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Provide the best experience for you and your family


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Provide the best experience for you and your family


 

When someone comes through our doors, we take the time to make sure they understand their treatment options. We let them know they have an important role to play in their own treatment. And we show them that we’re here to meet their needs. That’s always our goal. But we know we can do even more. 

Over the last few years, we’ve worked hard to engage the people we serve. We’ve been asking patients and their families to help plan how we deliver care today — and how to build for tomorrow.

We believe the best way to meet the needs of patients and their families are to get their feedback. We may not always like what we hear, but we’ll always take the time to listen. We’re committed to doing more to deliver the best possible experience for patients and their families.


Put patients and their families at the centre of decision making about their own care and respecting their diversity

    We will ensure that patients and families understand their options and that we respect their choices as we deliver care.

    We will ask patients and families about their experiences and use their input to improve.

    Goal One


    Be recognized nationally as a leader in delivering the best patient and family experience

    We will involve patients in planning and providing feedback for all of our clinical programs.

    We will involve patients and family in the design of our buildings.

    Goal Two

     
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    Relentlessly focus on quality and performance


    Relentlessly focus on quality and performance


     

    We serve people across a 2500 square kilometer area — and our goals are pretty big: providing easy access to care and an equal focus on quality across all our sites.

    In the last five years, we’ve come a long way towards making us the safest hospital. We’ve done a lot to standardize care across the hospital. We’ve decreased our wait times. We’ve balanced the budget 5 years in a row.

    But there’s more to do. There always is. 

    We’re going to continue to focus relentlessly — on improving the quality of care for everyone who comes through our doors, and making sure they get the best care.


    Constantly improve quality and performance

    We will set and achieve ambitious goals and be transparent about how we are performing.

    We will put in place a comprehensive system that drives high quality and addresses our risks.

    We will develop a culture of innovation that challenges the status quo and support new processes across Lakeridge Health.

    Goal One


    Embrace technology to transform our care

    We will have a state of art electronic health record, and equipment and buildings that improve the quality of our care.

    Information about our care will be accessible to our patients and those that care for them.

    Goal Two

     
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    Attract and inspire the best people


    Attract and inspire the best people


     

    To deliver the best care, you need the best people. Others want them, too — but they’re coming here, to Lakeridge Health. Not only are they coming here, they’re staying — and they’re feeling inspired.

    We’re working hard to become the healthiest hospital workplace by building a culture that is respectful and safe — and others are noticing. We’ve been named one of the GTA’s Top 100 Employers. We’ve repeatedly won the Ontario Hospital Association’s gold award for a healthy workplace. We’ve increased worker safety. We are building strong collegial inter-disciplinary teams. Now, we’re going to build on those successes.

    We also believe that teaching and research are integral to our success. We teach more than 1,800 future health care professionals each year. We’re one of the leading centres in Canada for clinical trials and our research program is growing. In the future, we’ll do even more teaching and research. 

    Moving forward, we’ll work even harder to attract, keep and inspire the best people — so we can deliver the best possible care.


    Personal commitment to excellence

    Our talent management strategy will prepare each of us to deliver on our commitment to our patients and our community.

    We will bring out the best in our people and hold each other accountable

    Goal One


    An engaged team

    We will empower staff, physicians and volunteers to participate in decision making.

    We will celebrate our achievements.

    We will unlock the potential power of our teams. 

    Goal Two


    Goal Three

    Teaching and research excellence

    We will develop new knowledge through our research activities.

    We will deepen and strengthen the relationship with academic partners.

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    Working with partners to improve your care


    Working with partners to improve your care


     

    When people walk through our doors, they want their journey to be simple. When they leave, they want to feel like someone is still looking out for them. That’s what we mean by “seamless care.”

    We’re committed to making sure that access to care is simple. That our patients can get care that meets their needs. We want to make sure that, if it’s needed, someone — either from the hospital or one of our partners — will continue to make sure they get the care when they get back home.

    In the years ahead, Lakeridge Health will help lead the development of this seamless system in the Durham region.


    Partner with other health care providers to ensure integrated care

    We will standardize our care pathways – across our hospital and beyond to our partners.

    We will strengthen our relationship with primary care, ensuring we are an enabler of high quality, integrated care.

    Goal One


    Innovate to create new models of care

    We will lead with ideas for a better integrated health system, and provide the data to inform and measure the success of these strategies.

    We will ensure open communication and shared leadership with our partners.

    Goal Two

    Our Community


    Our Community


    Strategic Plan:
    Our Community

     

    Durham Region has grown rapidly in recent years – and it’s going to continue to grow. From 2006–2011, we grew by 8%, making us the 6th fastest-growing place in Ontario. Today, about 650,000 people live here, which up more than 7% over 2011. By 2019 we’re expected to be home to 715, 000 people – rising to 780,000 by 2024.

    Durham is not only growing, it’s also aging and becoming more diverse. The west end of our Region is growing faster than the east, with the highest growth in Pickering, Clarington and Whitby. More young families are found in the west part of our Region than the east. The west part of our region has higher average incomes than the east. More of our Seniors will live in the east part of the region. The region’s Seniors population has grown by 12%, (2006–2011), and will increase by an additional 40% by 2021. Our population is also becoming more diverse as new immigrants settle here, and as people move here from Downtown Toronto and Scarborough.

    With an aging population, we have to ensure we are being responsive to their needs. These needs including improving integration of care, because Seniors have an increasing number of chronic diseases. It also means using technology to bring care closer to them and reducing their need for multiple visits and to travel extensively to receive their care.

    What we learned


    What we learned


    Strategic Plan:
    What we learned

     

    We want to thank everyone who shared their thoughts during our planning process.

    Our academic providers encouraged us to take on a greater role in training learners and finding opportunities to collaborate on innovative ways to provide care. Our community partners asked us to work more collaboratively in the areas of education, training and the sharing of information that would facilitate the transition between the hospital and community care.

    Our Patient and Family Advisors encouraged us to include the patient’s voice when designing our buildings, and to create more mechanisms to enable patients to provide input into and feedback on our processes. They also asked that mechanisms to put in place that information is shared across our departments and with our partners so that there is continuity of care and they don’t have answer the same questions over and over.

    We spoke with about 800 people over the phone. More than 80% of them see Lakeridge Health as their local hospital and would come to us if they needed care. They felt we should continue to get the word out about our top-ranked cancer centre and state of the art maternal-child facilities and that we should continue our efforts to reduce waiting times.

    Our staff, physicians and volunteers are very proud of what we have accomplished over the past 5 years and our focus on patient safety. They would like to see us improve electronic integration of our patient information, provide more training and educational support, and better facilitate the transition of patients once their need for the hospital is over. We know that in the future we’ll see more technology that enables patients to receive care in their home and to manage more of their own care. We will be able to diagnose diseases earlier and to tailor treatment plans to each patient’s specific situation. We looked at what hospitals our residents go to and for what and found that over 65% of our local residents receive their hospital care here, but there are opportunities for us to enable residents to receive more of their care closer to home.

    Thanks again to everyone who helped us develop this plan.