Publications by authors named "Julian Martalog"
Getting a new concept or project up and running is never an insignificant undertaking. In many cases, however, the successful completion of a project signals the start of the "real work" in which the greater challenge is in turning that initial success and investment into results that can be sustained over the long-term. This was the challenge facing Cancer Care Ontario (CCO) once they developed and deployed the Wait Time Information System (WTIS) on behalf of the Ontario Ministry of Health and Long-Term Care (MOHLTC).
View Article and Find Full Text PDFThe Ontario Ministry of Health and Long-Term Care (MOHLTC) launched the Wait Time Strategy in 2004 to improve access to healthcare by reducing the wait times for procedures and treatments. A fundamental component of the strategy was the development of the Wait Time Information System (WTIS). On behalf of the MOHLTC, Cancer Care Ontario (CCO) delivered the first electronic application used by hospitals province-wide to collect essential wait time data.
View Article and Find Full Text PDFArticle Synopsis
- The Toronto East General Hospital (TEGH) faced challenges in collecting meaningful data to track progress towards strategic goals, prompting the adoption of a metric-based strategic management system.
- This new system aligns planning and performance measurement, ensuring internal processes are linked and encouraging values-driven behaviors.
- Over one year, TEGH saw measurable success by improving 12 out of 15 strategic metrics, including achieving a 1% operating surplus amidst significant changes.