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Thunder Bay Regional Health Sciences Centre
Strategic
Plan
2020
2 Strategic Plan 2020
Committed to
Patient and Family
Centred Care
Patient and Family Centred Care
is the provision of care that is
and people from all walks of life
from our region. The process Contents
respectful of, and responsive was completely transparent
1 Committed to
to individual patient/family and anyone who wanted to be
Patient and Family
preferences, needs and values, involved in setting the direction
Centred Care
and ensures that patient values of our hospital was welcome to
guide all clinical decisions. share their ideas. 3 Executive Summary
Core Concepts of Patient and When we look at the results 5 Setting the Context
Family Centred Care (PFCC) of this Strategic Plan, we for Strategic Plan 2020
Dignity and Respect have reason to celebrate, as 6 “What does your
our completion rate was over hospital look like
Information Sharing 90% - an achievement that is in 2020?”
Participation rarely heard of in the corporate
world. It proves what we always 8 Vision, Mission,
Collaboration Philosophy, Values
knew - that getting patients
It is about working together and community involved in the 9 Strategic Plan 2020
with a richer appreciation future of the hospital would pay
10 Patient Experience
of what it takes to work in off in a big way.
collaborative partnership with 12 Comprehensive
The new Strategic Plan 2020
patients, families, all staff and Clinical Care
is also the result of hours of
clinicians across all disciplines 14 Seniors’ Health
engagement with hundreds of
and departments. With this
people over several months. We 16 Indigenous Health
philosophy, we are reminded that
are thankful that the PATIENT
patients and families are at the 18 Acute Mental Health
is always at the centre of
centre of everything we do.
everything we do and that is 21 Looking Ahead
It is the foundation upon which why we are looking forward
our Strategic Plan must be built. to seeing what we will achieve
The outgoing Strategic Plan together as we move forward in
2015 was developed with the our Strategic Plan 2020.
full engagement of our patients
We always knew that getting patients and
community involved in the future of the hospital
would pay off in a big way.
Keith Taylor, Co-Chair, Patient and Family Advisory Council,
Thunder Bay Regional Health Sciences Centre
Thunder Bay Regional Health Sciences Centre 1
2 Strategic Plan 2020
Executive Summary
In 2010, we launched a Strategic and online surveys, and the 5
Plan that would focus our work Partners in Health, the Strategic
on the major health issues Plan 2020 identifies goals within
facing our patients and families five strategic directions: Patient
in Northwestern Ontario - Experience, Seniors’ Health,
Chronic Disease, Clinical Care Comprehensive Clinical Care,
Services, Indigenous Health, Indigenous Health, and Acute
and Mental Health & Addictions. Mental Health.
We are glad to report that we On behalf of the Thunder Bay
completed 94% of the plan, and Regional Health Sciences Centre
set up a framework for further (TBRHSC), we would like to
improvements moving forward. thank our community and
Our successes are due to the partners for their commitment
incredible efforts of all the to the Strategic Plan 2020.
staff, physicians, volunteers, Their participation will have a
and donors. Our award-winning long-standing impact on patient
efforts to bring Patient and care here in our community. We
Family Centred Care (PFCC) to greatly value the time they spent
the Health Sciences Centre have to help shape the future of health
brought us together as a team. care for patients and families in
Our new Strategic Plan 2020, Northwestern Ontario.
was developed with the help of The input provided was vital
over 1,300 community members. to the development of our
It will build upon our successes Strategic Plan 2020. TBRHSC
over the last five years. Based on belongs to our community. By
a comprehensive environmental working together and having
scan of this region and the conversations, we can ensure
feedback we received from that the care provided meets the
community members through needs of this region.
focus groups as well as print
I think it’s gratifying that you have an organization
engaging the community, adhering to the principle
of social accountability, to tailor the hospital to
meet the needs of the community. I definitely see
that a lot of the input of mine and others helped
shape the last Strategic Plan. I’m looking forward
to seeing where we’re going to take things next.
At the end of the day, you can say, ‘I contributed
to the strategic direction of my hospital.’
Peter Hindle
Thunder Bay Regional Health Sciences Centre 3
4 Strategic Plan 2020
Setting the Context
for Strategic Plan 2020
An environmental scan of Indigenous health: Comprehensive clinical care:
Northwestern Ontario was used • 19% of the population in the North • 88% of NWLHIN hospital services
as a starting point to develop this West Local Health Integration are being met within the NWLHIN.
Strategic Plan. It revealed that the Network identifies as Indigenous.
use of hospital health services • 5.5% are receiving service in
by residents in the North West • Inpatient days for residents Manitoba (mainly from the
Local Health Integration Network living in Indigenous communities western part of the region) and
(NWLHIN) remain consistently (reserves, settlements, etc) the remaining 6% are receiving
among the highest in Ontario. accounts for only 11.7% of total services (cardiac surgery, specialty
inpatient days. paediatric care, other specialty
These differences are attributable to: care) in Southern Ontario.
• Activity for Indigenous residents
• Higher than average health living off Indigenous communities
needs of our population. Seniors’ health:
cannot be measured but we know
• Greater use of independent health that our strategic initiatives must • Service demand is growing for
facilities in other LHINs (e.g. not just be focused on residents NWLHIN seniors (50+).
Diagnostic Imaging, Endoscopy). of Indigenous communities. • Aging baby boomers, getting
• Fundamental differences in closer to an age when
Acute Mental health: demands on the health system
practice in NWLHIN
• While Acute Mental Health will increase are expected to
• Health system design & service inpatient days is decreasing at further increase demand.
organization other hospitals, it has increased • While overall TBRHSC inpatient
• Insufficient and/or ineffective by 5.4% at TBRSHC. days down 4.5%, Alternate Level
primary care • Many patients with mental health of Care (ALC) days up 62.9%.
The environmental scan also issues are being cared for outside
revealed the following. acute mental health beds.
21.5 % Acute Alternate
Mental Health Level
inpatient days of Care
increased by (ALC)
5.4
NWLHIN days up
%
62.9
population
identifies as %
Indigenous
Thunder Bay Regional Health Sciences Centre 5
“What does your
hospital look like in 2020?”
Thunder Bay Regional Health Beginning in January 2015, we academic leaders, internal staff,
Sciences Centre belongs to the engaged some 1,300 people in managers, physicians, policy makers,
community it serves; the 250,000 Northwestern Ontario. We connected and community members, including
residents of Northwestern Ontario. through online surveys; printed Francophone and Indigenous
That is why it is so important that surveys; and 17 community focus residents, as well as newcomers to
we heard from members of the group sessions. We wanted to Canada – in order to gather input and
community when planning our hear from our 5 Partners in Health shape a new Strategic Plan.
including - the Board of Directors,
17
corporate strategic plan.
Community
focus
group
sessions
1,300
People engaged
6 Strategic Plan 2020
5 Partners The people of our community shared their ideas about how the health sciences centre can best realize success over the next five years in our five Strategic Directions - Patient Experience, Seniors’ Health, Comprehensive Clinical Care, Indigenous Health, and Acute Mental Health. When asked what they needed from TBRHSC, people told us: Ensure a quality patient experience. Enhance the delivery of clinical services. Enhance the care provided to an aging population. Enhance culturally appropriate care for Indigenous patients and their families. Enhance acute mental health service. Each individual involved in Strategic Plan 2020 engagement sessions was invited to sign a commemorative “signature wall” symbolizing the community’s significant contributions to setting our hospital’s priorities for the next five years. Thunder Bay Regional Health Sciences Centre 7
Vision, Mission, Philosophy, Values
Thunder Bay Regional Health
Sciences Centre (TBRHSC) is a Vision Values
national leader in Patient and Family Healthy Together Patients ARE First
Centred Care. As the tertiary care
provider in Northwestern Ontario, • Patients First
TBRHSC provides comprehensive
services to a population of over
Mission • Accountability
We will deliver a quality • Respect
250,000 residents in a region the
size of France. patient experience in an • Excellence
academic health care
Effectively addressing the health Patients First: We are respectful of and
environment that is
care needs of patients and responsive to the needs and values of
responsive to the needs
families has earned TBRHSC both our patients, families and communities.
of the population of
Innovation Awards and Leading Patient values guide all decisions.
Northwestern Ontario.
Practice Designations. Accountability: We are responsible to
As an academic health sciences advance a quality patient experience. We
centre, TBRHSC is committed to Philosophy commit to social and fiscal accountability
to internal and external stakeholders and
teaching the next generation of
health care providers and advancing Patient and Family for the delivery of services to our patients.
medical research. Patients benefit Centred Care is the
philosophy that guides Respect: We honour the uniqueness of
from interprofessional teams of each individual and his/her culture.
dedicated health care providers us. Patients and Families
and access to leading-edge medical are at the centre of Excellence: We foster an environment
equipment and clinical trials. everything we do. of innovation and learning to advance a
quality patient experience.
8 Strategic Plan 2020Strategic Plan 2020
The Strategic Plan 2020 is a Indigenous Health, and Acute required to support the delivery of
roadmap to guide achievement of Mental Health. care. We will invest in information
our vision healthy together. There are many resources and systems and technology to enable
To realize our vision, we need assets known as ‘enablers’ within our system, people, and patients
to focus on the needs of the TBRHSC that contribute to the and families.
community we serve and to provide success of our strategic plan The five strategic directions
comprehensive care through through their support, influence provide the roadmap to achieving
partnerships and virtual care. and unique perspectives. TBRHSC our mission. The success criteria
Patient and Family Centred Care acknowledges the contributions identified for each strategic
(PFCC) is our philosophy and is of our five enablers: Human direction clearly describe the
foundational to ‘everything we do’. Resources, Clinical Practice, outcomes we wish to achieve.
Through our Strategic Directions we Academics (Teaching & Research), Linking our performance measures
will focus on enhancing the Patient Corporate, and Informatics. to these success criteria will surely
Experience as one of our strategic We will develop, engage and keep us focused on what have been
priorities. We recognize that promote wellness of our staff to identified as the most important
creating a quality patient experience build further capacity to care for health needs of the people of
builds upon our PFCC philosophy. our patients and ourselves. We Northwestern Ontario.
Another priority is to enhance the will continue our journey as an
Comprehensive Clinical Care that academic health sciences centre,
transcends the organization and proud of the strong foundation
touches all patients. We will also built. We will continue to teach
focus on the particular patient the next generation of health care
populations with the greatest professionals and further health
health care needs in three Strategic care innovation through research
Directions: Seniors’ Health, and discovery. We will continue
to provide the corporate services
RTNERSHIPS
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Patient
Experience
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Seniors’
RESEA
NING
Acute Health
Mental Patients
Health
are first
Comprehensive
Clinical Care
Indigenous
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IC
Health
A
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D A SH
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Thunder Bay Regional Health Sciences Centre 9Patient
RTNERSHIPS
PA
Patient
Experience
LE
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Seniors’
RESEA
NING Experience
Acute Health
Mental Patients
Health
are first
Comprehensive
Clinical Care
Indigenous
S
LE
IC
Health
A
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Enhance the quality of the patient experience.
10 Strategic Plan 2020Goals and Objectives
Develop a framework to deliver high Invest in staff development, engagement,
Goal 1
Goal 4
quality care. and wellness.
• Identify opportunities to improve quality • Develop and implement supports and
care that is: safe, effective, patient and structures for staff to participate in
family centred, timely and accessible, education that will allow them to excel in
equitable, and efficient. their practice and engage in research.
• Develop integrated and sustainable systems • Develop leadership that inspires our
and structures that support quality. physicians and staff to excel and attracts and
• Adopt standardized processes, tools, retains the best performers.
templates, and resources that support quality. • Increase organizational commitment to the
wellness strategy.
Enhance understanding and continue to
Goal 2
• Engage staff throughout the organization in
grow and embed our Patient and Family a meaningful way.
Centred Care (PFCC) philosophy.
Use information technology to advance
Goal 5
• Create sustainable systems, structures, and
processes for PFCC. the patient experience.
• Advance the body of knowledge for PFCC. • Develop an Informatics action plan that
defines the transformational technologies to
Advance the academic environment. advance the strategic objectives.
Goal 3
• Assess and align course curriculum and clinical
experience with our academic partners.
• Partner with academic institutes that match
•
supply and demand for new recruits.
Develop models and structures that enable
Success Criteria
teaching and research for physicians and staff. 1. No harmful events.
• Develop research plans for each program 2. Patients and staff are satisfied.
and service.
3. Patients and families are engaged in care.
• Implement best practices in the delivery of
education and knowledge transfer. 4. Staff and physicians are engaged.
5. TBRHSC is a learning organization.
6. TBRHSC has a research culture.
It needs to be easily accessible.
Users should feel welcomed into an
atmosphere of warmth and healing.
Sensitivity needs to be conveyed by all staff
coming into contact with patients.
Patients should be consulted as to what their individual
care expectations and outcomes of care are.
Thunder Bay Regional Health Sciences Centre 11RTNERSHIPS
PA
Patient
Experience
LE
H
RC
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Seniors’
RESEA
NING
Acute Health
Mental Patients
Health
are first
Comprehensive
Clinical Care
Indigenous
S
LE
IC
Health
A
D
EM ER
AD SH
AC IP
Comprehensive
Clinical Care
Enhance the delivery of our clinical services.
12 Strategic Plan 2020Goals and Objectives
Adopt the Ontario Chronic Disease Develop formal partnerships to deliver
Goal 1
Goal 4
Prevention and Management framework. comprehensive clinical services that
• Identify and adopt the relevant elements support care in the appropriate location.
of the Ontario Chronic Disease Management • Conduct a regional assessment and identify
framework. potential partnerships.
• Optimize regional patient access for
Deliver comprehensive cardiovascular
Goal 2
specialty care.
care in accordance with the Ministry
• Maintain and strengthen appropriate
of Health. partnerships to effectively provide clinical
• Receive Ministry of Health funding approval. services not available at TBRHSC.
• Complete the implementation of the • Improve internal program and service
vascular program. collaboration that improves the patient
• Complete the implementation of the cardiac experience.
surgery program.
Deliver a comprehensive acute pain
Goal 5
Enhance access to clinical services management service.
Goal 3
supported by patient flow efficiencies. • Develop an acute pain management model for
• Improve internal patient flow efficiencies. trauma and post-operative in-patients.
• Improve accessibility for patients • Develop and implement an out-patient
with disabilities. interventional chronic pain management clinic.
• Advocate and demonstrate the need for
additional health systems capacity.
Success Criteria
1. Patients possess self-management skills.
2. Vascular surgical service is established.
3. Cardiac surgical service is launched.
4. Patient transitions are seamless.
5. Operations are efficient and effective.
6. Overcapacity is reduced.
7. More patients receive care closer to home.
8. Long-term sustainability is enhanced.
Be customer service-oriented,
not doctor-oriented.
Wait times for Comprehensive
Clinical Care need to decrease.
Communication! Access to information!
Thunder Bay Regional Health Sciences Centre 13Seniors’
Health
Enhance the care provided to
an aging population.
RTNERSHIPS
PA
Patient
Experience
LE
H
RC
AR
Seniors’
RESEA
NING
Acute Health
Mental Patients
Health
are first
Comprehensive
Clinical Care
Indigenous
S
LE
IC
Health
A
D
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AD SH
AC IP
14 Strategic Plan 2020Goals and Objectives
Deliver an optimal experience for seniors.
Goal 1
• Identify seniors’ champions and establish
hospital-wide working groups and
committees on key geriatric issues.
Success Criteria
• Implement seniors’ sensitivity training for all 1. Senior patients are satisfied.
new staff and establish awards/recognition of 2. Seniors’ families are engaged in care.
staff for their care of the elderly/geriatric care.
3. Effectiveness and quality of care for senior
• Ensure geriatric human resources are patients is improved.
available to support the care of seniors.
4. Virtual care improves transitions and
communication.
Adopt the Ontario Senior Friendly
Goal 2
Hospital framework.
• Deliver care designed from evidence and best
practice for seniors.
All seniors should be assessed for
• Deliver care and service that is free of ageism frailty and connected to supports
and respects the unique needs of senior that can help them maintain their
patients and their caregivers. independence in the community
• Deliver ethical care that protects the and address the issues that their
autonomy, choice, and diversity of frailty may contribute to.
senior patients.
• Provide an environment that minimizes
the vulnerabilities of senior patients and
promotes safety, comfort, independence, A palliative approach to care should be
and functional well-being. embedded in the delivery of care to all
seniors and individuals with an advanced
chronic disease or life-limiting illness.
Thunder Bay Regional Health Sciences Centre 15RTNERSHIPS
PA
Patient
Experience
LE
H
RC
AR
Seniors’
RESEA
NING
Acute Health
Mental Patients
Health
are first
Comprehensive
Clinical Care
Indigenous
S
LE
IC
Health
A
D
EM ER
AD SH
AC IP
Indigenous
Health
Enhance culturally appropriate care.
16 Strategic Plan 2020Goals and Objectives
Provide care that improves self- Provide health care that respects
Goal 1
Goal 2
management, access, experience, and traditional knowledge and practices, and
transition to home for Indigenous patients. builds TBRHSC as a leader in the provision
• Increase knowledge of services in NWO for of health care for Indigenous patients.
acute care health care providers providing • Improve the adoption of traditional knowledge
services to remote communities. and practices.
• Increase screening rates for chronic illnesses. • Increase the recruitment of Indigenous staff
• Ensure coordinated follow-up care prior and volunteers at TBRHSC.
to discharge for patients in First Nations • Provide cultural sensitivity training to staff,
communities. physicians, and volunteers.
• Improve partnerships that increase research • Continue to create an environment where
opportunities related to the development of Indigenous patients and families feel more
Indigenous health screening tools. comfortable.
• Improve access to and the use of technology • Offer appropriate preventative health and
for pre-op care, home care, and follow-up care screening information to family members
for patients in First Nations communities. accompanying Indigenous patients.
• Integrate a self-management education
strategy into discharge processes.
Success Criteria
1. Indigenous patients are satisfied.
2. Indigenous families are engaged in care.
3. Indigenous patients possess self-
management skills.
4. Virtual care improves transitions and
communication.
5. TBRHSC is a welcoming environment.
There should be staff who
understand Indigenous heritage
and community availability.
The hospital needs to be a more welcoming
environment for Indigenous people,
finding an appropriate balance between
hospital policy and process and respecting
Indigenous culture and traditions.
I’d like to see more trained
Indigenous interpreters who would
also act as cultural liaisons.
Thunder Bay Regional Health Sciences Centre 17Acute Mental
Health
Enhance acute mental health service.
RTNERSHIPS
PA
Patient
Experience
LE
H
RC
AR
Seniors’
RESEA
NING
Acute Health
Mental Patients
Health
are first
Comprehensive
Clinical Care
Indigenous
S
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IC
Health
A
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AD SH
AC IP
18 Strategic Plan 2020Goals and Objectives
Adopt attitudes and behaviours that Collaborate with system partners and
Goal 1
Goal 4 Goal 3
recognize mental health as an integral appropriate governing agencies to
part of the delivery of comprehensive develop and enhance transitions in care.
acute care services. • Create a shared formal agreement structure
• Increase the overall knowledge and for psychiatrists.
competency of all staff.
• Improve the sensitivity of care. Enhance the delivery of acute mental
health care within mental health services.
• Incorporate mental health assessment within
the admission history for all patients. • Increase the recruitment of psychiatrists
working at TBRHSC.
Enhance the delivery of mental health • Secure funding for the comprehensive
Goal 2
care to patients outside of mental mental health-emergency service.
health services. • Improve access to acute mental health.
• Increase access to specialized and • Develop the comprehensive pediatric and
appropriate mental health services on all adolescent mental health service.
in-patient units.
• Develop clear treatment plans for
mental health patients outside of mental
health services.
• Provide a safe and quiet respectful
environment in all patient areas. Success Criteria
• Expand transitional discharge model to 1. Mental health patients are satisfied.
include Child & Adolescent Mental Health
2. Staff and physicians delivery of care
Unit patients and off-service mental
is enhanced.
health patients.
3. TBRHSC is a stigma-free environment.
• Coordinate care for patients with primary
resources at St. Joseph’s Care Group-Mental 4. Wait times are reduced.
Health & Addictions. 5. Transitional discharges connect to
community services.
6. The mental health emergency service is
developed.
7. Psychiatrists are recruited.
Everyone should be respected 8. Effective partnerships are built.
equally, regardless of age or
illness or culture.
There has to be a more holistic
approach to treat the full human being,
mind, body, and soul, not just the body.
Good listening, clear information transfer among staff, including the doctor, about
the patient’s care, and clear information transfer by staff to the patient and the
person they designate as a support person (relative or friend) are essential.
Thunder Bay Regional Health Sciences Centre 1920 Strategic Plan 2020
Looking Ahead
In 2004, Thunder Bay Regional Health institutions, and over 1,300 community
Sciences Centre opened its doors to serve members. That input shaped the Strategic
the health care needs of the people of Plan 2020 that will guide our priorities for
Northwestern Ontario. Since then, we have the next five years.
expanded our programs and services; It will build upon our successes over the last
enhanced our use of technology to better five years and address the health issues that
serve the region; and made great strides face our region in particular.
in becoming a leading academic health
sciences centre. Our Five Partners in Health will meet
annually to ensure the plan remains relevant
Our successes are the result of the to the needs of patients and families.
commitment of all the staff, physicians,
volunteers, and donors to practicing Patient The Strategic Plan is a dynamic document
and Family Centred Care (PFCC), involving and will evolve to include measurable
patients in everything we do. actions to achieve each of the goals
identified under the five strategic directions.
That commitment was demonstrated once These goals and actions will serve as
again this year as we embarked upon a new indicators as to the successful realization of
Strategic Plan. Using Dr. Charles Boelen’s our vision: Healthy Together.
“Five Partners in Health Engagement
Model,” we heard from health professionals, www.tbrhsc.net
health managers, policy makers, academic
Research and experience have demonstrated that a
strategic plan is most effective and relevant when it is
based on robust community engagement.
Tracie Smith, Senior Director, Communications and Engagement, TBRHSC
Thunder Bay Regional Health Sciences Centre 21www.tbrhsc.net 980 Oliver Road Thunder Bay, Ontario, Canada P7B 6V4 (807) 684-6000
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