REPORT FROM THE PRESIDENT AND CEO
REPORT OF THE PRESIDENT AND CEO DR. DENIS ROY HSN ANNUAL GENERAL MEETING June 18, 2015
This has been a pivotal year at HSN. We are nearing the halfway point of our five-year Strategic Plan, introduced in 2013. The plan is a blueprint for our institution and our community, a path we must take to successfully achieve our goals. We’ve made an important promise to our community – that the starting point for everything we do would be for patients. Their experiences would drive all our decisions. This past year, we made important progress on this front. We introduced new services and models of care to better serve patients in Sudbury and across northeastern Ontario. We unveiled NEO Kids, our concept for pediatric care, located at the Ramsey Lake Health Centre. We launched a new, innovative program at HSN which is the Virtual Critical Care Unit, the first of its kind in Canada. We worked with our partners in health care to put in place services that are more effective and user-friendly, such as new real-time videoconferencing crisis intervention for mental health clients of Manitoulin Island and Espanola. We put more resources into patient safety practices. We listened to the advice of the CEO Patient and Family Advisory Council and implemented recommendations to make the hospital more patient-friendly. We constantly sought ways to improve our efficiency and effectiveness through lean management thinking. Let me say patient-centred care and lean thinking are not contradictory – they are inseparable. You cannot have improvements in patient care and outcomes unless you are vigorous in pursuing the most effective methods. And this year, we will continue along that path. Over the next year, look for HSN to seek out new effective ways to help patients make the transition from hospital to home. We are placing a greater emphasis on pediatric care, because we know that healthy children have a much better chance of being healthy adults. We must make children’s health a priority, not only to improve the health of northerners for generations to come, but to make our health care system more efficient. And for those who may question our changing priorities, let there be no doubt: If, as its said, the past is a mirror for the future, then we should be very anxious about the future, if one does not act now on the essential point of our strategic plan and the philosophy behind the concept we put forward. Report of the President and CEO
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I think we can all agree that sending children and their families out of Northern Ontario to receive care they could and should be receiving here is a waste of valuable resources. While we have much to celebrate, we must be mindful that it will be a challenging future. Demand for services is expected to increase. So will the cost of providing those services. Yet hospital funding will remain static, which means we need to be innovative in finding solutions that maintain patient care. But we should not view these as insurmountable obstacles. Rather, they are challenges to be met. If this past year has taught us anything, it’s that HSN has the people, the plan, and the will to meet these challenges head-on. We are, and will continue to be, an emerging, leading academic health sciences centre in Canada. We have already demonstrated that our people are extremely innovative and accomplished in ensuring our patients have the very best level of care possible. This community can expect that record of success to continue this year.
Report of the President and CEO
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