St. Michael’s Hospital Strategic Plan 2015-18


If someone were to ask me, “What’s
this plan about?” So, you could say it’s about two things. It’s very patient centric. So we spend of an awful lot of time talking about our patients and our priorities for patients. And it’s also about So we spend of an awful lot of time talking about our patients and our priorities for patients. And it’s also about the issues around the patients, their needs
you know have gone up, their expectations at the same time have
gone up, their complexities have gone up. They’re getting older. But at the same time, money’s not going up. There is no new
money. We haven’t had our base budget increase in years, money’s not going up. There is no new
money. We haven’t had our base budget increase in years, and we’re not going to have one — we didn’t have one this year, we’re not going to have one next year, and I would bet we’re not going to have one the year after. So sustainability, next year, and I would bet we’re not going to have one the year after. So sustainability, in the context of this, is an
issue. So this plan, I believe, deals with these two things, in the context of this, is an
issue. So this plan, I believe, deals with these two things, which I think are important challenges
going forward in the future. We have a new vision. And the vision statement is “world leadership in urban
health.” So an area that will be an early focus —
in fact, an area we’re already working on comprehensively — is looking at
transitions of care. This is how patients move from
providers of health care, or move from organizations as they go through their health care journey. And as an initial strategy, we’re going
to focus on the integration of specialty care services at the hospital with our
family health team. We need to keep the patient and family experience at the centre of what we do. We need to include the patient’s voice and perspective as we make decisions
about how we’re going to move forward. Ultimately, we want to be not just a
community-based urban health centre, but we also want to
be a leader in community engagement. What we can do is we can leverage the expertise with
the follow-up and the knowledge that we have to design
new systems of care for people that experience
severe and multiple disadvantage, people with mental illnesses or addictions,
vulnerable seniors, people that face other challenges
related to the social determinants of health people that face other challenges
related to the social determinants of health like poverty, homelessness or legal
issues, social exclusion for whatever reason. To
do that, we need to start working somewhat differently. social exclusion for whatever reason. To
do that, we need to start working somewhat differently. As was said before, we need to look at
integrating not only mental illness with addictions, but mental health with the rest of health and hospital and
communities — and not just the long-term continuum of health care, but bringing
other sectors and resources that go along continuum of health care, but bringing
other sectors and resources that go along with shaping one’s experience and life, and quality of life. with shaping one’s experience and life, and quality of life. When most people think about critical illness, they actually think
about what goes on in the critical care units. critical illness, they actually think
about what goes on in the critical care units. But I can tell you that here at St.
Michael’s Hospital it’s way beyond that. Critical care and
critical illness start before and on the way to the
hospital and throughout the entire hospital stay.
So it consists of multi-system trauma, cardiac arrest,
complex heart disease, shock, neurological emergencies. All of
these are part of managing patients who have critical
illness. We accept patients from across the province, managing patients who have critical
illness. We accept patients from across the province, or from outside of the province — who are actually the sickest in the province — and care for them here. or from outside of the province — who are actually the sickest in the province — and care for them here. By working internally with our community
partners to provide seamless transition from the
community through our Emergency Department into
our hospitals and out of the hospitals to
rehabilitation. A key to this includes the integration of
translational research and advanced-state education to keep the
focus on patient care improving patient
outcomes. So obviously the new patient tower is going to be
critical in this, and with the juxtaposition with the research centre
across the road we’ll not only be able to care well, but bring new care to our patients. And I believe that all of this sets us up to be the premier critical care hospital in the country. I
think this is exciting because I think it really does critical care hospital in the country. I
think this is exciting because I think it really does in fact build on what we already are, and
it is something we can absolutely own. If you argue that Toronto is the
largest urban centre in Canada, then we are THE urban hospital in Toronto, no question. then we are THE urban hospital in Toronto, no question. then we are THE urban hospital in Toronto, no question.

Leave a Reply

Your email address will not be published. Required fields are marked *