CHATHAM-KENT FAMILY HEALTH TEAM
IMPLEMENTATION PLAN
for 2018-20 STRATEGIC PLAN
Draft 1 – January 16, 2018
1
Yellow highlights delineate action items to be addressed by the Board of DirectorsBlue highlights delineate action items to be addressed by both the Board and administration
- Recruitment, Engagement and Retention of Physicians
Goal / Key Actions / Timeline / Responsibility / Progress
Goal 1
Improve recruitment and retention of physicians / Form a Board-directed and management-led task force on recruitment and retention that includes representatives from all stakeholder groups including the Board.
- Build on existing Physician Recruitment Committee
- Committee could be subgroup of task force or could form core of expanded committee or task force
- Add “Retention” to title
- Evaluate the health team’s recruitment and retention efforts;
- Continue with the current recruitment initiative that is using a third-party recruiter;
- Survey other family health teams regarding successful recruitment and retention strategies;
- Explore the possibility of partnering with a college class to obtain data on the number ofpeople within Chatham-Kent still seeking a physician, preferably on a site by site basis.
Identify and implement strategies that facilitate physician involvement in recruiting efforts. / Ongoing thru R&R Committee / Task Force / Laura / Dr Allison
Compile financial data and engage in a planned and considered conversation with the doctors regarding overhead costs and fees charged to physician team members working within the family health team model.
- Seek input from physicians on approaches to, and framing of, financial discussions with potential recruits.
Use Quality Indicator (QI) data related to patient access to physicians (e.g.: number of orphaned patients) to measure progress. / TBD / TBD / Mgt team says hard to keep current, ask Board if this action is needed
(new) Address issue of retention:
- Address need for opportunities for spouse
- Collect data on CKFHT’s retention experience
- Research experience of other FHTs and compare
- Research other FHTs’ best practices in retention
Goal 2
Enhance physicians’ level of engagement in the work of the family health team / Increase doctors’ awareness of the work of the Board of Directors.
Entrench awareness of the Board and the work of the family health team as an expectation when recruiting physicians.
Increase doctors’ involvement in identifying and addressing administrative and operational issues – e.g. staff hiring, probation, deployment and performance reviews; doctor recruitment.
- Address issues at regular admin / lead physician meetings
- Take information / issues to FHO on regular basis - e.g. re importance of providing input to staff performance appraisals
Entrench awareness of the Board and the work of the family health team as an expectation when recruiting physicians. / Ongoing / Laura through R&R Committee / Task Force
Increase face to face communication between doctors and the Board of Directors.
- Includes addressing the role the Board can play in enhancing patient-centred care.
- Business Optimization
Goal / Key Actions / Timeline / Responsibility / Progress
Goal 1
Identify CKFHT’s resources and their purpose within the model / Map and document the organization’s personnel including titles, key duties and functions, accountabilities and connections. / Feb 18 – 1st draft, ongoing updates / Eileen / Laura
Identify and implement ways to ensure that all IHPs, including Nurse Practitioners, are used to their fullest capacity and ensure all practitioners are able to practice to their full scope. / Ongoing monitoring / Jason / Take issues to lead physician, FHO as needed
Focus the Board’s leadership activities on larger external issues that may significantly impact the family health team model such as the future role of the Local Health Integration Networks in the delivery of services.
Add to the capacity of the Board through recruitment of volunteers for specific tasks
Goal 2
Develop a culture of planning, where planning addresses all aspects of the organization / Use the strategic plan as the basis for the work of both the Board and administration:
- Develop and utilize yearly Board and management work plans as the means for implementing the strategic plan;
- Include data related to service/program benchmarks and performance against the benchmarks in management plan.
Board of Directors / Include lead physician in all Board meetings
- Best Practices in Care Delivery
Goal / Key Actions / Timeline / Responsibility / Progress
Goal 1
Enhance the care delivery infrastructure and supports: / Ensure where possible that practices are consistent across the five CKFHT sites. Where not feasible, the priority should be the maximization of available care. / Ongoing / Linda
Review the team’s technology and update it as possible to improve patient care, access and experience, where technology includes:
- Electronic Medical Records (e.g. functionality, ease of use, completeness, accuracy);
- Computer server capacity/reliability;
- Phone system and processes;
- Computer data security features/practices.
Identify sources of best practices, utilize them to identify solutions to pressing operational issues and share those solutions across the organization. / Ongoing / Mgt - Laura
EMR – Jason, Lisa Marie
Quality – Jason
HR – Eileen
Finance – Alison
Goal 2
Improve communication within CKFHT / Enhance day to day communication between the administration and the physicians and the IHPs, particularly on issues that impact on their delivery of care (e.g.: IT service interruptions; changes in personnel; hours of operation).
- Ensure that information flow on day-to-day issues is timely, as fulsome as possible and includes all parties affected;
- Develop and implement a protocol/mechanism for responding to operational issues as they arise
Re HR – Eileen
Re facilities – Linda
Ensure that all policies and procedures are well-communicated, understood and easily accessed by all employees.
- Add to number of regular staff meetings
- Add to methods of communication
Jason re IHPs Linda / Linda will visit sites and hold staff meetings to obtain input on communication
Improve on the organization’s current approach to receiving and addressing patient concerns and complaints about their physician.
- Take advantage of ongoing collection of data to share it with management and the Board
Provide Mgt & Board with regular report
Ask Board how often it would like to be updated
- Engagement of Staff
Goal / Key Actions / Timeline / Responsibility / Progress
Goal 1
Develop, implement and communicate a comprehensive HR strategy that includes identified HR issues / Dealing with staff concerns and complaints
- Ensure process is clear, includes how confidentiality is assured, is followed to completion and is communicated back to person expressing concern, submitting complaint
- Increase education on how concerns and complaints are handled including at staff meeting presentation
Performance appraisals
- Share info on how appraisals are done, how often
For others - meet yearly, not a performance evaluation but development of a learning plan
Orientation
- Increase education on how orientation is done
- Ensure differences between orientation and onboarding are made clear
Filling temporary and permanent staff vacancies
- Provide information and education on challenges of filling vacancies including finances and availability of candidates
- Include lead physician and physician group
Staff retention and engagement / TBD / TBD / Request Board input - not viewed as an issue by management
Goal 2
Ensure that doctors are involved in the above as appropriate, and as negotiated with the physician group / Ongoing / Laura / Dr Allison
Goal 3
Increase administration’s presence at each of the five sites / Continue to visit all sites each week
Visit individual sites one to two days per week
Attend bi-monthly staff meetings at each site / Ongoing / Linda
Eileen
Mgt team except Jason –
Linda to organize bi-monthly meetings
Monitoring and Reporting
Goal / Key Actions / Timeline / Responsibility / Progress
Goal 1
Ensure implementation plan is followed and communicated / Add implementation of the strategic plan as a standing agenda item for Board meetings. / Ongoing
Add implementation of the strategic plan as a standing agenda item for administration team meetings / Ongoing / Laura
Conduct a formal review of progress annually by the Board of Directors and by the administration / Ongoing yearly starting in January 2019 / Board, Laura
Communicate the contents of the plan to stakeholders once finalized
- Decide on format and content and who will receive copies
- Potential recipients in addition to the Board and management include staff, community members attending focus group session and broader community
- Options include entire plan, strategic directions segment of plan only and one page summary
Update stakeholders at least annually on progress / Ongoing annually starting in January 2019 / Board, Laura
When implementation has been completed, prepare a final report that includes a description of the changes to CKFHT resulting from the plan / January 2021 / Board, Laura