PERFORMANCE IMPROVEMENT PLAN

Current Performance Variance

Performance Variance
Description

Metric

Causal Factors

Planned Strategies to Mitigate the Variance

Corrective Actions Needed

Staffing/Service
Impacts

Community
HSP/Stakeholder
Impacts

Planned Mitigation

Targeted
Timeframe

Fiscal Year
Impact (in $)

Annualized Fiscal
Year Impact (in $)

One-time Cost
Description

One-time Cost
(in $)

TEMPLATE COLUMN DESCRIPTIONS

Column ID

Column Heading

Requirements

Performance Variance Description

Specify the performance indicator falling outside the

Performance Corridor identified in the Service
Accountability Agreement - e.g. Negative Operating
Margin.

Metric

The quantitative measurement connected with the

described indicator.

Causal Factors

Describe the factors and root causes creating the negative

indicator score.

Corrective Actions Needed

Specify, in detail, the actions which will be taken to

eliminate the negative condition and restore it to within the
Performance Corridor as agreed in the Service
Accountability Agreement. If the required actions are to be
implemented in phases, provide details for each of the
phases. If the space provided is insufficient to describe
the action plans fully, supplementary information should
be submitted as part of the PIP.

Staffing and Service Impacts

Describe, in detail, the impacts that the corrective action

will have on staffing and service levels. If the required
actions are to be implemented in phases, provide details
for the impacts of each of the phases.

Community HSP/Stakeholder Impacts

Describe any anticipated impacts on community HSPs or

other key local stakeholders

Planned Mitigation

Describe the plans that will be enacted to effectively

minimize the staffing and service level impacts. If the
required actions are to be implemented in phases, provide
details of the mitigation plans for each of the phases.

Targeted Timeframe

Estimate the targeted date for the achievement of the

Fiscal Year Impact (in $).

Fiscal Year Impact (in $)

Estimate the dollar value o f savings/cost for the fiscal

year

Annualized Fiscal Year Impact (in $)

Annualize the dollar value of FY impact

One-time Cost Description

Describe the one time cost associated with the action

One-time Cost (in $)

Estimate the dollar value of the one-time cost

PERFORMANCE IMPROVEMENT PLAN

Current Performance Variance

Performance
Variance Description

Metric

Causal Factors

Negative Total Margin

($1,179,000.00)

With respect to the 2014/15 HAPS, GBHS finds

itself in somewhat of a quandry. Despite past
HSFR results that have been favourable,
mitigation factors have had an impact in limiting
GBHS funding. As a result, the oganization is
projecting a loss of -$1.179M and will therefore
require implementatoin of additional cost
savings measures in order to achieve a
balanced budget. These changes will involve
two key strategic thrusts that will be phased in
over time such that 2014/15 will be a tranisition
year so that the measures can be fully realized
in 2015/16 and return GBHS to a balanced
position in that fiscal year.

Planned Strategies to Mitigate

Corrective Actions Needed

Staffing/Service Impacts

Community
HSP/Stakeholder
Impacts

Planned Mitigation
GBHS is planning to provide its hospital
information service to MAHC and OSMH;
it is expected that these initiatives will
result in savings via economies of scale

Implement IT integration with two prospective

hospital corporations:
- MAHC
- OSMH

Analyze program and service changes designed

to enhance clinical efficiencies, cost savings and
operational improvements. These efforts will
involve a strategic benchmarking exercise and an
assessment of programs and service offerings at
all sites throughout GBHS. The range of
initiatives would build upon previous operational
enhancements, efficiencies and integration
pursuits including GBHS' indirect services, clinical
inpatient and outpatient services, and diagnostic
and therapeutic services. Given that the
magnitude of targeted savings is approx. $1M, it
is anticipated that ambulatory care, operating
room and inpatient service changes will be central
to the success of this performance improvement
plan.

The impact of these actions will likely

touch upon a range of outcomes
including: reduction in the number of
inpatient admissions and inpatient
days of care provided, delayed access
to hospital service, longer wait times
for surgical procedures, potentially
lower average length of stay,
challenge to maintain lower
readmission rates, and staffing
reductions through a combination of
lower worked hours and lay-offs.

Utilization improvements and efficiencies

will serve as the focus for these
expected operational changes and cost
savings. In keeping with HSFR and QBP
principles, the organization will
endeavour to continue its commitment to
being an efficient organization and
deliver hospital services in a cost
effective manner. For instance, clinical
utilization strategies to improve average
length of stay and occuapncy rates could
allow GBHS to continue to meet
community needs for in-hospital service
in a more cost effective manner. Similar
improvements may be pursued with a
more efficient overall delivery of surgical
services throughout GBHS locations.

gate the Variance

Targeted
Timeframe

Fiscal Year Impact

(in $)

Annualized
Fiscal Year
Impact (in $)

Jan. 1, 2015

Sept. 1, 2015

$
$

July 1, 2015

Potential One-time
Saving/Cost Description

By expanding the scope of IT

operations to include more
organzations, it is expected that
100,000 GBHS will benefit via economies
300,000 of scale and cost sharing for
future IT infrastructure
expenditures.
400,000

1,000,000

One-time restructuring costs of

approx. $375,000

One-time
Saving/Cost (in $)