Strategic Plan & Projects
Set Our Course

This year marked the launch of London Health Sciences Centre’s (LHSC) new framework for building our future–our three-year Strategic Plan.

Within this plan there are 10 strategic initiatives, classified under four categories: care and performance; teaching and research advancement; healthy workplace; and program and facility development. Each initiative has a number of specific projects to help achieve its overall goal. In addition, there are three enabling priorities that will ultimately work to support each of the strategic initiatives.

Introduced in August, we now have one year of the plan complete. This means that while some projects are beginning to take shape, others have already been accomplished.

These strategic projects represent the key transformational projects for the organization. While they do not represent all the efforts underway at LHSC, they help shape our strategy, together with our operating plans and program goals.

Our three-year Strategic Plan is a living document that will be refreshed each year to reflect completed projects and launch new ones.

CARE AND PERFORMANCE IMPROVEMENT

With a focus to improve access to patient care and patient safety, while sustaining our ability to deliver patient care into the future, this strategic direction has a number of projects currently underway with a handful that are already complete.

In February, in an effort to improve patient safety, LHSC launched an online adverse event and near-miss occurrence reporting system, replacing the previous paper-based system. In addition to capturing each adverse and near-miss event, this new version also allows for better tracking and easier identification of trends helping achieve overall system improvements.

TEACHING AND RESEARCH ADVANCEMENT

The projects under this strategic direction are aimed to help establish LHSC as a recognized centre for simulated learning in collaboration with our academic partners, while implementing the first phase of the Lifecycle Research Network with our research partners.

To that end, construction began in January on the Brent & Marilyn Kelman Centre for Advanced Learning which will fall under the scope of LHSC’s internationally accredited Canadian Surgical Technologies and Advanced Robotics (or CSTAR) program.

HEALTHY WORKPLACE

This strategic direction aims to implement improvements that foster a healthy workplace and support leaders and staff to strengthen their skills and practices in an ever-changing environment.

One of the primary ways this direction will be achieved is by implementing the recommendations of the 2008 Healthy Organization Team report, spearheaded by the new HOT leader hired to oversee the project for the next two years. The initiatives in the report were developed from the recommendations and feedback of more than 500 staff, physicians and volunteers. One recommendation already underway is the expansion of the shuttle service to and from each of our hospital sites.

PROGRAM AND FACILITY DEVELOPMENT

The past 10 years of citywide redevelopment have led us to the current status of Milestone 2 construction.

This year we completed the Milestone 2, Phase 1 construction projects of major care delivery areas including Occupational Therapy, Physiotherapy, ENT, Fertility Clinic, Neurosciences and Ortho Clinics, along with clinical support services.

In early 2009 we confirmed the construction schedule and established tentative program move dates for the completion of Milestone 2, Phase 2. In this phase we will oversee the successful transfer of internal programs, as well as those between LHSC and St. Joseph’s Hospital, all while sustaining current operations and continuity of care. This strategic direction will oversee the completion of all redevelopment projects related to Milestone 2 as well as the design and construction readiness for Phase 3.

ENABLING PRIORITIES

There are three enabling priorities that will each use specific projects to help support the ten strategic initiatives. Their ultimate goals are to: advance our information systems to improve safety, effectiveness and stewardship of resources; implement and evaluate a robust performance measurement strategy; and strengthen our ability to execute plans and projects.

One project begun this year, the development of an Enabling Technology plan, is working to leverage our existing strong foundation of technology systems to meet clinical and corporate needs over the next three to five years.