Innovative and sustainable models of care

The meeting started with a review of the strategic planning process to-date and an update on 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?

Finally, the group reflected on the strategic planning process. Members expressed general satisfaction with the process. They felt that the voice of patients and families had been incorporated well into discussions and was reflected in the draft goals and objectives arrived upon. It was agreed that there exists an opportunity to strengthen engagement for future planning cycles by involving patient and family partners as members of the strategic planning teams, while continuing to engage using the methods initiated during this round of planning.

The meeting begun with a review of the draft goals and objectives, and was followed by a discussion of some hypothetical action items.

Team members then broke into groups. Using the draft actions as a starting point and focusing on one goal and associated objectives, the breakout groups were asked to answer the following questions:

• What actions must be added, changed or deleted to achieve the objective?
• What work, if any, is already underway to support the action items?
• What are the key enablers for the action items?
• What are some measures of success?

Meeting three saw the team break into groups to take part in a visioning exercise focused around three themes:

• Access to care
• Delivering seamless care
• Population health

Teams were invited to consider a scenario seven years in the future in which Sunnybrook is achieving tremendous success in relation to these themes and asked to consider what must happen to facilitate that success. Each team presented back three bold change ideas.

The discussion at the second meeting focused on identifying the goals and objectives we can work towards to improve access to health care and to deliver seamless care with our partners across the health-care continuum – from entry into the health-care system, through different stages of care and reintegration back into the community.

To help facilitate the discussion, the group reviewed feedback from patients and families regarding their experience in transitioning to and from Sunnybrook, and discussed how the common concerns that were identified – access, information and education, and coordination of care – can be addressed through the group’s work.

The group decided it would be beneficial to clarify the specialized services we provide for patients across Ontario versus those in the local area we serve; and why the geographical boundaries that determine our local area is necessary.

The first meeting of this diverse group brought together staff from community and specialty programs, as well as our external partners.

The discussion centered around providing faster access to the right care, and delivering better, coordinated and integrated care in the community and closer to home. There was discussion about Sunnybrook's dual role in the health care system; essentially how we’re both a provider of very specialized services for patients across Ontario and also a community hospital with a local area we serve. With important external stakeholders at the table, the group also touched on how Sunnybrook’s partnerships can continue to thrive. Weaved into this discussion were great ideas about how we can provide a positive experience for our patients in every corner of the hospital, and beyond, once our specialized care is no longer needed. The group committed to opening dialogue with patients on their experience in transitioning from Sunnybrook to another hospital or the community and also speaking with our partners on areas for collaboration improvement. As a result of the diversity and size of the group, working groups may be formed for specialized care and community care.