Strategic Plan

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STRATEGIC
PLAN
2018-23

STRATEGIC
PLAN
2018-23

Together with our community and government partners, as well as our patients, staff, physicians, volunteers, and donors, Scarborough Health Network (SHN) is charting a new course to create a healthier tomorrow.

Our 2018-2023 strategic plan places a strong focus on teaching and research to provide the very best care, train the next generation of health care professionals, and foster a culture that celebrates our team’s ideas and creativity.

We’re equally dedicated to being an organization that creates a seamless experience for everyone in our care, and setting new standards with caregivers who love what they do and see providing care not just as their job, but as their privilege.

Together with our community and government partners, as well as our patients, staff, physicians, volunteers, and donors, Scarborough Health Network (SHN) is charting a new course to create a healthier tomorrow.

Our 2018-2023 strategic plan places a strong focus on teaching and research to provide the very best care, train the next generation of health care professionals, and foster a culture that celebrates our team’s ideas and creativity.

We’re equally dedicated to being an organization that creates a seamless experience for everyone in our care, and setting new standards with caregivers who love what they do and see providing care not just as their job, but as their privilege.

Together we're shaping the future of care

Watch our President and CEO, Elizabeth Buller, Chief of Staff, Dick Zoutman, and Vice President, People and Transformation, Michele James, talk about our strategic plan as the “roadmap” that guides us as we re-imagine the future of health care in Scarborough.

Together, we’re
shaping the
future of care

Watch our President and CEO, Elizabeth Buller, Chief of Staff, Dick Zoutman, and Vice President, People and Transformation, Michele James, talk about our strategic plan as the “roadmap” that guides us as we re-imagine the future of health care in Scarborough.

OUR
VISION

Canada’s leading community teaching health network – transforming your health experience

``We’ve developed an aspirational Vision.``

It’s a Vision that reflects the opportunities before us to work with our extensive network of community partners to become a leader within our health system and a trusted ally among those we collaborate with.

Our Vision also serves as a commitment to our patients to deliver more than just treatment, but a health experience that responds to our patients’ needs along their entire journey – from when they access our services, to the care we provide, and when they transition from our care.

OUR
MISSION

Improving lives through exceptional care

``A simple and clear statement that reflects what we do every day.``

It is a guarantee of what patients and families can expect each and every time they walk through our doors.

They can expect a place where patients and families feel welcomed and where staff take pride in their work.

A place where providing exceptional care is our core business and reason for being, and where it’s delivered with a broader community health perspective that truly improves the lives of our patients.

OUR
VISION

Canada’s leading community teaching health network – transforming your health experience

``We’ve developed an aspirational Vision.``

It’s a Vision that reflects the opportunities before us to work with our extensive network of community partners to become a leader within our health system and a trusted ally among those we collaborate with.

Our Vision also serves as a commitment to our patients to deliver more than just treatment, but a health experience that responds to our patients’ needs along their entire journey – from when they access our services, to the care we provide, and when they transition from our care.

OUR
MISSION

Improving lives through exceptional care

``A simple and clear statement that reflects what we do every day.``

It is a guarantee of what patients and families can expect each and every time they walk through our doors.

They can expect a place where patients and families feel welcomed and where staff take pride in their work.

A place where providing exceptional care is our core business and reason for being, and where it’s delivered with a broader community health perspective that truly improves the lives of our patients.

OUR
VALUES

In all our interactions we will be:

COMPASSIONATE

We show empathy for our patients, families, and each other. We listen openly and speak respectfully. We provide a compassionate and safe care experience every day.

INCLUSIVE

We are inspired by the diversity of our community. We make everyone feel welcome, respected, supported, valued and able to fully participate.

COURAGEOUS

We inspire each other to act boldly, to make a difference. We advocate for each other and the needs of our community. We work together to overcome challenges. We take accountability for our actions.

INNOVATIVE

We demonstrate excellence by embracing new ways of thinking, acting, leading, and teaching.

OUR
VALUES

In all our interactions we will be:

COMPASSIONATE

We show empathy for our patients, families, and each other. We listen openly and speak respectfully. We provide a compassionate and safe care experience every day.

INCLUSIVE

We are inspired by the diversity of our community. We make everyone feel welcome, respected, supported, valued and able to fully participate.

COURAGEOUS

We inspire each other to act boldly, to make a difference. We advocate for each other and the needs of our community. We work together to overcome challenges. We take accountability for our actions.

INNOVATIVE

We demonstrate excellence by embracing new ways of thinking, acting, leading, and teaching.

OUR
STRATEGIC
DIRECTIONS

Build Our Culture to Empower and Inspire Our People

Improve Population Health, Health Equity, and System Integration

Transform the Patient Experience through Innovation, Education and Research

Set a New Standard for Exceptional Quality and Patient Safety

  • null

    We will harness
    the dedication of our
    staff, doctors, and
    volunteers and build
    a culture where
    everyone finds joy
    in their work.

What it means

We will build a culture where everyone finds joy in their work. A place that encourages our people to be courageous in their acts, inclusive in their hearts, compassionate to those around them, and innovative in their thinking. Together, we will embrace our shared Vision, Mission, and Values.

Why it matters

Our staff, physicians, and volunteers represent the rich diversity of our community. They are dedicated people who come to work wanting to make a difference and to go above and beyond in everything they do. A cohesive culture of excellence will allow us to attract and retain outstanding team members who are integral in our journey as we shape the future of care.

Long-term goals

Year-over-year increase in patient satisfaction


Year-over-year increase in employee, professional staff, and volunteer satisfaction/engagement scores

2019-2020 goals

Enhance our focus on workplace health, safety and wellness to create an environment that is physically and psychologically safe for employees, professional staff and volunteers. 


Strengthen the effectiveness of leadership rounding and mechanisms to follow-up on observations. 


Create and empower staff to be change agents and problem solvers, including collaborating with patients as partners. 


Develop and implement a robust and meaningful leadership development program for all leaders.


Develop and implement an inclusion strategy.

  • null

    We’re working with
    our partners to build
    a better Scarborough
    by understanding our
    community’s health needs
    and eliminating gaps in
    their care experience.

What it means

By working closely with our community partners, we will play a role in health education and health promotion activities, while also providing care that is more accessible to everyone. We will make it easier for people to access services and move from one provider to the next, throughout their journey.

Why it matters

Over half of our population are newcomers to Canada, many do not speak English or French, and our percentage of low income households is almost twice as high as the national average. What’s more, people in Scarborough access hospital services at a lower rate than any community in Canada, and many of the City of Toronto’s high priority neighbourhoods are located here, where residents often have a lack of access to affordable housing, steady employment, and enough food to eat. We must work collaboratively with our service provider partners – in health care and beyond – to address these unique challenges.

Long-term goals

Alleviate identified problems/gaps in our community related to social determinants of health


Reduce rates of chronic disease in the Scarborough community

2019-2020 goals

Develop inventory of existing services and supports for the Scarborough community.


Identify priority gaps and reasons for relatively low utilization of health care services by Scarborough Residents.


Deliver education on population health and health equity to our internal stakeholders and community partners.


Establish strategic community partnerships that advance system integration and the patient experience.

  • null

    We will ensure
    our patients and
    families get the best care
    and feel well informed
    by going further with
    technology, teaching and
    applied research.

What it means

We will learn from the rich diversity of our patients, families, and teams and discover new ways to improve the care experience. Together with our academic partners, we will offer best-in-class teaching and research opportunities in the community hospital setting to help train the next generation of health care professionals. And, we will create a culture that empowers everyone within our organization to contribute and implement new ideas that will help us achieve our goals.

Why it matters

Nothing is more important than our patient’s care experience. For many of our patients and families, we are their first interaction with Canadian health care and how we care for them is central to their ability to take power over their own health. In order to offer the best care and help our patients and families feel informed throughout their care journey, we must continue to be at the forefront of the latest developments in technology, harnessing its tremendous power in education and applied research.

Long-term goals

SHN employees and professional staff have faculty appointments at post-secondary institutions


Frontline staff are routinely contributing to innovation


Leading innovation, education and research that transforms the patient experience in priority areas as informed by population health and health equity and quality and safety

2019-2020 goals

Develop early partnership with University of Toronto – Scarborough Campus (UTSC).


Prepare an inventory of education and research activities at SHN.


Develop an Education Framework and supporting infrastructure (aligned to top areas of focus on population health, health equity and system integration and quality and safety).


Develop a Research and Innovation Strategy, including staff and Patient Family Advisors contributions to innovation.

  • null

    We will build on
    our success in meeting
    and exceeding provincial
    and national standards,
    and focus our culture on
    continuous learning
    and improvement.

What it means

We are committed to working with our patients, families, and partners to find bold new ways to provide exceptional quality, and to be a place where patients are not only physically safe, but also mentally and culturally safe. As well, we will build on our reputation for quality and patient safety to create a culture focused on continuous learning and improvement.

Why it matters

Each and every patient expects and deserves the very best quality and safest care. A focus on quality and safety is also one of the ways we can make the best use of our resources.

Long-term goals

SHN employees and professional staff have faculty appointments at post-secondary institutions


Frontline staff are routinely contributing to innovation


Leading innovation, education and research that transforms the patient experience in priority areas as informed by population health and health equity and quality and safety

2019-2020 goals

Design and implement a strategy to become a High Reliability Organization.


Build a culture of safety based on High Reliability Organization best practices.


Enhance our post discharge transitions. Develop a robust, corporate post-discharge contact program.

OUR
STRATEGIC
DIRECTIONS

Build Our Culture to Empower and Inspire Our People

  • null

    We will harness
    the dedication of our
    staff, doctors, and
    volunteers and build
    a culture where
    everyone finds joy
    in their work.

What it means

We will build a culture where everyone finds joy in their work. A place that encourages our people to be courageous in their acts, inclusive in their hearts, compassionate to those around them, and innovative in their thinking. Together, we will embrace our shared Vision, Mission, and Values.

Why it matters

Our staff, physicians, and volunteers represent the rich diversity of our community. They are dedicated people who come to work wanting to make a difference and to go above and beyond in everything they do. A cohesive culture of excellence will allow us to attract and retain outstanding team members who are integral in our journey as we shape the future of care.

Long-term goals

Year-over-year increase in patient satisfaction


Year-over-year increase in employee, professional staff, and volunteer satisfaction/engagement scores

2019-2020 goals

Enhance our focus on workplace health, safety and wellness to create an environment that is physically and psychologically safe for employees, professional staff and volunteers. 


Strengthen the effectiveness of leadership rounding and mechanisms to follow-up on observations. 


Create and empower staff to be change agents and problem solvers, including collaborating with patients as partners. 


Develop and implement a robust and meaningful leadership development program for all leaders.


Develop and implement an inclusion strategy.

Improve Population Health, Health Equity, and System Integration

  • null

    We’re working with
    our partners to build
    a better Scarborough
    by understanding our
    community’s health needs
    and eliminating gaps in
    their care experience.

What it means

By working closely with our community partners, we will play a role in health education and health promotion activities, while also providing care that is more accessible to everyone. We will make it easier for people to access services and move from one provider to the next, throughout their journey.

Why it matters

Over half of our population are newcomers to Canada, many do not speak English or French, and our percentage of low income households is almost twice as high as the national average. What’s more, people in Scarborough access hospital services at a lower rate than any community in Canada, and many of the City of Toronto’s high priority neighbourhoods are located here, where residents often have a lack of access to affordable housing, steady employment, and enough food to eat. We must work collaboratively with our service provider partners – in health care and beyond – to address these unique challenges.

Long-term goals

Alleviate identified problems/gaps in our community related to social determinants of health


Reduce rates of chronic disease in the Scarborough community

2019-2020 goals

Develop inventory of existing services and supports for the Scarborough community.


Identify priority gaps and reasons for relatively low utilization of health care services by Scarborough Residents.


Deliver education on population health and health equity to our internal stakeholders and community partners.


Establish strategic community partnerships that advance system integration and the patient experience.

Transform the Patient Experience through Innovation, Education and Research

  • null

    We will ensure
    our patients and
    families get the best care
    and feel well informed
    by going further with
    technology, teaching and
    applied research.

What it means

We will learn from the rich diversity of our patients, families, and teams and discover new ways to improve the care experience. Together with our academic partners, we will offer best-in-class teaching and research opportunities in the community hospital setting to help train the next generation of health care professionals. And, we will create a culture that empowers everyone within our organization to contribute and implement new ideas that will help us achieve our goals.

Why it matters

Nothing is more important than our patient’s care experience. For many of our patients and families, we are their first interaction with Canadian health care and how we care for them is central to their ability to take power over their own health. In order to offer the best care and help our patients and families feel informed throughout their care journey, we must continue to be at the forefront of the latest developments in technology, harnessing its tremendous power in education and applied research.

Long-term goals

SHN employees and professional staff have faculty appointments at post-secondary institutions


Frontline staff are routinely contributing to innovation


Leading innovation, education and research that transforms the patient experience in priority areas as informed by population health and health equity and quality and safety

2019-2020 goals

Develop early partnership with University of Toronto – Scarborough Campus (UTSC).


Prepare an inventory of education and research activities at SHN.


Develop an Education Framework and supporting infrastructure (aligned to top areas of focus on population health, health equity and system integration and quality and safety).


Develop a Research and Innovation Strategy, including staff and Patient Family Advisors contributions to innovation.

Set a New Standard for Exceptional Quality and Patient Safety

  • null

    We will build on
    our success in meeting
    and exceeding provincial
    and national standards,
    and focus our culture on
    continuous learning
    and improvement.

What it means

We are committed to working with our patients, families, and partners to find bold new ways to provide exceptional quality, and to be a place where patients are not only physically safe, but also mentally and culturally safe. As well, we will build on our reputation for quality and patient safety to create a culture focused on continuous learning and improvement.

Why it matters

Each and every patient expects and deserves the very best quality and safest care. A focus on quality and safety is also one of the ways we can make the best use of our resources.

Long-term goals

SHN employees and professional staff have faculty appointments at post-secondary institutions


Frontline staff are routinely contributing to innovation


Leading innovation, education and research that transforms the patient experience in priority areas as informed by population health and health equity and quality and safety

2019-2020 goals

Design and implement a strategy to become a High Reliability Organization.


Build a culture of safety based on High Reliability Organization best practices.


Enhance our post discharge transitions. Develop a robust, corporate post-discharge contact program.

A plan that
came from voices
of our community
and our people

A PLAN THAT
CAME FROM
THE VOICES OF
OUR PEOPLE

An essential part of the planning process
has been engaging our many hospital and
community stakeholders to hear what you
want in your hospital.

An essential part of the planning process has been engaging our many hospital and community stakeholders to hear what you want in your hospital.

Who we engaged

0
Community service providers and health partners participated in focus groups and interviews
0
Community and hospital team members participated in survey series
0
Attendees at Community Forums
0
Primary care physicians participated in interviews and surveys
0
Patient and family members interviewed
0
Patient Family Advisors engaged
0
Staff, physicians, and volunteers at internal Town Hall meetings
0
Strategy Wallpapers posted for staff huddles & engagement
0
Hospital physicians and medical leadership engaged

WHAT'S
NEXT

WHAT'S
NEXT

In 2018, SHN created a new strategic plan to achieve our Vision of becoming Canada’s leading community teaching health network – transforming your health experience. As we extend our strategy into 2019, we have focused our goals and initiatives to support our continued journey towards realizing our vision.

In 2018, SHN created a new strategic plan to achieve our Vision of becoming Canada’s leading community teaching health network – transforming your health experience. As we extend our strategy into 2019, we have focused our goals and initiatives to support our continued journey towards realizing our vision.

LEARN
MORE

Our new corporate brochure is a culmination of our journey together — including your engagement, ideas, and input — capturing who we are as SHN, where we’re going, and what this means for the future of health care in Scarborough!

STAY
CONNECTED

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Share your feedback

Shoot us an email with your feedback. We read, and appreciate, every single email.

STAY
CONNECTED

Follow us

Hear about upcoming community events first.

Sign up for eNews

Get the latest SHN news and updates straight to your inbox.

Share your feedback

Shoot us an email with your feedback. We read, and appreciate, every single email.