Strategic Plan 2016-2020

Mission

To provide our adult and pediatric patients with the highest quality care in anesthesiology, perioperative medicine and pain medicine.

Vision

Our clinical care, scholarship and innovation will position us as international leaders in Anesthesiology, Perioperative Medicine and Pain Medicine.

Strategic Imperatives

1.Enable the Best Patient Outcomes

The Calling:

To provide our patients with the highest quality care in Anesthesiology, Perioperative Medicine and Pain Medicine.

Our Strategic Response:

Our focus on quality patient care will drive research, innovation, education and delivery of care. Our results in these areas will position our department in the top 10% in North America and enhance our department and university reputations internationally.

Strategic Goals:

  • Make quality of patient care the priority in all of our clinical, education and research endeavours.
  • Develop quality metrics that enable our clinicians to determine patient outcomes, compare our results to local, provincial, national and international standards and change practice to continue to improve outcomes.
  • Engage our specialty teams to innovate and translate best clinical practice to patient care.
  • Expand our capacity and capability to generate high quality outcomes research by appointing and supporting a Knowledge Translation Scientist to analyze patient outcome data and implement best practices.
  • Advance partnerships to bring our department’s innovative clinical, research and education programs to national and international anesthesiology communities.

2.Advance the Full Potential of Anesthesiology

The Calling:

To move beyond our well-defined intraoperative role, to bring our knowledge and experience to a broader population of patients. The expertise of this profession is vital in perioperative care, in pain medicine, in end-of-life care and in finding safe methods to facilitate quality and efficiency of care. There is a clear calling for the profession to take part in and lead collaborative care delivery models within and outside the walls of the hospital.

Our Strategic Response:

Anesthesiologists will lead perioperative and pain medicine teams that will provide patient care inside and outside the perioperative environment.

Strategic Goals:
  • Assume leadership in intraoperative, perioperative and pain medicine teams, both within the hospital and the Champlain LHIN, as well as within national and international organizations.
  • Recruit and mentor faculty with the specialized skills and expertise required to achieve this Strategic Plan.
  • Pursue emerging partnership opportunities in palliative and end-of-life care, as well as addiction and hyperbaric medicine.
  • Enhance the profile of Anesthesiology and the department.

3.Active Stewardship of Team Members

The Calling:

To expand the education, leadership, governance and administrative structures that will enable our team members to thrive both personally and professionally while ensuring the department’s ability to respond to the rapidly changing professional and business environment in which we practice.

Our Strategic Response:

We will leverage our expertise in medical education to bring easily accessible and evidence-based continuing professional development opportunities to all team members, from our most junior trainees to our faculty nearing retirement.  We will employ leadership development and succession planning processes to ensure our faculty are prepared to lead in the hospital, the university and our broader professional communities.  We will increase our sensitivity and attention to supporting a culture of sustainable work-life balance for our team members.

Strategic Goals:
  • Graduate Canada’s first group of Anesthesiology residents trained through the Competency-by-Design methodology.
  • Implement a Continuing Professional Development and Mentorship Program to ensure appropriate practice standards for all faculty members.
  • Recruit and support an Education Scientist to develop and validate competency-based education for both trainees and faculty.
  • Support a culture of sustainable work-life balance for our team members.

4. Responsible Stewardship of Our Resources

The Calling:

Foster the political, organizational and financial acumen required to adapt to the fiscal environment of our province, the health care sector, the University and our hospitals. Our department and its faculty must be knowledgeable, engaged and prepared to adapt to this fluid environment.

Our Strategic Response:

We will operate our department with a strong blend of our passion for quality of patient care and with prudent and agile financial management of our clinical, education and research missions.

Strategic Goals:
  • Partner with local, national and international stakeholders to develop innovative care programs that improve patient outcomes, reduce surgical wait times, decrease length of hospital stay and increase operating room efficiency.
  • Align our investments in clinical innovation, education and research with our strategic priorities.
  • Implement transparent and responsive financial planning that is aligned with departmental priorities.
Back to top