System Development - using a hub and spoke model to ensure open-lines of communication, standardized referral and repatriation practices, and a mechanism to understand regional differences in trauma service delivery between Lead Trauma Hospitals and their referring centres.
OTAC’s second strategic objective is performance improvement – led by the Performance Improvement and TRAC Sub-Committees. Performance metrics in the areas of access, quality and system integration have been developed and will inform strategies for the improvement of trauma service delivery.
The Burns Sub-Committee provides a forum to develop a provincial burn strategy and work towards the goal of a sustainable burn care system. The Sub-Committee will recommend best practice standards, identify current issues and challenges, and provide suggestions on how they can be overcome. The Sub-Committee is in the process of developing performance indicators, finalizing Burns consultation guidelines and confirming the algorithm for Burns transfers in the province.
Performance Improvement Sub-Committee
The Performance Improvement Sub-Committee provides a forum to identify a standardized set of performance metrics for Lead Trauma Hospitals (LTHs), regional trauma systems and a province-wide trauma system. The Sub-Committee will establish performance reports to provide input into the operations of the trauma system, analyzing populated metrics on an on-going basis to identify performance trends over the long-term and developing a framework for future performance targets by trauma hospitals.
The Trauma Registry Advisory Sub-Committee (TRAC) provides a forum to discuss and assess data, particularly within the Ontario Trauma Registry and its related databases. The Sub-Committee will review policies for access to data, support data collection procedures for each data source, develop and maintain of data definitions and the OTR data dictionary, provide quality review of data and reporting and overview the use of data for purposes related to provincial oversight of injury prevention and performance improvement.
Medical Directors Sub-Committee
The Trauma Medical Directors Sub-Committee is a forum to review and provide input on matters related to quality of trauma care, standards, and human resources relevant to the care of the injured patient. The sub-committee will review the Ontario Trauma Advisory Committee work products and offer input based upon the group’s collective experience and best practices.
Advisory Panel on Regional System Development
The Advisory Panel on Regional System Development is a time-limited panel formed to provide advice on an effective, sustainable and inclusive Ontario-wide regional trauma system of care in alignment with the work of the Ontario Trauma Advisory Committee. The Advisory Panel will provide advice to the OTAC on an effective Regional Trauma System to improve the care of trauma patients in Ontario. It will provide a framework for development of Regional Trauma Networks, identify the challenges associated with regional system development, suggest solutions to overcome these challenges and identify the most effective approaches to coordination and collaboration within each region’s trauma services
Provincial Neurosurgery Ontario
Provincial Neurosurgery Ontario (PNO) is responsible for implementing the recommendations from the 2011 Neurosurgery Ontario Final Report and bringing forward emerging issues in the provincial neurosurgical system. The work of PNO is carried out by several sub-committees and advisory groups, including:
System Capabilities Working Group
The System Capabilities Working Group is committed to standardizing expectations and protocols for referrals, transfers, and discharge in order to improve patient flow. The group will establish formal linkages between neurosurgical centres to ensure the system is always responsive when required.
Performance Management Working Group
The Performance Management Working Group is committed to identifying a set of performance measures for the neurosurgical system in Ontario. The group will develop and utilize a framework to monitor both hospital and system performance to ensure access, quality and responsiveness.
Epilepsy Implementation Task Force
The Epilepsy Implementation Task Force is committed to maximizing value from the system of epilepsy care in Ontario. The group will: improve access to care by coordinating resources and wait lists; establish standardized diagnostic and surgical protocols across centres; and develop supports for primary care providers.
Neuro-Nurse Educator Network
The Neuro-Nurse Educator Network is committed to supporting system-wide improvements for Ontario’s neurosurgical services through education and outreach across neurosurgical and non-neurosurgical centres. The group will increase knowledge and expertise to support equitable and timely access to neurosurgical care, and help to maintain the province’s neurosurgical capacity.
Coil Embolization Task Force
The Coil Embolization Task Force is committed to providing planning advice to PNO that will help maximize value from adult coil embolization services in Ontario. The group will review the provision of coiling services to ensure the province is equipped to meet current and future patient demand.
Critical Care Information System (CCIS) Advisory Committee
The CCIS Advisory Committee ensures that the vision for CCIS supports the goals of Ontario’s Critical Care Strategy to improve access, quality and system integration and, that the data collected in CCIS adds value for clinicians, administrators and policy makers. The Advisory Committee is responsible for overseeing strategic activities and reviewing overall critical care system performance.
The committee provides advice to CCSO and CritiCall Ontario on setting the strategic direction for CCIS. Further, the Committee provides advice on how the information gathered in CCIS can be utilized to support planning and drive improvements in critical care services while maintaining patient privacy and security of the system. The Committee is also responsible for providing guidance with respect to the role of CCIS in supporting provincial critical care strategies.
Critical Care Nursing Committee
The Critical Care Nursing Committee was established to inform a provincial strategy designed to create accessible critical care nurse training, support the development of quality work environments and ensure a sustainable critical care nursing workforce. The objectives of this Committee include evaluating current health human resource initiatives and protocols; advising on related programs and quality improvement initiatives; identifying value-adding health human resource models; and supporting educational and communication strategies.
Critical Care Response Team (CCRT) Task Force
The purpose of the Critical Care Response Team (CCRT) Task Force is to develop recommendations to inform the establishment of a sustainable future model for the Adult CCRT Program. The Task Force will liaise with the CCRT community and work to identify opportunities for improvement and mechanisms to address challenges including increased access to CCRT services, and increased awareness and clarity around the roles and accountabilities of a CCRT.
Life or Limb Policy Steering Committee
The Life or Limb Policy Steering Committee informed the development of the provincial Life or Limb Policy, implementation plan, and performance management framework. The Life or Limb Policy Steering Committee includes representation from hospital and LHIN administration, CritiCall Ontario and emergency medical services providers.
Paediatric Critical Care Advisory Committee
The Paediatric Critical Care Advisory Committee (PCCAC) will lead the implementation and evaluation of strategies that support the provincial paediatric critical care system. The Committee will be actively engaged in generating a set of strategy-relevant performance measurement indicators to support the provincial paediatric critical care system to achieve quality benchmarks and a culture of ongoing accountability and performance improvement.