Our Strategic Plan
About Us

Our Strategic Plan

Our Vision:

We Are One Community

Orillia Soliders’ Memorial Hospital is a community of health care providers who work together to provide a wide range of health services from emergency care and community-based programming supporting our patients, their families and their caregivers. We are a community of acute care hospitals who work closely with each other to facilitate regional approaches to specialized services. We are a community of local organizations who advance the integration of care across all sectors to meet the population health needs of the Couchiching region as part of the Couchiching Ontario Health Team. We are all citizens who have a significant role to play in the general health and well-being of our community. We are more than just a hospital. We are all inextricably woven together in the fabric of One Community.

Our Shared Purpose

Our Mission:

Serving our Community with compassion and excellence. Driven by shared purpose.

Excellence and Compassion continue to be the cornerstone of everything we do at OSMH for our patients, families and caregivers. The mission of our hospital is aligned with our local partners through our shared purpose, co-created with the Couchiching Ontario Health Team.

All My Relations or,
Tous li s (French),
Mitakuye-Oyasin,
(pronounced mi-TAHK-wee-a-say or Mee-tah-koo-yay Oy-yah-seen)

We are a community that is committed to improving health and wellness. Together we will achieve our goals through system co-design in a culturally safe and meaningful way

Our Values

OSMH continues to be inspired by the values of soldiers who have served and continue to serve our country. Our values define our behavior, what we stand for and what we expect from ourselves and each other.

We value TRUST. The trust of our team members, patients, partners and our community is most important to us. We commit to being open, authentic and accountable for our actions.

We value COURAGE. In true Soldiers’ Spirit, we stand as one community to acknowledge what doesn’t work and accept the challenge to make it better. We commit to doing the right thing, even if it isn’t the easy thing.

We value TEAMWORK. By working together, we can achieve excellence. We commit to making ourselves and each other better, every day.

Our Strategic Plan

The strategic planning process was initiated with a comprehensive review of healthcare trends by the Ontario Hospital Association, interactions with over 670 OSMH team members, patients, families, caregivers and partners from over 40 agencies. During this time, attention was shifted temporarily to our response to the COVID-19 pandemic. Lessons from the pandemic were instructive in several ways, creating an imperative towards action, being focused and flexible, crystalizing who we are as an organization and a community. This helped inform, not define our strategy going forwards.

We are excited to present the culmination of these efforts as the 2021-2025 OSMH Strategic Plan, including key priorities along three strategic themes:

  1. We are connected,
  2. We are Soldiers,
  3. We Adapt and Advance

These strategic themes will guide our decision-making towards our desired future and provides the framework against which we will measure our success. The 2021-2025 OSMH Strategic Plan, in collaboration with our Couchiching Ontario Health Team partners, will align efforts within our community to improve the health and wellbeing of our community.

We Are Connected

Key Priority Desired Future How Will We Get There?
Accelerating and Driving Population-Based Integrated Care As partners in the Couchiching OHT, OSMH will champion the health and well-being of the Couchiching community based on the population health needs, ensuring that the patient and caregiver are active partners. Populations of focus will include:

  • The integration of care for frail seniors
  • Enhancing access to palliative care services at home.
  • Additional populations (e.g. children and youth, mental health & addictions) will continue to be developed for as future priority populations

IT enabled solutions will assist the patient / provider relationship.

  • Virtual care advances associated with the COVID-19 response will be formalized and expanded.
  • Information access to integrated care plans will be expanded to more agencies, providers and patients
Maximizing our Potential as a System As partners in the Couchiching OHT, we will be an Ontario leader in integrating strategy and decision-making across independent organizations. Organizations within the Couchiching OHT will continue to develop a shared strategy including shared purpose, principles of decision-making and priorities. OSMH will continue to co-create this priority, including tactics and performance measures with our partners. A Collaborative Decision-Making Agreement will be created, that will enhance existing OHT relationships and enable further community and regional participation

We Are Soldiers

Key Priority Desired Future How Will We Get There?
Our Team Members’ Professional Aspirations will be Fulfilled The OSMH team is inspired and fully engaged in our shared purpose, embrace our OSMH values and support a culture of inclusivity The OSMH team’s professional aspirations are fulfilled with opportunities for training and development to be driven by empowerment of staff and industry best standards. OSMH will:

  • Commit to listen and act upon the needs of our people in a timely and transparent manner.
  • Create regular opportunities for all team members to participate in making OMSH even better.
  • Provide diverse opportunities for staff to enhance their clinical and leadership skills.
  • Provide targeted training opportunities to support staff retention based on the needs of the organization.
Our Teams will Promote Whole Self Well-being Develop a renewed culture focused on personal wellness and healthy teams. Work-life environment at Soldiers’ is enabling of team members to pursue a full, balanced and rewarding life as members of our community. Provide staff with access to facilities that offer physical, mental and emotional health services and programming such as access to physical fitness facilities, meditation and yoga. Modernization of staff scheduling processes Active recruitment and retention initiatives.

We Adapt & Advance

Key Priority Desired Future How Will We Get There?
Modernized Quality Improvement & Enhanced Patient Safety Quality and safety of patient care will be improved through timely access to shared health data with teams and partners to support evidence-based change and growth for improved health outcomes. Professional expertise, IT infrastructure, and real time analytics enable continuous quality improvement, service delivery and sustainability. Population health measures and outcomes are evident in our quality agenda. Active participation in the planning and implementation of our electronic medical record with our provider (GBIN) clinical road map Create, adapt and adopt an innovation agenda based on leading practices to support rapid quality improvements, patient convenience and implement effective safety measures.
Long Range, Future Growth Opportunities The future of health care will be radically transformed through innovative design and planning for integrated care. This includes a vision of a new hospital on different site, a hospital purposefully designed for integrated care and Ontario Health Teams. Develop a Financial Health Strategy which enables sustainable operating and capital plans that advance our strategic goals Continued work with our Couchiching OHT partners to identify leading edge, high quality, integrated care which will instruct future infrastructure investments Pursue further Ministry of Health commitment for our capital redevelopment Future Hospital Project (Planning Grant, Stage 1 review)

Strategic Plan – Year One Tactics (2021/2022)

Theme Key Priority Tactic & Description Lead & Timeline Indicators
We Are Connected Accelerating and Driving Population-Based Integrated Care Coordinated Care for Seniors – Using the WayHome Unit as a hub of safe and effective transitions to and from home Care Transformation Working Group (6 months) Care team established # success transitions to and from WayHome Unit ALC rates Readmission Rates
Palliative Care – Expansion of integrated services to more individuals requiring palliation Palliative Care Working Group (12 months) Care team established #patients palliated at home
Maximizing our Potential as a System Collaborative Decision Making Agreement (CDMA) – to enhance the collective process of OHT function and decision-making OHT Joint Executive Team (3 months) Completed CDMA
Couchiching OHT Shared Priorities – promoting the community-wide adoption of the co-created strategy OHT Joint Executive Team (3 months) #participating organizations Invitation to share governance approach provincially Award Nominations
We Are Soldiers Our Team Members’ Professional Aspirations will be Fulfilled Leadership Development – enhancing support to OSMH leadership group to support capacity and resilience, including coaching of emerging leaders within the organization Senior Team (6 months) Program developed #leaders participating in leadership programs and/or new opportunities
Our Teams will Promote Whole Self Well-being Team Member Readiness Development – ongoing skills development for all team members Senior Team (12 months) 20% improvement in Worklife Pulse Survey results to the questions: “I received the training I need to do my job well” for staff “The organization supports physicians continuing professional education”
Staff feedback program in place including regular and active engagement of staff for feedback, validation and action items People Services and Quest (3 months) #actions resulting from survey Improved survey results on priority items selected for action
Comprehensive wellness resources – enhancing our ability for self-care and caring for each other People Services and Quest (6 months) Availability and access to a broad range of wellness activities
We Adapt & Advance Modernized Quality Improvement & Enhanced Patient Safety Safety Huddle Implementation – Daily debriefing to ensure situational awareness on safety in all areas of the hospital Quest Team (3 months) Care team established # success transitions to and from WayHome Unit ALC rates Readmission Rates
Optimization of Cerner EMR workflow Clinical Informatics Committee (12 months Care team established #patients palliated at home
Long Range, Future Growth Opportunities Modernization of enterprise systems to enhance business analytics and leverage as an enabler CFO / VP Corporate Support (12 months+) Evidence of informed financial decision-making with analytics available
Future Hospital Project – Advance in Stage 1 planning with response to questions and identification of early works project CFO / VP Corporate Support (3-6 months) Planning grant received Response to stage 1 questions complete