At Osler, we are committed to doing our very best – and then to doing even better.
One way we demonstrate this commitment is through our annual Quality Improvement Plan (QIP). This key document outlines the specific things we will focus on over the coming year to improve our care and services.
The QIP consists of:
- an overview of our QIP
- our improvement targets and initiatives
Read Osler's 2025-26 QIP narrative and workplan to learn more about how we’re working to serve you better.
In our 2025-26 QIP, Osler will focus on five priorities:
| Strategic Direction | Indicator | Baseline (January - December 2024) | Target | We will achieve this goal by: |
|---|---|---|---|---|
|
Quality Excellence |
Number of falls with harm per 1,000 patient days on the Best Practice Spotlight Organization and Dedicated Education Units | 1.17 | Decrease to 1.12 | Enhancing the engagement of fall champions, improving the sharing of audit results and providing targeted fall prevention education for patients and families. We will ensure consistent use of the bedside mobility assessment tool and timely activation of high-risk falls protocols. |
|
Quality Excellence |
Percentage of respondents who responded “always" to the following question: Were you involved as much as you wanted to be in decisions about your care and treatment? | No baseline collected | Collecting baseline | Implementing refreshed whiteboards, assessing nursing documentation and boosting MyChart registration. We will also implement our Health Justice Plan to ensure culturally safe care, promote health literacy through integrated bedside terminals and pursue People-Centred Care certification from Accreditation Canada. |
|
Organizational Effectiveness |
90th percentile ambulance offload time (Brampton Civic and Etobicoke General) | 38 minutes | Decrease to 36 minutes | Improving ambulance offload efficiency, adding eight Emergency Department beds at Brampton Civic Hospital and four at Etobicoke General Hospital, expanding the discharge feasibility pilot to additional medicine units and redesigning patient management in hallways. |
|
Health System Leadership |
Alternate level of care (ALC) rate | 14.8% | Decrease to 14.2% | Improving discharge transitions for seniors, increasing compliance with Blaylock risk assessments for at-risk patients, utilizing risk-assessment scores on bullet round boards, implementing proactive transitions, and developing Code RAPID to address ALC issues and minimize prolonged inpatient days. |
|
People and Culture |
Percentage of identified leaders who have completed equity, diversity and inclusion (EDI) and anti-racism education | 59.2% | Increase to 90.0% | Providing EDI and anti-racism education learning for identified leaders and include goals and actions related to EDI and anti-racism training in leadership performance reviews. |
