Context for the 2021-2025 Strategic Plan
At its core, our 2025 Strategic Plan stays true to the four Strategic Directions that have propelled Sunnybrook forward but with emphasis on new objectives that will sustain our momentum in a changing world.
Our plan will address key themes including, but not limited to the value of partnerships and integrated care delivery; harnessing digital and virtual health care; and addressing staff wellness and burnout. Our plan maps out a clear path forward to embrace opportunities while being highly attuned to risks and the fiscal reality of the health care system we operate in.
Our Headwinds & Risks
As we look ahead, we face numerous environmental factors, challenges and risks that must be addressed.
Increasing volumes and aging demographic
We serve an increasingly complex population in North Toronto. The majority of our population growth is occurring in the 60+ demographic. We also anticipate a significant impact from the new Eglinton transit line and high-rise condominiums being developed in the heart of our community.
Uncertain growth in resources
The pandemic has had a substantial impact on hospital operations. We anticipate continued financial uncertainty and increasing periods of provincial fiscal restraint.
Aging and constrained infrastructure
There is no shortage of development on our campuses, with over 40 pre-construction and construction capital projects in progress. While this development is important and exciting to our future, there is a significant portion of our sites that are in need of renewal and redevelopment. In many cases, our patient care areas date back to when Sunnybrook first opened.
Social justice
While we care for 1.3 million patients a year, there are many more who are challenged to access care in a timely and equitable manner. It is important for the hospital to better understand this and create strategies for overcoming barriers to care. This starts with data collection and analytics that lead to action to ensure equitable care delivery.
Health human resource challenges
People are our most important asset, and we must build a pipeline that addresses the ongoing staff shortages in the health care industry. In addition, we must emphasize and act on building a more diverse and inclusive workforce across all levels of the hospital.
COVID-19
The pandemic exposed weaknesses in our health care system and created increasing wait lists for deferred care. However it has also led to unprecedented levels of collaboration and partnership, allowing us to embrace technology and helping us pivot to new and innovative models of care.
