Design and implement the population health data strategy, involving the launch of a provincial distribution mechanism for population health reporting. This includes a suite of analytic products dedicated to Ontario Health Teams and other providers, incorporating patient demographics, healthcare utilization and patient outcomes.

Implementing data governance and data quality processes across the organization. Leading the data warehousing and corporate reporting function in alignment with the strategic plan. Oversight of OTN's data assets, external data sourcing, and generating data-driven insights to support informed strategic and operational decision-making.

Lead the corporate analytics function in alignment with the strategic plan. Manage a team that works with internal and external clients and stakeholders to analyze and identify key performance trends and strategic opportunities. Develop the vision, roadmap and workplan for the analytics team. Oversee and drive the utilization of internal and external data to provide decision support across the organization.

Oversee the development and ongoing operational support of measurement and reporting activities for ALC, ED Wait Times, and Surgical/Diagnostic Imaging Wait Times for the province of Ontario. Supervision of three large teams to support the monitoring of performance in these critical areas.

Managing the implementation of data governance practices and leading the improvement of CAMH data quality. Development and implementation of a portfolio of data quality improvement initiatives. Leadership of the Data Quality Council, working with executives and stakeholders across the organization to define and build the data quality methodology and structure for CAMH.

Short-term position involved with streamlining reporting mechanisms, both internally and externally.

Planning and system design lead for Long Term Care Homes and Community Support Services (over 70 organizations with a total funding amount of approximately $180 million). LHIN Lead on redesigning maternal/high-risk newborn care and restorative care (Clinical Services Roadmaps) throughout the LHIN, impacting all sectors. Lead on various initiatives, including aging at home, SMILE, palliative care and senior friendly hospitals. Member of the provincial indicator technical working group, developing indicators for upcoming accountability agreements across Ontario.

Analyzed the local health system and identified gaps for integration opportunities (hot spots for ALC/ER pressures, rates of chronic disease, etc). Educated and assisted Health Service Providers with identified areas of opportunity to improve the delivery of care. Collaborated in the development of the decision-making framework, and was a committee member for prioritizing spending based on this framework for both Urgent Priority Funds and Aging at Home. Developed and refined indicators for use in Accountability Agreements with Health Service Providers. Developed successful proposals for initiatives (Long Term Care Outreach Team). Educated ICES and the Ministry of Health and Long Term Care with regard to the appropriate data analysis methods for the local population.

Provincial lead on health indicators and team lead on advanced analysis. Performed validation on all CIHI indicators and became the main liaison for data discussions between NS DoH and CIHI. Frequent collaboration with many types of clinicians and health service managers (for example, cardiologists with regards to AMI In-hospital mortality rate) to improve indicator accuracy and quality of care. Analyzed the Hospital Standardized Mortality Ratio and communicated with CEOs on specific patient populations at abnormally high risk of death in their organizations. Performed chart review and data quality audits and clarified national standards for the reporting of Congestive Heart Failure among AMI cases. Managed information releases (privacy, communications, data requests). Provincial contact for several F/P/T committees (CIHI, StatsCan).

Data analysis, design and public release of the Operational Measures Report, providing opportunity for hospital accountability (current reports available under the Accountability tab, http://www.cdha.nshealth.ca). Presentation/advice to Senior Management and the Board regarding this publication. Involvement with HAY benchmarking reviews and accreditation processes, indicator validation (both statistical and financial) and communications regarding both the benchmarks and accreditation. Facilitated staff engagement on managerial budgeting processes for improvement and enabling easier access to important information.