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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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