The Caritas Mission Statement reflects the idea that medicine is beyond solely addressing physical needs, but should enrich the mind and nurture the soul as well. Practically, it suggests that patients are not merely a disease, but are people first who have a disease process second. It is indeed an altruistic thought-one that should embody our nation's health delivery services - but is it actually employed on the wards? The answer for the CTU A team is a resounding yes.

On several occasions these physicians have embraced hysterically sobbing families at the loss of a loved one, comfortably and gently held the hand of a crying patient while breaking bad news and halted morning rounds for over an hour for an impromptu family conference. Never was a back turned on a question, nor were difficult patients treated with disrespect. Most importantly, the staff empowered their patients with their daily decision making, by educating them on the status of their illness and guiding them with recommendations. The mission statement, in other words, was best summarized by a now familiar comment-"If this patient was my mother (or father) I would want"

Secondly, perhaps my previous pre-medical school experiences make me somewhat biased to the importance of a team approach, but nevertheless, throughout the eight weeks I critically observed the interplay of this team. The current system entails an intense and sole one week leadership of the wards, followed by a handing over of the responsibility on the Friday. Hence, the most critical potential problem would obviously be-"Would there be a continuity of care for the patients?"

 

Logistically, this would be difficult to provide, but again I was overwhelmed with the zeal and perseverance that was demonstrated. Although the official sign over was on Friday, we would see the new leader as early as Thursday morning looking over charts, and becoming acquainted with their new patients. Consequently, by Friday morning, our new leader knew the patient's history remarkably well and the plan that was being developed. What became equally impressive were the casual comments that were made in passing about the other team members. One may expect that with a stressful patient load surpassing 30 at times, coupled with an intense week of 1 in 2 call, that the odd negative comment may arise. However, regardless of the circumstance, every comment directed towards a colleague on the team was one of edification, and honest professionalism. This is truly very significant in lieu of differing philosophies and different management approaches. Perhaps part of this observation is rooted in the tremendous medical competency of the team. I was amazed at how well read and current each member was, often citing literature that was published only days ago. In keeping the tremendous breadth of internal medicine in perspective, I recognize the ongoing effort that this involves.

In conclusion, if the strength of a team is as strong as its weakest relationship, the CTU A team really has a healthy perspective... I cannot overemphasize the tremendous amount of respect I have for Drs. Hrynchyshyn, MacDonald, Rouget, Simpson, and Wirzba. I am certain that I am only affirming what your hospital is well aware of, and hope for the community's fortune that they remain together for years to come.