Strategic Objective 1 - Promote collaborations and presence in the territory

• Promote the territorial ICTUS Code
• Promote the IAM Code 24 hours a day
• Generate territorial services
• Promote the Blood and Tissue Bank Center (BST)
• Promote projects to be deployed in the Integrated Health Area and CAIROS

Strategic Objective 2 - Promote continuity of care between Hospital Care and Primary Care

• Optimize the adequacy of the demand for visits and tests with Primary Care
• Generate care routes in the territory
• Promoting changes in flows with Primary Care
• Consolidate the continuity of the maternal-child process

Strategic Objective 3 - Promote Minority Disease and Clinical Expertise Networks

• Recover and generate CSUR/ERN
• Consolidate UECS/XUECS
• Participate fully in the UNICAS Network

Strategic Objective 4 - Promote precision, personalized, predictive and highly complex medicine

• Position the institution as a reference center for the Precision Oncology Program for solid and hematological tumors
• Improve positioning and complexity in the critical care area, especially in pediatric and neonatal care
• Promoting Genomic Medicine and the Advanced Therapies Platform

Strategic Objective 5 - Position the brand and increase awareness

• Define strategic communication objectives
• Increase media impacts
• Position the brand
• Promote internal communication

Strategic Objective 6 - Strengthen transparency, ethics and institutional integrity

• Strengthen transparency and accountability
• Explain the bases of the ethics and integrity model
• Promote the construction of a shared vision on integrity and good practices

Strategic Objective 7 - Deploy strategies to address chronicity

• Promoting advanced practice nursing in chronic care
• Expand the portfolio of nursing care services in care
• Develop and consolidate nursing services in outpatient care

Strategic Objective 8 - Consolidate and continue to deploy strategies for prevention, support and specialized care in mental health

• Adults: consolidate and implement the Case Manager in the suicide prevention program by developing the actions prioritized by PLAPRESC
• Children and Youth: consolidate community intervention programs: GUIA, Crisis, Health Escala and Inclusive Care in schools and DEGAPPIA (formerly DEGAIA)
• Implementation of the digital products of the Catalonia e-mental health project that have been positively evaluated: mymentalhealth, digital therapies and continuous monitoring of stress biosignals in serious or high-risk patients

Strategic Objective 9 - Define a global health plan based on international cooperation and technological alliances

• Define the overall health plan
• Mapping needs and opportunities
• Implement strategies and initiatives

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Strategic Objective 1 - Establish the social consortium

• Form the legal and support structure
• Create the social consortium's corporate shared service delivery model

Strategic Objective 2 - Progress in social and health care at home

• Consolidate the SAD 4.0 project

Strategic Objective 3 - Consolidate a strategic model of care for people living with dementia within SGG

• Define SGG's service commitment and standards in the care of people living with dementia
• Guarantee the training of SGG professionals regarding the care of people living with dementia
• Establish links and alliances with the main family associations of the elderly and AFA's (Associations of Relatives of Alzheimer's and other dementias)

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Strategic Objective 1 - Guarantee accessibility and equity for patients

• Improve accessibility in the outpatient area
• Improve surgical accessibility

Strategic Objective 2 - Guarantee the quality model

• Establish a document control and management system
• Establish a monitoring and control system for health accreditations and authorizations

Strategic Objective 3 - Promote safe practices and a strong safety culture

• Promote patient safety training for professionals and patients
• Align the quality and patient safety plan with the Department's strategy
• Consolidate security benchmarks in the institution

Strategic Objective 4 - Improve the results of the patient experience, families and their environment, informed and shared decisions by promoting our own models of institutional approach

• Generate a patient experience model that allows integration into the institution as a regular operating practice
• Ensure the suitability of informed decision-making in the institution
• Promote shared decision-making as a central model in individual patient participation

Strategic Objective 5 - Provide new channels for patients, families and their environment, through digital health tools as a key to improving healthcare quality

• Boost virtual telematics services
• Generate virtual health education projects
• Update the website
• Evolve the Taulí mobile application to continue facilitating access to the hospital for citizens

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Strategic Objective 1 - Improve efficiency and coordination by optimizing healthcare activity in the different areas of the hospital

• Optimize surgical activity
• Optimize hospitalization activity
• Optimize emergency activity
• Optimize the outpatient activity of CCEE and offices
• Optimize the activity of day hospitals
• Rearrange intermediate attention

Strategic Objective 2 - Promote alternatives to conventional hospitalization

• Strengthen rapid diagnostic units
• Promoting home hospitalization

Strategic Objective 3 - Promote functional units to ensure faster and more effective care by promoting the integration of different healthcare services

• Create the heart failure unit
• Create the spine unit
• Create the breast cancer unit
• Create the fracture/FLS unit
• Create an asbestos reference unit

Strategic Objective 4 - Develop reorganizations and expansions of services by generating functional plans to improve healthcare quality and evaluation of results

• Create the Functional Pathological Anatomy Plan
• Create the Radiopharmacy Functional Plan
• Create the Functional Plan of Interventional Vascular Radiology
• Create the Functional Plan of the Oncohematology Day Hospital
• Create a functional Plan for the Birth Center
• Create a Functional Pharmacy Plan

Strategic Objective 5 - Prioritize the Master Plan for Spaces

• Create the Space Master Plan committee
• Disseminate the Master Plan for spaces

Strategic Objective 6 - Regulate the process organization model to ensure its adequacy to institutional needs

• Generate a Taulí model of processes (conceptual and methodological)
• Create your own process office to develop processes within the institution

Strategic Objective 7 - Promote support and organizational processes

• Review the public procurement process

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Strategic Objective 1 - Strengthen organizational stability and ensure regulatory compliance as a basis for trust, commitment and sustainability

• Consolidate quality and stable employment, guaranteeing regulatory compliance in labor management
• Anticipate care and organizational needs through efficient and flexible planning of workplaces
• Integrate a cross-cutting approach to diversity, equity and inclusion that strengthens cohesion and innovation

Strategic Objective 2 - Promote a comprehensive model of talent development and management that empowers people, professional growth, commitment and innovation

• Promote transformative leadership aligned with the consortium's values ​​and the new healthcare model
• Promote professional development to strengthen loyalty, motivation and competitiveness
• Strengthen a culture of continuous learning oriented towards skills development and innovation
• Strengthen the attraction and loyalty of talent to guarantee generational renewal and key skills
• Develop the digital and artificial intelligence skills of professionals

Strategic Objective 3 - Promote comprehensive well-being and consolidate a healthy work environment that cares for people and strengthens the sustainability of the organization

• Foster a culture of trust, collaboration and comprehensive well-being in the work environment
• Strengthen risk prevention and psychological safety in healthcare and organizational practice

Strategic Objective 4 - Promote and develop new professional roles that respond to new healthcare and organizational challenges

• Prioritize new professional roles according to the organization's present and future needs
• Pilot new professional roles and evaluate their healthcare and organizational impact

Strategic Objective 5 - Promote the participation of professionals within the institution

• Promote spaces and mechanisms for the participation of professionals in institutional life

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Strategic Objective 1 - Incorporate advanced analytics and AI

• Implement an AI orchestrator to facilitate the use of predictive healthcare algorithms
• Develop AI agents to streamline the hospitalization, emergency and outpatient discharge process
• Implement AI agents to improve citizen service processes

Strategic Objective 2 - Promote zero paper, digitizing and improving administrative and healthcare processes

• Develop and implement the digitalization of processes that are currently supported on paper
• Develop and implement the Nursing Workstation
• Adapt information systems to improve administrative and healthcare processes

Strategic Objective 3 - Promote interoperability and monitoring systems in the different healthcare areas that support value-based decisions

• Adapt clinical orders and develop integrations in HCIS
• Integrate processes between Primary Care, Hospital Care, Intermediate Care and Social Care
• Integrate digital imaging equipment
• Integrate monitoring equipment

Strategic Objective 4 - Protect systems to guarantee security, process continuity and regulatory compliance

• Guarantee compliance with the National Security Scheme (ENS) by deploying the security model of the Cybersecurity Agency of Catalonia (ACC)
• Develop the Business Continuity Plan (BCP)
• Develop the Disaster Recovery Plan (DRP)

Strategic Objective 5 - Analyze and incorporate new biomedical technologies

• Prioritize biomedical technologies with clinical impact and availability for implementation
• Implement decision support systems for diagnosis and treatment

Strategic Objective 6 - Promote the use of digital twins

• Complete the unified virtual replica of the physical model of Hospital Taulí to monitor environmental sensors and ensure comfort
• Analyze and integrate virtual replication with Maintenance Manager

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Strategic Objective 1 - Develop teaching based on competencies, incorporating all dimensions of professionalism and promoting reflective teaching methodologies and simulation

• Work together with those responsible for undergraduate, postgraduate and continuing education (CF) on the Taulí Teaching Model
• Promote teaching activities that prioritize formative assessment, reflective training and simulation

Strategic Objective 2 - Improve the attraction capacity of our center, through teaching activities, in the different cycles of professional life (degree, specialization, continuing education) based on its quality and results.

• Consolidate a collective project with the participation and commitment of all professionals
• Facilitate information, access and the development of teaching activities

Strategic Objective 3 - Consolidate a research culture among professionals, promoting their active and recognized participation, to generate knowledge with real impact on clinical practice and patient health.

• Promote the participation of professionals in research projects through training programs, mentoring and support for the preparation of competitive proposals
• Strengthen coordination between healthcare areas and scientific groups, both clinical and translational research, promoting synergies and shared lines that better integrate research into clinical practice.
• Integrate research into professional careers by recognizing scientific activity and innovation results as merits for professional development or promotion.
• Promote the recruitment, development and retention of clinical talent with a research profile

Strategic Objective 4 - Promote innovation and knowledge transfer as drivers of continuous improvement of care

• Structuring and consolidating the governance of innovation and transfer
• Define and disseminate a clear transfer and innovation itinerary
• Promote innovation programs based on real healthcare challenges that connect clinical, technical and research teams to co-develop solutions with tangible impact
• Analyze the results and transfer of transformative projects

Strategic Objective 5 - Consolidate the positioning in research and innovation

• Have robust and efficient infrastructures and circuits for the use of anonymized data
• Have agile and efficient circuits for the execution of clinical trials
• Establish strategic alliances to enhance the impact of results

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Strategic Objective 1 - Guarantee compliance with the CatSalut contract

• Guarantee the performance of surgical activity
• Guarantee the performance of hospitalization activity
• Guarantee the performance of outpatient activity
• Guarantee the performance of intermediate care activity

Strategic Objective 2 - Improve CatSalut contracting up to 100% of production capacity

• Define maximum operational capacity and the scenarios to achieve it
• Agree with CatSalut on multi-year activity achievement scenarios

Strategic Objective 3 - Enhance the attraction of external financing

• Promote patronage practices within the institution
• Promote innovative public procurement and European funds

Strategic Objective 4 - Analyze productivity

• Analyze the productivity of healthcare services
• Analyze the productivity of support services

Strategic Objective 5 - Promote technological renewal

• Detect technological renewal needs
• Find financial resources

Strategic Objective 6 - Design an optimal and sustainable organization

• Adapting templates to real healthcare needs and the complexity of services
• Reduce structural and recurrent absenteeism

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Strategic Objective 1 - Promote information-based decision-making

• Improve clinical records and quality of healthcare data
• Promoting data governance
• Deploy and analyze management information to support decision-making
• Deploy and analyze the cost model per patient and disease

Strategic Objective 2 - Incorporate benchmarking into management dynamics

• Deploy and analyze hospital discharge benchmarking
• Incorporate analysis and sector benchmarking instruments into management dynamics

Strategic Objective 3 - Promote evidence-based clinical practice as a driver of healthcare performance

• Generate the clinical practice improvement unit
• Review evidence-based clinical practice adaptations

Strategic Objective 4 - Promote tools for patient reported in order to generate circles of continuous improvement in the healthcare approach

• Develop a PREM system that allows for analysis and establishment of continuous improvement actions
• Develop a PROM system that allows improving the healthcare approach

Strategic Objective 5 - Strengthen the clinical trajectories of the medical and surgical patient to increase coordination between services and patient safety

• Promote the ERAS model of surgical processes
• Strengthening the EMPAS

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