Thank you very much.
Again, I concur that this was a really helpful beginning, but it's also confounding in terms of how we actually do this chicken-and-egg thing of whether we are going to change the way we do things or we are going to decide we need doctor-patient ratios and nurse-patient ratios in the same old way of doing things, regardless of OECD numbers or all of that. If we actually decide to change and work on teams, how could it look different?
I would love to hear from Dr. Beaudet. Is it possible to keep up in medicine or in nursing if you're not teaching? The most important thing that happens to all of us is having some whippersnapper say, “How come you're still doing this, and why aren't you doing that?”
If you were dreaming in technicolor about what this would look like in terms of collaborative care that was truly patient-centred, where we were always doing evidence-based practice or practice-based evidence, what would it look like, and would we still be talking about scopes of practice? Because it's very different in Nunavut from what it is in downtown Toronto. I think the new phrase “core competencies” means that if you're on a team, some people are going to have a little bit better knowledge of this or that or whatever.
From the Alberta bone and joint to some of the community health centres, to some of the things that are really best practices, should we be doing our work based on skating to where the puck's going to be, or do we do the work that also needs to be done but focus on foreign trade in medical drugs, more slots, and more training?
For a comprehensive approach to HHR, I guess I want to know how you would have organized our study if you were actually going to get to write the report.