Accountability and Transparency
Strive for transparent decision-making and better performance by reporting on measures of success and holding individuals and organizations accountable for results.
LHINs have built a strong foundation of transparency, performance and accountability as these are fundamental expectations of what Ontarians want from their health care system.
All LHINs are accountable to the Ministry of Health and Long-Term Care through their Ministry-LHIN Accountability Agreement. LHINs in turn have Service Accountability Agreements (SAA) in place with each health service provider that receives funding from the LHIN.
The SAA is a public document that covers a specified term and lays out accountability and performance obligations for planning, integration and delivery of programs and services.
The LHIN models transparency in its reporting and decision-making processes, ensuring accessibility of data and information to inform decisions and to assess performance at the provider, initiative and system level. The LHIN strives to ensure that health care dollars are spent efficiently and effectively, yielding the best results possible and overall value for money.
The LHINs operate within an accountability framework that is comprised of the Local Health System Integration Act, 2006 or LHSIA, the Memorandum of Understanding or MOU, and the Ministry-LHIN Performance Agreement or MLPA.
Plan of Action
- Establish a plan to strengthen cross-sector integration and shared accountability by leveraging Service Accountability Agreements (SAA) and enhanced improvement and compliance monitoring.
- Increase transparency with publicly-available performance reporting, enhanced outcome-based reporting aligned to key initiatives, and scorecards (system-level and priority-based).
- Work alongside health service providers to implement, evaluate, monitor, and enhance the impact of initiatives within each priority to improve the health of the focused population, their experience of care and the value for money for the care provided.
- Improve public-friendly communication and posting of information including key reports and performance results.
- Work with health service providers to optimize data processes to improve access, use and analysis of data to make data sharing for improvement easier and to communicate progress against measurement plans and benchmarking targets.
- Continue to implement and enhance value for money assessments of LHIN-wide initiatives in order to understand impact of investments and direct alignment of initiatives to outcomes.
formerly Ministry-LHIN Performance Agreement
As of April 1, 2011, under the Broader Public Sector Accountability Act, 2010, every LHIN, in compliance with the Directive issued by the Minister of Health and Long-Term Care, is required to post the following:
June 2012 - Report to the Board
Following direction from the Minister of Health and Long-Term Care, expenses will be posted expenses here for all members of the South West LHIN Board of Directors and senior LHIN staff beginning with the first quarter (Q1) of the 2010/11 fiscal year (April 1, 2010 to March 31, 2011) .
Value for Money
The South West LHIN has set out to demonstrate whether good value has been achieved for the money invested in the local health system. Read about this initiative.