Strategic Plan 2015-2018

St. Joseph’s strategic plan is like a compass. It keeps our organization on the right path to achieve our vision of earning complete confidence in the care we provide and making a lasting difference in the quest to live fully, and to fulfill the breadth and scope of our mission of health and healing.

We are now in the entering the final year of our 2015 – 2018 Strategic Plan that acts as our roadmap to guide us through to 2018. Goals and initiatives are outlined for each of these three years to strengthen our performance in the care we provide to our patients, the environment we create for our people and our leadership in clinical, education and research excellence.

Strategic Plan accomplishments in year two (2016/17)

We made good strides in year two to ensure patients and families are partners in their care, to sustain our relentless pursuit of safety, and to optimize transitions through care. Our staff engagement efforts garnered encouraging outcomes, while our focus on recovery and rehabilitation, integrated complex chronic disease management, and innovations in ambulatory surgery are also showing strong results which you can read about in our 2016/2017 Annual Report.

For example, learn about the creative approaches staff are taking to improve hand hygiene compliance to protect patients and residents, as well as each other, from infection. Read too about how Improving CARE Together is helping St. Joseph’s embed family caregivers as an integral part of care teams, how Share the Spirit is engaging staff and physicians in living our mission, and how the Zero Suicide initiative is creating a safety-oriented culture.

Continuing the journey - year three goals (2017/18)

Here, we highlight for you the priorities and goals identified for year three (2017/2018). Through these priorities we will continue to build on our strengths in culture, service, leadership and partnerships, working to continuously improve, to build strong relationships and to be our best.   

Our Patients - Guided by their voices; excellence always

Ensure patients and families are full partners in their care, and in the design, measurement and improvement of care.

  • Implement Improving CARE Together.
  • Implement Patient Partnership Strategies including Family Presence Policies and establish/enhance effectiveness of Patient and Family Councils on all sites.
  • Support the CAHO Patient Engagement in Research Initiatives.

Embrace the relentless pursuit of safety – everywhere

  • Achieve the safest medication practices in Ontario. 
  • Achieve and exceed our Quality Improvement Plan priorities. 
  • Complete the Clinical Documentation Implementation Plan.

Optimize transitions through the care system with and for patients, residents and families.

  • Provide leadership where appropriate to improve home and community care aligned to the Patients First goals in Chronic Disease Management, Geriatric and Rehabilitation Care.
  • Optimize transitions of care between LHSC, St. Joseph’s and the community for stroke and mental health populations.

Our People - We are passionate and fulfilled in our service

Achieve leadership excellence

  • Drive point of care leadership excellence through role clarity, development and support.
  • Enhance alignment and priority setting for leaders through hardwiring annual goal setting and approved 90 day plans. 
  • Enhance alignment of physician and operational/clinical leaders through leadership practices and priority setting. 
  • Implement mid level physician leader talent program.  

Enhance staff well-being and safety

  • Advance the national standards for workplace psychological wellness. 
  • Drive a staff safety culture through the implementation of new preventative safety practices.

Lead in staff and physician engagement

  • Implement staff performance review program.

Develop high performing teams

Clinical, Education and Research Excellence  Drive the best practices of tomorrow 

Recovery and rehabilitation – body, mind and spirit

  • Develop the vision for Recovery and Rehabilitation grounded in Caring for the Body, Mind and Spirit—and with a care, teaching and research focus. 
  • Enhance partnerships with patients and family caregivers through the Improving CARE Together initiatives at Parkwood Institute Main Building focused on care and program planning/quality improvement.
  • Create new and innovative models of care including: 
    • Advance the development of the Mobility and Activity Centre concept.
    • Seek final approval for on-site Dialysis at Parkwood Institute Main Building. 
    • Develop a plan and seek approval for on-site Family Medical Centre at Parkwood Institute Main Building.
    • Address a system need, finalize proposal and advocate for funding for a Behavioural Support Transitional Unit. 
    • Finalize renovations and move into a new and expanded OSI clinic.
    • Advance the Zero Suicide initiative.
  • Develop an integrated vision for leveraging technology in research, knowledge translation, and clinical care, including:
    • Determine the future strategic focus of the CHRIS database as a integrative approach to Parkwood Institute Research.  
    • Develop a virtual reality initiative within OSI. 
    • Advance the rehabilitation locomotor program. 
    • Develop a SMART technology program in Mental Health.
  • Implement mental health feasibility study recommendations related to: 
    • transition of long stay patients 
    • models of adult ambulatory care
    • integrated intake and triage process for specialized geriatric and geriatric psychiatry services
    • improving care for adolescents and transitional age youth with mental illness. 
  • Strengthen recovery and rehabilitation research infrastructure and activity including:
    • Finalize the recruitment of  new Ivey Chair and under the leadership of the Ivey Chair determine strategic priorities.  
    • Completing the three Foundation-funded Cognitive Vitality & Brain Health initiatives.

Integrated complex chronic disease management (CDM)

  • Continue the blueprint implementation by incorporating smoking cessation and depression/anxiety treatment into the care pathway and supporting the COPD clinic redevelopment and expansion of cardiac rehabilitation with COPD patients. 
  • Enhance access to care through expansion of the pain program. 
  • Develop a vision for Chronic Disease Management future priorities organizationally focused on clinical care and research. 
  • Enhance research diagnostic capability in multiple diseases, and expand the biomarker production facility through philanthropic support. 
  • Develop an integrated vision regarding assisted technology assessment research and knowledge translation. 

Innovation in ambulatory surgery

  • Advance innovations in ambulatory surgery with a focus on integrated care and clinical pathway development, city-wide planning, improved methods of case costing, continued efficiency focus in the operating room and investigation of opportunities for revenue generation. 
  • Develop a framework and process for review and decision making for new or expanded programs. 
  • Advance integrated care between one or more surgical and medical services by implementing a new care pathway as selected by the Acute and Ambulatory Leadership Council.  
  • Explore possibilities of image-guided surgery.  
  • Explore methods to support and enhance academic training consistent with new or revised standards. 
  • Develop a strategic focus in tissue bioengineering as a shared technology platform to support translational research in breast care, urology, orthopaedics, diabetes, ophthalmology, etc.  The infrastructure would be to Health Canada standards to allow human cell and tissue transplantation. 

Visit https://www.sjhc.london.on.ca/planningourfuture for the full three year plan.

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