Rosilee Peto Mba, Che Email & Phone Number

Providing operational and strategic leadership to the Occupational Health and Safety, Infection Prevention and Control l, and Emoloyee Wellbeing Teams

Providing operational and strategic leadership to the Patient Safety and Accreditation Team and advocating for a culture of patient safety within the organization, and promoting compliance with Accreditation Canada Required Organizational Practices (ROP), standards, priority processes and other requirements as applicable to fulfill requirements to sustain good standing with Accreditation Canada

Provided oversight and strategic leadership to the Quality and Performance Team towards the improvement of the provision of patient and family centred care utilizing the principles of continuous quality improvement, the advancement of LHSCs journey towards Continuous Improvement of Care and sustained compliance with Accreditation Canada Standards, Priority Processes and Required Organizational Practices (ROP). Facilitated the development of a collaborative Data Request Triage Process with Quality and Performance, Decision Support and Information Technology Services (ITS) Supported the ongoing implementation of a LEAN management system including an Executive Management System and Daily Management System Supported the development of daily reports and dashboards for the Pandemic Incident Management Team in response to the COVID-19 pandemic Increased collaboration with the Decision Support Team Led the development of the 2020/2021 Quality Improvement Plan (QIP) Led the reporting process for the Balanced Scorecard for the third and fourth quarters Led the development of a revised Balanced Scorecard for 2020/2021 to align with the LEAN management system priorities

Provided operational and strategic leadership to the Patient Safety and Accreditation Team and advocating for a culture of patient safety within the organization, and promoting compliance with Accreditation Canada Required Organizational Practices (ROP), standards, priority processes and other requirements as applicable to fulfill requirements to sustain good standing with Accreditation Canada Facilitated the development of a Work Plan and associated initiatives for the team Implemented the Accreditation Sustainability Plan Completed regular reporting to the Strategic Leadership Team, Quality and Performance Management Committee, Accreditation Steering Committee, Directors Council, Managers Council, Coordinators Council and Medical Advisory CommitteeOngoing development of patient safety strategies Collaboration with the Patient Safety Team to increase its profile and establish a brand within the organizationRevised the process for Patient Safety and Quality – Senior Leader Rounding with a focus on patient safety based on evidence and best practice

Provided operational and strategic leadership to a team of Accreditation Specialists (Knowledge Brokers) and other partners in the Accreditation Readiness preparations towards the achievement of Accreditation with Exemplary Standing (2018) Collaborated with the Quality and Performance Team on the integration of three Accreditation Metrics into Corporate Balanced ScorecardSupported unit level implementation of Required Organizational Practices (ROPs) through the knowledge broker model (Accreditation Specialists)Supported unit level Standards Leads in the achievement of StandardsExecuted a Communication PlanExecuted Patient Safety and Quality Education Days including implementation of alternative support strategies (ie. Leader Toolkit)Completed regular reporting to the Strategic Leadership Team, Quality and Performance Management Committee, Accreditation Steering Committee, Directors Council, Managers Council, Coordinators Council and Medical Advisory CommitteeExecuted an Evaluation Strategy for the three phases of the Accreditation Road Map – Pre-Readiness, Throughout and Post-SurveyDeveloped a Sustainability Plan for the next Accreditation cycleSupported the process for Patient Safety and Quality Senior Leader Tours

London Health Sciences Centre

Provided leadership to the Patient Access and Flow portfolio and collaborating with Clinical Inpatient Units, Clinical and Physician Leaders, external hospital partners, and the South West Local Health Integration Network (LHIN) including Home and Community Care with respect to the optimization of patient access and flow.Developed initiatives as part of the Sustainability Project Office focused on Beds and Flow initiatives with the goal of reducing length of stay and decreasing occupancy, as well as improving flow within the organization to enhance the patient and family experienceDeveloped and implemented initiatives as part of a Corporate Access Strategy focused on improving daily discharge and discharging earlyWorked with Quality Management to create the inaugural Quarterly Performance Technical Report Revised and implemented an organization-wide repatriation/transfer process aimed at increasing repatriations/transfers within 48 hoursCompleted a refresh of the Home First Initiative with LHSC and including presentations to partner hospitals and the South West LHIN.Successfully implemented Patient Access and Flow initiatives identified as part of the 2016/2017 Transition PlanEstablished the Access Resource Team to improve knowledge transfer about patient flow best practices; and to plan and implement practice changes to improve patient access metrics. Provided daily operational oversight of the Patient Access and Flow team to ensure patients receive timely care in the optimum location.

London Ontario

Provided leadership for the coordination and implementation of patient access and flow improvements at a system-level on behalf of all hospital corporations within the South West Local Health Integration Network (LHIN) and two hospital corporations within the Erie St. Clair LHIN.Completed a comprehensive evaluation of provider compliance and return on investment with the Non-Emergency Transportation (NET) agreement in the South West LHIN and identification and implementation of recommendations for improvements (improvements work occurring with the non-emergency transportation vendor)Completed a compliance assessment of the NET Provider with the Stretcher Transportation Standards from the Ministry of Health and Long Term Care Implemented the One Number Protocol in Paediatrics amongst the South West LHIN hospitals and participating Erie St. Clair LHIN partners Developed an Access and Flow current state, including LHIN and organizational performance on more than 15 identified key performance indicators related to patient flow, in order to inform development of a Dashboard Developed and implemented a Holiday Surge Plan amongst the South West LHIN hospitals, South West Community Care Access Centre (CCAC) and participating Erie St. Clair LHIN partners to include Daily Bed Huddles for a specified period; a Comprehensive Communication Plan; an engagement strategy for community and primary care partners; and a formal qualitative and quantitative evaluation planCompleted a data-driven assessment and recommendation of longer term access and flow improvements

Responsible to the Chief Executive Officer, the Leadership Team and staff for all aspects of portfolio operations. Efficiently managed 35 beds with an annual budget of $ 5.6M, and supported 65 dedicated portfolio team members resulting in the successful delivery of quality and safe patient care. The portfolio includes Central Sterile Reprocessing, Diagnostic Imaging, Emergency Preparedness, Food Services, Housekeeping, Laboratory, Materials Management, Occupational Health and Safety, and Physical Plant/Maintenance. Other responsibilities included Accreditation, strategic planning and special corporate projects.

Masters, Business Administration

Graduate Diploma, Management 2011

Lean Healthcare Certification – Green Belt (Gold)

Bachelor Of Arts, Sociology

Canadian Patient Safety Officer