Strategic Direction

MISSION & VISION

A world-class cancer network provides the highest standard of care and the best possible cancer experience to its patients. It is a magnet for excellent health care professionals, a leader in research and education, and strives to continually improve its cancer services.

The VISION of the Rossy Cancer Network (RCN) is to become a world-class comprehensive cancer network with outcomes in cancer survival, mortality, and patient satisfaction as good as or better than those of the leading international comprehensive cancer centres.

Our MISSION is to improve the quality of cancer care received by the population served by the McGill Academic Health Network.

We will achieve this through a multi-faceted approach and strong inter-organizational governance among the RCN’s member organizations — McGill University Health Centre, Jewish General Hospital and St. Mary’s Health Center — with optimal use of resources available at these institutions and the trust and willingness to achieve shared strategic goals.

STRATEGIC PRIORITIES

FIVE PILLARS OF IMPROVEMENT

1. Access to specialized care

The RCN should put into place a mechanism that would allow patients to have timely access to the network, no matter where their initial entry point is.

2. Harmonized Tumour Boards

Regardless of what tumour board a patient might end up getting to, the care that is prescribed and the standard of care they would receive should be at the same high level, based on the evidence and tailored to the patient.

3. Access to Clinical Trials

Common clinical trials across all the RCN facilities will be available. Patients will be moved to tertiary sites for specialised quaternary interventions.

4. Trajectories of care

The primary care team provides case management, assures continuity of care for the whole patient and coordinates with colleagues across the trajectory using RCN data and facilitation of data transmission.

5. Proximity of treatment and care

The best cancer treatment and care beginning with prevention through to recovery and/or palliative care as well as perioperative care will be delivered when possible primarily close to home.

Targeted quality improvements will be supported by all inter-hospital governance, including the oncology leads, quality improvement managers, and the director generals of the hospitals who will remove barriers when needed.

We will continue to empower front-line oncology professionals to develop new knowledge on cancer care quality and enhance their skills in fields pertinent to cancer care quality.

ALIGNMENT WITH MINISTRY OBJECTIVES

Finally, since we have aligned some of our strategic priorities with those of the Health Ministry of Quebec and the Direction générale de cancérologie, we will work collaboratively to address major issues in cancer care quality and to support performance improvements through investment in IT platforms within the Rossy Cancer Network.

By working together and being purposeful about implementing this strategic vision, we will better address patients’ needs across the continuum of cancer care and serve as a transformative resource and model for cancer control efforts in Quebec and in Canada. When framed by this strategic vision, the critical choices we make will allow us to make great strides to achieving

 

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