DNA Helix Strategic Plan

Strategic Plan
2010 – 2013

LHSC’s strategic plan for 2010 – 2013 articulates the key directions and goals of the organization, how those goals will be achieved, and how LHSC will measure success. Through achieving our strategic priorities, LHSC will be supporting our mission to lead in the advancement and delivery of health care into the future. Highlights of the strategic directions and goals are outlined below.

Strategic Direction – Leading in service and care delivery

Define and realize our community, regional and provincial/national roles within an integrated health system. Given the evolving roles of health care delivery within the LHIN, the demographics of the population we serve, fiscal challenges facing LHSC and ongoing patient access and occupancy issues, it is both timely and necessary to develop a clinical services vision for 2020 and the facilities master plan to support these services.

Complete the transfer of programs and redevelopment initiatives.
Several program transfer and redevelopment initiatives associated with hospital restructuring will be achieved, including the transfer of perinatal and women’s health from St. Joseph’s to LHSC and the relocation of several services to LHSC’s new North Tower at Victoria Hospital.

Strategic Direction – Improving Quality and Safety

Achieve best quartile performance for hospital infections. Infections have become an increasing burden in health care. Progress has been made in our infection control practices over the past two years, but this continues to be an area requiring strategic investment and attention. Several initiatives are being launched to improve our infection control practices and rates over the next three years, including improvements in environmental cleaning, antibiotic stewardship, infection control practices, as well as our processes for recognizing and managing sepsis.

Achieve target occupancy levels while optimizing access to care. Through our clinical services visioning, participation in regional and provincial initiatives, and our own internal process redesigns, we will develop new ways of delivering care that improves our inpatient occupancy. One project already underway is the Hospital Patient Access and Flow Project with the Southwest LHIN, including the implementation of new protocols to better coordinate patient access at LHSC.

Strategic Direction –
Strengthening culture, values and people

Foster a culture and environment that supports teams and individuals to contribute to excellent care and service. By strengthening our investment in our people and the environments they work in, we aim to foster a culture where staff and physicians are supported by, and in turn are committed to, the organization.

Develop high performance leaders. LHSC is committed to developing potential internally to ensure we have a talented pool of leaders poised to move into leadership positions in our organization. One way in which we will meet this goal is the rollout of the Crucial Conversations® program to all leaders and staff at LHSC to help develop leadership skills throughout the organization.

Strategic Direction –
Advancing research, learning and innovation

Becoming an internationally recognized leader in team-based simulation education and training. Through the establishment of Canadian Surgical Technologies and Advanced Robotics (CSTAR), resources and infrastructure are in place to provide team-based simulation education and training. This is an area where LHSC is poised to lead on the international stage and to leverage our technologies and resources to further advance the training and skill development of our own staff, physicians and students.

Establish and advance personalized medicine. Defined as ‘the right dose of the right drug for the right patient at the right time,’ personalized medicine represents the integration of data specific to a patient’s genetic makeup, dietary and environmental influences, and clinical disease states to identify more precise treatment options for an individual patient.