Kerri Bennett, Bscn, Mba Email & Phone Number

Oversee the development and implementation of provincial quality improvement initiatives including the Ontario Surgical Quality Improvement Network, the General Medicine Quality Improvement Network, and the Emergency Department Return Visit Quality Program.

Support in-development Ontario Health Teams by enabling equitable partnerships between teams to meet population needs in the region, and lay the groundwork for collaborative governance and leadership.Lead the development of the collaborative quality improvement plan (cQIP) model, support the development of the submission tool, and provide recommendations.

Member of the COVID-19 Health System Response Secretariat. In collaboration with the province-wide clinical science table, developed clinical and operational guidance to support the development of province-wide policy to be executed regionally.Functioned as a key communication connection between the Central Region Steering Committee and the Province-wide.

In collaboration with the Manager of Integrated Care, initiated hip and knee bundled care implementation supports. Bundled Care is a service delivery and funding model that aims to promote more integrated care centred around the patient.Maintained a province-wide online community of practice dedicated to sharing information, collaborating to learn from.

As the lead for the hospital sector conducted an annual analysis of all of the submitted quality improvement plans (QIP) for Ontario hospitals submitted under the Excellent Care for All Act and produced a provincial report on trends and areas for sector improvement.Facilitated multiple QIP regional and provincial sessions for health care quality leads.

Provide knowledge transfer for the building of QI capacity and skills development to Long Term Care Home Leaders through the provision/facilitation of education,coaching, mentorship, training and virtual training on new curriculum materials, as well as representing the Residents First initiative at workshops.Facilitate strategies that will enable teams to.

Kitchener, Ontario, Canada

Deliver curriculum for the Project Leadership in Health Care course for the School of Workforce Development, Health Care Administration and Service Management Program.

• Reported to the V.P. Planning and Performance Management. Advised the senior leadership team and quality committee of the board on corporate quality requirements and initiatives. Responsible for approval and monitoring.
• Developed the corporate quality and patient safety plan that improved hospital performance and service delivery. The most significant advancement came as a result of, highlighting the Hospital Standardized Mortality.
• Championed a culture of continuous quality improvement, ensuring compliance with corporate and regulatory requirements. I held the primary responsibility for the Accreditation Canada process leading to the first.
• Prepared the submission for Grand River Regional Cancer Centre Systemic Wait Time Reduction Project, which was selected as a Finalist for the rL Solutions Canadian Healthcare Excellence in Quality Award, 2008.
• As a corporate resource, facilitated and trained hospital managers in quality tools, techniques and theories ensuring a high level of internal proficiency in quality improvement.
• Developed and implemented the administrative research review process tracking approximately 40 studies per year.

Reported to the Chief Information Officer. Implemented and deployed the Wait Times Information System in phase one of a provincial roll-out. “Gold Standard” Wait Times Information System implementation, 2006; Termed most successful pilot hospital according to Alan Hudson.

• Reported to the Director of Research and Performance Metrics. Responsible for the design, implementation and maintenance of the corporate decision support information system, and development of board, senior team, and.
• McKesson’s Pathfinder Award winner, 2004; award presented for Accessing Integrated Information: Strategic Scorecards for Health Care Leaders Project.
• Recommended corporate and program indicator benchmarks/targets to provide direction for the delivery of efficient and effective patient care
• Managed a six million dollar information services operating, as well as, capital budget.

Chair of core renal department design team, which involved working closely with architectural team to ensure new space was designed and constructed to institutional standards as per functional program, as well as, providing communication between sub-committees to ensure continuity of decisions

Developed human resources strategic plan examining the external environment, issues facing the organization, human resource tools, and recommendations for Board approvalCreated shared computer file incorporating monthly CCAC statistics and performance indicators to assist the organization in planning and decision making, and presented these reports to the.

Completed business case analysis to examine the inefficiencies involved in transferring patients to and from the Ajax site; provided recommendations to the Vice President of Patient Services, and assisted in implementing changes

Master Of Business Administration, Health Services Management

Bachelor Of Science, Nursing

Lean Six Sigma Black Belt