Please review our draft goals & objectives, then post a comment at the bottom of this page or email engagement@sunnybrook.ca
Overview
Sunnybrook’s strength is its people working together in teams. This direction is about ensuring the organization’s teams are provided with every opportunity to achieve the hospital’s vision of inventing the future of health care.
Regardless of role or job function, the work of this direction will be to examine how teams can excel and have their performance become leading in their fields and work with others in the system to improve care and care delivery.
This direction will also explore how teams within Sunnybrook can work more collaboratively with system partners to improve access and delivery of patient care. In addition, this direction will examine how teams, from every corner of the institution, can achieve the research and education goals of Sunnybrook.
Draft Goals
Draft Objectives
1. Enhance high performing teams at Sunnybrook
a. Cultivate and promote a safe, diverse and creative working environment that allow teams to flourish
b. Expand team based education and infrastructure
c. Develop a performance improvement framework for teams that focuses on both performance and outcomes
2. Promote the development of Team Ontario with our partners
a. Build leadership capacity and capability at Sunnybrook to lead teams that will create a comprehensive and integrated health care system
b. Work with our partners to advance shared health system initiatives that span the continuum of care and promote integration
Follow our progress (click to read more):
Fifth meeting - March 2018
At the last final meeting for this strategic direction, the group reflected on the strategic planning journey to-date and reviewed the goals and objectives developed across all four strategic directions. The team was asked to consider and discuss research and education opportunities over the next three years, and consider how this direction can collaborate with the other directions to achieve its goals.
Finally, the group reflected on the strategic planning process. Members expressed general satisfaction with the process. They felt widespread consultation informed the team’s discussions and that engagement could be further strengthened by involving patient and family partners as members of the strategic planning teams.
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.
Based on feedback from the summit and input from key stakeholders, the goals, objectives and actions were amended to be inclusive and more patient-centred.
The team was divided into two separate groups to discuss 1) how we will go about enhancing high performing teams at Sunnybrook; and 2) how we can promote the development of ‘Team Ontario’ with our partners in the broader healthcare system.
Third meeting - December 2017
At this meeting, the group discussed steps that Sunnybrook can take to achieve high-performing teams. The co-chair led the discussion by encouraging the group to think big and bold, to ensure Sunnybrook is prepared to influence and lead in the healthcare system in the years ahead.
The group split into smaller groups to brainstorm big ideas related to four goals:
Building high performing teams
Exceptional work environment
Leadership in leading teams
Exceeding in building partnerships and working with others (Team Ontario)
Over a dozen big ideas were proposed, including:
Develop technological solutions to better integrate care across the province.
Create ‘consultative solution teams’ that can come together to rally around an issue that the organization may be facing.
Create new mentorship programs for leaders and staff.
From here, the big ideas will be refined to develop objectives for each of the four goals.
Second meeting - November 2017
At the second meeting for this strategic direction, the group first reviewed the results of last month’s online poll questions.
When people were asked, “what do you think are the most important attributes of a high-performing team?” they selected “communication,” “trust” and “respect" as the most important characteristics. In an internal poll, when staff were asked, “what makes your team great?” their answers included “respect,” “communication,” “trust,” and “shared decision-making” as the top responses. The group agreed the results of these poll questions should guide us when drafting the goals and objectives of this strategic direction.
The group acknowledged that Sunnybrook already has many high-performing teams, and that it’s important to continue building and improving upon that accomplishment. Having high-performing teams is also essential to the success of the three other strategic direction areas (personalized and precise treatments, innovative and integrated care, creating a better care experience).
Informal teams are just as important as formal teams at Sunnybrook, and the group discussed how to ensure that every staff member feels they are part of a high-performing team, regardless of their role. The group also discussed it’s important to remember that sometimes, being a leader in the area of high-performing teams means recognizing when we can learn from others, an attitude that will strengthen relationships with our external partners.
Moving forward, the group will be drafting goals and objectives that capture the importance of supporting an exceptional work environment for staff, which allows high-performing teams to continue developing naturally.
First meeting - October 2017
At the first meeting for this strategic direction, members noted that Sunnybrook's teams are foundational to the hospital's success. There was a discussion about the characteristics of a high-performing team, some of which include shared values, respect and common goals.
Members also spoke about the need to identify threats to high-performing teams. What can Sunnybrook do to prepare our teams to be resilient and flexible to face challenges in their work?
A topic for future discussions was also identified: what can Sunnybrook do to nurture its teams to help them achieve the hospital’s mission and vision? It is the people that do the work, and a solid internal foundation is required to enable our teams to achieve Sunnybrook’s strategic goals and to go beyond. Examples of where we currently do this well include the Sunnybrook Leadership Institute and the Interprofessional Showcase.
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:
National recognition as Canada’s Top 100 employers, Canada’s Top Employer for Young People, Canada’s Top Family Friendly Employer
Sunnybrook Leadership Institute
Strong team and multi-disciplinary culture of working together
Why this direction?
Sunnybrook is nothing without its people. Competition for human resources in health care is staggering and without the ability to attract and retain people to work in high performing teams, the hospital will be unable to achieve its mission and vision or implement its strategic plan.
This direction is about ensuring teams understand the organizational expectation to perform at a high level and to ensure they are recognized for their efforts. Emphasis in this direction will be placed on how to get the most out of teamwork to achieve goals and objectives as set out in the plan and defined for each area of the organization.
