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Serving and Engaging Society

FOCUS AREA 6

Catalyzing Systems Change to Improve Health Outcomes

PRIORITY INITIATIVE 6.1
Take Stock
EXECUTIVE SPONSOR
Darrell White

 

PROJECT LEAD(S)
Diane Gorsky, Rob, Boulay, David Petrie, Andrew Lynk, Geoff Maksym, Nik Morgunov, David Bell
RELATIONSHIP TO OTHER PRIORITY INITIATIVES
2.1; 4.1 & 4.2 ; 5.1 & 5.2; 6.2 & 6.3; 7.2

DESCRIPTION

This speaks to the Faculty of Medicine’s societal role and the importance of giving back to our community.  Historically, our high-quality graduates and researchers as individuals have demonstrated the School’s relevance and value.  By this strategy, we intend to augment that impact by working with key community partners to influence health and societal systems for change.  We believe that this Strategy will help address health system issues that could not otherwise be addressed.

The overall goal is to be a valuable agent of socially responsible change for Maritime health systems.  This aspect of our Strategy will see us discover what is already happening as a minimum, in the FoM that is contributing to systems change.  We will have key terms and concepts defined, described, explained and contextualized; prospective system performance metrics that help measure whether the positive changes we catalyze outweigh the negative; and energized groups of Faculty, Staff and Learners who want to create change in health systems.  We will also have a better understanding of what system issues fall into the sphere of medicine vs. the spheres and competencies of others.

THE PATH AS WE SEE IT

  1. Identify, celebrate and learn from what Learners, Faculty and Staff are already doing as agents of change for Maritime health systems and global initiatives. (Year 1)
  2. De-mystify concepts and language (i.e. define, describe, explain and contextualize key terms and concepts, including prospective metrics.     (Year 1)
  3. Build case studies around those already leading system change, to facilitate dialogue that helps to formulate the problem and define key terms and concepts. (Year 1)
  4. Iterate and add input from other FoM Focus Areas as it becomes available. (Years 2 -4)
PRIORITY INITIATIVE 6.2
Partner & Challenge the Status Quo
EXECUTIVE SPONSOR
Darrell White

 

PROJECT LEAD(S)
Diane Gorsky, Rob, Boulay, David Petrie, Andrew Lynk, Geoff Maksym, Nik Morgunov, David Bell
RELATIONSHIP TO OTHER PRIORITY INITIATIVES
6.3; 7.1

DESCRIPTION

This speaks to the Faculty of Medicine’s societal role and the importance of giving back to our community.  Historically, our high-quality graduates and researchers as individuals have demonstrated the School’s relevance and value.  By this strategy, we intend to augment that impact by working with key community partners to influence health and societal systems for change.  We believe that this Strategy will help address health system issues that could not otherwise be addressed.

This aspect of our Strategy will build new and expand on existing partnerships across jurisdictions, communities, organizations, faculties and disciplines.  As partners, we will help decision makers in governments and health authorities for example, identify system and health outcomes for targeted improvement.  This Strategy will yield partnerships at the systems level that are authentic, sustainable and built on mutual trust.  Those relationships will help enrich the evidence/ academic rigor that is brought to system decisions and innovations.

THE PATH AS WE SEE IT

  1. We will consider hosting or co-hosting conversations with potential partners around a question like:  “How can we change and evolve our education and research to support systems change efforts?”  (Year 1)
  2. We will agree with partners on a priority-setting approach that:  Merges system-level knowledge of unmet health needs and needs identified through community engagement (e.g. using a micro-research-based method); and delivers realistic, measurable, and timely system and health outcomes as priorities. These steps will be taken with some rigour, peer review, and intentions around systematic learning about systems science and improving patient/population outcomes.  We will jointly develop and adopt systematic means to monitor progress and learn how to incentivize the kinds of partnerships we want to see. (Year 1)
  3. There will be a catalogue of expertise (FoM and other); individuals, groups, organizations that can be tapped to help solve system problems.  (Year 1)
  4. We will consider building creative spaces that are safe and inclusive.  e.g. a Systems Change ‘Incubator’ where faculty, learners and organizational/systems partners collaborate on shared outcomes. (Years 2 -4)
  5. Pertinent results will be measured from both sides of the ledger to learn which changes are worthwhile, which are harmful, and which are a waste of time and effort. (Years 2 -4)
PRIORITY INITIATIVE 6.3
Enhance our own capacity
EXECUTIVE SPONSOR
Darrell White

 

PROJECT LEAD(S)
Diane Gorsky, Rob, Boulay, David Petrie, Andrew Lynk, Geoff Maksym, Nik Morgunov, David Bell
RELATIONSHIP TO OTHER PRIORITY INITIATIVES
6.1, 6.2; 7.1 & 7.2

DESCRIPTION

This speaks to the Faculty of Medicine’s societal role and the importance of giving back to our community.  Historically, our high-quality graduates and researchers as individuals have demonstrated the School’s relevance and value.  By this strategy, we intend to augment that impact by working with key community partners to influence health and societal systems for change.  We believe that this Strategy will help address health system issues that could not otherwise be addressed.

This Priority Initiative will ensure that we have the internal capacity and capabilities to deliver on that commitment.  It will see that:  our physicians, scientists and staff have the opportunity to acquire skills to be effective leaders at the systems level; Faculty-wide we develop, organize and integrate relevant learning opportunities across the educational continuum; and that we introduce and gain recognition for formal training in systems change.

The result should be cadres of experts in the field of improvement science and on the implications of complexity science/ complex adaptive systems for health systems change/transformation.

THE PATH AS WE SEE IT

  1. We will discover what other faculties have done to build system innovation into the education continuum, and then develop performance metrics that help measure the extent to which our capacity is changing. (Year 1)
  2. We will explore pragmatic ways to change how this work is valued within the FoM (e.g. align promotions criteria for all faculty). (Year 1)
  3. Monitor, analyze and report on progress. (Years 2 -4)

FOCUS AREA 7

Partnering with Communities for Improved Health Outcomes

PRIORITY INITIATIVE 7.1
Get Beyond Concepts
EXECUTIVE SPONSOR
Darrell White

 

PROJECT LEAD(S)
Joanne MacDonald,  Wendy Stewart, Shawna O’Hearn, Christy Simpson, Greg Archibald, Romesh Shukla
RELATIONSHIP TO OTHER PRIORITY INITIATIVES
2.1; 4.1 & 4.2 ; 5.1 & 5.2; 6.1, 6.2 & 6.3; 7.2

DESCRIPTION

This speaks to the Faculty of Medicine’s societal role and the importance of giving back to our community.  Historically, our high-quality graduates and researchers as individuals have demonstrated the School’s relevance and value.  By this strategy, we intend to augment that impact by working with key community partners to influence health and societal systems for change.  We believe that this Strategy will help address health system issues that could not otherwise be addressed.

The overall goal is to see equitable health outcomes for diverse populations with under-represented voices in health systems.  This will see us getting beyond concepts to take stock and build on strengths.  We will identify, learn from and celebrate communities as well as what learners, faculty and staff are already doing.  We will partner for improvement, adding to and expanding existing collaborative relationships at a community level.

THE PATH AS WE SEE IT

  1. Take stock and build on strengths.

    We will clearly formulate the ‘engage and serve’ problem/opportunity, with key terms and concepts defined, explained and contextualized.  We will learn from established tools (e.g. the Holland Matrix, IPE2) re: how to assess the Faculty’s current and future capacity for community engagement.

    Dal-specific tools will be developed for assessing:  Changes in FoM community engagement capacity and the impacts on equity of health outcomes as a result of collaborative work. (Year 1)

  2. Partner for Improvement

    We will identify partners with which to work on health outcomes.  There will be creative collaborative spaces that are safe, productive and inclusive …  e.g. a Systems Change ‘Incubator’.  We will design and test new ways of doing our part:  Learning across the education continuum; considering how to make our research more accessible and understandable; and focusing some mandatory, undergrad RIM projects on areas pertinent to engaging and serving society. (Yrs 2 -4)

    In all 3 Maritime provinces we’ll show whether our work with others has resulted in equity of:

    health outcomes that benefit diverse populations whose uniqueness is understood and central to the successes; are sustainable because they balance the mutual interests of the partners; and that involve decisions and innovations catalyzed or informed by evidence/ academic rigor.

    We’ll check the potential for this approach to be used more broadly (i.e. to achieve evidence-based, equitable health outcomes beyond the populations studied). (Year 5)
PRIORITY INITIATIVE 7.2
Enhance our own Capacity to Partner for Improved Health Outcomes
EXECUTIVE SPONSOR
Darrell White

 

PROJECT LEAD(S)
Joanne MacDonald,  Wendy Stewart, Shawna O’Hearn, Christy Simpson, Greg Archibald, Romesh Shukla
RELATIONSHIP TO OTHER PRIORITY INITIATIVES
6.3; 7.1

DESCRIPTION

This speaks to the Faculty of Medicine’s societal role and the importance of giving back to our community.  Historically, our high-quality graduates and researchers as individuals have demonstrated the School’s relevance and value.  By this strategy, we intend to augment that impact by working with key community partners to influence health and societal systems for change.  We believe that this Strategy will help address health system issues that could not otherwise be addressed.

This aspect of our Strategy supports Priority Initiative 7.1 and our desire to see equitable health outcomes for diverse populations with under-represented voices in health systems.  It enhances our capacity for the work by shifting the Faculty of Medicine culture to receive the planned changes, clarifying roles and responsibilities, and establishing accountability for results under this Focus Area.

THE PATH AS WE SEE IT

  1. Begin to shift the Faculty of Medicine culture

    Faculty-wide, we will facilitate relevant learning across the educational continuum helping physicians to better engage with marginalized communities.
    Community partners will be valued and respected in relationships in pragmatic ways (e.g. by providing relevant training; offering compensation for contributions; working to help them feel safe and valued for their contributions; following through on and aligning with ‘The Belong Report’). (Years 1 & 2)
  2.  Clarify roles and responsibilities, and establish accountability

    We will formally recognize that activities and expectations designed to shift the culture are core to the Mission by, for example:  by designating an Associate Dean to be responsible for this Focus Area, if only for 5 years, to get it well grounded; and requiring annual Departmental reports to speak to results in this Focus Area. (Years 2- 5)