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(As Revised in Mid-Cycle Strategic Review Session)
Strategic Direction #1: Enhance Quality Management and Patient Safety initiatives.
1.1 Strengthen the tracking and reporting of quality and patient safety indicators consistent with ECFAA requirements and new Long Term Care legislation
1.2 Formalize and implement a Continuous Quality Improvement Process consistent with ECFAA requirements and new Long Term Care legislation.
Strategic Direction # 2: Strengthen Our Health Care Service Delivery
2.1 Increase and sustain our primary care capacity by strengthening and stabilizing our Family Health Team
2.2 Ensure sustainable 24/7 Emergency Department availability through an ongoing review of utilization, resource allocation and renewed funding agreements
2.3 Develop chronic disease management strategies, in collaboration with community partners, that support care in the most appropriate environment.
2.4 Increase the opportunities for ambulatory care or Tele-medicine clinics within our communities.
2.5 Prepare a facility plan to support current and future space requirements of an evolving community primary-care delivery system
2.6 Advocate for improved access to community-based resources to help individuals with mental health and/or substance abuse problems
Strategic Direction # 3: Strengthen our Winning Team through a Comprehensive Human Resources Strategy
3.1 Develop a comprehensive recruitment and retention strategy for all health care professionals in collaboration with community & business leaders.
3.2 Achieve a healthy and supportive work environment for all staff to promote work-life balance.
3.3 Increase emphasis on professional development and life-long learning through innovation and technology.
3.4 Develop a succession planning & mentoring strategy for critical positions.
3.5 Increase opportunities for creating more attractive and recruitable positions through collaboration with other community health partners.
Strategic Direction #4: Ensure Optimal Management of Resources.
4.1 Meet all requirements of our Hospital Service Accountability Agreement (H-SAA) in partnership with the Champlain LHIN.
4.2 Continue to expand resource sharing opportunities with Pembroke Regional Hospital and with other hospital partners including the Champlain Alliance of Small Hospitals (CASH)
4.3 Explore horizontal collaboration opportunities for achieving management and operational efficiencies with other local organizations.
4.4 Maximize revenue generation opportunities for Hospital-based health and related services.
4.5 Prepare for the introduction of a new patient-based funding formula through a review of inpatient and emergency department coding and scoring practices
4.6 Develop a new business case and funding model for selected services (e.g. Lab and Telemedicine)
Strategic Direction #5: Champion More Integrated Local Health Care.
5.1 Identify and implement opportunities for collaboration in delivery of health care services provided through the MOU with PRH.
5.2 Become a recognized small hospital leader within the LHIN in e-Health strategies (electronic health record, telemedicine services etc.).
5.3 Facilitate the development of a local (North Renfrew) health care network with other key health partners (including CCAC, Public Health, Long Term Care) to address challenges such as ALC.
5.4 Develop new community partnerships to improve delivering of health services.
5.5 Assess the opportunities for development of a local solution for integrating electronic health data for residents of North Renfrew.
Strategic Direction #6: Create a More Informed and Engaged Community for Health Services.
6.1 Develop a proactive community engagement and communications strategy which includes elected officials and the new leadership of the Champlain LHIN.
6.2 Work with our community partners to strengthen the local capacity for collection, analysis and sharing of demographic and health information so there is a better understanding and awareness of local heath needs.
6.3 Increase the level of health awareness and foster increased acceptance of personal accountability for health care in our constituents through collaborative effort with our community partners.
6.4 Advocate with other small hospitals for a LHIN-based rural health strategy.
6.5 Continue to generate a viable volunteer base and challenge them through expanded and meaningful opportunities to contribute and become engaged.
6.6 Refine our balanced scorecard for both internal and public reporting including posting to the hospital website.
6.7 Increase the media profile of our Hospital to our stakeholders.
See the 2009-2012 Updated Strategic Plan
