Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...

 
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
Thunder Bay Regional Health Sciences Centre

    Strategic
         Plan
        2020
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
2   Strategic Plan 2020
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
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
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
2   Strategic Plan 2020
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
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
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
4   Strategic Plan 2020
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
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
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
“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
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
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
Strategic Plan 2020 Thunder Bay Regional Health Sciences Centre - Thunder Bay Regional Health Sciences ...
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 2020
Strategic 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

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                                                                    NING   Experience
             Acute                                Health
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                       Indigenous
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                                                                            Enhance the quality of the patient experience.

10                                                                                                       Strategic Plan 2020
Goals 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.

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                                                                                                    NING
                                             Acute                                Health
                                             Mental             Patients
                                             Health
                                                                are first

                                                                     Comprehensive
                                                                      Clinical Care
                                                       Indigenous
                                             S

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     Comprehensive
       Clinical Care
           Enhance the delivery of our clinical services.

12                                           Strategic Plan 2020
Goals 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                                                                                   13
Seniors’
      Health
       Enhance the care provided to
               an aging population.

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                RESEA

                                                                               NING
                        Acute                                Health
                        Mental             Patients
                        Health
                                           are first

                                                Comprehensive
                                                 Clinical Care
                                  Indigenous

                        S

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14                           Strategic Plan 2020
Goals 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.

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             Acute                                Health
             Mental             Patients
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                                     Comprehensive
                                      Clinical Care
                       Indigenous
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     Indigenous
     Health
     Enhance culturally appropriate care.

16                                                                         Strategic Plan 2020
Goals 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.

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Acute Mental
     Health
     Enhance acute mental health service.

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             Acute                                Health
             Mental             Patients
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                                     Comprehensive
                                      Clinical Care
                       Indigenous
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18                                                                         Strategic Plan 2020
Goals 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                                                                                      19
20   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                                                                21
www.tbrhsc.net
980 Oliver Road
Thunder Bay, Ontario,
Canada P7B 6V4
(807) 684-6000
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