2016 – 2021 Strategic Plan - Interlake

Transcription

Interlake-Eastern Regional Health Authority
Strategic Plan 2016 – 2021
Our Map to the Future
Interlake-Eastern Regional Health Authority
Corporate Office, 233A Main Street
Selkirk, Manitoba R1A 1S2
Telephone 204.785.4700 Fax 204.482.4300
[email protected] www.ierha.ca
2016-2021 Strategic Plan
2016 – 2021 Strategic
Plan
The 2016-2021 Interlake-Eastern RHA
Strategic Plan is the map that will guide
us to fulfilling our vision and our desired
future as we continue to be an integral
and vibrant part of the Manitoba health
care system.
In our plan you will find six robust
strategic directions consciously selected
by the Board of Directors to focus the
organization’s efforts and resources. Each has defined focus areas that will propel the
organization forward on its journey to becoming the health care provider envisioned in the
Interlake-Eastern RHA Mission. To achieve each of these focus areas there are specific
operational strategies that were designed and are being undertaken by our Program and Service
Teams. As these initiatives are completed and goals achieved, they will be measured and
reported upon, with new initiatives then being prioritized. It is an exciting time for our region. It
is one of growth, development and innovation to be the best we can be. What remains constant
is our promise to all those we serve – that we remain true to our commitments to provide
everyone we serve with exceptional care and service while remaining grounded by our values.
Overview
At Interlake-Eastern RHA we are steadfast in our commitment to deliver the highest quality of care
and an exceptional experience while providing you, our stakeholders, with what you need to stay
healthy. We are striving to ensure all our clients and patients receive care from the most appropriate
provider ‘in the right place and at the right time’ while keeping everyone we serve as healthy as
possible, informed, and involved in their care. This commitment is to all we serve whether you are
being served inside one of our facilities, a clinic or by any one of our community based programs.
We work diligently with our community partners and provincial colleagues to grow and develop
together. Our goal is to be a highly efficient organization and doing so within our financial means all
the while seeking long-term stability. This will be a challenge for all of us, however, we are
determined to look at new ways of thinking in order to eliminate inefficiencies and seek out
improved and better ways of doing what we do best.
Our continued success has everything to do with every employee, care provider and volunteer in our
region. Our people are creative, dedicated and passionate in all that they do. We ask ourselves “how
does the work we do every day contribute to the regional and provincial priorities?” Our Strategic
Plan themes make this clear for us and we promise to work towards achievement of these goals.
No one knows the care we provide better than our staff and we will always look to them for
ways to enhance and continuously improve all that we do.
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The following pages articulate our call to action – working together to realize our vision. Embedded in
each of our six strategic themes and operational strategies are the hopes and aspirations of our
Board of Directors, senior leaders, staff, physicians, volunteers and the community we serve.
What Grounds Us - Our Values
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Collaboration
Accessibility
Respect
Excellence
Innovation
Quality Customer Service
Vision for the Future
Connecting people and communities
to excellent health services - Today
and Tomorrow.
Our Mission
In partnership with our communities
and through a culture of quality
customer service, we are dedicated
to delivering health services in a
timely, reliable and accessible
manner. We achieve our success
through an engaged, empowered
and innovative staff.
What Do We Stand For – Our Renewed Vision, Mission and Values
The Interlake-Eastern RHA Strategic Plan for 2016-2021 is the culmination of extensive research, including the
findings from our recent Community Health Assessment. We now have an unprecedented wealth of comprehensive
information that provides us with an understanding of shifting demographics, everyday health challenges and future
health care trends. This information was invaluable as we planned for the future delivery of care and services
prioritizing both regional and provincial directions. This new plan is grounded in our Vision, Mission and Values.
Our planning process included asking ourselves key questions and designing strategic directions to seek answers and
find solutions. We asked ourselves:
 What does the organization look like today? What have we accomplished, what have we not accomplished,
what progress have we made?
 What lies ahead for the organization? Where is our organization going over the next five years? What will the
needs and expectations of our stakeholders be within one, three and five years?
 What do we need to do to excel and meet future expectations?
As we aim for the future, we recognized our past achievements and learnings. The Board of Directors and Senior
Leadership engaged in an extensive review of our current and most recently developed Vision, Mission and Value
Statements. It is our belief that these not only held true over the past two years, they also will take us forward into
the future.
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Health Care for All Our Communities – New Challenges, New Opportunities
Our Environment: The Case for Change
Through consultation with our staff and
our communities we have planned for
the future as an inter-connected system
of care and services.
Our Population Profile 2014 - 126,674 (2011 Census – 118,630)
Median Age – 42.8 (Manitoba 38.4)
Age > 15 81.2% (Manitoa 80.9%)
Age < 19 26.2% (Manitoba 26.3%)
Highest percentage of population 50 years plus
First Nation - 14,350 (11%) (Mb 114,225 9.7%)
11,492 Living On-Reserve
Aboriginal (Census) 29,335 (24.7%) (Mb 17%)
21 communities between 1,000 – 3,000 people
8 communities with 5,0000 population
17 First Nation Communities
Low population density (less than 2 people per
square kilometer)- pockets of higher density
found along Lake Winnipeg and major highways
Significant French speaking populations in RM of
Alexander, St. Laurent and Powerview-Pine Falls
5.5% of resdients are immigrants.
Employment Rate 60.1% (Manitoba 63.1%)
Median Single Family Income $36,503
Median Household Income $59,007
No High School Diploma, Certificate
or Degree 29.2%
11% population growth between 2000 & 2014
Age 50-54 years + has shown the most
considerable increase and growth of older
population that will impact needs for services
and long term care.
Population expected to grow between 0.4% and
1.3% annually to 2042 to a high of 169,500
residents.
Our existing Programs and Services 10 hospitals
16 personal care homes
12 clinics
6 Primary Care Centers
1 Crisis Stabilization Unit
18 Emergency Medicial Service Stations
Wide rage of hospital procedures and services
Community based propgramming
Over the past two years, we have focused our energy on finding
ways to continue providing quality care and service while
managing the challenges of merging two regional health
authorities into one successful entity. Initial program
modifications and restructuring as a new region have rolled out
successfully, and we are pleased and proud of our merger.
We are witnessing more consistent and reliable health care
across all program and service areas with particular progress in
the home care program, internal information management
supports, and in the planning and delivery of food services to our
long term care residents and hospital in-patients. We have made
considerable strides towards enhanced coordination in our
maintenance, construction and building management
department. Our clinical team leaders are better connected
through improved communications, planning and problem
solving processes and this has resulted in improved care for our
clients and patients. But, we have more to do.
The challenge of health care delivery in rural Manitoba is real
and present every day. Like the rest of Manitoba, and Canada,
the Interlake-Eastern RHA must be prepared to ask the hard
questions and work towards meaningful and sustainable
solutions. Sustaining existing programs and services is directly
impacted by two factors – available funding and available human
resources.
The most pressing challenges that we will be focusing on in
2016-2021 are:
 Managing bed shortages in long term care – our seniors rely
on health services and require support to help manage ageonset disease and frailty.
 Challenges in recruitment and retention of physicians that is
ever present.
 Ensuring the viability of capital infrastructure, with aging
buildings and urgent needs for future development.
 Providing comprehensive Emergency Medical Services for
the safe delivery of services for all.
 Developing Primary Health Care across the region.
 Growing, developing and supporting our most valuable
resource – our staff.
What We Know, What We Heard and What We Planned For
Our organization is an accredited and integrated network of community and health care facility
based programs and services. With an area of 61,000 square kilometers, the region extends east to
the Ontario border, north to the 53rd parallel, west to the eastern shores of Lake Manitoba and
south to Winnipeg’s north perimeter dipping down just past the City of Winnipeg to slightly below
the Trans-Canada Highway eastwards to Ontario. It is adorned with beautiful and pristine lakes and
is a mecca for park and cottage goers. The region’s wealth of natural resources and their harvest
forms a significant part of economic activity as does the agricultural industry.
For planning purposes we divide our region into six districts: east, west, south, north, northern
remote, and Selkirk. Our regional area encompasses 17 First Nations Communities. The region is
characterized with significant diversity. Disparities in health and economic status among
Manitoba’s northern and southern populations are acutely reflected in Interlake-Eastern RHA and
chronic disease management and prevention continues to be priorities within our primary health
care and wellness programs.
Our focus is on service delivery emphasizing health, well-being and wellness. We pride ourselves on
the collaboration and partnerships developed with our communities and these are key contributors
to the achievement of our strategic and provincial
health priorities. Just over 124,000 people live in the
Interlake Eastern region. Maintaining mental and
physical health, with chronic disease management,
are priorities within primary health care and wellness
programs.
Our 2015 Community Health Assessment provides
detailed information utilized for our strategic planning
and is centered on key themes:
 Aboriginal residents health status and needs
 Accessibility of services
 Aging population and growth
 Chronic disease
 Client experiences and expectations
 Mental health
 Youth health needs
Key Facts Influencing our Planning:
 The region is particularly attractive to retirees. Population increase in growth is the most
significant for people over the age of 65.
 Influx of summer vacationers and cottage owners which effectively doubles or triples
population in the region. This has a direct impact on demands for health services.
 Two of our communities, St. Georges and St. Laurent are designated as French Language
Service communities and we are pleased to provide bilingual health services.
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 Some of our northern First Nation communities are
accessible only by air, water or a winter road system. These
communities tend to have a younger and sparser
population, with poorer health status, lower life expectancy,
and higher premature mortality and injury rates compared
to more southern affluent communities.
 Close proximity to Winnipeg provides opportunity and
challenges. This creates population growth above the
provincial average in many communities and therefore also
generates heavy daily traffic flows on roadways to and from
the city. Many of these communities experience the highest
number of Emergency Medical Services calls in Manitoba
outside the City of Winnipeg.
 Mental health and illness issues such as depression, stress
and isolation are ongoing concerns within our communities.
 The incidents of diabetes and hypertension have increased
both in younger and older populations. Obesity is commonly
identified as a risk factor contributing negatively to overall
health of those we serve.
Within the context of provincial policy and directions and
consistent with provincial health priorities, Interlake-Eastern RHA
has assessed and prioritized health service needs based on
information collected within the region, our community health
assessment data and best practice evidence from across the
Canadian health system. Following is our future direction.
Our Approach to Addressing Challenges
2016 -2021: Our Future
To achieve our vision and deliver high quality, accessible and
sustainable health care for patients, families, the community and
providers, a set of themed Strategic Directions and Focus Areas
define what we aim to accomplish over the coming years. These
priorities focus on key areas that will enable us to create the most
value for everyone and yield the highest impact.
The key to our success for each of our strategic directions is
partnerships: with patients, clients, their families, communities,
government and our providers. Our priorities will be achieved by
creating a truly interconnected system across the region and
within Manitoba that undoubtedly improves our collective ability
to deliver exceptional customer care and service.
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23% of residents indicate
they are smokers
Work related stress varied
across the region with 33%
in the west zone and 71% in
the east zone.
62.2% of adults are obese or
overweight
58% of adult residents
reported having ‘very good’
to ‘excellent’ health
Cognitive heart failure in the
region: 1.9% in 2009/10 –
2011/12 – remaining 1.6%
above provincial average
Almost 40% of residents in
the northern zone of our
region, age 19, are living
with diabetes.
89.9% of residents requiring
hospitalization were
hospitalized in the region
The region has only 747
personal care home beds
with 214 residents waiting
placement in a PCH with an
average wait time of almost
a year.
71% of EMS calls took 20
minutes or less to arrive on
scene
Our Six Themes Centered By Our Values
Building For Tomorrow
Getting Better Staying
Healthy
Collaboration
Accessibility
Respect
Excellence
Innovation
Quality Customer
Experience
The Best We Can Be
Innovation
Learning and
Growth
Keeping It Going
Expanding
Opportunities
Values and Guiding Principles
Collaboration – We will maintain the highest degree of integrity, accountability and
transparency with our communities, health partners and our staff.
Accessibility – We will ensure timely and reasonable access to appropriate health programs and
services.
Respect – We are committed to a health environment that treats all clients, patients, staff and
communities with compassion, empathy and understanding.
Excellence – We are committed to excellence in all our programs, services and initiatives built on
a foundation of client, patient and safety.
Innovation – We will lead based on best practice evidence and have the courage to address
challenges with honesty and creativity.
Quality Customer Service – We will cultivate and support a culture of quality customer services
committed to providing a positive experience for clients, patients, staff and stakeholders.
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Our six strategic themes are strategically and aligned with the provincial priorities
Provincial Priorities
Interlake-Eastern RHA Strategic Directions
Capacity Building
Building Today for Tomorrow
Health System Innovation
Innovation, Learning and Growth
Health System Sustainability
Keeping It Going and Moving It Forward
Improved Access and Primary Care
Expanding opportunities
Improved Service Delivery
The Best We Can Be
Improving Health Status & Reducing
Disparities Amongst Manitobans
Getting Better, Staying Healthy
Our work continues to focus on the provincial health objectives as we enhance and
improve access to health services for all Manitobans.
Cancer Patient Journey – early detection, speedy diagnosis and initiation of treatment, system
wide sustainable practices for quality care.
Continuing Care Blueprint – keeping our seniors healthy and achieving quality of life as we age
while providing for ‘aging in place’ with the right services at the right place.
Family Doctors for All – our vision for Primary Care is a multi-faceted approach for all
Manitoban’s to have a primary care provider and timely service that helps empower people to
stay healthy as well as they can be.
Wait Times and Access Strategy - transformation of the health care system to improve wait
times and advance an access strategy.
Measuring our Progress and Reaching our Goals
As the Strategic Plan is put into action across the Interlake-Eastern RHA, it will be essential to
continuously monitor and measure our progress. As we focus our efforts on our plan, we
continue to create and refine performance measures that will enable our organization to gauge
performance as to what actions are having the greatest impact and if the desired outcomes are
being achieved.
Our Quality Framework will serve as the foundation for measuring our organizational
performance and the success our strategies. It sets out our accountabilities for the delivery of
high quality and efficient services which we strive to achieve each day. As time evolves we will
be diligent in ensuring our performance measurement system includes targets and metrics
specific to our strategic directions and operational strategies contributing to our understanding
of how we are doing against desired outcomes.
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Engaging Communities – Our Promise
It is clear to us that all our communities have very strong desires not only to understand their
own health but to partner with the Interlake-Eastern RHA to become involved in helping us build
a stronger health system. Not only to assist us to refine our care and service but also to motivate
and propel the organization further towards quality healthcare services for everyone.
No one can identify community healthcare needs better than local leaders, community groups
and citizens. Our region’s shining examples of sustainable healthcare are typically found where
community commitment, engagement and support are thriving. Our goal is to continue to open
our doors and our minds, listening and learning, to connect to our community partners at large
and continue to work with our newly established Local Health Involvement Groups (LHIG)
formed in the East, West and Central sections of the region.
The landscape for the delivery of healthcare in Manitoba is changing – and that is a very good
thing. It is through progress where each one of us shares in the accountability for our individual
health, the sustainability of our health system and that of our communities at large, that a
renewed healthcare system will evolve. We want to be here for our communities for a very long
time and working with our Local Health Involvement Groups will help us achieve this goal not
only for today but tomorrow as well.
The key to the success of achieving each of our six strategic directions is partnerships: with
patients and clients, their families, and community groups. It is through this truly interconnected
health system across the continuum of care that our collective capacity will be enhanced. Our
staff is at the core of our organization and are members of our community too, working and
living in the areas we serve. Their input and feedback is also very important as they are at the
frontline of the care and services delivered every day. Very soon we will be forming a Patient
Advisory Group. Our patient and client contribution and feedback will be invaluable to us.
We have always prided ourselves on community partnerships. But, we want to, and will, do
more. We have already held meetings in Ashern, Selkirk, Beausejour, Lac du Bonnet (offered in
French as well) and Gimli. We listened and learned from more than one hundred people who
came to lend us their advice. Our promise is to move forward with continued development of
our Local health Improvement Groups to explore and provide counsel on issues that will impact
the delivery of local health services.
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OUR VALUES...
COLLABORATION, ACCESSIBLITY, RESPECT, EXCELLENCE,
INNOVATION, and QUALITY CUSTOMER SERVICE
OUR
VISION
Manitoba Health Priorities and Goals...
Capacity Building, Health System Innovation, Health Sysem Sustainability, Improved Access to
Care, Improved Service Delivery and Improved Health Status & Reducing Health Disparities
Amongst Manitobans
Connecting
people and
communities
to excellent
health
services Today and
Tomorrow
Building for Tomorrow: We are committed to making the most of our
human and financial resources to ensure that we are in the best
position possible to serve our communities today and into the future.
All decisions are based on evidence, ethics and efficiency.
OUR
STRATEGIC
FOCUS
OUR
MISSION
In Partnership
with our
communities and
through a culture
of quality
customer service,
we are dedicated
to delivering
health services in
a timely, reliable
and accessible
manner. We
achieve our
success through
an engaged,
empowered and
innovative staff.
Building for
Tomorrow
Innovation,
Learning and
Growth
Keeping it Going
and Moving It
Forward
Expanding
Opportunities
The Best We Can
Be
Getting Better,
Staying Healthy
Innovation, Learning and Growth: We embrace new ideas, explore
opportunities, focus on innovation, and build and strengthen
partnerships.
Keeping It Going and Moving It Forward: We will meet the needs of
our clients and patients by sustaining our current levels of care and
service delivery. We will choose wisely, have the courage to address
challenges, focus on our priorities and take action to provide the best
care possible.
Expanding Opportunities: We welcome everyone we serve with
approachable, accessible and appropriate care and services by
providing the right care, in the right place, and at the right time. We
want to contribute to the vibrancy and health of the communities we
serve.
The Best We Can Be: Each healthcare experience is as unique as the
person being cared for. We will deliver quality and safe care by doing it
right and doing it well through a person-centered experience. We will
be accountable for using human and financial resources wisely.
Getting Better, Staying Healthy: Challenges related to education,
income, culture, and social factors can make it harder to stay healthy.
It is important to us to work with everyone to improve their health.
We plan to do this through strong partnerships and by working
together to find new ways to improve the health and well-being of
everyone we serve. We will create a legacy of health and wellness for
generations to come.
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Capacity Building – Our Challenge
In order to sustain rural practice and build capacity in the Interlake-Eastern region, it is vital that we invest heavily
in home care supports, comprehensive EMS Program and access to primary health care. Increased investment in
home care allows us to support individuals to live independently or in relatively independent settings for much
longer periods of time prior to needing heavier care such as a personal care home. A more comprehensive EMS
Program would provide timely response to emergencies and integrate into the daily care and support of elderly
clients and patients across the region with a goal of keeping these individuals out of hospital. Extended access to
primary care – more family physicians and nurse practitioners working in varied community settings with accessible
hours – is also essential in reducing the need to access hospital care. Our human resources are essential to our
success and we need to invest in health human resources and programs to enhance capacity to care across all
sectors.
CAPACITY BUILDING (Provincial Goal)
IERHA Theme: Building Today for Tomorrow
Strategic Direction: We are committed to making the most of our human and financial resources to ensure that
we are in the best position possible to serve our communities today and into the future. All decisions are based on
evidence, ethics and efficiency.
Our strategic focus is:
 Build and sustain a healthy and sufficient workforce now and into the future.
 Encourage and implement transformational leadership to enable the organization to grow and
develop work force talent and capabilities.
 To serve our clients and patients seamlessly, efficiently and effectively through continued integration
of all Programs and Services through a system approach of integrated care.
 Meet client and patient needs now and into the future through innovative approaches and best
practice to enhance capacity for care across all sectors.
 Enhance workplace capacity by advancing knowledge, research and best practice.
Operational Strategies:
 Create a focused plan based for patient flow, and appropriate re-alignment of
resources to support the plan. For example, determination of the flow for patients
awaiting placement. Where should they be located, and what services do they
require?
 Develop a “Medical Team” culture that promotes long-term inter-physician
collaboration, support and centers of excellence for physicians in the region.
 Explore a strategy for engaging Medical Residents/Students in our region, including
appropriate clinical support for their development.
 Promote a phased implementation plan that addresses work/life balance issues in the
region.
 Leverage existing psychological well-being initiatives for our employees. Implement
evidenced based strategies - Mental Health Commission of Canada: National Standard
of Canada for Psychological Health and Safety in the Workplace.
 Invest in a plan for infrastructure supports, including IT, HR and Finance that are
aligned with the programs and services that we need to deliver clinically.
 Develop a long-term recruitment strategy that incorporates our changing service plan,
anticipated requirements based on capital investment and recruitment pressures in our
region.
 Intentional staff development and engagement plans, to ensure we are living the
vision, and are preparing staff appropriately.
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Innovation, Learning and Growth – Our Challenge
Innovation can only be successful when defined and working within a work culture that is comfortable with at least
some level of challenge and calculated risk-taking. Following the amalgamation three years ago of our regional
health authorities, we are now poised to build and develop our organization focusing on innovation to make the
best possible decisions at the most appropriate decision making level, create a regional policy and framework to
support this, and recognize and reward for innovative health service practice.
HEALTH SYSTEM INNOVATION (Provincial Goal)
IERHA Theme: Innovation, Learning and Growth
Strategic Direction: We embrace new ideas, explore opportunities, focus on innovation, and build and strengthen
partnerships through communication and mutual understanding.
 Lead the development of new models of care and service.
 Develop a culture of innovative and creative ‘thinking’ to address the expanding health needs of the
region’s population.
 Continue working as partners with our communities in growing an even stronger network to ensure a
vibrant and responsive health system.
 Support a collaborative learning network across the region, within Manitoba and beyond our borders.
 Embrace new, evidence-based ideas and turn them into practice that strategically targets high risk
areas.
 Work today to conserve our environment for tomorrow.
 Invest in the development of a comprehensive five to ten year clinical service plan for
the region together with the related implementation strategy.
 Develop a deliberate approach to process improvement. Leverage investment to date
and focus our efforts going forward.
 Advance the use of leading edge technology consistent with the provincial vision. E.g
Bring Your Own Device
 Leverage capital investments appropriately by ensuring that evidence-based clinical,
environmental and support system practice changes are incorporated to the fullest
extent possible.
 Pursue training and support for changes to the scope of practice for nurses to ensure
appropriate staff development to support our evolving service model.
 Expand our engagement plan for Metis and First Nations communities in alignment
with the evolving federal/provincial landscape in order to optimize the service
experience in our region.
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Keeping it Going and Moving It Forward – Our Challenge
Sustaining existing programs and services is directly impacted by two drivers – available funding and available
human resources. The existing provincial funding model creates unique challenges for our region. We have limited
infrastructure, a growing 55+ age group population with all data showing that seniors are by far the most intense
consumers of health system services, and add to this, is the fact that Interlake-Eastern region is Manitoba’s cottage
country that results in a magnified demand for services May to October each year without any increase in
resources. From May to October our region is the second most populous region in Manitoba.
As a rural RHA we face many challenges in recruiting health professionals. Although our communities close to the
city of Winnipeg generally have success in our recruitment efforts, we are particularly challenged to secure suitable
candidates for positions in our outlying and more remote communities
HEALTH SYSTEM SUSTAINABILITY (Provincial Goal)
IERHA Theme: Keeping it Going and Moving It Forward
Strategic Direction: We will meet the needs of our clients and patients by sustaining appropriate levels of care
and service delivery. We will choose wisely, have the courage to address challenges, focus on our priorities and
take action to provide the best care possible.
 Create a new vision for the financial planning cycle and influence change to current provincial policy.
Build volume growth into our financial planning to meet the required level of services based on analysis,
assessment, population projections, and historical growth areas.
 Develop a strategy to improve the effectiveness of existing financial investments and establish a
framework to look for operational efficiencies to support strategic re-investment.
 Explore new streams of revenue.
 Advance our technological capacity.
 Address the expanding health needs of the region’s aging population by relieving pressures on the Acute
Care sector and increasing investment and capacity in the community and long term care sectors.
 Enhance regional Mental Health Services.
 Provide evidence to support a provincial discussion on funding allocations.
 Develop retention strategies for staff including appropriate levels of management
support, educational opportunities and career path development.
 Develop an accountability model for staff.
 Improve HR processes including refinement of recruitment processes.
 Improve scheduling services and staff shift rotations to support effective use of
resources.
 Leverage and improve relationships with Unions with strategic engagement and
appropriate resources to ensure the desired outcomes are achievable.
 Select targeted programs for review to ensure the “right people are doing the right
work in the right place”, e.g. is an RN performing HCA tasks?
 Develop specific finance targets and strengthen strategies for effective review.
 Review new strategic directions to ensure appropriate alignment of resources with
priorities.
 Develop options for strengthening Home Care service into the future.
 Pursue and support PCH bed capacity planning.
 Develop a housing vision to support clinical staff recruiting efforts.
 Develop a robust plan for the Allied Health Team in our region.
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Expanding Opportunities – Our Challenge
Improving and increasing access to services involves a significant shift in the culture of health care. Traditionally
health services have been delivered based on availability and priorities of the health system. Clinics were
predominantly opened 9 am to 5 pm with the expectation that hospital emergency departments could address
after hour issues. With present day demands changing and increasing, this type of system is not viable. We now
must shift and fine tune our care and services to meet present day needs to enhanced consumer centered and
explore new ways of care such as extended and increased clinic hours, utilization of a variety of health care
professionals with the primary health care team model, and focus on ways to keep people from needing to go to
the hospital at all. For Interlake-Eastern this means increased access to home care, primary health care and
Emergency Medical Services.
IMPROVED ACCESS AND PRIMARY CARE (Provincial Goal)
IERHA Theme: Expanding Opportunities - Our Opportunities
Strategic Direction: We welcome everyone we serve with approachable, accessible and appropriate care and
services by providing the right care, in the right place, and at the right time. We want to contribute to the
vibrancy and health of the communities we serve.
Our strategic focus is…
 Promote a healthy well balanced lifestyle and disease prevention.
 Building upon years of experience in Primary Health Care development, we will continue to foster
Primary Health Care as part of a revitalized and sustainable health system.
 Strengthen and integrate new service delivery models to advance and enhance access to services.
 Lead in the development of client-centered Primary Health Care services through inter-disciplinary
teams and networks.
 Continue to build physician capacity within our Primary Health Care model.
 Develop and implement an integrated Emergency Medical Service Plan.
 Reduce wait times and improve access for clients awaiting placement into Long Term Care and for
seniors requiring support through ‘Aging in Place’ strategies.
 Improve the Cancer Patient Journey through faster diagnosis, referral, testing and treatment.
 Leverage provincial funds available for Primary Care by:
o Engaging the Physician “team”
o Building on current momentum
o Planning for changes that will support this vision
 Build a focused approach and planned phased implementation of changes to primary
care in the region. Leverage initial wins and create a critical mass that will sustain the
model of care going forward.
 Strengthen the continuum of patient services through the integration of all programs
into the revised primary care vision.
 Refine our regional approach to wellness based on CHA results, and our
understanding of our population demands.
 Partner with the province to strengthen the EMS program in the region through
optimal use of resources and appropriate educational supports.
 Review and enhance “Aging in Place” strategies in the context of the provincial 10
year PCH plan.
 Formalize a strategy to integrate all regional resources involved in the cancer Patient
Journey to streamline and enhance referral processes to the Cancer Navigation Team
14
The Best We Can Be – Our Challenge
The large geographical expanse of our region is challenging, not only for everyone we serve but also for our health
care providers. Frequent face-to-face communication is preferred among staff but often impossible. We are coping
by adopting new solutions and practices by taking advantage of technology that exists such as MB Telehealth and
web based meetings and learning opportunities. However, technology is ever changing and we must keep abreast
with these improvements. We want all those that we provide health care for to have a person-centered experience
that meets their needs and is delivered within an environment that exemplifies teamwork and is clearly clientfocused.
IMPROVED SERVICE DELIVERY (Provincial Goal)
IERHA Theme: The Best We Can Be
Strategic Direction: Each healthcare experience is as unique as the person being cared for. We will deliver quality
and safe care by doing it right and doing it well through a person-centered experience. We will be accountable for
using human and financial resources wisely.
 Create a workplace culture for all staff to be as healthy as possible and fulfilled by achieving our
organizational goals.
 Develop employee and physician engagement plans.
 Ensure our clients receive the highest quality of care and an exceptional experience providing them with
what is needed to improve or stay healthy.
 Work to continually improve our culture of health care safety.
 Focus on accountability mechanisms through development of action plans to achieve targets and the
creation of performance measures.
 Develop a robust capital development plan that ensures we have the necessary capacity in all areas to
enable flow throughout and beyond the region.
 Ensure we are prepared should an emergency disaster occur.
 Develop a strategy that challenges the existing provincial funding model towards an equitable model.
 Ensure an organizational culture that exemplifies a quality workplace environment that expects
teamwork, is safe, supportive, ethical and is clearly client focused.
 Enhance connections between acute care and community programs to improve the patient
experience in the health care continuum of care.
 Access communication tools and strategies to raise community awareness of where to
connect with particular types of health care services. E.g. Quick Care
 Promote culture of patient safety through development of robust tools to support rapid
identification of emerging issues and strategies to support related policy development or
education that is meaningful at the program level.
 Develop a plan that incorporates focused attention on the reduction of service-related
infection rates.
 Provide training and targeted monitoring to reduce MSIP injuries in the workplace.
 Develop strategy and specific, achievable deliverables targeted at improving staff
engagement.
 Explore opportunities to promote and enhance employee wellness.
 Support our culture of respect with appropriate definition of expectations, and process that
supports accountability, and active and timely resolution of issues.
 Promote a campaign focused on rewarding the development of a “welcoming” culture.
 Complete cross-regional disaster management training.
15
Getting Better, Staying Healthy – Our Challenge
The geographical challenge of our population is ever present and is evidenced by the variance and degree of
difference in health status, particularly between our northern communities when compared to those dwelling in the
southern part of the region. It is vital that we work in close partnership with local communities and their leaders, to
build and sustain meaningful health programs and services across Manitoba. We have made a deliberate and
concentrated commitment to engage and strengthen our local community partnerships to improve the health status
of all our region’s residents.
IMPROVING HEALTH STATUS & REDUCING HEALTH DISPARITIES AMONGST MANITOBANS (Provincial Goal)
IERHA Theme: Getting Better, Staying Healthy
Strategic Direction: Challenges related to education, income, culture, and social factors can make it harder to stay
healthy. It is important to us to work with everyone to improve their health. We plan to do this through strong
partnerships and by working together to find new ways to improve the health and well-being of everyone we serve.
We will create a legacy of health and wellness for generations to come.
 Advocate for Healthy Public Policy.
 Listen and learn, build strong partnerships with First Nations and Métis Communities to work together to
meet health needs.
 Partner with regional business and economic development sectors, and regional education, housing and
social service organizations to further develop and promote health and well-being for all communities.
 Provide strong leadership to develop innovative Public Health Programming based on needs assessments
and other evidence.
 Expand our Chronic Disease Management Program to meet the needs of our population.
 Continue to develop population health strategies through health promotion, protection and disease
prevention.
 Collaborate and partner with government, local and provincial communities to close the health disparity
gap.
 Promotion of wellness through seniors programs.
 Evolve the regional wellness plan based on community health assessment and identified
population risks. Incorporate existing relations to maximize the reach.
 Clarify link between Primary Care & Wellness to determine how they can support each
other to enhance patient outcomes.
 Partner with Communities to multiply educational opportunities.
 Explore new opportunities, and leverage existing relationships with Metis and First
Nations Communities with the intent to clarify roles, and identify opportunities for
partnerships in a complex Federal and Provincial health care landscape.
 Promote understanding of our Metis and First Nations Communities through the
expansion of our Aboriginal Awareness training.
 Leverage opportunities for internship programs for Metis and First Nations Communities
individuals in our region.
16
Measuring Our Success
Over the past year we have adopted a focused approach to developing meaningful indicators that is rooted in our
Quality Framework, our Strategic Plan and the Enterprise Risk Assessment of our organization. We have
deliberately focused on “big dots”, or strategic measures that are meaningful to us as a Board, closely linked to our
highest risks and the areas that the Board sees as high priorities in our region. They also serve as a guide for
programs management and front-line staff so that initiatives at those levels remain closely aligned with our overall
priorities.
Indicators below these “big dots” are being developed within individual programs, and allow us to monitor our
performance on these high priority areas from the front line to the Board level. These indicators are currently being
base lined, refined and monitored to determine their effectiveness. They will be expanded as initiatives succeed
and other priorities become paramount.
Big Dots
Board
Senior Team
Work underway
by Quality Team
Little Dots
Managers
Front Line
In addition, although not yet converted to our “big dot” approach of continuous improvement, safety and cost
effectiveness continue to be priorities and are being monitored through existing mechanisms. The Board receives
quarterly reports on critical incidents and occurrences. This information is used to help identify trends and ensure
the appropriate follow-up actions are fully integrated in the operating plans managed by senior leadership.
Financial reporting is similarly provided to the Board on a standard basis (monthly). The statements and related
analysis ensure that the Board is able to consistently monitor the overall financial challenge, opportunities and risks.
When partnered with annual budget and health plan information a comprehensive view of the region is available to
support Board decision-making from a financial perspective.
STRATEGIC MEASURES
1. Emergency
Department
Access –
Reduce
Diversions by
50%
Expanded Primary
Care
Long Term Care
Admissions
Home Care Service
Availability
2. Patient
Experience –
Reduce formal
complaints by
10%
Acute Care
Experience
Primary Care
Experience
Continuing Care
Experience
 # of physicians vacancies
 # of new nursing
protocols
 # of nursing staff trained
 # of Quick Care visits
 # of readmissions from
PCH
 # of patients in Home
Sweet Home project
 # of LHIG meetings
 # of meeting RM Health
Organizations
 # of communications
regarding service
 ER Wait times per EDIS
 Patient experience
scores for acute care
 # of patients matched to
physician
 # sites with EMR access
 # clients awaiting
placement
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
Getting Better
Staying Health
Expanding
Opportunities
The Best We Can Be
Keeping it Going
Sample of Program
Measures
Innovation Learning
& Growth
Driver
Physician Availability
ER Department
Capacity
IERHA Themes
Building Today for
Tomorrow
“Big Dot”
(Strategic)
Measure
17
3. Vacancies –
Reduce
unintentional
vacancies by
50%
 # of candidates hired/#
career fairs attended
 # of physicians hired
 # of practicum
placements by
profession
Effective Recruitment  # of days from posting to
process
letter of offer
 # of open until filled
positions
Retention
 # of staff attending
education opportunities
by type
 # of time loss incidents
 Average # of days for
respectful workplace
investigations
 Sick time usage
Recruitment
 Staff satisfaction survey
rates
 # of staff departures by
type
✓
✓
✓
✓
✓
✓
✓
✓
18
Getting Better
Staying Health
Expanding
Opportunities
The Best We Can Be
Sample of Program
Measures
Keeping it Going
Driver
Innovation Learning
& Growth
“Big Dot”
(Strategic)
Measure
Building Today for
Tomorrow
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
19
Capital Planning
One of the major challenges we are facing as a regional health authority is long term care bed capacity. Although it
is our intent to build and invest in reliable community services such as home care, the reality is many of our acute
care beds are being occupied by clients awaiting placement to a personal care home. The services provided in an
acute care setting are, for good reason, more clinical in nature and in order for the frail elderly to thrive in a more
residential home-like setting, not only is more suitable to the client needs, they deserve a more home-like setting.
The need for additional personal care home beds is not a new development. Our demographics and trends have
predicted this burden for some time now. The provincial government has asked for the development of a ‘Ten Year
Personal Care Home Plan’. This ten year plan requires immediate attention. The plan also requires community led
partnerships to develop appropriate senior’s housing to support the desired ‘aging in place’ strategy to alleviate
some pressures on the health system. Making acute care beds more readily available and accessible for clinical
needs will assist with improving patient flow by allowing for enhanced repatriation of clients from Winnipeg
Hospitals and also from within our region. Further, it would assist us to reduce pressures on our Emergency Medical
Services and Emergency Departments in general. The overall infrastructure plan, including repurposing existing
structures to meet the needs of a provincial clinical service plan, is not fully understood at this time and we will be
diligently working on this. What we do know at this point in time, is the real need and demand for personal care
home beds. This need is immediate.
Although there are generally enough acute care beds in our region, there will continue to be pressure to grow and
develop the Selkirk General Hospital footprint by 20 beds to meet growing demand. The Selkirk campus also
requires a significant capital investment in a free standing primary health care and specialty care clinic to support
overall regional programs. This would be very beneficial to our physician recruitment efforts as well. We also want
to pursue another key capital requirement that being a new Selkirk Emergency Medical Service superstation. As the
former Selkirk Hospital is taken out of use and decommissioned, there will be a need to redevelop this station, as
currently they are connected and share infrastructure services.
Extremely important to all of us, is that safety and security is paramount. Safety and security projects need to be
properly assessed and approved work is undertaken and completed in a timely fashion to support our goal of
providing excellent quality patient and client care. Our goal is always to protect the overall investment not only
today but for tomorrow and for many generations to come.

2016 – 2021 Strategic Plan - Interlake

Transcription

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