Glossary

Here’s a short overview of the major key terms used throughout this site, to help define the language we use and provide a quick introduction to several main concepts:

Tiles – A Tile is an individual clinical or operational function that the Command Centre focuses on and provides information for. A new Tile is created as each new desired function is identified.
Generations – This is a term created by Humber River Health to recognize the evolution of the Command Centre to help us achieve different goals. Our first generation was focused on operations and processes to find efficiencies in workflow and patient flow. The second generation was driven by clinicians and frontline staff to develop Tiles for direct clinical benefit. The third generation extends the capabilities of Generation 1 and Generation 2 to the community for in-home monitoring or coordination with community care providers.
IPOMS – IPOM stands for Interactions, Procedures and Operating Mechanisms. In short, the information flow utilizing the Command Centre to facilitate actions, be they clinical or operational in nature. Since launching our Command Centre, we have created or adopted over 70 IPOMs that help improve workflow and operations across our Hospital.
Frontline Staff – The clinical and patient-focused staff in a hospital such as nurses, nurse practitioners, doctors, personal support workers and others who interact with patients on a regular basis.
C-Suite – The C-suite is a common term used to refer to the executive leadership of an organization. The Chief Executive Officer (CEO), Chief Operation Officer (COO), Chief Financial Officer (CFO), etc.
Higher Reliability Care – This refers to consistent excellence in quality and safety, across all services, maintained over long periods of time. At Humber River Health, that means we combine predictive analytics with machine learning and human input to create higher quality, safer care for our patients and have embedded the five principles for High Reliability into our Patient Safety Plan. Those five principles include sensitivity to operations, deference to expertise, preoccupation with failure, reluctance to simplify, and commitment to resilience.