Clinical Services Roadmap (CSR)

The Clinical Services Roadmap (CSR) was launched in 2010 to help improve access to some of the most essential hospital services. CSR was designed to cut down on the red tape faced by patients moving from one health service provider to another, and help hospitals and the Community Care Access Centre (CCAC) better integrate their services to deliver more seamless care in our hospitals and communities. The CSR is an example of the kind of collaboration that can lead to better health care. Providers in seven hospitals worked with the CCAC, community providers and our LHIN to improve service delivery, reduce program duplication, and improve access, efficiency and effectiveness.

The teams carrying out the work of the CSR began to be challenged to balance local and regional priorities, while also supporting the South East LHIN’s initiatives focused on transformational system changes (Health Links, Addictions and Mental Health Redesign, and the Health Care Tomorrow-Hospital Services project). A comprehensive review of CSR prioritized and aligned its major areas of focus with the transformational change underway. Each of these seven areas of focus - Cardiovascular Care, Emergency Department Wait Times, Healthcare Acquired Infections, Addictions and Mental Health Services, Restorative Care, Maternal & High Risk Newborn Care and Surgical Services – was merged with one or more of the three initiatives outlined above.

For more information view the presentation on Clinical Service Roadmap: Towards a regional system of integrated care (PDF).

Archived CSR Initiatives

Click on the initiative title to view the appropriate page:


To develop a plan for regional, integrated cardiac services for the residents of the South East LHIN. The plan was informed by stakeholder input and a focus on the management of chronic underlying disease (e.g. Congestive Heart Failure) and reduction of readmission rates for post cardiac events.

Emergency Department (ED)

Wait Times To spread the focus on ED operations (process improvement and wait times reduction) throughout the LHIN.

Healthcare Acquired Infections (HAI)

To reduce the incidence and severity of HAI through the design and effective application of a regional, integrated strategy. Initial areas of focus included influencing antibiotic use in the community and hospital as well as increasing antimicrobial activity with advanced this planning process is the South Eastern Ontario Infection Control Network (SEOICN). 

To ensure leading practice is adopted regionally with respect to maternal/child services. The project was developed in conjunction with ongoing work being done in this area by the Champlain LHIN and was informed by the Perinatal Partnership Program of Eastern and Southeastern Ontario (PPPSEO).

To develop a regional, integrated plan for mental health and addictions services for the residents of the South East LHIN. The goal was to improve access to quality care, minimize/ease the patient transitions between different care providers, and ensure that residents are receiving the right care from the right provider at the right time. In addition, the plan was expected to support Tier II and III divestment in Brockville, Tier III divestment in Kingston, as well as reduce the number of repeat ED visits for patients with mental health and addictions diagnoses.

To reduce the impact of non-acute care and “avoidable” acute care in hospitals through the development of a regional, integrated plan. The intent was to improve coordination of care between sectors and providers with a focus on the provision of restorative care (including slow stream rehabilitation, activation, rehabilitation and complex continuing care).


To develop a regional surgical services program that would, through regional collaboration and effective inter-hospital patient management, improve efficiency, patient safety, and clinical outcomes. The mandate of the work team evolved to include consideration of departmental inter dependencies which could be affected by changes made through the implementation of a regional surgical services program. Additionally, the work team will be mindful of other administrative considerations (like specialist on-call schedules) and patients access (improving wait times for consultation with surgical specialists and sub-specialists).

Other Clinical Areas 

While Cancer Care was considered and identified as a high priority, there was agreement that cancer services would be addressed through the broader based Provincial efforts and these efforts would be aligned with the CSR.
Similarly, Palliative Care/End of Life Care was also undergoing a concurrent planning process external to CSR that would ultimately be linked to the CSR planning process in the future.