Please review our draft goals & objectives, then post a comment at the bottom of this page or email engagement@sunnybrook.ca
Overview
Providing high quality care and ensuring patients have the best experience possible are at the core of this direction. Sunnybrook has created an organization-wide quality plan, which sets out priority areas for improving care at the hospital. Focusing on initiatives that ensure care is safe, efficient and effective, the hospital’s quality plan will help shape this direction and define emphasis for quality improvement projects over the span of the strategic plan.
Improving patient experience involves continuing to develop ‘patient-centred’ programs that build relationships between patients and families and their care teams. In addition, this direction will focus on creating initiatives designed to engage patients in work that is unique to an academic health sciences centre in the areas of patient care, research, education, and administration and strategy.
Draft Goals
Draft Objectives
1. Demonstrate leadership in advancing quality practices through partnerships that produce better care outcomes
a. Achieve top performance in established national/international quality metrics
b. Catalyze QI collaboratives aimed at improving care outcomes at Sunnybrook, and across the system
2. Engaging patients to create new and innovative opportunities in care delivery, research and education
a. Improve care, research and education by engaging patients in co-design
3. Create a better care experience through empowering patients.
a. Enable patients and families to navigate their care and better manage their health
b. Strengthen our commitment to person-centred and compassionate care
Follow our progress (click to read more):
Fifth meeting - March 2018
At the last team meeting for this strategic direction, the group reflected on the strategic planning process to-date and reviewed the goals and objectives developed across all four strategic directions. The team was asked to consider and discuss the following questions:
What research will we conduct from this strategic direction over the next three years?
How will this strategic direction change how and who we educate?
How can this strategic direction collaborate with the other three to achieve its goal?
In closing, members discussed their thoughts on the process and expressed general satisfaction. They felt that the voice of patients and families was well reflected in the draft goals and objectives the team arrived upon, and that there was an opportunity for further engagement as the implementation plans progress. They also expressed interest in continuing to participate in subgroups as action and implementation planning moves ahead.
Fourth meeting - February 2018
At the fourth meeting of this strategic direction team, the Chairs presented key takeaways from the strategic planning summit world café held on Monday, January 15. Comments from the summit were focused on the need to create opportunities to support patient navigation beyond digital tools, as well as the need to articulate Sunnybrook’s commitment to developing a culturally safe and inclusive care experience.
Finally, members of the team presented draft action plans aligned with the objectives. Discussion focused on how the actions could be implemented, what key enablers would be required, and how we might leverage work already being done at Sunnybrook.
Third meeting - December 2017
At the third team meeting for this strategic direction, the group had a productive, in-depth discussion focused on preliminary goals and objectives that were developed out of several emerging themes.
Discussion around the first goal and its objectives advised that quality practices and outcomes could be advanced by showing leadership in quality practices that matter to patients, and potentially longer term-outcomes. There is also interest in adopting new measures in quality outcomes that could demonstrate local and system-wide leadership in this area.
The second goal to inform patients throughout their care journey was expanded upon to include support and communication for patients beyond in-hospital, and endeavouring to see patients and families as active, integrated participants in their care. There was also discussion around the importance of two-way communication between care team and patient/family, as well as communication between providers.
It was suggested that the third goal (‘Create new and innovative opportunities to engage patients in research and education at Sunnybrook’) could add “clinical care” in order to be more inclusive and potentially relevant to patients and their experience.
Second meeting - November 2017
At the second team meeting for this strategic direction, participants broke into sub-groups to discuss specific themes. Within each theme, strategies were considered around improving quality and the patient experience, how the theme was unique to Sunnybrook and what needs to happen to move this work forward.
Theme 1 Leading in Outcomes and Partnerships in Quality Initiatives (with patients, staff and other providers):
Extending broad goals across many departments to promote shared focus and accountability. For example, delirium prevention strategies should engage more than just the Senior Friendly team, and extend to the emergency department and other areas.
Improving partnerships with external groups. For example, Toronto EMS.
Leading in collaboratives.
Theme 2 Improving Access to Care
Demonstrating through partnerships that Sunnybrook is more than just the building, and is about relationships. For example, continuing to provide care and expertise in settings across the community by partnering with other organizations.
Theme 3 Improving Communications with Patients/Families and Amongst Care Teams
Applying a “Vital Signs” approach to the patient experience. For example, before a caregiver leaves a patient room, they can ask if there is anything else on a patient’s mind.
Providing clearer communication around MyChart and how it’s accessed.
Providing better communication around discharge and next steps for patients in their care journey.
Addressing health care worker burnout is key to supporting compassionate communication.
Theme 4 Informing New Pathways in Care through a Patient Lens
Providing patients with the big picture of their care by discussing the continuum, and not just the care being received at that moment.
Expanding on current pathways.
Theme 5 Care Providers
Implementing an original strategy to address caregiver burnout.
Holding department leaders accountable for burnout rates and how these cases are managed.
Strictly enforcing Codes of Conduct. For example, ensuring there is no tolerance for bad behaviour and gossiping, etc. in the workplace.
First meeting - October 2017
The quality and patient experience team engaged in a robust discussion about issues such as access (physical barriers, continuity of care), support (social, emotional, family friends, care team) and navigation (information and communication), which affect the overall patient experience at Sunnybrook.
Members noted that the hospital has already developed a Quality Strategic Plan, which sets out goals and objectives for improving quality. The plan was developed with extensive consultation and is currently in the implementation phase. It was felt this team should focus the development of new goals and objectives on improving the patient experience.
The team identified a need to understand the most important elements of a good experience at Sunnybrook. It also discussed the need for a digital solution to support real-time tracking of the patient experience to inform interventions.
These questions and topics will be explored at future meetings and through ongoing public, staff and partner engagement.
A few examples of where we are doing well at this now:
Patient engagement is a prominent theme in the health care system and Sunnybrook’s work in this area has been unique in involving patients in research and education activities, as well as in corporate and policy decision making. This strategic direction will aim to expand on this work and look for further opportunities to imbed patient perspective in the work of the hospital and beyond the walls of the institution.
Improving quality of care has always been a priority of this institution but the greater emphasis publicly and from provincial and national agencies on benchmarking and improvement projects, merits highlighting the hospital’s work in the many area of quality improvement.
