MBCHC Hub Strategic Plan 2015-2019
I. MBCHC Efficiency and Effectiveness
A. Strategic Objectives / B. Internal Activities1. Enhance communication within the health centre, the community of Ignace and with partner organizations. / a.)Foster a cohesive and integrated
team within the organization
b.) Develop improved lines of communication
within the health centre team, the community of Ignace and with partner organizations
c. ) Provide regular QIP and staff reports
2. Attract, retain and develop skilled employees / a.)Use online advertising.
b.)Partner with the Dryden Regional Health Centre`s recruitment initiatives
c)Strengthen and ensure access for training
and development through knowledge
development strategies.
d) Support staff members in personal development skill training
3. Continue to improve access, quality
and safety / b.)Evaluate programs and analyze attendance at existing programs to ensure proactive approaches to new/refreshed program offers
c.)Provide holistic, proactive and reactive
person centred care and support
4. Monitor trends and gaps in service, within the
context of the model of health and wellbeing and health equity. / a.) Participate in regional and provincial
surveys to gather knowledge about
health and wellbeing and health equity within the community/region
b.) Advocate for supportive housing for seniors to remain independent in
the local community, and provide primary care services at home in their homes as appropriate
c.) Assess health care transportation needs for
our clients and work toward public
transportation system with the municipality and the private sector
d) Explore opportunity for meals on wheels program within community
5. Champion evidence based and innovative
practices which consider diversity and health equity. / a.)Strengthen competencies and capacity to
ensure culturally relevant services and
supports
b.)Include a focus on family health through
family wellness programs
c.)Implement best practices to improve patient
care
6. Expand the use of technology to
reduce barriers and increase service
access / a.)Develop use of social media to
improve communications with
clients and community
b.)Monitor and advance the use of
e-health initiatives such as OTN
home based care
c) Implement PS Suites Software to replace existing Nightingale
d) Develop and implement public website
7. Continue to develop and promote service and
program improvements and efficiencies through
quality processes / a.)Complete regular community client satisfaction and client experience surveys
b.) Gather knowledge acquired in client satisfaction surveys to identify ways to improve care and service
c.)Refresh and Use marketing materials at community events and screening clinics
d) Implement regular QIP team meetings
e) Establish process to share satisfaction results more broadly
8. Continue to provide resources to Board of Directors for development as a governance leader using a generative, strategic and fiduciary governance framework. / a) Provide in depth board orientation to members.
b) Provide clarity around structure and processes.
c) Ensure best use of time through meeting structure
d) Seek resource to provide a one day retreat for all Board Members on generative insight and thinking.
II. Proactively Manage Growth and Sustainability
A. Strategic Objectives / B. Internal Activities1. Work with partners to introduce and support
system changes that strengthen services to be
more client focused, better integrated and
tailored to the needs of people in Northwestern
Ontario / a.)Develop relationships by inviting existing and potential partners to dialogue at the Board
level
b.)Explore the most timely and cost effective method to relocate the current facility to a more centrally accessible location and with a rent that does not exceed NW LHIN approved funding location
c)Plan and monitor service growth and/or
realignment within the NW LHIN Blueprint
d) Engage in Health Links initiative
e) Actively participate on Dryden Integrated Health Care Organization Model
f) Participate as a member in the Regional Seniors Steering Committee
2. Embed value for money into our program and
service plan / a.)Define core services and align resources to
respond to the changing needs of clients and
our community(ies)
b.)Engage clients and communities in system
planning and design
c.)Explore opportunities for "Community
Capacity Building" (with KDSB- social
housing, welfare, day care, etc...)
d.)Develop and maintain programs and services
that reflect actual community needs
3. Ensure services are accessible and equitable / a.)Meet with NW LHIN for direction on a new
facility
b.)Explore and act on opportunities for a new
facility
c.)Design services in a location where people
can access care and programs
d.) Continue to provide community screening services and outreach services to other communities, such as Savant Lake, Dyment
4. Demonstrate strong fiscal management so that
we may maximize the value we achieve for the tax dollars entrusted to us. / a.)Optimize the use and management of our
financial resources
b.)Actively seek out new and more diversified
funding sources
c.)Proactive strategies which include community initiatives, grant applications and
transitioning to a more integrated health care
system
d.)Monitor MSAA Targets and ensure staff and Board are continuously apprised of target achievement status.
III. Support Individual and Community Wellbeing
A. Strategic Objectives / B. Internal Activities1. Provide the Right Care, at the Right Time, in the Right Place
Consider Replacing with : Demonstrate the value and the impact of the Model of Health and Wellbeing on the improved health outcomes and experience of people and communities. / a.)Use the CIW as an intake tool to help
evaluate and develop strategic activities
b.) Ensure all policies and procedures reflect Best Practice Guidelines and endeavor to be abreast of the development of new research
c.) Empower clients with knowledge so that they may make the best choices as per their intentions, and optimal functional competencies.
d.) Evaluate care, services and programs, with clients and within and across teams, on an ongoing basis.
e) Engage in Health Link Initiative to develop common care planning across the continuum
2. Reduce the impact of poverty / a.)Actively work in partnership with other
organizations and sectors to reduce the
impact of poverty by advocacy, development
of services in geographic regions where use
of the health system is high
b.) Share information with staff and Board about the provincial role of the Association of Ontario Community Health Centres and Aboriginal Health Access Centres( AOHC/ AHAC), and how knowledge acquired from our association supports our health centre in knowledge development and growth of our local health centre
3. Reduce the impact of obesity as an underlying
cause of chronic disease. / a.)Improve the quality of food available at the food bank by working with Regional Food Distribution Association(provide opportunities for a hand up as opposed to a handout)
b.) Explore developing community kitchen opportunities and working with at risk populations
4. Develop “place making” as a way to increase a
sense of belonging / a.)Seniors housing develop new partnership with KDSB
b.)Host annual events at the local level as part of the AOHC’s provincial strategy, eg Community Health and Wellbeing
week
c.) Continue to enhance local initiatives for sports activities and cultural events
5. Embrace and support cultural diversity / a.)Enhance service approaches that promote
social inclusion and respect cultural needs,
diverse traditions, heritage and experiences
b.)Contribute to the development of healthy
policy through advocacy for First Nations
people
c.)Develop culturally and linguistically
appropriate programs for Aboriginal and
Francophone people
d) Develop FLS requirements into policies, Board bylaws and strategic plan
e) Implement suggested Francophone identification questions in registration process.
f) Refresh Community Health Advisory Council to include Francophone and Aboriginal component.
e) Explore opportunity for partnership with Dryden Native Friendship Centre
IV. Build Awareness and Ownership in the CHC Model of Health and Wellbeing and Health
Equity
A. Strategic Objectives / B. Internal Activities1. Raise awareness about the effectiveness of our
centre(s) / a.)Continue ongoing media, news releases and advertising
b.)website and social media (Facebook),
Newsletter, ongoing reports to the Driftwood
c) Develop community engagement strategy
d) Explore additional opportunites to engage community
e)Health and Wellness Fair, Harvest Dinner
2. Increase Membership Numbers / a.)Face to face presentations: screening clinics;
b.)Ongoing membership drives;
c.)Educate and inform the public about the importance of community engagement and capacity building
3. Leverage data information and evidence / a.)Use reports and information from
AOHC/NWLHIN to better understand and
improve our performance
b.)Share knowledge and information across the
Dryden Local Health Hub and as appropriate
with our partners
4. Play our part to support the AOHC to advocate
for the CHC Model of Care and Health Equity / a.)Demonstrate our value by actively
participating in advocacy group discussions
to share knowledge about the CHC
Model of Health and Well-being to other
communities
b.)Advocate strongly for priority populations
c.)Create local and regional awareness about
the CHC Model of health and Well-being by
sharing: - Our Vision for the future
- The successes of CHC`s
- The contributions of our dedicated
employees