Setting Our Course for the Future July 2012 Why We Need a Strategy • On November 30th of last year, The Credit Valley Hospital and Trillium Health Centre merged with the vision of creating a new organization that will provide the best quality patient care for our communities. • We recognized that by bringing together two great hospitals, we could do more for our community. • Now we are turning to the very exciting and critically important work of bringing alive the vision of care behind the merge. • We need to be crystal clear about our purpose. • We need to deeply understand the needs of patients. • We need to ask ourselves: • Given our size, our combined talents and resources -- and the needs of our community - what is the role we want to play in health care in Ontario – the unique role that we, and only we, can play? • These are important discussions that will help determine our strategy and our priorities over the next 3 years, 5 years and longer. Our Starting Point Emergency: 228,113 visits Inpatient: 52,603 discharges Outpatient: 566,717 visits Medical Training: 108 medical trainees 683 other medical trainees Research: 271 studies Today we are one of the busiest hospitals in the province Consider the Environment Our environment Restructuring Increased Demand & Acuity Fewer Resources (HR, $) Dramatic population growth – 1.15M to 1.8M by 2035 2.3% GDP growth expected to rise slowly 0-2% funding increases – down from 6.1% 175% increase in seniors, 50% increase in children by 2035 30% of nurses due to retire in the next 5 years Demand on our services will grow in the coming years. We’re seeing massive changes in society and in government, and resources are shrinking. Potential Directions Emerging themes in Canadian healthcare: A. Integrated health care and improved population health B. Research and education C. Delivering exceptional quality care through new means OUR OPPORTUNITY: A NEW KIND OF HEALTHCARE • We need to think differently about how we deliver services so that we can continue to improve the quality of care in a challenging environment. • We need to work together with other health care providers and our community to provide a continuum of care for every resident of our community over their full lifetime. What We Have to Offer Our strategic advantage: Effective and engaged people High quality, lowest cost Critical mass and economies of scale Geography and diversity New incentives and partnerships Patient-based funding incentives Quality and efficiency Largest clinical footprint Adaptable structures and processes, and engaged people Serving a diverse community between Toronto and Hamilton New role for primary care in the regional health system Academic affiliation with UTM “I firmly believe we have the talent and knowledge and passion to also play a broader role within the system – to act as an innovator and a catalyst for change” – Michelle DiEmanuele, CEO How We Are Seeking Input • Online survey • Telephone Town Hall • Discussion groups with staff and volunteers • Information booths at all three hospital sites • “Street” interviews with patients, families and visitors at the hospital • Patient interviews • Meetings with LHIN, community agencies, health partners