Education Strategic Plan 2017-2020
Education  >  Publications  >  2017-2020 Strategic Plan  >  Consultation Process and Environmental Scan
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Consultation Process and Environmental Scan

  • Broadly-inclusive consultation process was launched in September 2016 using multiple individual and group interviews (43 internal, 37 external)
    • Students: medical, nursing, Chief Residents, and health professions
    • Operations Directors, Nursing, and Health Professions Leadership
    • Department, and Program Chiefs
    • U of T Faculty of Medicine Education Leaders (Dean, UG & PG Associate Deans), Faculty of Nursing Deans (U of T, GTA Universities and Colleges)
    • External thought leaders (VPs Education in Toronto & Ottawa, Directors of the Centre for Interprofessional Education, Centre for Faculty Development, Wilson Centre, and TAHSN Simulation Centres
  • Consultation Questionnaires asked:
    • How do you perceive Sunnybrook Education?
    • Where Sunnybrook Education could make a meaningful difference?
    • What possibilities are there for collective impact and bringing our work to the next level?
  • Environmental scans focused on other TAHSN Education Strategic Plans:
    • St. Michael’s Hospital, University Health Network, Centre for Addiction and Mental Health, Mount Sinai Hospital, North York General Hospital
  • Strategic plan alignment: Review of Sunnybrook Strategic Plan (2015-2018)

Major Trends in the Healthcare Environment »

  • Rising concern about healthcare costs and the need for innovative care models to contain cost
  • Increasing expectations around patient-provider communication and patient empowerment
  • Aging population and workforce in the developed world
  • Effects of urbanization, globalization, and multiculturalism
  • Impact of new technology: as a potential cost-driver and a cost-saver
  • Increasing role of big data and precision medicine in research and clinical care
  • Need for cost-effective technology that works in all healthcare systems
  • Changing consumer values and insistence of payers for enhanced value of care
  • A strong focus on outcomes

Federal, Provincial and Local Healthcare Priorities »

  • Patients First amendment of Excellent Care for All – linking healthcare funding to improved outcomes
  • Strong focus on sustainability
  • Choosing Wisely campaign
  • Alternate level of care impacts on acute care hospitals
  • Care Closer to Home
  • New models of primary care through Health Links
  • Chronic disease management
  • Mental health and addictions
  • Focus on marginalized populations
  • Community engagement
  • Patient engagement in all aspects of healthcare

Provincial, National and International Health Education Trends »

  • Competency-based medical and health professions education
  • Interprofessional Education (IPE) integrated into interprofessional practice and clinical care
  • Workplace formative assessment
  • New health technologies requiring new trainees
  • Increased use of high and low-fidelity simulation
  • E-learning
  • Increased focus on learner wellness and hidden curriculum
  • Enhanced focus on CanMEDS Leader role