WCH Build Back Better Strategic Road Map 2022-2024
We are emerging from one of the greatest challenges of our lifetime. The pandemic has had a profound impact and set the stage for a radical evolution of the healthcare system.
We are in the midst of this evolution at Women’s College Hospital and are building effective, collaborative and equitable care solutions.
As we look to the future, our role is to continue to revolutionize healthcare.
#WeAreWomen's
Strategic Pillars
Ensure the Right Care Environment and Broaden Access to Care
Our communities have changed, and so have our approaches to care. Ensuring all members of our community have access to care – when and where they need it – is what drives us. By rethinking longstanding pathways, adopting new technologies, and addressing the gaps in our healthcare system, one by one, we will break down barriers to care.
Priority Actions:
- Revolutionize health for women and gender inclusive healthcare - including Canada's first Sex, Gender, and Reproductive Health Centre.
- Create a virtual care environment that responds to shifting patient and provider needs and leverages new technologies.
- Harness innovation and operational synergies to improve quality, safety, and access to care.
Learn more about this pillar's priority actions
Hospital Priority 1.1: Revolutionize health for women and gender inclusive healthcare – including Canada’s first Sex, Gender and Reproductive Health Centre.
What do we want to do?
Bring together strengths from across clinical care, academics, advocacy and policy leadership, community partnership and outreach to advance the next era of sex, gender and reproductive health for women and gender diverse people.
How will we do it?
1. Establish Centre for Sex, Gender and Reproductive Health (SGRH)
2. Expand access to select gynecology services
3. Establish an integrated centre model of care
4. Initiate public awareness and launch
Hospital Priority 1.2: reate a virtual care environment that responds to shifting patient and provider needs and leverages new technologies.
What do we want to do?
Reduce barriers to care by implementing Women's Virtual model of patient care across at WCH as appropriate.
How will we do it?
1. Phased implementation of WV model across priority areas (as collaboratively outlined via WV and clinical program leadership)
2. Introduce select and prioritized digital technologies to advance patient and provider experiences and access to care
Hospital Priority 1.3: Harness innovation and operational synergies to improve quality, safety and access to care.
What do we want to do?
Focus on equity and access to care for priority populations as well as specialized care that cannot be provided in primary care or community-based clinics.
How will we do it?
1. Review and evolve existing care models to balance needs for general vs specialty services vs community services.
2. Clinical program reviews conducted and recommendations for care model improvements implemented
3. Successful Accreditation Canada Survey
4. Deploy WCH's first Laboratory Information System (LIS)
5. Expand hospital clinical operations to address backlogs
6. Transform the Registration and Referral model to reduce wait times and improve efficiency and accuracy
Foster the Right Work Environment that Supports Wellness and Resilience
Our People are our strongest asset. We support and empower our staff, physicians, volunteers and learners to be at their best, so they can, in turn, provide the best quality care.
Priority Actions:
- Focus on our people and health human resources.
- Employ targeted strategies to support the wellness and resilience of our people as we recover from our pandemic response and build back better.
- Formalize and implement a framework to support virtual and hybrid work environments.
Learn more about this pillar's priority actions
Hospital Priority 2.1 Focus on our people and health human resources
What do we want to do?
Ensure the appropriate health human resources are in place to support patient care as well as our strategic goals
How will we do it?
1. Identify key roles that need to be filled and prioritize recruitment and retention
2. Determine a more equitable distribution of nursing and health discipline resources where it is most appropriate to ensure interdisciplinary teams
Hospital Priority 2.2 Employ targeted strategies to support the wellness and resilience of our people as we recover from our pandemic response and build back better.
What do we want to do?
Complete the deliverables in the Wellness and Resilience Steering Committee Action Tracker & Work Plan to ensure equitable workloads and resources
How will we do it?
1. See deliverables in the Wellness and Resilience Steering Committee Action Tracker & Work Plan Review and adjust for alignment and equity across programs
Hospital Priority 2.3 Formalize and implement a framework to support virtual and hybrid work environments.
What do we want to do?
Increase virtual work footprint capacities across all appropriate areas of service and remap footprint to best align with utilization
How will we do it?
1. Roles and on-site workspaces will be reviewed with recommendations for the future state at WCH
2. Establish percentage of virtual versus onsite opportunities
3. Hospital footprint will be remapped based on the outputs from the right care and virtual work environment efforts
Deliver on our Commitments to Equity and Deepen our Community Partnerships
We are relentless in our commitment to building a more equitable world. Women’s College Hospital is globally renowned for our work to advance health for women. The cumulative effect of inequities in relation to sex, gender, race, ability and other social determinants of health means we must continue to reach beyond our walls to forge new relationships while deepening existing ones.
Priority Actions:
- Strengthen existing partnerships and identify new partners to advance health equity.
- Develop a new health equity roadmap to guide us through 2022 and beyond.
- Develop and implement a multi-year People Equity Plan.
Learn more about this pillar's priority actions
Hospital Priority 3.1 Strengthen existing partnerships and identify new partners to advance health equity.
What do we want to do?
Strengthen existing partnerships and identify new partners to advance health equity
How will we do it?
1. The Community Partnerships and Equity Committee will complete an inventory of all existing partnerships, identify gaps and opportunities and create an engagement strategy
Hospital Priority 3.2 Develop a new health equity roadmap to guide us through 2022 and beyond.
What do we want to do?
Create a health equity strategy for WCH.
How will we do it?
1. Plan will be developed under the guidance of the Community Partnerships and Equity Committee
Hospital Priority 3.3 Develop and implement a multi-year People Equity Plan.
What do we want to do?
To reduce the disparities in opportunities for our diverse communities by creating custom tools that identify and address inequities so that Our People are assessed based on their education, skills and relevant experience
How will we do it?
1. Conduct a workforce analysis and review of employment and engagement systems, followed by an equity survey
2. Create and/or revise policies and practices to ensure that all members of WCH can work in a positive and inclusive workplace
3. Use targeted special measures to increase the representation of under-represented designated groups
4. Determine and then initiate short-term hiring and promotion goals to eliminate under-representation
5. Agree to long-term representation goals that commit our organization to achieving full representation
6. Set clear time frames and accountability measures
7. Establish a system for monitoring and revising Our People Equity Plan
Enable the Intersection of Research, Care Innovation and Education
Women’s College Hospital values a culture of curiosity, continuous learning and quality improvement. Through our newly integrated Academics program, we are bringing together education, research and innovation to enable system improvements in care – in real time. With our sights set on becoming the first hospital in Canada with a truly integrated learning health system, we will continue the healthcare [r]evolution.
Priority Actions:
- Drive excellence in health science and health services research, innovation and education through a Learning Health System model.
- Enhance and align clinical and academic quality improvement infrastructure.
- Engage, retain and support the advancement of diverse persons throughout their health science career trajectory.
Learn more about this pillar's priority actions
Hospital Priority 4.1 Drive excellence in health science and health services research, innovation and education through a Learning Health System model.
What do we want to do?
Create world-class research, innovation and education that transforms health for women and population well-being by building on our strengths and optimizing our blended academic environment to further establish our leadership and reputation in women and gender inclusive health
How will we do it?
1. Achieve excellence in research operations through a foundational academic portfolio integration and research operations review.
2. Integrate data, access to data and advanced analytics
3. Ensure strong community partnership model
4. Socialize and educate LHS broadly
5. Build a co-designed LHS strategy (goals and priorities, determining actions to achieve these goals, and mobilizing resources to execute the actions)
6. Identify pilot launch program area(s) for LHS
Hospital Priority 4.2 Enhance and align clinical and academic quality improvement infrastructure.
What do we want to do?
Build capacity and skills for QI research and practice at WCH
How will we do it?
1. WCH-CQUIPS partnership
2. establish clinical/physician quality improvement and innovation leadership role
3. Review and align accelerated program for quality improvement resource and activities
Hospital Priority 4.3 Engage, retain and support the advancement of diverse persons throughout their health science career trajectory.
What do we want to do?
Develop an Emily Stowe Scholar Program to engage, retain and support the advancement of diverse persons by developing pathways that respect diverse experiences, knowledge systems, and skill-sets from early learning throughout their career trajectories.
How will we do it?
1. Emily Stowe Society Program
Our Vision, Mission, and Values
Our Vision
Healthcare revolutionized for a healthier and more equitable world.
Our Mission
We transform healthcare and co-create best health possible through innovative care, research, policy, education and system solutions.
Our Values
Together, we are building a movement to revolutionize healthcare. Our core values drive this movement:
Equity
Our value of equity has its roots throughout our history of advancing health for women and women in leadership. Today we strive to have an organization that reflects the diversity of the world we live in and offers the best healthcare options for everyone in it. We believe that just and equitable public policies are a foundation of good health.
Quality
We believe that only through continuous quality innovation and improvement will we impact positive change. We employ and create new, evidence-based practices and processes to ensure a safe and healthy environment for all who work at and visit the hospital.
People
From our patients, staff, clinicians, volunteers, donors and partners, to citizens of our community, we seek out, recognize and value everyone’s knowledge and experiences. We interact with a spirit of collaboration and respect.
Courage
We take pride in having the courage to challenge the status quo. In fact, we see it as a duty and obligation. We consider how we contribute beyond our own organization, department or individual interests. Courage also means that we report both failures and successes with discipline to accelerate learning on how best to improve and to respond as quickly as necessary to support the transformation of healthcare.
Collaboration
We always look beyond our walls, and together with our communities and partners we work as a cohesive unit within and beyond the healthcare system towards a whole that is greater than the sum of its parts.
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