Hospital lays out its top priorities for Sudbury

The Young Thunderbirds perform at the opening of Health Sciences North and Health Sciences North Research Institute 2019-2024 strategic plan presentation at Health Sciences North in Sudbury, Ont. on Tuesday February 5, 2019. John Lappa / John Lappa/Sudbury Star

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February 05, 2019 Here are highlights from the Health Sciences North and Health Sciences North Research Institute’s new 2019-24 Strategic Plan launched Tuesday. The full plan can be viewed on the hospital’s website at or at


1. We will carry out our patient care, teaching and research responsibilities with integrity, ensuring patients and families remain the focus of all we do.

2. We will partner with humility, valuing each person’s and each community’s strengths and ideas to bring the best care, education and research solutions forward.

3. We will provide a physically, psychologically and culturally safe environment that promotes a positive care, working and learning experience.


Respect, Quality, Transparency, Accountability and Compassion.

Five Key Goals:

1. Be Patient and Family-Focused.

2. Be Digitally-Enabled.

3. Be Socially Accountable.

4. Support and Develop People.

5, Strengthen our Academic and Research Impact.

With the first goal (Be Patient and Family-Focused), there are six associated “outcomes”. They include:

– Begin implementation of a capital plan which includes creating new bed spaces, meeting future space demand, in particular for mental health and addictions care, clustering programs and youth and reduce where we can their need to travel outside the region for care, reducing our number of sites in Greater Sudbury, improving way-finding and 24/7 access to health retail options for outpatients and visitors

– Learn through simulation and implement communication approaches that improve satisfaction of patients and families about their involvement in decisions about their care.

– Reduce wait times for medical imaging through acquiring a second MRI.

– Improve patient satisfaction with admission and discharge, involving primary and community care partners to support effective care transitions.

The second goal (Be Digitally-Enabled) has three outcomes: They include:

– Implement and sustain an integrated regional electronic medical record. This will make care safer, make health information available to health providers throughout northeastern Ontario and reduce the need for patients to re-tell their stories or repeat tests.

– Launch a secure Patient Portal, putting patients’ information in their own hands. The portal will provide access to test results, health education tools and scheduling for follow-up care.

The third goal (Be Socially Accountable) has five associated outcomes. They include:

– Adopt and promote the Regional Geriatric Programs of Ontario’s Senior Friendly Care Framework prioritizing improvements for hospitalized seniors. Staff will gain knowledge and skills to deliver evidence-based care, improving outcomes for seniors while they are in hospital and when transitioning home.

– Provide cultural safety and diversity training programs for our employees, medical staff, learners and volunteers to meet the needs and expectations of disadvantaged and diverse populations (including Indigenous, Francophone, multicultural, LGBTQ2S, street-involved and homeless people). Individuals from these populations will co-design and deliver these training programs.

With the fourth goal (Support and Develop Our People), two outcomes are proposed. They are:

– Implement a staff and physician wellness program, with particular focus on promoting good mental health, daily physical activity and healthy choices, resulting in a resilient, energized workforce.

– Double our annual investment in staff and leadership development. We will engage employees in allocating these investments to maximize their impact.

Concerning the fifth goal, (Strengthen our Academic and Research Impact), there are three associated outcomes. They include:

– Foster an inter-professional learning culture where every learner is welcomed and supported. Expectations around patient care, teaching and research will be embedded in all relevant performance plans and job descriptions. Medical leadership roles will have a dual accountability to the Northern Ontario School of Medicine.

– Champion a regional health innovation cluster starting with Laurentian University, Lakehead University, the Northern Ontario School of Medicine, Thunder Bay Regional Health Sciences Centre, Thunder Bay Regional Health Research Institute, and the newly-launched Institute for Clinical Evaluative Sciences North.

Twitter: @HaroldCarmichae