Health System Transformation


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Health System Transformation

  1. 1. Health System TransformationWhat does it mean for our community?
  2. 2. Changes are necessary to sustain the healthcare system financially, and to make it more responsive to the patients we serve.
  3. 3. Action Plan for Health Care
  4. 4. We’re not as healthy as we could be More than 50% of adults and about 20% of youth are overweight Obesity has a direct effect on the rate of type 2 diabetes Diabetes costs Ontario $4.9 billion each year
  5. 5. We’re taking avoidable trips to the Emergency Department  In 2010-11, over 271,000 ED visits were made to Ontario hospitals that could have been treated in alternative primary care settings
  6. 6. We’re returning to the hospital for follow-up care when we could be receiving it at home When patients leave the hospital and don’t receive the right care at home, they may end up being re- admitted to hospital In 2009, there were 140,000 instances of patients readmitted to hospital in Ontario within 30 days of their original discharge
  7. 7. We’re having difficulty navigating the system and we’re falling through the cracks We need a patient-centred system that has better integrated health providers such as family health care, community care, hospitals and long-term care, that moves patients seamlessly from one care setting to another
  8. 8. Demographics & Fiscal Challenges Our population is aging— the number of seniors living in Ontario will double over the next 20 years The cost of care for seniors is 3 times higher than for the average person
  9. 9. Demographics & Fiscal Challenges  Health spending consumes 42 cents of every dollar spent on provincial programs  Without significant transformation, that cost could rise to 70% of the provincial budget within 12 years
  10. 10. “The role of the acute-care hospital is vital—but their role should be limited to what can only be done in an acute-care hospital.” —Health Minister Deb MatthewsSource: National Post, January 30, 2012
  11. 11. “There are routine procedures currently conducted in hospital that could be performed in the community at the same high quality standard (if not better) and at less cost.”—Ontario’s Action Plan For Health Care
  12. 12. “We will shift more procedures out of hospital and into non-profit community-based clinics.”—Ontario’s Action Plan for Health Care
  13. 13. What does the future look like? Hospitals will begin to specialize and focus on what they do best; not all hospitals will do all things Hospitals will stop doing some things because of cost and/or quality
  14. 14. What does the future look like? Some services, such as non- complex surgical procedures or services such as diabetes education, may be moved into community settings Consolidations or integrations may become necessary, and more common, across the province as hospitals look to find cost efficiencies
  15. 15. What does it mean for TSH? We have successfully balanced our operating budget for the past four years, but require $17 million in 2013-14 to: ▫ Balance our budget ▫ Continue to address cash flow issues ▫ Ensure we invest adequately in equipment, systems, buildings and priority areas
  16. 16. What does it mean for TSH? Strategic Plan Refresh will reevaluate the scope and sizing of our programs and services Refreshing our strategic and clinical action plans will be done in consultation with our community stakeholders
  17. 17. How we are Informing & EducatingEXTERNAL community Blog posts about groups/elected officials healthcare reform • Linked via e-newsletter,INTERNAL Facebook, Twitter and website  Town Hall meetings with staff/physicians Website announcement of Strategic Plan Refresh  Newsletters Media  Intranet relations&ads(English&Ch inese) Meetings with
  18. 18. Status Quo is not an option History teaches us that failure to transform could result in: • Operating budget deficits • Loss of autonomy over our own programs if the LHIN decides to relocate programs or services, or to alter our volumes • Diminished reputation • Forced consolidations, integrations or mergers • Site closures
  19. 19. Opportunities Quality-based funding Chronic Disease Management Create a strong, vital role for both campuses Expanding the role of many professions (pharmacists, nurses, occupational therapists, physiotherapists) TSH is a two-sited hospital, and opportunities exist to find efficiencies within our own organization
  20. 20. Committed to our Community• All Scarborough MPPs • TSH Volunteer Interpreters• Chinese Family Services • Scarborough Support Services• Warden Woods Community • CE LHIN Scarborough-Agincourt-Rouge• Lay Spiritual Caregivers Collaborative• Agincourt Community Services • CE LHIN Scarborough Cliffs Centre• Scarborough Community Council Collaborative• St. Paul’s L’Amoreaux • Momiji Health Care Society• TSH Volunteers • Tropicana Community Services• Carefirst Chinese Services • Yee Hong Centre• Probus Clubs • South Asian Family Support Services• Rotary Clubs • Scarborough Centre for Healthy• Lions Clubs Communities• Islamic Foundation of Toronto • Catholic Cross-Cultural Services• TAIBU Community Centre • Transcare Community Services• Aisling Discoveries • Polycultural Community Services• Settlement Assistance and Family • Centre for Information and Community Support Services Services• East Scarborough Storefront
  21. 21. Questions?