Lakeridge Health Strategic Plan 2011/ /16

Transcription

1 Bowmanville Oshawa Port Perry Whitby ECELLENCE every moment, every day Lakeridge Health Strategic Plan 2011/ /16

2 Executive summary LAKERIDGE HEALTH IS PLEASED TO REVEAL THE NEW VISION, MISSION, VALUES AND STRATEGIC DIRECTIONS THAT WILL GUIDE THE ORGANIZATION OVER THE NET 5 YEARS AND INTO THE FUTURE. This strategic plan was developed based on the comprehensive feedback and contributions of our colleagues (staff, physicians, volunteers and students), partners, community and hospital members. Building on our strengths, it positions Lakeridge Health to effectively respond to both existing and anticipated challenges and opportunities. With a budget of over $400 million and responsibility for operating over 540 inpatient beds, Lakeridge Health is one of the largest community hospitals in Ontario. We provide a broad range of primary, secondary, tertiary and post-acute services through three acute hospitals, a specialty hospital and numerous satellite service locations. This care is delivered by more than 4,000 staff and physicians, with the support of nearly 1,200 volunteers. We provide care predominantly to the residents of Durham Region. Durham Region is growing and it is growing older. By 2030, there will be approximately 300,000 more people in the region than today. During this timeframe the number of residents aged 65 and over is expected to more than double. To best meet the increase in demand anticipated from this growth, Lakeridge Health has set priorities in this strategic plan that will enable the organization to innovatively maximize its resources and capabilities. We are proud to build on Lakeridge Health s status as a leading community hospital in Ontario, a distinction earned through external validation and recognition of our delivery of high quality care in a number of service areas. As illustrated in the Strategy at a Glance figure, our Values form the foundation for achieving our Strategic Directions, which define the areas in which Lakeridge Health must excel in order to achieve our Mission and Vision. As detailed throughout this document, each of these strategic elements reflects our strong commitment to the continued and enhanced delivery of high quality care both within Lakeridge Health, and across

3 the broader continuum of health care services our patients rely on. We will do so by focusing on achieving excellence in patient care, improving safety, growing and maximizing our resources, and investing in priority service areas. As a large, multi-site organization, key areas of focus for Lakeridge Health will be to involve patients and families more in care decisions (patient-driven care), to unify and standardize processes across our sites and programs, and to ensure smooth transitions for patients into, through and out of Lakeridge Health. We will continue to support and engage our internal colleagues in this endeavour, VISION by creating a healthy workplace and by enhancing our role in academics through the development of a satellite interprofessional health sciences centre. Lakeridge Health will need to grow in virtually all clinical program areas, and we intend to partner with other agencies in developing high quality integrated systems of care. Excellenceevery moment, every day We are excited about this strategic plan and believe that it positions Lakeridge Health to best deliver the health care services that the residents of Durham Region need and deserve. We invite you to join us on our journey toward achieving Excellence every moment, every day. MISSION Creating & delivering a seamless system of care embracing every patient STRATEGIC DIRECTIONS Enhance the patient and family experience Become the safest hospital in Ontario Develop provincially leading, integrated systems of care, along the continuum Become the healthiest hospital workplace in Ontario Enhance our financial capability to deliver Invest in leading facilities, equipment, technology & IT Develop a satellite inter professional health science centre VALUES Compassion Innovation Courage Trust Strategy at a Glance Lakeridge Health Strategic Plan: 2011/ /16 3

4 Who is Lakeridge Health? ONE OF THE LARGEST COMMUNITY HOSPITALS IN ONTARIO Lakeridge Health, one of the largest community hospitals in Ontario, primarily serves the more than 600,000 residents of the Durham Region. We are responsible for managing a budget of over $400 million, operating over 540 inpatient beds and delivering care to approximately 1,600 people each day, on average. The needs of these patients are met by the expertise, energy and commitment of approximately 5,200 colleagues (staff, physicians, students and volunteers). This includes over 4,000 staff and physicians along with nearly 1,200 volunteers. Lakeridge Health is comprised of: Three acute hospitals with Emergency Departments º Lakeridge Health Bowmanville º Lakeridge Health Oshawa º Lakeridge Health Port Perry One specialty hospital with a regional mandate º Lakeridge Health Whitby, a complex continuing care and post-acute rehabilitation facility A variety of offsite locations, including our specialty addiction and mental health services Lakeridge Health offers primary, secondary, tertiary and post-acute care in inpatient and ambulatory settings. Services differ at the acute hospital sites, from the predominantly General Practitioner (GP)- based services at Lakeridge Health Port Perry to the very high acuity services provided at Lakeridge Health Oshawa by physician specialists and interprofessional teams. The diverse services provided across Lakeridge Health are organized within eight clinical programs: Emergency and Critical Care, Maternal Child, Medicine, Addictions & Mental Health, Post-Acute Specialty Services (PASS), Regional Cancer Services, Regional Nephrology System/Durham Region Diabetes Network, and Surgery. To help increase awareness of the services Lakeridge Health offers at each of the sites, an outline of services by program and site is provided on pages 22 and 23. Lakeridge Health is considered a strong partner and, as such, plays a valuable role in Durham Region, the Central East Local Health Integration Network (CE LHIN) and the broader health care system. The organization has a collaborative relationship with our primary funder, the Government of Ontario, through the CE LHIN. Our leadership includes a strong affiliation with universities, such as the University of Ontario Institute of Technology (UOIT), and colleges, including Durham College. Lakeridge Health is involved in an extensive amount of student training in a broad range of health disciplines, provides innovative rural health placements and participates in research. LAKERIDGE HEALTH SERVICE LOCATIONS 1 Bowmanville 47 Liberty St. S., Bowmanville Oshawa 1 Hospital Crt., Oshawa Ambulatory Rehabilitation Centre (ARC) Beaverton 468 Main St., Beaverton LH Community Respiratory Services 1450 Hwy.#2, Courtice LH Interact 1615 Dundas St. E., Whitby LH Wellness & Assessment Centre 233 Brock St. N., Whitby ARC Oshawa 58 Rossland Rd. E., Oshawa Pinewood Addiction Support Services and Withdrawal Management 300 Centre St., Oshawa Pinewood, Ajax 95 Bayly Rd., Suite #406, Ajax Pinewood, Bowmanville 200 King St. E., Suite #204, Bowmanville Pinewood, Oshawa 419 King St. W., Suite #125, Oshawa Pinewood, Port Perry 180 Mary St., Port Perry Port Perry 451 Paxton St., Port Perry Whitby 300 Gordon St., Whitby Destiny Manor 118 Cochrane St., Whitby Other: LH Domestic Violence and Sexual Assault Centre 4 Lakeridge Health Strategic Plan: 2011/ /16

5 Lakeridge Health Strategic Plan: 2011/ /16 5

6 What We Learned LAKERIDGE HEALTH HAS INCREDIBLE POTENTIAL. This strategic plan is informed by the results of extensive research and consultation. We analyzed data in order to understand our current patient mix, referral patterns and to evaluate the impact community growth and demographic changes will have on our sites and services. Additionally, we engaged in comprehensive consultation with our internal colleagues, external partners, patients, community and hospital members. This section outlines the key findings from this research and engagement. Full reports outlining the results from our research and engagement activities are available on the Lakeridge Health website. ESTABLISHED STRENGTHS Lakeridge Health is establishing itself as a leading community hospital in Ontario, a distinction earned through external validation and recognition of our delivery of high quality care. Lakeridge Health is proud to be acknowledged for having one of the top five cancer treatment programs in Ontario, one of the top three nephrology programs in the province, and one of the top integrated addictions services in Ontario. We also have more medical students annually than some Academic Health Sciences Centres. Our strengths create a solid foundation for Lakeridge Health to build on. PATIENT PATTERNS & PREFERENCES Lakeridge Health is a community hospital that serves its community members. Over 90% of all patients served by Lakeridge Health are Durham residents and, importantly, Durham residents choose to receive care from Lakeridge Health more often than from other hospitals. In addition, certain services have a regional or larger referral pattern, including Cancer, Stroke, Addictions and Thoracic Surgery. Based on opinion poll results, the vast majority of Durham residents consider the Lakeridge Health site in their community to be their community hospital of choice. We believe Lakeridge Health delivers high quality care and will strive to meet or exceed our communities quality expectations. This is borne out by the community, who advised us that the most significant expectation influencing hospital choice is trust that the hospital will deliver the highest quality of care. While respondents rated the convenience of location and the quality of care provided by Lakeridge Health to be high, they would choose another hospital in situations where they perceive that the knowledge, expertise or technology required for their care exceeds what is available at Lakeridge Health. DEMOGRAPHIC TRENDS Durham s population has grown rapidly in recent years and this trend is expected to continue beyond Between 2006 and 2009, Durham s population growth rate was 5.0%, compared to 3.2% for Ontario. Looking forward, Durham s population is projected to increase by 45.1% by In raw numbers, Durham s estimated 2010 population of 622,690 will approach 1 million by 2030, hitting a projected total of 903, The greatest rates of growth are expected to be seen in Whitby, Clarington and Pickering. 2 Not only is Durham s population growing, it is growing older. The proportion of Durham residents who are over the age of 65 is expected to jump from approximately 11.5% in 2010 to 20.7% by This means the number of seniors in Durham (71,730 in 2010) is expected to more than double by the year 2030 to approximately 187,200. No other age group in Durham will grow faster. 3 Given that seniors are higher users of health care, it is anticipated that the combined effect of growth and ageing will increase demand for Lakeridge Health services, especially emergency, medicine, complex continuing care and rehabilitation. Lakeridge Health will need to grow services and to work with our partners to meet this demand. 6 Lakeridge Health Strategic Plan: 2011/ /16

7 STAKEHOLDER RECOMMENDATIONS Approximately 1,500 community members, 41 partner organizations and over 500 colleagues were engaged during the strategic planning process. From the collective feedback, the key areas that stakeholders would like Lakeridge Health to focus on further improving are: Quality of care and service Wait times and barriers to accessing care Customer service and communication with patients and families Continuity of care and patient transitions within and between sites Collaboration and respect between care team members, sites and with partners Empowering patients and their families Optimizing and investing in facilities and equipment Creating a workplace and culture that inspires high performance 1 Ontario Ministry of Finance: Population Projections Update, Region of Durham: Regional Official Plan Amendment No Ontario Ministry of Finance: Population Projections Update,

8 We Have Listened COLLECTIVELY, OUR INTERNAL AND ETERNAL STAKEHOLDERS ENCOURAGED LAKERIDGE HEALTH TO CONFIDENTLY PURSUE AN AMBITIOUS FUTURE IN ORDER TO BEST MEET THE NEEDS OF THE COMMUNITIES WE SERVE. WE HAVE LISTENED. To capture and signal the degree of ambition and commitment reflected in this strategic plan, we have developed new and inspiring Vision, Mission, Values and Strategic Directions statements for Lakeridge Health. As outlined on the next page: Our Vision describes our desired future state, what we want to be consistently true about Lakeridge Health. Our Mission defines our core purpose as a health care organization. It describes why Lakeridge Health exists and what we need to do to move toward our Vision. Our Values are the beliefs we share as colleagues of Lakeridge Health. These values help guide our individual and collective behaviours and decisions. To provide the focus that will be required to achieve our Mission and Vision, we have developed seven key Strategic Directions. These seven Strategic Directions, which are outlined on pages 10-16, detail the areas in which Lakeridge Health must excel. Each Strategic Direction is further defined by two key objectives (please see Appendix A for a description of each objective) and by clear accomplishments that will be achieved within the next five years. A focus on quality is overarching in this strategic plan. Each Strategic Direction represents a key component of quality and the pursuit of quality is permeated into each of the Strategic Directions. Our focus initially will be on achieving established best practices and standards of quality in all areas of Lakeridge Health. As we do so, new and higher quality targets will be set and pursued. We recognise that, in order to achieve the degree of ambition reflected in our Vision, Mission, Values and Strategic Directions, Lakeridge Health will need to continuously evolve, improve and partner. Lakeridge Health is a strong health care organization with committed colleagues who believe we can strive for and achieve excellence. 8 Lakeridge Health Strategic Plan: 2011/ /16

9 Our Vision, Mission & Values VISION Excellence every moment, every day MISSION Creating and delivering a seamless system of care embracing every patient. VALUES Compassion We believe that, when professional and clinical excellence is combined with equal amounts of compassion, understanding, insight and information, every patient and family will feel confident about their journey of healing. Courage We believe that in order to deliver excellent and innovative care, it takes courage, collaboration and the ability to inspire others in order to advance our clinical capabilities and practices. Our people in every role at Lakeridge Health strive to inspire progress in themselves and their colleagues for the benefit of our community. Innovation We believe that flexible, innovative thinking encourages creativity, collaboration and dialogue. We encourage a spirit of inquiry and learning that leads to discovery, innovation and excellence. Trust We believe that being open, transparent, accountable and engaged with physicians, staff and all of our communities will earn and keep their trust and pride. We are dedicated to a well-planned, responsible and sustained effort to continually renew and improve the quality and safety of health care.

10 Strategic Direction 1 Enhance the patient and family experience Every interaction with patients and their families is an opportunity to enhance the quality of their experience. Feedback from our patients and their families tells us we have an opportunity to improve in this area. In response, we will take the steps necessary to ensure each patient and visitor experiences caring communication and a helping attitude from all colleagues at every interaction. We understand that, where there are decisions to be made, our patients want to be empowered to direct their care and that the traditional models of care do not enable them to do so. We believe we can change the Lakeridge Health culture to enable patient-driven care. We will take the time to clearly and compassionately educate patients and their families about their options, enabling them to make informed choices about their care. Improving the patient and family experience will be a journey. Part of the journey is developing increasingly interprofessional teams who will work collaboratively and respectfully. We will also be flexible in order to address the diverse and unique needs, risks and requirements of each individual patient while staying aware of demographic changes among our patient population as a whole. Objective 1.1: Improved interactions with colleagues, patients and families By 2016: We will ensure that patients, family and all other caregivers understand the agreed plan of care and their role in the plan We will deliver all care in a patient-driven manner Objective 1.2: Excel in elder care By 2016: We will ensure that all services and their respective colleagues have an understanding of the physiology and social needs of elder patients We will have implemented current best practices in elder care across all programs 10 Lakeridge Health Strategic Plan: 2011/ /16

11 Strategic Direction 2 Become the safest hospital in Ontario While Lakeridge Health s current levels of quality and safety are a point of pride, we are continuously striving to improve. Our commitment is to design and improve the processes of care to deliver the safest and highest quality of care possible. We will work together to engage in continuous improvement in order to minimize the risk of poor outcomes or harm to our patients. We will regularly review our practices and will commit to providing clinical services only where we have the expertise, volume and critical mass to provide excellent quality patient care that has the potential to match that available anywhere in Ontario. To do so, we will be selective in our service expansion. We know that achieving our goal is not an easy or simple task and that it will take the commitment of the entire organization colleagues must work collaboratively to engage in continuous improvement to minimize the risk of poor outcomes or harm to our patients. Objective 2.1: Reduce patient harm By 2016: We will be identified as the benchmark hospital for the majority of all public measures of harm We will have a culture of inquiry, where all colleagues feel comfortable voicing questions, concerns and suggestions that improve processes and patient outcomes Objective 2.2: Invest in clinical support services By 2016: We will have a comprehensive medication system that ensures safe and appropriate acquisition, dispensing, administration and reconciliation of all medications We will have an interventional radiology service that provides timely and appropriate access to all patients We will have a pathology service that meets the needs of patients, including molecular testing Lakeridge Health Strategic Plan: 2011/ /16 11

12 Strategic Direction 3 Develop provincially leading, integrated systems of care along the continuum The health care journey is often complex. When care is fragmented, transfers are not smooth or services are unavailable, the journey can become confusing and frustrating. As a large, multi-site community hospital, Lakeridge Health must make extra efforts to establish standardized care processes and effective communication both internally (within and between sites and services) and externally (with health service providers in the community) so that patients are able to navigate into, through and out of Lakeridge Health without being overwhelmed or confused. We understand the frustration that arises when certain services cannot be accessed on weekends. We acknowledge that this is a flaw in the health care system at large. As a leading organization, we will do our part by increasingly delivering appropriate levels of high quality services 7 days a week, regardless of the patient s point of access. We will work to further distinguish ourselves by developing provincially leading integrated systems of care in select service areas. Objective 3.1: Develop and expand high quality, interprofessional models of care By 2016: We will offer appropriate levels of core service 7 days a week We will deliver comprehensive care, with seamless transitions, by interprofessional care teams We will deliver care utilizing care pathways for, at a minimum, the 30 most important clinical diagnoses Objective 3.2: Build on our strengths to develop high quality regional systems of care in select service areas By 2016: We will have a high quality comprehensive regional system of care for cancer We will transfer knowledge and experience among 3 other disease-based services, developing systems of care within at least 3 programs 12 Lakeridge Health Strategic Plan: 2011/ /16

13 Strategic Direction 4 Become the healthiest hospital workplace in Ontario Lakeridge Health is committed to the health, safety and success of its colleagues. The feedback we have received suggests that we can make our workplace even better by increasing opportunities for colleague development and by consistently fostering a culture of mutual respect between colleagues. Most importantly, we recognize that we have an opportunity to improve workplace health by reducing compensable accident/injury claims from their current level. When our workplace is healthy our colleagues are able to make optimal contributions toward excellence in patient care. Reducing workplace accidents and injuries to zero is an achievable target for the horizon of this strategic plan but achieving this goal and maintaining our performance will require continuous improvement, collaboration and focus across the organization. The health and performance of our workplace is greatly impacted by the colleagues we attract, develop and retain. In order to attract the most skilled individuals to our organization we will put in place processes and offer the opportunities for personal and professional learning, growth and development by providing competitive health, financial and family focused compensation and benefit programs. Objective 4.1: Retain and recruit high calibre people By 2016: We will have a comprehensive succession program for all Lakeridge Health leadership positions We will maintain a workforce with the education and experience that enables them to deliver excellent services every moment, every day Objective 4.2: Improve colleague engagement levels By 2016: We will demonstrate a higher level of engagement toward the achievement of our Vision, Mission, and Values We will have implemented a performance management system for all employees We will achieve the Platinum level of the Quality Healthcare Workplace Award We will be the provincial benchmark in the majority of all measures of workplace harm reduction/prevention Lakeridge Health Strategic Plan: 2011/ /16 13

14 Strategic Direction 5 Develop a satellite interprofessional health sciences centre at Lakeridge Health Lakeridge Health has demonstrated its leadership and commitment to academic activity through its extensive involvement with student training in a broad range of health disciplines, innovative rural health placements and research. Lakeridge Health will build on this foundation by partnering with educational institutions and regional health care providers to become a satellite interprofessional health sciences centre. In the timeframe of this strategic plan, we will focus on establishing the key foundational elements, ensuring these elements are solidly established before pursuing the next incremental step. Our foci for this timeframe underscore our understanding of the scale of this endeavour as well as the need to adopt a long-term outlook as we proceed toward our goal. The development of an increasingly stronger academic environment at Lakeridge Health will lead to improved quality of care by establishing the organization as a leader in best practice interprofessional care. It should also prove to be an important factor in attracting top talent and graduates from all health disciplines. Objective 5.1: To establish the foundations for Lakeridge Health to become a satellite interprofessional health sciences centre By 2016: We will have secured the infrastructure and funding needed for the next phase of the development of a health sciences centre We will have a well-regarded Family Medicine Teaching Unit We will have established a number of specialty-based Clinical Teaching Units We will partner with Queen s University, the University of Ontario Institute of Technology and Durham College to develop education plans Objective 5.2: Develop Lakeridge Health s research strategy By 2016: We will have developed and started to implement our strategic plan for research 14 Lakeridge Health Strategic Plan: 2011/ /16

15 Strategic Direction 6 Invest in leading facilities, equipment, technology and information technology Leading-edge facilities, equipment and technology are necessary enablers as we serve our growing communities with high quality care delivered by high calibre professionals. With this in mind, Lakeridge Health will develop strategies and make investments that address serious deficiencies in current buildings and equipment; facilitate the achievement of excellence in knowledge services (information management and technology); and enable the development of new or expanded facilities in order to deliver on our corporate Strategic Directions. While the steps to be taken toward the achievement of this Strategic Direction are clear, we must remain aware of the scarcity of additional funds available in the health care system as well as any limiting factors associated with our own financial situation. We must also effectively anticipate and plan for the complex and often time-consuming nature of implementing new knowledge services initiatives. All of these factors will affect the rate at which we are able to make new investments. Objective 6.1: Excellence in knowledge services By 2016: We will have improved data systems that enable access to accurate and timely data on demand wherever possible We will have transitioned from hybrid paper and electronic charting to an effective process model based around data capture at first point of contact with the patient We will have implemented the infrastructure needed for our patients to have electronic access to their information Objective 6.2: Develop a sustainable renewal plan for facilities, capital equipment and information technology By 2016: We will demonstrate consistent annual improvement in the overall condition and energy efficiency of our buildings We will have started construction on the Emergency Department upgrades at Lakeridge Health Bowmanville We will have progress with the government on other key projects, including; a new diagnostic services building in Oshawa, a new Whitby hospital and upgrades in Port Perry We will have an annually renewed three-year plan for all major capital replacement purchases We will have an environment that is safe, supports wellness and is energy efficient Lakeridge Health Strategic Plan: 2011/ /16 15

16 Strategic Direction 7 Enhance financial capability to deliver Lakeridge Health recognizes that its financial health impacts its ability to offer high quality services and work environments. Maintaining financial health requires us to operate with efficiency and deliver against the financial, quality and volume accountabilities as agreed to with our funders. This requires ongoing and large scale efforts to put the people and processes in place to ensure that we are not only accountable as an organization but that all colleagues of Lakeridge Health are meeting individual accountabilities. We must also operate with a financial surplus and develop strategies to generate new revenue in order to provide service, reduce debt and fund capital. This entails a focus on the development of strong, sustainable long-term relationships with key partners. Objective 7.1: Maximize revenue generation potential By 2016: We will have worked with our Foundations to develop a long-term fundraising plan We will have generated new revenues to increase service levels in select areas We will meet the CE LHIN and MOHLTC accountabilities and maximize access to available funding Objective 7.2: Reduce Debt By 2016: We will reduce debt to 50% of its current level We will no longer require cash advances from the CE LHIN We will be in a positive working capital position 16 Lakeridge Health Strategic Plan: 2011/ /16

17 Our Priorities for Service Expansion and Growth LAKERIDGE HEALTH MUST INVEST WISELY AND STRATEGICALLY The anticipated demographic changes will place increased demand and pressure on all of our services. While the new physical space at Lakeridge Health Oshawa and associated new operating funding will enable expanded service capacity, it will not be sufficient to address anticipated increases in service demand. Additional service capacity, and/or modernized facilities will be required to provide leading, high quality care. Realistically, however, Lakeridge Health will not be able to secure enough capital and operating funding to do everything that we would love to. Investments in building and service expansion or modernization will need to be carefully prioritized. A robust process was completed to identify the highest priority opportunities for future service expansion and growth. The identified high priority opportunities represent areas where: there is a demonstrated and significant service need; established quality standards are consistently being achieved by the service; and the investment would enable Lakeridge Health to deliver a leading high quality service. The high priority opportunities for service expansion and growth, which have been embedded within the appropriate Strategic Directions, are: Cancer Care: Establish a provincially leading system of care, beginning with the development of integrated disease-site programs for breast, colorectal, prostate and lung cancers. Chronic Kidney Disease: Establish a provincially leading system of care, beginning with the development of an early outreach option for high risk patients and expanded capacity for home dialysis. Addictions and Acute Mental Health: Establish a provincially leading system of care, beginning with enhanced capacity for acute child & adolescent mental health services, psychiatric intensive care, short-stay and rapid assessment. Critical Care: Enhance access through expanded critical care capacity and improve quality of care for high-dependency medical and surgical patients. Emergency Care: Expand service capacity at Lakeridge Health Bowmanville. Clinical Support Services: Develop high-end services and expand capacity to meet the needs of patients. Priorities include interventional radiology, ultrasound, molecular diagnostics, pathology and pharmacy services. Post-acute Rehabilitation & Complex Continuing Care: Develop plan for building a new regional and specialized facility on a new site in Whitby. Medicine, Surgery, Maternal Child: Services will be developed and expanded as appropriate to deliver on strategic priorities within the expanded Lakeridge Health Oshawa site. These opportunities will become the top priorities for pursuing and allocating new capital and operating funds; building redesign and fundraising; and annual operational planning. Only when the required capital and operating dollars are secured will the identified opportunity be pursued. It is important to note that the focus on these prioritized opportunities will not mean that all other services will be stagnant. All services will be expected to pursue excellence and innovation within existing resources and to participate in driving the organization s Strategic Directions. Lakeridge Health Strategic Plan: 2011/ /16 17

18 Concluding Message from the Board Chair & CEO We are excited about this strategic plan and believe that it positions Lakeridge Health to best deliver the health care services that the residents of the Durham Region need and deserve. With a focus on excellence in patient care, improving safety, growing and maximizing our resources, and investing in priority service areas; this plan is also about building the reputation of Lakeridge Health. Collectively, the new Vision, Mission, Values and Strategic Directions outlined in this plan will guide us as we create a seamless system of high quality care that recognizes, respects, and responds to the uniqueness of every patient. Doing so will address the strongest and most common frustrations conveyed by our partners, patients and the community. Over time, this significant shift in culture and approach will set Lakeridge Health apart and further enhance perceptions of the services we provide. Clearly, the Strategic Directions outlined in this plan and their associated objectives are ambitious. It will take time, commitment, collaboration and focus to achieve these goals. We believe that we have the competence, strength and support internally to deliver. We would like to thank all of those who contributed to informing and developing this strategic plan: our community and hospital members, our partner organizations and our colleagues. Your commitment enabled the development of a plan that positions Lakeridge Health to best meet the needs of our most important stakeholders our patients. There is reason for all patients and colleagues to be excited about the ambition contained in our new strategic plan. The next 5 years will be a quality-focused journey of improvement for Lakeridge Health. We hope all of our colleagues, partners and patients will embrace the opportunity to contribute to the achievement of Excellence every moment, every day. Doug Allingham Chair, Board of Trustees Kevin Empey President & CEO 18 Lakeridge Health Strategic Plan: 2011/ /16

19 Excellence every moment, every day Lakeridge Health Strategic Plan: 2011/ /16 19

20 Appendix A: Objectives Descriptions Objective 1.1: Improved interactions with colleagues, patients and families We recognize that the way our colleagues interact with patients/families affects their experience. From helping visitors find their way, to responding to questions and concerns, we have opportunities to improve interactions with patients/families and each other. We will strive to provide patients with the information and guidance to effectively determine their best care path, recognizing and respecting their right to be the decision-maker throughout their journey. We will exhibit this philosophy of patient-driven care and will offer flexibility in care decisions based on patient/ family expectations, cultural diversity and individual life goals and circumstances. We will also have respectful interactions with our colleagues, especially in the presence of patients/families. Objective 1.2: Excel in elder care Older adults comprise a significant and growing proportion of our patients. We will improve how we deliver services to older adults by: increasing colleague awareness of, and sensitivity to, their needs; increasing colleague awareness of, and sensitivity to, their needs; taking an elder-friendly approach to planning and decision-making; and coordinating services that seniors commonly access in a manner that helps them effectively navigate the continuum of care. We will also plan for a new regional specialty post-acute rehab and complex continuing care facility in a new Lakeridge Health Whitby site. Objective 2.1: Reduce patient harm We will work toward becoming the safest hospital in Ontario by being dedicated to reducing our incidence of patient harm (any unintended physical or mental damage) to zero. We will progress by selecting and focusing on priority opportunities for improvement each year. Guided by a philosophy of continuous improvement, we will evaluate processes, practices and models of care in all areas. Constant, reliable monitoring of our progress towards relevant safety and quality benchmarks will guide us as we seek to meet or exceed best practices and standards in all areas of our operations. Objective 2.2: Invest in clinical support services Timely and effective clinical support services have the potential to enable reduced wait times for initiating patient care, quicker responses to outbreaks of infectious diseases, minimized hospital-acquired infections and reduced medication errors and complications. Resulting improvements in patient safety and clinical outcomes will translate into more efficient use of hospital resources. Recognizing their role in the successes and challenges of our clinical services, we will invest in clinical support services such as interventional radiology, molecular diagnostics, medication reconciliation and pharmacy unit dose technologies. Objective 3.1: Develop and expand high quality, regional inter-professional models of care We will operate as a true system by ensuring care is coordinated and transferred/referred to the location and/or providers that can best respond. Patients will be confident that no matter where they enter Lakeridge Health, they will receive the right care in the right place at the right time by the most appropriate professionals. To do so, we will provide an appropriate level of high quality, evidence-based, inter-professional care. We will seek funding to grow services that are critically required and in which we excel, such as emergency care, addictions and mental health crisis response, oncology, cancer surgery, child and medical inpatient care. Objective 3.2: Build on our strengths to develop high quality systems of care in select service areas We will develop provincially leading systems of inter-professional care in collaboration with our partners. Distinguishing characteristics will include: prevention, early detection and intervention to reduce demand; leading edge acute interventions to optimize outcomes; post-acute surveillance, support and continuing care to maximize quality of life and minimize likelihood of relapse or readmission. We will initially focus on enhancing our regional system of Cancer Care, with a goal of transferring leading practices and lessons learned. Select disease-based services, where Lakeridge Health is recognized as being in a position to 20 Lakeridge Health Strategic Plan: 2011/ /16

21 provide system leadership, will be considered as subsequent areas of focus. Candidates include: chronic kidney disease (CKD) and addictions & acute mental health. Objective 4.1: Retain and recruit high calibre people We will reduce vacancies to a level that ensures we consistently have a skilled and talented workforce. We will proactively understand our future management and leadership gaps, and will respond by identifying, developing and promoting talented individuals to fill those talent gaps. Objective 4.2: Improve colleague engagement levels We will create a safe, respectful and trusting workplace that enables our colleagues to fully contribute through two-way communication. We aim to reduce compensable accident/injury claims to zero. We will monitor our performance on workplace satisfaction and engagement by regularly administering and seeking high participation rates on workplace experience surveys, and will address areas identified for improvement. We will also focus on development and accountability through the assessment of performance for all colleagues. Objective 5.1: Establish the foundations for Lakeridge Health to become an inter- professional health sciences centre Lakeridge Health will continue to build on its existing partnerships, its academic track record and on the recently established Family Medicine Teaching Unit. We will identify and address fiscal and operational impacts on hospital resources and medical staff that will result from an increased academic role. We will develop an innovative inter-professional academic model that will contribute to the creation of a more viable and substantial health care system. Objective 5.2: Develop Lakeridge Health s research strategy Recognizing that research is an important aspect of teaching, we will develop a strategic plan for research that supports the future academic role. We will work with internal stakeholders and neighbouring academic institutions to identify sustainable research themes that we can effectively advance in our environment. Objective 6.1: Excellence in knowledge services We recognize information as a core asset. Clinicians depend on information to deliver patient care and; there is increasingly reliance, internally and externally, on real-time information to manage performance and day-to-day operations. We will transition to a seamless system that enables accurate, reliable and timely access to information. We will capture data at the first point of contact and eliminate time spent documenting after the fact. To achieve greater economies of scale and system integration, Lakeridge Health will explore the feasibility of building IT systems in collaboration with external partners wherever possible. Objective 6.2: Develop a sustainable renewal plan for facilities, capital equipment and information technology We must achieve a state of capital assets where we are not just responding to emergency infrastructure and equipment needs. We will develop a comprehensive facility renewal plan and prioritize and plan for the replacement of equipment and infrastructure each year. To facilitate the development of provincially leading systems of care, we will seek funding for strategic investments in the infrastructure of select clinical and clinical support services. Objective 7.1: Maximize revenue generation potential We will establish initiatives in partnership with the Foundations and Auxiliaries to maximize revenue generation, both operating and capital. Furthermore, we will meet accountabilities, maximize our market share, and continue to improve operating efficiencies. Objective 7.2: Reduce debt Lakeridge Health will work to reduce accumulated debt while maintaining services. We will continue to build relationships with the Central East Local Health Integration Network and the Ministry of Health and Long-Term Care in order to influence policy. Lakeridge Health Strategic Plan: 2011/ /16 21

22 Appendix B: Services by Program and Site Program Major Clinical Service LHB LHO LHPP LHW OTHER Emergency/Critical Care Emergency Critical Care Respiratory Services Sexual Assault and Domestic Violence Services * * Community Respiratory Services Maternal Child Obstetrical Services Neonatal Intensive Care Level II Paediatric Services Children s Mental Health Various Clinics Medicine General Medicine Isolation and Infectious Disease Cardiopulmonary/Telemetry Medical Oncology and Acute Palliation Medical Nephrology Various Clinics Addictions and Mental Health Inpatient Mental Health Crisis Intervention Team Mental Health Day Treatment & Outpatient Services Psychiatry Outpatient Services Pinewood Centre Post-Acute Specialty Services (PASS) Orthopaedic Rehabilitation Stroke Rehabilitation Complex Continuing Care/ Palliative Care Complex Continuing Care/ Chronic Renal Hemodialysis Geriatric Rehabilitation Ambulatory Rehabilitation Centre (ARC) Site 22 Lakeridge Health Strategic Plan: 2011/ /16

23 Program Major Clinical Service LHB LHO LHPP LHW OTHER Post-Acute Specialty Services (PASS) Site GAIN Geriatric Clinic Regional Cancer Services Radiation Therapy Systemic Therapy Palliative Care Supportive Care Prevention & Screening (Familial Oncology/Colon Cancer Check) Surgical Oncology Expedited Cancer Diagnosis (Diagnostic Assessment Units) Regional Nephrology System/Durham Region Diabetes Network (DRDN) Surgery Kidney Care Clinics General Nephrology In-Centre Hemodialysis; Dialysis Management Clinic (DMC) Home Dialysis (Home Peritoneal Dialysis; Home Hemodialysis) Corporate Diabetes Education Program Durham Region Diabetes Network Program General Surgery Regional Thoracics Orthopaedics Otolaryngology/ENT Urology Ophthalmology Gynaecology Plastics Dental Oral Pacemaker Insertion Retinal ** Various Clinics * Not the main site, but available by referral ** Plan to move to LHB Lakeridge Health Strategic Plan: 2011/ /16 23

24 Strategy at a Glance VISION Excellenceevery moment, every day MISSION Creating & delivering a seamless system of care embracing every patient STRATEGIC DIRECTIONS Enhance the patient and family experience Become the safest hospital in Ontario Develop provincially leading, integrated systems of care, along the continuum Become the healthiest hospital workplace in Ontario Enhance our financial capability to deliver Invest in leading facilities, equipment, technology & IT Develop a satellite inter professional health science centre VALUES Compassion Innovation Courage Trust For more information or to let us know what you think, call x4317 or visit us at