Here's What's Happening with Brampton's Hospitals

 

Brampton's health care challenges have been well documented.

In 2017, over 4,000 patients were treated in the hallways of Brampton Civic Hospital. People often waiting anywhere from 40-70 hours for a bed, were stuck on stretchers in Brampton Civic's hallways during the hospital's Code Gridlock.

Code Gridlock - basically meaning the hospital was overcrowded - was in effect for 65 days at Brampton Civic Hospital. Policy makers in Brampton and elsewhere have been calling for a third hospital to be built.

While it is uncertain if the current Ford government would acquiesce to that proposal, an existing health care facility operating in Brampton recently unveiled a long term, five year plan in order to "change the way service is delivered".

"Our new Strategic Plan will take us on a five-year journey that pushes the boundaries on innovative, bold, collaborative and sustainable change, altering the way patients access and engage the health system," said the William Osler Health System's website.

William Osler operates three facilities: Peel Memorial, Etobicoke General and Brampton Civic, servicing 1.1 million patients.William Osler's 2019 to 2024 Strategic Direction will be guided by the following:Goals include designing and implementing health care data systems to improve quality and prevent adverse outcomes, strengthen team-based capacity for continuous quality improvement and to co-design care delivery with patients and families to enhance their experience and outcomes.Goals include using data and evidence to drive value-based decision making, operating with "a mindset for continuous operational improvements," and optimizing resources.In this section, goals include empowering patients to actively manage their own health care, better understand Osler's population to help identify people at risk in needing services and creating non-traditional access points for health care programs.

William Osler also has a number of 'strategic enablers' such as:

  • People and Culture; alluding to fully utilizing Osler's employees.

  • Financial Health: reinvest in priorities, investing in capital and technology

  • Infrastructure and Information: improve the flow of information between patients and their care teams, further enhance our highly-secure information systems.

  • Innovation and Collaboration: build systems and processes, foster continuous learning by expanding skills and knowledge through observation, mentorship and inquiry, focus on capturing patient insights to stimulate learning and drive innovation and leverage progressive partnerships to advance common goals.

To read the entire William Osler strategic plan, please click here.

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