Today, on nearly fifty collegiate campuses across the country, the young women of AEPhi honor Elizabeth and Susie by raising awareness and much-needed funds in support of the mothers, children, and families helped by EGPAF.
June of doctors, nurses, and midwives in the Family Birthing Unit. Changing the culture around this practice came down to improving communicaPercentage of postdate tion between inductions occuring staff and edubefore 41 weeks at cating patients.
Support our exceptional team W e asked patients and community residents to name the greatest strength of Guelph General Hospital. Again and again, they said it was the team that cared for them. Many went on to give examples of how members of our team went above and beyond to make them feel comfortable and safe, while delivering excellent patient care.
We are committed to supporting our exceptional team so that they can continue doing what they do best — delivering top notch care for our patients, families and caregivers. Over the past number of years staff have led initiatives with amazing results across the Hospital.
The common factor has been bringing people and teams together from departments across the Hospital and unifying them with a common goal. We want to spread this recipe for success throughout our Hospital and will be looking for leaders to help do this.
This successful program may be the only one in Canada and has been presented at a national conference. Create a coordinated, high-quality system of care with our partners M any of the people we spoke with during our engagement process highlighted the opportunity for us to do better during the transition between care providers.
Some of the themes identified by patients and community members included having to repeat their story multiple times, not being sure where to go next and lack of communication between providers. Great things are possible when we unlock the power of partnerships. We have seen this with the implementation of our integrated stroke program.
This priority is about engaging in partnerships to create the same level of integration for other complex patients as we did for stroke. The program has been a big success as a valuable part of an overall integrated system that also includes telemedicine, rehab beds and outpatient services.
The stroke management team, which even included a videolink conversation with a neurologist at Hamilton General Hospital, was very professional, calming and reassuring at all times. This initiative, and others like it, help us sustain the financial health of our Hospital.
Sustain our financial health F or Guelph General Hospital to achieve our vision and mission for the community, we need to continue building a strong financial foundation for the future.
This means having resources to invest in the programs and services our community needs. It means being able to keep pace with a growing population, growing demand for services and increasing complexity of patients.
Building that foundation will be a strategic priority for the Hospital over the next three years.
We are now working on detailed plans to implement these four Strategic Directions. For each one, there will be clearly defined objectives and timelines.
Along the way we will be measuring our progress and reporting back at regular intervals to our Hospital community and the community at large.
However, it takes more than plans to create the best possible health care.
It takes a community. For our plan to succeed, Guelph General Hospital will rely on partnerships with our patients, professionals, and healthcare partners and donors.With HUD’s Strategic Plan and ustomer Service Plan in hand, together we can and we will improve the Utilize housing as a platform for improving quality of life, 4.
Build inclusive and sustainable communities free from discrimination, and 5. Transform the way HUD does business. In particular, this customer service plan ties closely to. Strategic Planning. Strategic planning is a process an organization uses to prioritize and focus the efforts of the company as well as the implementation of a plan.
THRIVING NEW YORKERS, STRONGER COMMUNITIES A STRATEGIC PLAN FOR THE YMCA OF GREATER NEW YORK The YMCA of Greater New York was founded in as a haven for young men who came to the City in search of a better life. Today, Improving . Project plans go through a standardised internal approval process, before the institutional donors give their opinion about the quality of the plan once more.
Even at the planning stage, the focus is . Strategic plan A foundation for success In , when we embarked on our Lynn strategic plan, our vision was to be recognized as one of the most “innovative, international and individualized” small universities in the country.
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