Vision and Strategic Objectives

The strategic priorities of the Directorate are aligned with the priorities of the Ministère de la Santé et des Services Sociaux and of CIUSSS West-Central Montreal, and respond to the needs of the population in our territory. We take care to ensure that our priorities aim to improve the care and service trajectories, health and well-being of users and engage and mobilize the Directorate’s staff, and that conditions for success are present.

Pursue the alignment of strategic, tactical and operational management

  • Plan and implement MSSS orientations in connection with the Primacy of Patients plan and assess the performance of actions taken;
  • Plan and implement the MSSS orientations in connection with the Plan régional et local en Prévention du Suicide and assess the performance of actions taken;
  • Plan and implement the MSSS orientations in connection with the 2015–2020 Mental Health Action Plan, “Faire ensemble et autrement” (working together in a new way) and assess the performance of actions taken;
  • Plan and implement the MSSS orientations in connection with the Plan d'action interministériel en dépendance 2018–2028 and assess the performance of actions taken;
  • Plan and implement the MSSS orientations in connection with the Stratégie d'accès aux services de santé et aux services sociaux pour les personnes en situation d'itinérance ou à risque de le devenir and assess the performance of actions taken;
  • Plan and implement the MSSS orientations in connection with the Quebec Program for Mental Disorders and assess the performance of actions taken;
  • Plan and implement the MSSS orientations in connection with the hierarchization of forensic psychiatry and P38 and assess the performance of actions taken;
  • Continue to implement the triennial plan of action for Alzheimer’s disease and other major neurocognitive disorders and assess the performance of actions taken;
  • Continue to deploy war rooms and visual stations in the Directorate.

Act preventively and to promote health in order to improve mental health

  • Continue to implement the orientations set out in the 2015–2020 Mental Health Action Plan and assess the performance of actions taken;
  • Develop the offering of prevention and health promotion services and care;
  • Counter stigmatization in mental health and discrimination against mental illness.

Ensure the optimal continuity of and access to mental health and addiction care and services

  • Reorganize care and services into an integrated practice unit and into fluid care and service trajectories;
  • Facilitate access to nearby care and services;
  • Ensure that all care and services are relevant by regularly evaluating the performance of care and services offered;
  • Reduce the length of hospitalizations and emergency stays;
  • Continue to implement good practices that aim to prevent and reduce ALCs in the territory and assess the performance of actions taken;
  • Develop collaborations and alliances with community and institutional partners in support of user health and provide leadership at the network level.

Ensure that care and services are safe and of high quality

  • Implement and maintain recovery-focused care and services;
  • Acknowledge and support the involvement of users and their loved ones in planning and organizing services;
  • Continue to implement standards and ROPs for Accreditation Canada.

Support CIUSSS innovation, research, teaching and outreach

  • Initiate and support the Directorate’s digital health projects;
  • Recognize the CIUSSS as a centre of excellence in geropsychiatry and psychogeriatrics;
  • Recognize the CIUSSS as a centre of expertise in child psychiatry;
  • Develop the skills and expertise of managers, professionals and physicians to support innovation, research and teaching;
  • Promote and implement a culture of excellence in evidence-, innovation- and research-based care;
  • Continue our active involvement in resident and intern education;
  • Ensure that research projects are aligned with the Directorate’s objectives.

Ensure the engagement, well-being and mobilization of the Directorate’s employees and doctors

  • establish an effective medical and administrative partnership;
  • become and remain a Directorate of first choice for human resources;
  • plan and implement the CIUSSS’s workplace health, safety and well-being strategy and assess the performance of actions taken;
  • equip ourselves with a welcoming, onboarding and orientation plan for new employees;
  • ensure the training and skill development of employees and managers in accordance with the Directorate’s needs.

Ensure sound management of resources

  • adhere to a balanced budget for the Directorate;
  • measure the financial performance of episodes of care and the cost per user;
  • develop and improve the spaces and physical infrastructure of the Directorate in order to provide the best user experience and support the well-being of staff;
  • support the digital transformation of the CIUSSS within the Directorate.

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