report Essay

Executive Summary

This report provides healthcare professionals in facilities and services provided and offered for various purposes. The laboratory process is highly complex. Government and taxpayers pay regarding with the guidelines of performance such as patients reducing waiting time, cost of containment and quality of care. Laboratory delivery has an essential healthcare element with most healthcare decisions. The laboratory method starts with a healthcare provider and finishes with the evaluation of the laboratory test outcomes.

Medical laboratories provide vital information for patient diagnosis, monitoring, and treating patients have a key position to play in distinguishing the control of disease and prevention.

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Appropriate use of laboratories screening test is essential to ensure safety, effectiveness and efficient care for patients.


The Eastern Ontario Regional Laboratory Association (EORLA) has 19 licensed acute care, a non-profit, clinical laboratory that serves clinical programs throughout Eastern Ontario, the Chaplain Local Health Integration Network (CLIN). The purpose of EORLA is to deliver patient-focused, consistent, high quality and cost-efficient hospital-based laboratory services for patients in the area, which is a leading innovative model for integrated laboratory practice in the province.

In line with this, diagnostic studies are carried out for inpatients and outpatients, which conduct 12 million exams annually. Examinations are assessed within the adherents of Anatomical Pathology, Organic chemistry, Hereditary qualities, Transfusion pharmaceutical, Hematology, Virology, and Microbiology.

EORLA was transformed in 2003 by a single embedded hospital lab from April 2012. EORLA inclusion was embraced by laboratory clients which improve the standard of service by means of norms and improves the probability of laboratory outcomes. The shift from medical technology to one worker can create higher possibilities by focusing on maintenance of employees, career mobility, concentrate on recruitment and professionalism. All laboratories of EORLA are certified by Ontario Laboratory Accredited (OLA) and accreditation of American Society for Histocompatibility and Immunogenetics (ASHI) by the Ottawa Hospital Tissue Typing Laboratory.

The company consists of over 800 Technologies for Medical Laboratory and Assistants of the Medical Technologist as well as 65 Medical and Scientific employees. Management transfers are planned for EORLA in October 2011 with laboratory unionized personnel after April 2012.

EORLA is led by an Executive Board comprising the partner institution of Chaplain LHIN.


Prepare and execute a brief study of alternatives and suggestion for developing a model with benefits, risks, and perceived roadblocks. The Rainbow Local Health Integration (R-LHIN) is one of the 14 provincially developed networks designing, managing, and financing a local healthcare system. R-LHIN’s fundamental mission is to promote inclusion and networking among our healthcare assets.


The primary crucial activity to execute a company area commerce demonstrate for hospital laboratories in Ontario that lead activity for the distinctive provinces.

The Ministry of Health and Long-term care laboratories branch commissioned all Ontario laboratories to take part in group policy practice and to develop national laboratory service delivery schedules. Creating a reaction to several major developments in pathology and laboratory medicine, indicating the growth level of the number of exams in Ontario, which exceeds the size of laboratory experts accessible to encourage the rise.

Statistics have shown that the workplace expenses are rising disproportionately with the financing accessible. In comparison, the capability must be improved, performance must be sustained and improved, and cost-effectiveness should be improved. Strategic objective to support and encourage clients care inclusion throughout the healthcare continuum.

Comprehensive cooperation and involvement with hospital personnel, labour organizations, government and stakeholders have contributed to the transition of the embedded model. In order to provide a patient-centric scheme of laboratory facilities offering improvement, efficiencies and portability in laboratory outcomes, the inclusion model was developed form National Best practices. Integration can improve performance treatment by standardization for laboratory clients. Employees in the laboratory will profit from higher career flexibility and growth development.

The need to plan carefully to alter the leadership including involving stakeholders such as pathologist, technologist and executives. The absence of an agreement about best practice and the failure to reach agreement on the position of anatomic disease in science, education and exploration.

A high-functioning and quality service scheme requires an effective and efficient laboratories diagnostic industry. This service area is therefore critical to be placed in an inclusive, embedded, high-quality and socially sustainable position. Furthermore, to ensure that all patients and other important contributions made by the sector can receive quality care from the laboratory sector.

The provision of laboratory diagnostic services is a unique healthcare business. The complexity and the sheer amount of laboratory diagnostics, high rates of change and innovation, the critical impact of the laboratory on patient care and the challenges to financial sustainability with increasing demand and new tests for healthcare organizations. Furthermore, an increasing willingness for clinical laboratories to operate with innovative technology and wellness information to improve patient care.


A financing system was established as the main model for achievement and sustainability. The financing system was intended to deal with the budgeting of resources, the employees and the laboratory. The current laboratory services would be operational funds, and the future financing system would enable the scale and scope of the tests to increase.

The financing system enables operating flexible to be retained while lowering cost and operating effective retained. This is intended to satisfy both the owners and clients demands of working employees. The owner’s view that members are guaranteed that laboratory facilities with enough operational resources will continue to be delivered. Members, as clients, benefit from an embedded service delivery system that increases performance and saves time by enhancing customer effectiveness and reducing expenses progressively per test.


A sequence of public agreements with an employee of the hospital will be used to administer the inclusion model. These contracts include memberships, level of service, the transition to human resources, transfer of assets and occupation.


Laboratory development should set out to regions for organizational expansion and define strategic fields like leadership, service and inclusion, use, pricing and financing, ambulatory, performance and clinical guidelines. Establishment of a provincial laboratory organization providing federal guidance on all elements of performance and distribution of all clinical laboratory services in Ontario. This will include developing activities, financing, and asset schemes, defining service delivery designs and necessary infrastructure, implementation of usage leadership programs, setting up quality performance and technology assessment frameworks and proposing rules for the system and organization. Moreover, the agency will provide guidance and suggestions on medical and scientific experts on the achievement of clients results, expertise, and test operation.

The transition from the start to the best-embedded model for service delivery. As a national commercial activity, laboratories can combine both natural and physical capital and be operated as one entity. All laboratories will be standardized in their policies, processes, and procedures, a portion of an extensive national leadership performance program including standardization of test methods and the implementation with the cooperation of Laboratory Information system (LIS) that will allow other healthcare providers to evaluate patient’s laboratory test information.


Employees, affiliate clinics and stakeholders continue to be involved in developing the operating model to make the organization successful as it evolved into complete inclusion. This study offers an illustration of an extremely measurable provider that can be monitored readily by legislation at glance. In order to comprehend the interaction between laboratories and healthcare suppliers, the inquiry is also necessary.

Quality and security are priority issues and the industry have an interest in costs and assets. The laboratory facilities can be categorized as extremely measurable and complex, non-contestable. The legitimacy and reliability of the test phase can be measured extremely. The findings of the laboratory acquire much of its significance by being integrated into a system of care in which providers direct the test properly and are supported in their interpretation and action for the inputs or result.

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