Strengthening Performance Management through Enhanced Wait Time Reporting

Haim Sechter: Manager, Reporting and AnalyticsJennifer Liu: Team Lead, Reporting and Analytics

Presentation Summary

1. Cancer Care Ontario background

2. Wait Time Reporting Current data collection and reporting New reporting solution

3. Project delivery, benefits, and lessons learned

4. Next steps

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Cancer Care Ontario (CCO)• Ontario government agency • Drives quality and continuous improvement in cancer,

chronic kidney disease, and access to care for key health serviceso Disease prevention and screeningo Delivery of care o Patient experience

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Performance Management and Wait Times

• CCO monitors and manages wait time performance for various treatments and diagnostic procedures at the provincial and LHIN levels

• Works with cancer care providers to continually improve access, and publically reports wait times

1. Data/Information

2. Knowledge

3. Transfer

4. Performance Management

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Background: Data Collection

• Systemic and Radiation Wait Time information calculated from Activity Level Reporting Data (ALR)

Minor Procedures

Minor Procedures

14 Regional Cancer

Programs

> 165,000 radiation and

systemic activity records

Monthly submission frequency

Radiation Treatment

Radiation Treatment

Systemic Treatment

Systemic Treatment

Clinic VisitsClinic VisitsHealth Care Provider data

Health Care Provider data

Disease Information

Disease Information

Patient Information

Patient Information

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Background: historical reports

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ProblemHistorical radiation and systemic treatment wait time reporting:

• Labour intensive

• Sub-optimal user experience

• Inefficient reporting process: information available through multiple channels

• Limited Access to information

• Delayed after monthly submissions

1 FTE

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Future radiation and systemic treatment wait time reporting:

Solution

• Wait Times reports available through single web-based application

• Information flows directly from EDW

• Interactive dashboard summaries at various levels

• Increased functionality through drilling, custom metrics, report subscriptions, detailed analysis etc.

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Merging of reports into one source

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Interactive dashboards

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v

Increased Functionality

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Detailed Analysis

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Integrated Data

Quality

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Project Delivery

Project elapsed tine: • 24 months elapsed

Actual time: • 6-8 months

Project team: • BI Developer, Data Analyst, Data Architect, ETL

Developers, IT Operations, Business Analyst

Project tracking: • weekly core team meetings• Weekly working group meetings

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Benefits

• ½ FTE redirected to advanced analytics

• Time to delivery reduced by 1 week each month

• Development of decision support tool

• New report structure appeals to a variety of audiences

• Easily scalable 15

Challenges

• Project too big to run through operations

• Stakeholders satisfied with status quo

• Difficult to gain organizational buy-in

• Underlying data not fit for BI reporting

• Too many competing priorities

• Too difficult to continually leverage operation resources

• Business must be constantly part of working group

• Improve organization understanding of BI

• Proper data infrastructure is critical

• Strict Project management approach has to be leveraged

Lessons Learned

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Next Steps• Provincial view of systemic

wait times

• Improve accuracy of indicators through standardization factors

• Integration with automated scorecard

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