With provincial funding models changing, there will not be any new money allocated to Ontario hospitals and all of LHSC’s future decisions must reflect this reality. At the same time, LHSC has recently completed unprecedented investment in its infrastructure over the past decade, and must ensure the sustainability of human capital, facilities, and the ability to provide care in this era of shrinking resources.
In order to achieve these objectives, staff, physicians, leaders, patients and family members must all be pulling in the same direction with a focused picture of what LHSC is, what it wants to be, and how it will get there. LHSC must learn to do more with less, and at the same time unlock the barriers that prevent patients from receiving timely access and flow throughout the hospital. To accomplish this, all partners in the system must better leverage their collective resources to develop improved care pathways and health supports.
LHSC recognizes that change inside the hospital must be systemic, and driven by direct-service multidisciplinary teams that define the objectives and value stream, develop the best solutions, implement the change and adopt a continuous improvement cycle. To ensure this is successful physicians must be engaged in planning and decision-making given their key roles at LHSC.