Description
Report Code: HCP12815. September, 2012. Toronto
Article 1
Assessing Appropriateness of Care in Support of CQI in Healthcare
Charles J. Wright, MD, MSc, FRCS(C,E,Ed)
Chair
Ontario Health Technology Advisory Committee
Article 2
Aligning Levers to Advance Quality: From Intention to Reality
Miin Alikhan
Director, Health Quality Branch
Ministry of Health and Long-Term Care
Michael G. Stewart
Lead, Decision Support & Knowledge Transfer
Ministry of Health and Long-Term Care
Article 3
Connecting the Dots for Improving System Wide Performance
Carolyn Hoffman
Vice President, Clinical Performance Improvement
Alberta Health Services
Article 4
#SocialQI: Simple Solutions for Improving Your Healthcare
Brian S. McGowan, PhD
Founding Chair
Alliance’s on Emerging Technologies in Education Committee
Article 5
Accountability Agreements and Better Care Delivery
Bill MacLeod
Chief Executive Officer
Mississauga Halton Local Health Integration Network
Don Shilton
President
St. Mary’s General Hospital
Article 6
Healthcare Engineering I: Improving the System from Above
Michael W. Carter, PhD
Director
Centre for Research in Healthcare Engineering
Article 7
Healthcare Engineering II: Improving the System from Within
Neil McEvoy, CHE, PEng
Administrative Director
Centre for Research in Healthcare Engineering
Article 8
Health IT/Clinical Informatics Strategies that Support Quality Improvement
Jeremy Theal, MD FRCPC
Chief Medical Information Officer
North York General Hospital
Article 9
Physician Partners and Leaders in Achieving QI Goals
Marko Duic, MD, CCFP(EM), FCFP, MBA
Chief, Department of Emergency Medicine
Southlake Regional Health Centre
Staff Emergency Physician, St. Joseph’s Health Centre (Toronto)
Amir Ginzburg, MD, FRCPC
General Internist and Hospitalist
The Credit Valley Hospital and Trillium Health Centre
Article 10
Strengthening Operational Governance and Oversight for Sustained Process Improvements
Bill MacLeod
Chief Executive Officer
Mississauga Halton Local Health Integration Network
Article 11
Strengthening Operational Governance and Oversight for Sustained Process Improvements
Murray T. Martin
President and CEO
Hamilton Health Sciences
Article 12
Strengthening Operational Governance and Oversight for Sustained Process Improvements
Fiona McDougall
CEO
RWS Advisory
Article 13
Fundamentals of Performance Measurement and Process Improvement
Ladan Dadgar, PhD
Manager, Performance Measurement and Decision Support
Credit Valley Hospital Trillium Health Centre
Article 14
Accountability and Transparency: Leaning on your Data
Sharon Tai-Young
Director – Health Records and Decision Support
Markham Stouffville Hospital
Article 15
Lean Strategies for Support Services in Healthcare: A Case Study
Rick Gowrie
Vice President, Planning, Capital Redevelopment, Facilities and Support Services
Rouge Valley Health System
Craig Wickens
ARAMARK General Manager, Support Services
Rouge Valley Health System
Article 16
Driving Quality Through Accountability
Fiona McDougall
CEO
RWS Advisory
John D. Whincup
Executive Director
Optimus SBR
Article 17
The Patients’ View on Quality Improvement
Sholom Glouberman, PhD
President
The Patients’ Association of Canada
Article 18
Using Lean to Support Regional Collaboration
Michele Jordan
Vice President, Women’s and Children’s Program, Quality Improvement and Transformation
Rouge Valley Health System
Article 19
Building Capacity for Sustainable and Continuous Excellence
Susan Randell, MLT (ASQ-CQIA, CQM)
Quality and Patient Safety Manager
Ross Memorial Hospital
Article 20
Do Reservoirs in Healthcare add Value?
Marko Duic, MD
Chief, Department of Emergency Medicine
Southlake Regional Health Centre
Shawn Whatley, MD
Medical Director, Emergency Services Program
Southlake Regional Health Centre
Article 21
Supplementary Material
Perry Doody
Vice President, Operations
Revera Home Health
