Health System Transformation

Health System Transformation

What does it mean for our community?

Changes are necessary to sustain the healthcare system financially, and to make it more responsive

to the patients we serve.

Action Plan for Health Care

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

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

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

We’re having difficulty navigatingthe 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

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

Demographics & Fiscal Challenges

Health spending consumes42 cents of every dollar spent on provincial programs

Without significant transformation, that cost could rise to 70% of the provincial budget within 12 years

“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 Matthews

Source: National Post, January 30, 2012

“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

“We will shift more procedures out of hospital and into non-profit community-based clinics.”—Ontario’s Action Plan for Health Care

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

What does the future look like?

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

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

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

How we are Informing & Educating

EXTERNAL Blog posts about

healthcare reform• Linked via e-newsletter,

Facebook, Twitter and website

Website announcement of Strategic Plan Refresh

Media relations&ads(English&Chinese)

Meetings with community groups/elected officials

INTERNAL Town Hall meetings with

staff/physicians Newsletters Intranet

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

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

Committed to our Community• All Scarborough MPPs• Chinese Family Services• Warden Woods Community• Lay Spiritual Caregivers • Agincourt Community Services• Scarborough Community Council• St. Paul’s L’Amoreaux• TSH Volunteers• Carefirst Chinese Services• Probus Clubs• Rotary Clubs• Lions Clubs• Islamic Foundation of Toronto• TAIBU Community Centre• Aisling Discoveries• Settlement Assistance and Family

Support Services• East Scarborough Storefront

• TSH Volunteer Interpreters• Scarborough Support Services• CE LHIN Scarborough-Agincourt-Rouge

Collaborative• CE LHIN Scarborough Cliffs Centre

Collaborative• Momiji Health Care Society• Tropicana Community Services• Yee Hong Centre• South Asian Family Support Services• Scarborough Centre for Healthy

Communities• Catholic Cross-Cultural Services• Transcare Community Services• Polycultural Community Services• Centre for Information and Community

Services

Questions?