Priorities

Strategic Pillars

Health Equity

Governance

 

Living Healthy in Congregate Care

Digital/Virtual Care

Engagement

 

  • Adopt a commitment to health equity signed off by all partners in the GHHN.
  • Adopt a health equity framework that will guide the work of the GHHN to meet the needs of the populations and communities we serve.
  • Strengthen the core GHHN governance structure by defining roles, memberships. and councils.
  • Incorporate the broader GHHN.
  • Unify the primary care sector by developing a primary care governance structure.
  • Create interconnected systems of support for those living in congregate care.
  • Year 1: focus on 4 streams of work: women’s homelessness, residential care facilities, retirement homes and long-term care homes.
  • Expand patient and provider access to virtual care technologies.
  • Improve information sharing amongst patients and providers.
  • Design virtual care programs that improve efficiency, experiences and population health outcomes.
  • Develop Declaration of Patient Values.
  • Develop an Engagement Strategy.
  • Develop Engagement Models.
  • Develop an online platform for broader community engagement.
  • Ongoing engagement with Patients, Families and Care Partners.

Strategic Pillars

Health Equity

Governance

  • Adopt a commitment to health equity signed off by all partners in the GHHN.
  • Adopt a health equity framework that will guide the work of the GHHN to meet the needs of the populations and communities we serve.
  • Strengthen the core GHHN governance structure by defining roles, memberships. and councils.
  • Incorporate the broader GHHN.
  • Unify the primary care sector by developing a primary care governance structure.

Living Healthy in Congregate Care

Digital/Virtual Care

  • Create interconnected systems of support for those living in congregate care.
  • Year 1: focus on 4 streams of work: women’s homelessness, residential care facilities, retirement homes and long-term care homes.
  • Expand patient and provider access to virtual care technologies.
  • Improve information sharing amongst patients and providers.
  • Design virtual care programs that improve efficiency, experiences and population health outcomes.

Engagement

  • Develop Declaration of Patient Values.
  • Develop an Engagement Strategy.
  • Develop Engagement Models.
  • Develop an online platform for broader community engagement.
  • Ongoing engagement with Patients, Families and Care Partners.

Health Equity

Health equity is the absence of unfair systems and policies that cause health inequalities. It is the ability for all people to reach their full health potential and receive fair and appropriate care.

At the GHHN we work to provide an equitable and seamless continuum of care that actively improves population health while meeting the individual needs of the community.

The GHHN’s Health Equity Framework aligns with Ontario Health’s Equity, Diversity, Inclusion and Anti-Racism Framework, with an additional focus on anti-oppression and broadening the focus to include additional groups.

In January 2021, the Greater Hamilton Health Network began the development of a health equity framework that would serve as a guide on issues of equity as well as a complement to the governance report by Ernst and Young. The mandate of the work was to develop a framework and action plan in three specific areas:

  1. Delivering care to patients from a lens of health equity;
  2. The operations of the GHHN staff team (the Project Management Office);
  3. The governance and corporate culture of the GHHN.

To guide the implementation of this work, the GHHN will align our work with Ontario Health by adopting the Ontario Health Equity Framework and adding the commitment to address oppression in all its forms.

If you would like to receive the full report please email info@ghhn.ca

Governance

Governance refers to structures and processes that are designed to ensure accountability, transparency, responsiveness, equity and inclusiveness, empowerment, and broad-based participation.

The GHHN Partnership Council is guided by its Collective Decision Making Agreement.

The Executive Council of the GHHN is made up of the senior leaders of:

  • The Hamilton Family Health Team
  • McMaster Family Health Team
  • Hamilton Health Sciences Corporation
  • St. Joseph’s Health Care
  • City of Hamilton
  • Thrive Groups
  • 2 Patient Advisors

Living Healthy in Congregate Care

Living healthy in our community and aging in place is a main priority for the GHHN. Creating a system of support in our congregate settings is more important than ever. This work is grounded in the following principles:

  • Building partnerships amongst stakeholders, providers, patients and those with living experiences
  • Address virtual care inequities
  • Wrap care around where people live
  • Improve system navigation
  • Build capacity in the community
  • Improve the quality of life of those living in congregate care
  • Embed a health equity lens

We are also working to ensure our congregate care work is aligned to ministry priorities and the learnings of Covid-19. The four streams of work under our Living Healthy in Congregate Care Strategy are:

  • Women’s Homelessness
  • Residential Care Facilities
  • Retirement Homes
  • Long-Term Care Homes

To learn more about the GHHN Long Term Care Collaborative please click here.

Digital/Virtual Care

Digital/ Virtual Care

The Digital Health Secretariat of the Greater Hamilton Health Network (GHHN) is a secretariat committee made up of individuals from GHHN member organizations, contracted service providers who currently provide services to focus populations (including front-line staff, clinicians, physicians), and patient participants who are responsible for supporting the GHHN in achieving Year 1 goals.

 

Year 1 Greater Hamilton Health Network Goals:

Digital Health Secretariat (as of September 2020)

  • 2 to 5% of Year 1 HHT patients who received care from the GHHN will have a virtual encounter (virtual care);
  • 10 to 15% of Year 1 GHHN patients will be provided with digital access to their health information through increased awareness and access to MyChart;
  • Integrated Decision Support (IDS) will be expanded to support performance improvement and drive quality across members of the GHHN;
  • GHHN members (primary care, acute) will digitally share information across providers through eReferral;
  • Access to ClinicalConnect will be provided for eligible partners to enable providers to access and share patient information across the GHHN and address barriers to improve usability; and
  • Enable the digital sharing of information across providers and sectors to support patients through piloting Secure Messaging (SM) to COVID-19 and highest-need GHHN patient populations.

Roles & Responsibilities

  • Oversee development of the Secretariat’s work plan to achieve Year 1 goals;
  • Identify anticipated outcomes for patients/clients, family, caregivers, providers, and health system;
  • Develop a process for monitoring care/service delivery progress and patient, client, family, caregiver, and provider satisfaction;
  • Identify additional GHHN members, collaborators, providers to ensure full continuum of care and ability to meet demand for services;
  • Identify and communicate barriers at local, regional, and provincial levels; and
  • Collaborate with the GHHN Executive Council, GHHN Partnership Council, and other GHHN Secretariats to ensure alignment and promotion of Digital Health initiatives in the development of the GHHN Year 1 work plans across all Secretariats.

Engagement

Engagement is an ongoing process that meaningfully engages patients, families, and care partners as active partners and decision makers in their own care, and at the organizational and system levels. The GHHN is engaging patients, families, and care partners, community organizations, the community and primary care to co-design and transform health care in the Greater Hamilton area.

In Year 1 the GHHN is working with Patients, Families and Care Partners to:

  • Develop a Declaration of Patient Values
  • Develop an Engagement Strategy
  • Develop Engagement Models
  • Hold an open call for positions
  • Develop an online platform for broader community engagement
  • Ongoing engagement with Patients, Families and Care Partners to co-design health care at the individual, organizational and system levels

Contact Us

We look forward to connecting with you!