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Essay by Platinumangel • February 19, 2012 • Essay • 609 Words (3 Pages) • 1,714 Views
HR 587
October 11, 2009
Vision of Victoria Hospital Redesign Initiative
Vision Statement
Technology revolutionizing patient care and developing employees' full potential. To provide a positive atmosphere with effective outcomes for patients, who would move through the various phases of care in a perfectly efficient method. Victoria Hospital would accomplish this vision by giving power to the self-directive care teams to develop care plans across the range of care; to develop new work processes to streamline operations and reduce costs; and focus on delivering quality care directed at meeting patients' service needs. In essence the vision is to lower cost, improve patient care, and employees's full potential.
The vision also incorporated re-engineered hospital-wide organizational processes that would
expand the use of technology, thereby increasing hospital effectiveness. Dr. Frelick also
envisioned new entreprenurial initiatives that would create additional revenue flows as
government funding decreased.
Mission Statement
To provide excellent, compassionate health care for it's community; to provide comprehensive
health education; and to seek answers through health sciences research. Victoria Hospital
employed about four thousand people and delivered the bulk of general care to London and area
residents, was indispensible to the people of southwestern Ontario. Staff took care of nearly half a million patients from across the region and the province each year. Commitment to education
was strong, with training given once a year for more than one thousand one hundred students from over twenty health related disciplines. The spirit of inquiry was alive through the Victoria Hospital Research Institute which managed over seven million in research grants on an annual basis.
Strategy
The first strategy to reach the vision included bringing the organization structure into line with
the way the hospital cared for patients. The goal was to realign the organization with
disciplinary care teams which could meet the demands of their ever changing environments. The second strategy involved the redesign of the system of production to bring work procedures into line with current technology, expected patient outcomes, patient needs and resource limitations. The project was initiated to redesign the admitting procedures so that patients could
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