Setting the Context Our new strategic plan was brought to life through an extensive planning process that engaged our staff, physicians, leaders, patients and families, volunteers, partners and the community in shaping the roadmap for the future (refer to Appendix A for an overview of the strategic planning process). The culmination of the many planning discussions is a new, bold plan for the future that requires the collective energy of all to achieve the desired outcomes for our patients, our hospital and the broader system. The St. Michael’s 2015-18 Strategic Plan is illustrated below. This diagram tells the story of a strategy with purpose and an organization that is seeking to reach new heights. The strategic plan picks up where St. Michael’s began more than 120 years ago – an enduring commitment to
our mission, vision and culture. Our three patientfocused strategic priorities are at the heart of the plan: •
Advance systems of care for disadvantaged patients
•
Comprehensive care for our urban community
•
Excel in the care of critically ill patients
As an academic health organization, our strategic priorities will integrate our core businesses of patient care, research and education. Our corporate principles of quality, integration and innovation will be the critical lens that drives how we will work. At the foundation of this plan, and integral to its success, are our key enablers – our people, infrastructure, information management and fundraising.
OUR MISSION OUR VALUES OUR CULTURE
rch a se
Patient Care E du ca Comprehensive ti care for our entire urban community
Advance systems of care for disadvantaged patients
Quality Our People
8 | Inspired Care. Inspiring Science.
Integration Infrastructure
on
Re
Together, we will achieve our vision of world leadership in urban health.
Excel in the care of critically ill patients
Innovation
Information Management
Fundraising
OUR VISION
World leadership in urban health.