Funding, Accountability & Quality Improvement

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The London InterCommunity Health Centre receives most of its funding from the Ontario Ministry of Health and Long Term Care. Locally, the majority of this funding is provided through the South West Local Health Integration Network (LHIN). The South West LHIN is responsible for, “planning, integrating and funding more than 150 health service providers, including hospitals, long-term care homes, mental health and addiction agencies, community support services, community health centres and the South West Community Care Access Centre.”

In March of 2009, the Health Centre signed its original agreement with the LHIN called an Accountability Agreement. This document explains our relationship with the LHIN and what our mutual responsibilities are. An updated document was signed in March of 2011.

The Health Centre also receives funding for the Women of the World Program through the United Way of London and Middlesex. Our Youth Outreach Worker Program is funded by the Ministry of Children and Youth Services. Finally, a number of programs receive support from the City of London.

Quality Improvement

(April 7, 2015) London InterCommunity Health Centre (the Health Centre) has been undertaking QI initiatives in a formal manner for the past 7 years, including our involvement in the SouthWest LHIN Partnerships for Health Initiative and on the London Health Links Steering Committee.  We have had a Board Quality of Care Committee for the past 6 years, although prior to that time it was called the Client Services Committee.  However, its mandate has always been on quality improvement, program evaluation and hearing from client experience to improve care and services.

The  Health Centre has a Quality Improvement Policy to guide development of its QI initiatives.  As part of this plan, QIs are reported to our Finance and Quality Committee a minimum of three times a year.  The Health Centre follows a 3 year strategic planning process (2015-2018). In its strategic plan-refresh, 6 strategic directions were identified, with the following 3 strategic directions aligned into the QIP:

  • Transition to a person-centred care model by engaging clients with complex needs in Coordinated Care Plans (integration; access; client experience)
  • Building upon our partnership model to provide wrap around services that support the Coordinated Care Plans (integration; access; client experience)
  • Leverage and evaluate the impact of mobile technologies to further support community based services for our clients (client experience; access)

In addition to our strategic plan, the QIP aligns with our Multi-Sectoral Accountability Agreement with the SouthWest LHIN through the following indicators:

  • Increase timely access to family health care
  • Integrate family health care as the first point of contact for people living with multiple complex and chronic conditions and those at risk
  • Increase access to local and LHIN-wide interdisciplinary teams in and across health care settings
  • Divert avoidable ER visits to the appropriate care setting
  • Continually respond to the needs of the evolving population of people with the greatest unmet health care needs utilizing a significant proportion of the health care resources
  • Create a collaborative person-centered response to better support the growing population of people living with chronic conditions and those at risk
  • Enable people to manage their health

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