Our 2019-23 Strategic Plan is dedicated to the many people who shape and support University Health Network.
Thank you to the patients and families we are privileged to serve. You define our purpose at UHN and we are honoured to partner with you to deliver A Healthier World.
Thank you to our staff, physicians, researchers, learners and volunteers — TeamUHN — for sharing your insights and ideas so we may work towards A Healthier World. Thank you to The Princess Margaret Cancer Foundation, Toronto General & Western Hospital Foundation, and Toronto Rehab Foundation for enabling UHN to deliver world-class care, research and education every day.
Thank you to the University of Toronto, our partner in the creation of new knowledge that improves health and well-being for all. Our deepest appreciation to our community-based partners and peers across the Toronto Academic Health Sciences Network, and the academic hospitals of Ontario for working with us to deliver on the promises of care, research and education. Finally, a special thank you to the Government of Ontario's Ministry of Health and Long-Term Care and Ministry of Economic Development, Job Creation and Trade for their remarkable investment on behalf of the citizens of Ontario. We pledge to ensure your investments are wisely made.
To learn more about what people told us, click on the buttons below.
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The needs of patients come first. That’s our Primary Value at UHN, meaning it’s the shared belief that guides everything we do — so we worked closely with our Patient Partners to ensure that UHN’s Strategic Priorities reflect the needs of those we serve and the people who support them.
The people who work to deliver transformative care, research and education at UHN are front and centre in our strategic plan. We worked closely with our staff, physicians, researchers, learners and volunteers to figure out where our focus needs to be for the next five years.
Transition from research to development — if we are spending the time to research possible innovations to improve patient experience and system efficiency, there should be more mechanisms to help facilitate internal integration to further study its impact at a greater scale.
What also matters to me is relationships with colleagues, patients, staff, etc. That we all treat each other with respect and dignity. Contributes to quality of life for all and definitely affects the patient experience and patient safety.
A sincere commitment to constant innovation in patient care, via research, education and clinical practice.
We need to really take advantage of technology that is available today, to significantly increase the efficiency in which medical services can be delivered. This should also significantly reduce the cost of health care. As this is a mutual challenge to the delivery of health care across the province/Canada, someone needs to take a real leadership position to facilitate the co-ordination of this effort.
We live in a great city with great scientists who make great innovations — we should work towards realizing the scientific and economic benefits of our work.
If UHN is to achieve its vision of A Healthier World, it is our duty to work closely with the healthcare organizations and professionals who provide care to people before they arrive at UHN and after they arrive. We also hold ourselves accountable to our funders — including Canadian taxpayers — as they have a large stake in UHN’s ability to transform lives and communities.
