Relationship Management Initiative2014 User Satisfaction Data

table of contents

ToronTo CenTral CCaC 9CSS/CnaP agenCieS 11

long-Term Care homeS 13Camh 15

mounT Sinai hoSPiTal 17ST. JoSePh’S

healTh CenTre19

ST. miChael’S hoSPiTal 2123Sunnybrook healTh

SCienCeS CenTre

25ToronTo eaST generalhoSPiTal

27univerSiTy healTh neTwork (Tgh, Twh , Pmh)

bayCreST 29bridgePoinT healTh 31

33ProvidenCe healThCareCenTre

runnymede 3537ToronTo graCe healTh

CenTreuniverSiTy healTh

neTwork (Tr)

weST Park healThCare CenTre

39

41

PurPose

satisfaction Data

3

6

recommenDations 43

methoDology 46

What is a Relationship Management Initiative?

“

”

PurPoseResource Matching & Referral (RM&R) is a web-based application that manages electronic referrals and matches patients to the most appropriate clinical programs/services, in Toronto Central Local Health Integration Network (LHIN). As of 2014, the application is live in 80 participating organizations. These vary in size; from large academic hospitals to medium community hospitals to small senior support agencies. The participating organizations also vary in the services offered; from palliative care clinics to long-term care homes to low tolerance long duration rehabilitation programs. The 20,000 registered users also vary in clinical designation; physicians, social workers, case managers and nurses regularly use the application.

About rM&r

the chAllengeThe RM&R program is charged with managing this diverse network of relationships. The sheer volume and variety of stakeholders, however, presents formidable challenges. How should the program contextualize raised issues? How can the program create greater transparency? And what processes will facilitate a meaningful dialogue? In order to build and maintain healthy relationships, the RM&R program will shift its stakeholder engagement, from an ad-hoc reaction to a strategic function. In 2014, the RM&R program started the Relationship Management Initiative to accomplish that goal.

Through its implementation and operational wings, the RM&R program does engage with the stakeholders. However, there is no systematic approach to this engagement. During the implementation of an individual project or through the governance structure, both wings will conduct engagement exercises to accomplish set deliverables. Discussions, however, are limited in scope. And while participating organizations will voice concerns about issues related to RM&R, due to the pace of the project or overburdened resources, the program has difficulty contextualizing and prioritizing the issue. Moreover, by the time the RM&R program is made aware of an issue at a participating organization, the issue may have deteriorated the relationship.

current engAgeMent

3

Through the Relationship Management Initiative, the RM&R program will annually measure and track its relationships. Broken into two phases, the initiative quantifies relationships and then actions on the data trends. A strategic approach to stakeholder engagement delivers four primary benefits to the RM&R program.

1.) The Relationship Management Initiative assists in identifying and prioritizing issues. Instead of applying a topical cure, the program can strategically assess how an issue is situated within the larger context. While previously, the solution may have been organization-specific, through the Relationship Management Initiative, the program can instead develop a program solution that benefits multiple stakeholders.

2.) The initiative manages expectations. By contrasting a participating organization’s results with others, it provides a framework for the feasibility of demands.

3.) The initiative facilitates an active and meaningful dialogue between the RM&R program and participating organizations. Grounded in data, the dialogue is broad enough to foster discussion but has boundaries to prevent digression.

4.) The initiative identifies emerging issues that can be resolved before they affect the relationship.

The 2014 Relationship Management Initiative Report will showcase the methodology used to gather the data. It will also visualize program level data, sector level data and, where applicable, organizational level data.

What is the objective of the Relationship Management Initiative?

“

”

PurPose

4

Relationship Management Initiative Data

Arti Patel, RN, UHN (Toronto Rehab)2014 RMI Survey Winner

HealtH Discipline N1022

Resource Matching & ReferralUser Satisfaction Data

RMI Survey Demographic Data

32%

6%

29%

7%

3%

9%

1%

1% 1% 3% 7% 2%

physician65

allied Health296

nurse328

caseManager

26

Researchstaff

21

67nurse practitioner8p.c. coordinator14

93

care/service coordinator

Management72

Other32

training staff6

administrativepersonnel

seRvice aRea N798*Non-mandatory question

Outpatient139

58

emergency Department

inpatient546

68% 18% 7%specialty clinic

577%

6

respondents

information access satisfaction

N1022

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

1022total respondents/

444

278

207

Resource Matching & ReferralUser Satisfaction Data

RM&R Program

73%email/ / 11%

team Huddles/meetingsX20%

do not recieve information

94• Email

• To other clinical staff (Manager, CCAC coordinator, Discharge Coordinator)

• Email

• Survey

328Nurse

296Allied Health

65Physicians

333Other

Health discipline

+ + +sector

67CCAC

636Acute

30CSS/CNAP

248Rehabilitation/CCC

41LTC Homes

+ + + +Users recieve information about RM&R through the following:

I have the opportunity to provide feedback

7

downtime satisfaction

800

resp

onde

nts

600

400

200

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

800

resp

onde

nts

600

400

200

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfactionre

spon

dent

s

600

400

200

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

536

N1022

N1022

N1022

!

241

124 121

445

289

144 144

416

339

154

576

229111

586

212

110 114

674

187104

57

528

218

96180

625

152182

63

505

232 201

84

532

57

231 202

106

800

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

113

8

respondents

information access satisfaction

N67

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

67total respondents/

17

24• To Senior Management

(Manager, Director) • Email

• Survey

Resource Matching & ReferralUser Satisfaction Data

Toronto Central Community Care Access Centre

team Huddles/meetings75%

email/ /16%

rm&r Website10%

Xdo not recieve information

9%

Health discipline

+22Care Coordinator

18Case Manager

8Administrator

8Management

11Other

+ + +

25

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

1

9

doWntime satisfaction

Downtime frequency is not disruptive

80

resp

onde

nts

60

40

20

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

80

resp

onde

nts

60

40

20

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

RM&R offers effective training tools I recieve training notificationI have access to training

80

resp

onde

nts

60

40

20

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

37

21

N67

N67

N67

!

15

213

23

10

39

16

35

91615

33

611

20

48

34

12

6

3

37

93

102 1

49

7 65

176

14

24

4

19

7

18

17

respondents

information access satisfaction

N30

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

30total respondents/

19

4

6

Resource Matching & ReferralUser Satisfaction Data

C.S.S. & C.N.A.P. Agencies

rm&r newsletter73%

email/ /20% X

rm&r Website6%

team meetings/Huddles 6%

do not recieve information6%

subcommittee member6%

• Email

• To other clinical staff

• Email

• Survey

1

Health discipline

+8Care/Service Coordinator

7Management

6Allied Health

9Other

+ +

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

11

doWntime satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

20

5

N30

N30

N30

!

3 3 3

20

RM&R offers effective training tools I recieve training notificationI have access to training

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

12

23

2

23

2 3 2

21

61

18

6

27

20

2

3 24 2

3

23

22 3 2 1 2

23

2 14

26

2

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

respondents

information access satisfaction

N25

Current Feedback Process Recommended Feedback Process

25total respondents/

2

1

21

• To CCAC Coordinator • Email

• Survey

Resource Matching & ReferralUser Satisfaction Data

Long-Term Care Homes

rm&r newsletter72%

email/ /48% 24%

rm&r Website

1

Health discipline

+17Management

1Physician

1Nurse

6Other

+ +

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

13

doWntime satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

16

4

N25

N25

N25

!

4 41

16

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

14

18

1

21

41 1

22

2

17

22

20

2

2

2

20

3 21

2 2

20

2 12 1 2 1

3 3 3 2

respondents

information access

N5

feedback

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process

5total respondents/

2

Resource Matching & ReferralUser Satisfaction Data

Centre for Addiction and Mental Health

2Physicians

1Nurse

1Allied Health

1Administrative

Health discipline

+ + +service area

3Outpatient

1Inpatient

1Specialty Clinic

+ +

/do not recieve information

60%email/X40%

rm&r Website20%

rm&r newsletter20%

Users recieve information about RM&R through the following:

I have the opportunity to provide feedback

2

1

• Surveys

• Email

• To other clinical staff

15

doWntime satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

3

N5

N5

N5

!

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

3 3

1 1

4

1

3

2

1

3

1 1

3

2

3

2

1

11

3

11

2

1

2

16

respondents

information access satisfaction

N52

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

52total respondents/

26

20

6

25%team Huddles/meetings

78%email/ / 7%

subcommittee member

Resource Matching & ReferralUser Satisfaction Data

Mount Sinai Hospital

• Email

• To other clinical staff (Manager, CCAC Coordinator)

• Email

• Survey

28Nurse

10Allied Health

7Physicians

7Other

Health discipline

+ + +service area

30Emergency Department

18Inpatient

2Outpatient

2Other

+ + +

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

17

downtime satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

38

9

2 3

29

13

4 6

2022

5 5

N52

N52

N52

!

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

18

29

4

27

6

32

1 2

25

19 19 17 17

10

24

1

21

1

22

14 1317

1318

12

respondents

information access satisfaction

N18

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

18total respondents /

10

6

2

Resource Matching & ReferralUser Satisfaction Data

St. Joseph’s Health Centre

55%email/ / 11%

subcommittee memberX25%

do not recieve infomation

• To RM&R representative • Email

9Allied Health

6Nurses

2Discharge Planner

1Privacy

Health discipline

+ + +service area

2Emergency Department

12Inpatient

2Outpatient

1Other

+ + +

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

19

downtime satisfaction

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

9

6

1 2

87

31

N18

N18

N18

!

7 7

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

20

11

3

11

4

12 11

4 3 3 4

13

1

10

2

11

2

5

1

6

1

1 2

3 3

2

respondents

information access satisfaction

N6

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

6total respondents/

2

1

Resource Matching & ReferralUser Satisfaction Data

St. Michael’s Hospital

16%team Huddles/meetings

66%email/ /

do not recieve informationX16%

1

2

2Allied Health

2Case Manager

1Care/Service Coordinator

1Administrative

Health discipline

+ + +service area

4Inpatient

1Specialty Clinic

1Decision Support

+ +

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

21

• Email RM&R representative • Survey

downtime satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

23

N6

N6

N6

!

2 2 2 2

1 1

3

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

22

5

4

1

23

1

3 3

1 1

4

1 1

3 3 3 3

respondents

information access satisfaction

N69

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

69total respondents/

22

27

Resource Matching & ReferralUser Satisfaction Data

Sunnybrook Health Sciences Centre

do not recieve information42%

email/ / 11%

subcommittee memberX18%

30Allied Health

15Nurses

13Physicians

11Other

Health discipline

+ + +service area

56Inpatient

11Outpatient

1Emergency Department

1Specialty Clinic

+ + +

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

19

23

• To other clinical staff (Manager, CCAC Coordinator, Practice Lead, RM&R meetings)

• Email

• Survey

downtime satisfaction

60

resp

onde

nts

45

30

15

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

60

resp

onde

nts

45

30

15

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

60

resp

onde

nts

45

30

15

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

47

93 5

31

18

28

10

N69

N69

N69

!

5

14

25

6

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

24

40 42 46

29

13 12 12

40

2218

29

9 914 15 16 17

2

14

2

13

33

19

1

16

117

respondents

information access

N52

feedbackStrongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

16total respondents/

9

5

2

25%rm&r Website

87%email/ /

team Huddles/meetings

Resource Matching & ReferralUser Satisfaction Data

Toronto East General Hospital

18%

Health discipline

13Allied Health

1Nurses

2Management

+ +service area

11Inpatient

2Other

2Emergency Department

1Specialty Clinic

+ + +

25

• Email

• Help Desk

• Survey

doWntime

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

16

13

3

N16

N16

N16

!

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

26

14

1

13

1 2 1

13

1

12

123

13

3

14

11

15

1

11

23

respondents

information access satisfaction

N441

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

current feedback process recommended feedback process

441total respondents/

171

121

88

Resource Matching & ReferralUser Satisfaction Data

University Health Network (Toronto General, Toronto Western, Princess Margaret)

67%email/ / 7%

team Huddles/meetingsX22%

do not recieve information

61• Email

• To other clinical staff (Manager, CCAC coordinator, Discharge Coordinator)

• Email

• Survey

221Nurse

103Other

80Allied Health

37Physician

Health discipline

+ + +service area

232Inpatient

97Outpatient

21Emergency Department

91Other

+ + +

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

27

downtime satisfaction

400

resp

onde

nts

300

200

100

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

400

resp

onde

nts

300

200

100

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

400

resp

onde

nts

300

200

100

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

197

N441

N441

N441

!

125

73 46

162143

79 57

160 151

84

204

123

61 53

215

11561 51

260

10457

20

204

10161 75

246

82 89

20

202

113 106

13

214

22

105 101

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

28

46

respondents

information access satisfaction

N7

feedback

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process

7total respondents/

4

2

2

Resource Matching & ReferralUser Satisfaction Data

Baycrest

• To RM&R Contact

86%email/ rm&r Website

14%team meetings/Huddles

14%

rm&r newsletter subcommittee member14%14%

Health discipline

5Allied Health

2Administrative

+service area

7Inpatient

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

29

doWntime satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

3

N7

N7

N7

!

2 2

4

1

2

5

6

1

2

4

1

1

6

1

7

76

1

6

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

30

2

respondents

information access

N94

feedbackStrongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

94total respondents/

45

26

20

Resource Matching & ReferralUser Satisfaction Data

Bridgepoint Health

63%email/ / 19%

team Huddles/meetingsX26%

do not recieve information

3

• Email

• To supervisor (Manager, Practice Lead, Nurse Educator)

• Email

• Survey

• In-person discussion

46Nurses

26Allied Health

1Physician

21Other

+ + +service area

92Inpatient

2Other

+

Health discipline

31

downtime

80

resp

onde

nts

60

40

20

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk

80

resp

onde

nts

60

40

20

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training

80

resp

onde

nts

60

40

20

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

46

N94

N94

N94

!

21

6

21

43

23

17

49

14

62

710 1118

115

6

22

41

5

19

20

48

62

19

49

69

3 8 3

25

66

52

21

912

60

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

32

29

respondents

information access satisfaction

N25Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Current Feedback Process Recommended Feedback Process

8

5

12

• To other clinical staff (Manager, CCAC coordinator, Discharge Coordinator)

• Survey

25total respondents/

Resource Matching & ReferralUser Satisfaction Data

Providence Healthcare Centre

subcommittee member96%

email/ /17%

rm&r newsletter12%

2Care Coordinator

1Case Manager

1Management

Health discipline

+ + +service area

+21

Allied Health

22Inpatient

3Outpatient

feedback satisfaction_I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

33

downtime satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

40

resp

onde

nts

30

20

10

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

17

7

N25

N25

N25

!

14

53

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

34

24

19

3

18

32

12 11

19

2

4 2

13

20

1 13 2 3 1

23

2

22

1 2

respondents

information access

N10

feedbackStrongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process

7

2

Resource Matching & ReferralUser Satisfaction Data

Runnymede

• Phone

• Email

10total respondents/

89%email/ / 55%

rm&r Website67%

rm&r newsletter

2

Recommended Feedback Process

• Phone

• Email

• Survey

2Allied Health

3Nurses

2MDS Coordinator

3Other

+ + +service area

5Inpatient

5Other

+

Health discipline

35

doWntime

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training

8

resp

onde

nts

6

4

2

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

4

N10

N10

N10

!

4

1

6

3

3

56

2

1

7

1

3

8 8

1

7

1

6

3

1 1

8

1 1 1

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

2

1 1 1 1

36

respondents

information access

N3

feedbackStrongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process

3total respondents/

3

Resource Matching & ReferralUser Satisfaction Data

Toronto Grace Health Centre

• Meetings

• Email

100%email/ 33%

rm&r newsletter

Health discipline

2Allied Health

1Administrative

+service area

3Inpatient

37

downtime

4

resp

onde

nts

3

2

1

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk

4

resp

onde

nts

3

2

1

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training

4

resp

onde

nts

3

2

1

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

1

N3

N3

N3

!

2 2

1

1

2

3

2

3 3

3 3 3

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

38

1

respondents

information access satisfaction

N114

feedback satisfaction

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

114total respondents/

42

14

74%email/ / 13%

team Huddles/meetingsX22%

do not recieve information

• Email

• To other clinical staff (Manager

or CCAC Coordinator)

• Email

• Survey

40 20

Resource Matching & ReferralUser Satisfaction Data

University Health Network (Toronto Rehabilitation)

37Allied Health

25Nurse

12Administrator

40Other

Health discipline

+ + +service area

65Inpatient

23Outpatient

14Specialty Clinic

40Other

+ + +

I have the opportunity to provide feedback

Users recieve information about RM&R through the following:

39

downtime satisfaction

100

resp

onde

nts

75

50

25

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk satisfaction

100

resp

onde

nts

75

50

25

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training satisfaction

100

resp

onde

nts

75

50

25

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

53

N114

N114

N114

!

2820

13

4633

25

53

20

62

30

17

6

24

37

3

25

10

45

26

4

27

20

5

64

2519

69

22

3

17 19

61

48

24

35

7

50

6

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

40

39

respondents

information access

N22

feedback

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

_

Current Feedback Process Recommended Feedback Process

7

6

8

• Email

• To other clinical staff (Manager, CCAC coordinator, Discharge Coordinator)

• Email

• On-site staff meeting

1

22total respondents/

Resource Matching & ReferralUser Satisfaction Data

West Park Healthcare Centre

do not recieve information55%

email/ /X team meetings/Huddles

5%

rm&r newsletter5%

subcommittee member5%45%

16Allied Health

3Patient Care Coordinator

1Administrator

2Other

Health discipline

+ + +service area

17Inpatient

3Outpatient

1Admitting

1Specialty Clinic

+ + +

Users recieve information about RM&R through the following:

I have the opportunity to provide feedback

41

downtime

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

Help desk

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

training

20

resp

onde

nts

15

10

5

Strongly AgreeAgree

NeutralN/A

Strongly DisagreeDisagree

11

3

N22

N22

N22

!

3 4 4

10

RM&R offers effective training tools I recieve training notificationI have access to training

Downtime frequency is not disruptive Downtime duration is not disruptive I recieve early downtime notification I am aware of changes post-downtime

Help Desk uses easy to understand languageHelp Desk resolves my issues in a timely mannerI contact Help Desk to resolve issues

42

12

9

4 24

7 67

7 7

7

5

45 5

2

57

11

2 2

7

1

6

3

11

4 5

12

2

6

1

Improvement Activities

In the survey, 20% (196) of respondents indicated they did not receive critical information about RM&R. 17% (180) of respondents were not aware of changes, to the RM&R application, after a downtime. 13% (144) did not receive training notifications. Discussion with the sites showcased two roadblocks to timely information access.

The RM&R program sends critical information in an inconsistent fashion. Communication tools are lengthy, technically focused and do not specify the affected audience. To resolve this roadblock, the RM&R program will standardize its communication tools. For example, the program will now use email templates to send critical information regarding downtimes, program updates and training notifications. These emails will identify (among other items) affected groups, contact information for more details and associated time lines.

The data also indicated that many participating organizations do not have an established process to disseminate critical information about RM&R to all affected groups. The RM&R program highly recommends participating organizations establish a communication pathway to disseminate critical RM&R information. An effective communication pathway would include the following elements:

• Pointsofcontact: The participating organization should identify staff responsible for receiving and disseminating RM&R information.

• Distribution lists: The participating organization should develop and routinely maintain a distribution list of all affected groups. For example, an effective distribution list would include senior management, unit managers, practice leads, help desk personnel, training staff, information technologists etc. If the participating organization is a large acute care facility, the RM&R program recommends the points of contact receive access to the global/All Users distribution list.

• RM&R information repository: The participating organization should also develop and maintain a process to house critical RM&R information. After the points of contact have disseminated the information to affected groups, they should also store the information in an easily accessible location. For example, an organization may store critical information such as training documents, list of super users, RM&R newsletters, Frequently Asked Questions etc. on an intranet page. Any communication tool disseminated by the points of contact would also include a link to the intranet page.

Improved InformatIon access

recommendatIons

The Relationship Management data highlights 4 opportunities that can enhance user satisfaction with the RM&R program: improved information access, effective internal governance, revamped training tools and robust internal help desk. These recommendations will also inform future process improvement initiatives undertaken by the RM&R program.

43

Improvement ActivitiesRecommendations

Participating organizations with high user satisfaction had a strong internal RM&R governance structure. Participating organizations with either low response rate or low user satisfaction had little collaboration between groups. The RM&R program highly recommends participating organizations develop an internal committee to oversee RM&R. An effective internal committee would include the following elements:

• Aneffectivechair: The chair will develop or approve the agenda, act as the final point of escalation and oversee all RM&R related activities.

• Committee composition: The internal committee would include representatives from all affected groups. Along with clinicians (unit managers and practice leads) the committee would also include auxiliary staff like help desk personnel, site educators and information technologists. Ideally, existing RM&R subcommittee members would form this internal committee.

• Meeting frequency: The internal committee would hold scheduled meetings. The RM&R program strongly recommends these meetings occur quarterly. Ideally, the internal committee would meet after RM&R User Group (RUG) meetings.

effective inteRnal goveRnance

The Relationship Management survey data revealed that only 11% (113) of respondents were dissatisfied with the training documents offered by the RM&R program. However, in the Relationship Management Initiative data debrief discussions, a majority of participating organizations requested the RM&R program reexamine the training documents currently offered. Both users and site training staff expressed dissatisfaction with the current training documents. The primary complaint was regarding documents length and technically focused content.

The RM&R program is revamping the old training documents. Instead of a single comprehensive guide, the new douments will be broken into short navigational guides. For example, while previously all navigational actions associated with managing referrals (How do I respond to Request for Information? How do I put a referral on hold?) were placed in one lenghty document, each navigational action will now be a seperate document. Users will be able access the new training documents either through the www.resourcematchingandreferral.com website or through the RM&R application by clicking the Help button located in the navigation bar.

Participating organizations will be notified when the revised training tools are ready.

Revamped tRaining tools

_

44

Improvement ActivitiesRecommendations

While only 6% (68*) of respondents were dissatisfied with help desk, 19% (198*) indicated they did not use help desk. Further analysis revealed, participating organizations that use a two tier help desk model were more likely to have users who did not use help desk. In a two tiered model, users encountering issues will contact internal help desk. If the internal help desk is unable to adequately resolve the issue, it is triaged to the vendor help desk. The vendor will then prioritize the issue and upon resolution, notify the user.

The Relationship Management Initiative data debrief discussions revealed that poor previous experiences with internal help desk and the length of time spent waiting for a response from the vendor help desk, may explain low usage. The RM&R program is actively working with the vendor to develop better processes to identify high priority issues and resolve them in a timely manner. The RM&R program also highly recommends participating organizations reexamine its internal help desk processes to improve user satisfaction. An effective internal help desk would include the following elements:

• Clearunderstandingofinternalhelpdeskrolesandresponsibilities:Each site, upon initial RM&R go-live, has determined a set of roles and responsibilities for its internal help desk. The RM&R program recommends reassessing those roles and responsibilities to determine potential amendments. For example, account management issues (which form the bulk of help desk issues) are currently manned by the vendor help desk. Account management could be transferred to internal help desk. This would greatly improve user satisfaction with internal help desk.

• BasicknowledgeofRM&R:While help desk cannot answer clinical questions required to complete an eReferral form, users may contact help desk to assist navigating the RM&R application. The RM&R program, therefore, highly recommends each internal help desk staff receive basic training about RM&R.

• Haveaninternalhelpdesksuperuser: The RM&R program recommends each internal help desk team have an RM&R subject matter expert to resolve complicated navigational questions. This internal help desk member should have a thorough knowledge of all the options available and should be aware of upcoming version releases, monthly configuration changes etc.

• PartofthedistributionlistandinternalRM&Rcommittee:An effective internal help desk should be aware of critical RM&R information and be part of the internal RM&R committee.

*An average of all questions in the Key Satisfaction Indicator

Robust inteRnal help desk

45

The Relationship Management Initiative, draws inspiration from Dr. James E. Grunig and Dr. Linda Childres Hon’s, “Guidelines for Measuring Relationships in Public Relations.” Published by the Institute for Public Relations, the report is widely acknowledged as a gold standard for the use of metrics to quantify relationships and subsequently develop stakeholder engagement strategies.

While the Relationship Management Initiative does not mimic the procedure laid out by the report, it closely adheres to the core principle. To effectively measure a relationship, one must first understand what factors contribute to a relationship’s constitution. By using a mapping exercise, the RM&R program laid out all the factors that contribute to a user’s satisfaction. The factors were then refined using two criteria: a.) is the factor a constant feature in the relationship? and b.) can the factor be improved? After confirmation with the program’s clinical advisors, the refined factors were then labelled Key Satisfaction Indicators (KSIs).

These KSIs form the parameters of the Relationship Management Initiative. The data assists the program in identifying problem KSIs and prioritizing which KSI requires immediate attention. Comparing the KSI data, across sectors and/or organizations, helps manage expectations and increases transparency. Finally, the KSIs also offer a platform to host discussions with stakeholders. Listed next are the Key Satisfaction Indicators used by the Relationship Management Initiative.

How doyou measure relationships?

“”

methodology

46

Key Satisfaction Indicatorsmethodology

If a user experiences difficulty either logging into or navigating through the application, they may contact the Help Desk to resolve their issues. This KSI measures the frequency of Help Desk usage, the timeliness of Help Desk responses and the Help Desk effectiveness. It is critical to note that the Help Desk model varies by participating organizations. Some will call their organization’s internal Help Desk, while others will call directly to the vendor Help Desk

help desk

The RM&R program routinely updates the application to meet business requirements. Subsequently, it also offers training to users. This KSI measures access to training, the timeliness of training and the effectiveness of the training tools offered. The data facilitates a focused discussion on the organization’s training processes for RM&R.

training

Knowledge of RM&R’s activities is an essential component of a user’s satisfaction. Through this KSI, the program can measure the tools through which users receive information. This data helps the program focus on the most receptive communication tools and eschew others. It also reveals if users are receiving information about RM&R. The latter then facilitates a focused discussion on the communication pathway used by organizations to disseminate RM&R’s key messages to users and identify opportunities to improve.

information access

The opportunity to provide feedback, regarding RM&R, is measured in this KSI. The program also probes through which mechanism do users currently give feedback, or conversely, would prefer to give feedback. The data can then be used to either strengthen or build the organization’s feedback pathway for RM&R.

feedback

Major updates necessitate a fixed downtime period, during which users are unable to use the application. This KSI measures users’ satisfaction with downtime frequency, forewarning and the knowledge of changes post-downtime.

downtime

_

!

47

Implementation Activities

Once the survey is closed, the next phase is analyzing the data into meaningful information. A detailed report must include: a.) the Relationship Management Initiative background, b.) the Relationship Management Initiative data and c.) Key Satisfaction Indicator trends.

analysis phase

After the survey is built and reviewed by all pertinent parties, a vigorous series of promotional activities is required to raise awareness and ensure a robust sample size. The 2014 Relationship Management Initiative used RM&R’s external newsletter, website, governance structure and customized site emails. Additionally, the initiative also used a prize incentive to increase response rate. It bears noting that promotional activities do not occur just once the survey is made live. Instead, stakeholders must be periodically provided updates about survey results.

promotional phase

In the fourth phase of the Relationship Management Initiative, the collected data is shared with all stakeholders. The report is published in the external newsletter, website and distributed to all governance members. The RM&R program also held meetings to showcase the participating organization’s data and compare it with the program data. Through focused discussion, the RM&R program is able to understand the strategies behind successful KSIs and opportunities to improve other KSIs.

dialogue phase

The first step of the Relationship Management Initiative is building a project plan. A comprehensive project plan includes a scope analysis, clear objectives, identified audiences, key implementation activities, risk management log and a budget. Once the project plan has been developed, the second step is building a survey. By using Key Satisfaction Indicators as the parameters, the survey questions must paint a detailed picture of the users’ satisfaction with RM&R.

planning phase

The last phase of the Relationship Management Initiative is to transfer all the knowledge collected: both the Relationship Management Initiative survey data and the outcomes from the participating organization discussions, to the RM&R program’s senior leadership and internal staff. The knowledge will inform their engagements with participating organizations and potentially assist with program planning.

knowledge transfer phase

methodology

48

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