Dorothy Carson Email and Phone Number

• Lead multiple high priority operational and strategic projects primarily related to the Quality and Patient Safety, Chief Nursing and Health Professions portfolio • Lead development of annual QIP (see Project Manager role)• Key project roles and responsibilities include the following:o Analyze internal and external environments to determine project scope and needs o Develop recommendations for interventions (projects) to address key issues. o Create and maintain detailed project plans to track progress and coordinate project schedules, resources and information o Report and monitor progress on key project milestoneso Perform risk management to minimize project riskso Establish and maintain relationships with all relevant stakeholders (includes physicians, clinical staff, administrative leaders)o Execute communication plan to inform stakeholders of key objectives, updates and milestoneso Ensure projects are delivered on-time, within scope and within budgeto Measure project performance using appropriate systems, tools and techniques

Led the hospital's Enterprise Risk Management program (2011 - 2016).Lead other projects in process and quality improvement.Lead the annual development and implementation processes for the Quality Improvement Plan (QIP):o Develop options via pan-hospital data analysis in collaboration with Decision Support o Ensure alignment with external requirements (in particular those of Health Quality Ontario and ECFA (2010)) and benchmarking with top peer performerso Collaborate with a multitude of leaders (including the Senior Leadership Team) and stakeholders to align with hospital goalso Recommends key areas of focus for the QIPo Oversee and guide development of draft Plans via guidance on best practices and coaching o Develop and deliver strategic presentations to facilitate Senior Leadership Team effective decision-making on QIP objectives and planso Prepare all documentation and presentation for approval by the Quality Committee of the Board and the Board of Directors o Presents the plan to senior committees across the hospitalo Oversees in-year sustainability via implementation of organization-wide communication strategies (including posting the plan on the hospital's internal and public websites, presentations to all key hospital committees, periodic updates and profiles).

- Managed the overall operational, strategic and financial responsibilities and activities of the department.- Led and coached seven employees driving change in the areas of patient safety, quality and performance improvement, accreditation, senior friendly and person-centred care..- Represented Quality & Patient Safety and collaborated and communicated with key hospital leadership tables internally and externally.- Key contributor to the implementation of the hospital's quality strategic plan

• Managed the review and approval of over 40 Aging at Home projects with funding of over $20 million to augment system capacity and address ALC issues. Developed new dashboard reporting tool to communicate analysis to LHIN board resulting in improved Board approval process for new funding recommendations.• Reviewed and approved the funding and project charter for new network of over 40 community support agencies with total funding in excess of $1.7 million; monitor project to leverage LHIN investment in building sector capacity (best practices, sector cohesiveness and strategic plan). • Provided strategic leadership to implementation of common client assessment tool in community support sector across over 20 organizations. • Researched and planned engagement session on behalf of LHIN Health Equity Advisory Network; organized forum enabling over 90 stakeholders to jointly learn and share ideas in order to plan initiatives to reduce health disparities.• Co-chaired Impact Measurement Work Group with cross-sector representation (CCAC, long-term care, acute care and community) to review and develop project indicators to assess system and client outcomes of Aging at Home investments resulting in increased understanding of and focus on broader project impacts.• Co-chaired and governed Community Transportation Work Group to facilitate providers sharing best practices, planning as a sector and identifying opportunities for improvements to client service.• Led Central LHIN review and changes to cross-boundary funding policy; participated in presentation to then-MPP Kathleen Wynne.• Analyzing integration proposal for four agencies to share back office payroll functions in context of Local health Service Integration Act, 2006, to determine requirements for LHIN approval.

• Managed review and decision-making phases of new Sioux Lookout Hospital capital project, including technical review of capital and operating requirements, negotiating alternatives, and developing recommendations resulting in Ministerial approval of $140 million project.• Prepared an innovative solution to a construction management issue, based on a literature review and strategic analysis, culminating in a briefing note and supporting advice which was accepted by senior management and the Minister of Health. • Designed an expedited process for approving CT scanners by amalgamating the Ministry’s internal processes with the role of the new LHINs to create a clear and stream-lined process mutually beneficial to hospitals and approval bodies.

• Evaluated $700,000 in furniture and IT requirements for construction project resulting in: o Creation of new furniture standards incorporating user input;o Comprehensive report to the Ministry of Health to meet project submission requirements;o Detailed specifications for the tender drawings to generate more accurate bids; ando A permanent database for ongoing use in future purchase and installation activities.

• Developed annual budget plan for Women’s & Children’s program to meet hospital financial and staffing targets.• Analyzed and evaluated service options to support operational decision-making.