Port Hope Community Health Centre- Strategic Plan

Transcription

1 Strategic Direction # 1 Position the PHCHC as a model providing excellent comprehensive primary care supporting people in their journey toward healthier lives. Goals Specific Goal-related Outcomes/Indicators Objectives Actions 1. Ensure that clients, funders, and the community are fully aware of the range and breadth of services the CHC provides and how they are accessed 2. Provide comprehensive health services that align with community needs 3. Ensure that the work of the PHCHC aligns with the strategic directions, goals & objectives of the MOHTLC and the CE-LHIN (see App. 1) 4. Support and foster a seamless continuum of healthcare for all community members Barriers identified, understood, remedied CHC scope/role understood in community A consistent compelling message/brand established # of specific barriers identified # of barriers reduced removed CHC role/services known in community (survey) Invest/improvement in social determinants of health Improved/more effective continuum of care Increased system, service and individual capacity Enhance clients overall health status Reduced incidence of acquiring chronic condition Amount of new community investment towards social determinants of health # of active partnerships Frequency of exchanged information/application Improved/more effective continuum of care Increased system and service coordination Comply/meet standards required of funders and other regulatory bodies Fewer hospitalizations/ed visits # of committee/partnership change directions implemented # of hospitalizations/ed visits Fewer unattached clients Short/ no wait list for service Increased appropriate/timely referrals 1.1 To develop a process for clearly identifying (and maintaining the currency) of the full range of target audiences 1.2 Establish and maintain an awareness barometer that measures the degree of service/access awareness against the applicable target audiences 2.1 To provide not only excellent but greater than traditional primary care 2.3 To demonstrate a clear understanding of the needs of the population we serve 2.4 To demonstrate flexibility and responsiveness to identified community needs 3.1 To develop a process for reviewing provincial/lhin expectations that is timely, effective, and on-going 3.2 To improve health status, access to care and service outcomes, particularly as related to: Aging at home Hospitalizations/re-admissions Emergency Department visits 3.3 Continue to renew and develop community engagement processes 4.1 Establish effective service partnerships and collaborations 4.2 Identify and investigate integration 4.3 Determine system role, re access, assessment, referral of CHC and how that will be collaboratively/collectively executed 4.4 Identify where, when and what advocacy roles for CHC Finalize Mission, Vision and Values statements Develop a Communications Plan Formalize the role of CAR in achieving this goal/objectives Utilize/apply findings/recommendations (and augment as required) in Community Engagement and Development Framework (Nov 2009) and the May 2011 Primary Health Care System/Service Gap Review (see Appendix 3) Review and refine Community Counselling Services Development of Diabetes Suite Ensure to the extent practicable that the outcomes and related indicators committed to in the agency s program logic models are achieved (as well as measured and evaluated) by executing the identified activities (see Appendix 2) also, update logic models Map what constitutes traditional primary care to the greater than concept and develop complementary action plan to achieve Maintain currency of needs assessments conducted, document and evaluate actions taken, identifying gaps remaining/new ones arising Operational review: (elements: management, governance, financial, staff roles, patient/client volume, clinical efficiency, operational efficiency) Data collection/outcome information to show extent to which agency is meeting MOHLTC/LHINs directions, objectives Utilize CAR in developing formal process developing community engagement processes Review/apply Quality Management activities (Appendix 2) Document and assess the effectiveness of all current partnerships/collaborations Formally engage CAR in this process Review and apply actions steps identified in Community Development & Community Initiatives logic model (Appendix 2) 1

2 Goals 1. Establish satellite services that support access for patients across the service region 2. Develop an area of focus in mental health and addictions that is consistent with the CHC model of care Specific Goal-related Outcomes/Indicators Fewer unattached clients Short/ no wait list for service Increased appropriate/timely referrals # of satellites established # of clients seen # of programs in place Degree of client satisfaction respecting access/quality of service Increase client knowledge/ understanding of MH&A Reduced MH&A stigma Clients finding recovery and the associated benefits Fewer related, co-morbid health complications Fewer hosp./ed visits Tobacco use marker # of clients working on recovery or harm reduction Reduced community stigma # of concurrent disorders and physical co-morbid conditions resulting from MH&A issues # of fewer hospitalizations/ed visits # of clients involved with justice system Quantify improvements in the social determinants of health Strategic Direction # 2 Focus outreach services in two highly impactful practice areas or target groups Objectives Actions 1.1 To provide primary care services for patients outside the centre 1.2 To know where, what, and how satellite services are best provided 2.1 Expand primary care services to address MH&A 2.2 Expand MH&A service options for target populations 2.3 Support other existing MH&A services in an integrated and complementary manner, engaging in collaborations an partnerships where appropriate and effective 2.4 Expand community wellness support services (education, community outreach, advocacy) to include a MH&A focus 2.5 Engage in active involvement in MH&A knowledge exchange networks/systems and Communities of Practice (COPs) 2.6 Where practicable and appropriate, implement recommendations, including specific policy directions (see Appendix 4) contained in Ontario s Mental Health and Addictions Strategy (Respect, Recovery, Resilience) Do a community analysis/needs assessment Develop an inventory of current partnerships, groups, etc Establish two new working groups to support the development of programs Review and apply actions steps identified in Community Development & Community Initiatives logic model (Appendix 2) Primary Care development/expansion: Greenwood Towers primary Cobourg Community Centre Migrant Workers TAMI* Mental Health & Youth Recreational Program Talking about mental illness Partnership/collaboration with NHH Lakeshore Community Mental Health Services to ensure full continuum of MH&A care in region Increased OTN consulting utilization Obtain MOHLTC/LHIN Sessional Fees Active participation in HSJCC Investigate potential role in area crisis services Establish MH&A agency policies, utilizing a wellness approach, including elements of prevention, healthy early child development, recovery approach, harm reduction ( including methadone, needle exchange program) and trauma-informed approach services and programs as they respect a continuum of MH severity Develop MH&A plans/strategies for Ensuring a full range of service along a system continuum of care along a MH continuum of acuity/severity Stopping/reducing stigma/discrimination Making early interventions Concurrent disorders Review and apply actions steps identified in Community Development & Community Initiatives logic model (Appendix 2 under Outreach heading) 2

3 Goals (Overall Outcome) 1. Demonstrate accountability to current funding sources 2. Prepared to respond appropriately to new funding 3. Seek new funding sources to allow for appropriate expansion of services 4. Consider sustainability in the light of integration 5. Establish a Business Continuity Plan (BCP) that identify critical services to be delivered to ensure survival, avoid causing injury, and meet legal/other obligations of an organization. Strategic Direction # 3 Balance sustainable resources to address needs which the PHCHC can and should be offering Specific Goal-related Outcomes/Indicators Objectives Actions Balanced budget across agency and cost centres Increase timely/accurate statistical information Increase confidence/respect of funders/ stakeholders Reduce elements of agency risk/improve client safety Agency accreditation #/$ of agency/cost centre variances accreditation achieved/recommendations implemented Increased funding (1-time/base) obtained # of other funding sources identified, contacted #/$ of successful contacts/funding Increased funding (1-time/base) obtained # of other funding sources identified, contacted #/$ of successful contacts/funding Agency proceeds (with appropriate approvals/ consultations) with identified cost/effective integrations Output measures respecting integration efforts Reduced risk of care disruption to clients Increased agency/system sustainability Optimal economic and effectiveness measures in place in case of disruptions Plan developed and in place Plan integrative, and accepted by funder and related stakeholders 1.1 Meet reporting guideline expectations (MOHLTC) 1.2 Adhere to Multi-Service Accountability Agreement (MSAA) 1.3 Maintain an awareness of financial realities, potential risks and with current funders 1.4 Foster and maintain a positive relationship with potential funders 2.1 Develop business case writing skills 2.2 Foster and maintain a positive relationship with potential funders 2.3 Develop grant writing skills 3.1 Foster and maintain positive networks with community partners to identify potential sources of funding (i.e. United Way, Trillium) 3.2 Develop grant writing and business case development skills 4.1 When exploring integration, specifically consider the sustainability elements to be provided beyond the general service and financial advantages 5.1 Develop plans measures and arrangements to ensure the continuous delivery of critical services which permits the organization to recover its facility, data and assets (including the use of partnerships where practicable) Solidify diabetes suite and dental programs Update Summary of PHCHC Specific Deliverables & Conditions under SAA with the CE LHIN and review/discuss with Board to ensure all deliverables are met In accordance with section 6.2b, document all current service integrations in place and develop a plan for considering/exploring further integrations Develop the necessary Data Collection/Outcome processes to support both existing funding and new funding Develop a funding risk matrix, using an expected-value format Seek out for professional skills development re: grant writing and business case development Develop a prospecting/funder contact plan (execute and revise as needed) Attendance at grant writing workshops by key management personnel Establish and maintain a current list of all potential funders, with pertinent information including: types/amounts of funding available, application requirements and deadlines See point 2. above Document/maintain a current list of integration as they would support sustaining the organization, including discussions, and analyses conducted Improve/enhance scope/effectiveness of Community Advisory Roundtable Develop a plan to include: BCP Governance Business Impact Analysis Plans, measures and arrangements for business continuity Readiness procedures Quality assurance techniques 3

4 Goals (Overall Outcome) 1. Achieve and maintain the designation of a fully accredited community health centre 2. Develop a comprehensive quality improvement plan for the centre 3. Develop a comprehensive risk management plan 4. Develop processes, interventions/initiative s that support a culture of safety for clients, staff, boards, visitors Strategic Direction # 4 Foster a culture of continuous quality improvement Specific Goal-related Outcomes/Indicators Objectives Actions Improved client safety, communication, risk assessment, work-life pulse, infection control More effective organization Outcome indicators, including # of: medication errors, falls, infectious disease incidences, vaccinations, adverse events, safety complaints, sick days, and amount of work satisfaction, staff turnover Enhance clients overall health status Policies and procedures current and relevant Increase use of best practices across disciplines Reduction in incidence of chronic disease and living better with if already have Fewer ED visits, hospitalizations QiiP monthly meetings (external & internal); prepare monthly reports, # of education sessions Amount LHIN ED visits/vascular burden reduced Identification/volume of services for top diseases Various statistics across each program/service area Reduce the likelihood/potential magnitude of harm to patients, staff and community; cost/ liability/litigation to the agency; and, loss of reputation Assured adequate indemnity in place for CHC/partners General perception of safety priority for all those coming in contact with agency Increased awareness/focus on harm reduction concepts Accreditation attained 1.1 The accountabilities outlined in the accreditation requirements will be met: at a board level at a staff level at a community level 2.1 Prioritize identified quality improvement 2.3 Identify quality indicators 2.4 Monitor ongoing improvement initiatives 2.5 Develop a process for reporting quality improvement outcomes to staff to board to clients to community 2.6 Engage in applicable knowledge exchange networks/systems and affiliated COPs 3.1 To initiate an internal environmental scan to determine current and potential risks 3.2 Prioritize identified risks 3.3 Develop a process for reporting quality improvement outcomes 4.1 Area/program specific policy and procedure manuals 4.2 Inclusive community involvement in developing safety processes and standards 4.3 Develop relationships with growing number of COPS many of which are focused on safety a) Develop an on-going internal topic-specific accreditation communiqué process b) Maintain and execute accreditation action plan (on-going, with specific time-sensitive deliverables/elements) (refer to Primary Care Logic Model See Appendix 2) a) Develop Policy and Procedures manual for Dental Program b) Develop SCOR (strengths, challenges,, risks) analysis process c) Create a dashboard for monitoring quality indicators d) Maintain required MSAA statistics e) Develop/maintain other relevant unique quality improvement measures f) Active involvement in primary care and related health areas knowledge exchange networks (e.g. CAMH Primary Care Knowledge Exchange, Alzheimer s Knowledge Exchange (AKE), Seniors Health Research Transfer Network (SHTRN) g) Active participation in QiiP h) Review/apply applicable activities in Appendix 2 a) Develop staff team to conduct SCOR analysis o Security Threat Risk Assessment o IT assessment o HIROC b) Create a dashboard for monitoring risk c) Refer to Risk Management in Appendix 2 a) Develop Policy and Procedures manual for Board of Directors b) Develop formal process for conveying changes in current best practice knowledge, agency policy and practice c) Identify specific COPS to connect with (particularly respecting seniors and MH&A) (e.g. Diabetes, MH, Falls Prevention, Medication Safety, Nutrition, Driving and Dementia) 4

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