Strategic Directions

Our 2019-24 strategic directions were informed by an inclusive engagement process that invited our staff, physicians, volunteers and communities to help shape our collective health care future. 


Commit to delivering safe, compassionate, high-quality care every time.




Enhance systems, processes and structures to ensure exceptional quality of care and eliminate preventable harm.

Deliver outstanding compassionate care by designing and implementing health care processes and data systems to continually improve quality and prevent adverse outcomes and harm.


Strengthen team-based capacity for continuous quality improvement along

the patient journey.

Develop a culture where teams are encouraged, supported and rewarded for driving and delivering quality improvements that allow them to do their best work. 


Co-design care delivery with patients and families to enhance their experience and outcomes. Engage patients and families in a meaningful way in service design and delivery to engineer safe care processes and create a best-in-class experience that respects individuals’ values, beliefs and preferences. We need to see the person, not just the disease.

Quality Excellence In Action

Patient and Family Engagement. We will work with patients and families when planning for new services to ensure their perspectives are reflected at the start of the design process. We value the input of patient members who already sit on our Clinical Service Leadership Team and Medical Advisory Committees, the most senior hospital decision-making tables where clinical and medical decisions are made.


Optimize value through efficient and effective use of resources to deliver health care our communities can rely on.




Drive value-based decision making through strategic use of data and evidence. 

Drive fact-based insights that result in intelligent business decisions that challenge the status quo.


Advance a mindset for continuous operational improvements. 

Embed a culture of personal and collective accountability to deliver increasing value to our community. 


Optimize resources and align clinical services planning for the health care needs of our community. 

Inspire our people to actively contribute, champion and model new ways to use Osler’s finite resources sustainably to deliver maximum value for patients, the organization and our communities. 

Organizational Effectiveness In Action

Safe Patient Flow Initiative. To date, Osler has been working to streamline the care and processes associated with transitioning patients from the Emergency Department to inpatient units. Through this initiative, Osler will continue to help patients transition easily to the right place for their care ensuring that we make the best use of our finite resources and have the capacity to treat acutely ill patients safely.


Create the environmental conditions that change the way our patients and community access and engage with their health care.



Empower and support patients to actively manage their own health care journey by building knowledge, skills and confidence. 

We will equip patients with the right information, tools and community resources to drive positive health behaviors and generate better health outcomes.

Better understand Osler’s population and identify people at risk of needing our services to positively impact their disease progression and health outcomes.

In collaboration with our partners, understand, and then focus on, those at increased risk of becoming Osler patients and develop approaches to further prevent the progression of illness, while also improving the way patients move between providers across the system. 


Co-create new, non-traditional access points for health care programs and services by leveraging technology and partnerships. 

Collaborate with system partners and leverage technology to provide communities with more ways to access care across the health system, including virtual care, and in the settings best suited to their needs and preferences.

Health System Leadership In Action

Leveraging Technology. To help reduce pressures due to the growing demand for services, Osler will use mobile apps and predictive analytics to monitor patients and help prevent unnecessary ED visits or hospital admissions. This includes exploring ways to create additional bed capacity for acute patients, and seeking opportunities for keeping patients at home once they are discharged from hospital.