Leaders in Innovative Rural Health Care

Leaders in Innovative Rural Health Care 2014-2017 Strategic Plan Prepared by OPTIMUS SBR 2014 All rights reserved

Table of Contents MESSAGE FROM CEO AND BOARD CHAIR... 3 INTRODUCTION... 4 MISSION, VISION, AND VALUES... 5 STRATEGIC DIRECTIONS... 7 CONCLUSION... 13

Message from CEO and Board Chair A Message from our Board Chair As Haliburton Highlands Health Services embarks on its post-integration journey, this new Strategic Plan 2014-2017 will guide the organization to better meet the health needs of the Haliburton Highlands community. Through the implementation of the Strategic Plan, the Board of Directors is confident that HHHS will improve quality, enhance local access and integrate services in partnership with other Haliburton County health providers. We are excited to achieve our bold new Vision and become Leaders in Innovative Rural Health Care. John Kay Chair, Board of Directors Message from our CEO Becoming Leaders in Innovative Rural Health Care will be both a challenge and a responsibility for all Haliburton Highlands Health Services staff over the next several years. Armed with a new set of core values that will guide our actions as individuals and effective teams, we will strive to demonstrate our compassion, accountability, integrity and respect to each other and to all our patients, residents, clients and community members we serve. Together with our partners, we will become a comprehensive Health Hub providing the highest quality and range of services to Haliburton County full-time and seasonal residents and visitors. Varouj Eskedjian President & CEO Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2014-2017 Strategic Plan 3

Introduction Haliburton Highlands Health Services (HHHS) has been serving Haliburton County and the surrounding communities since its foundation. During that time Staff, Leadership, and the Board of Directors have developed deep relationships with the individuals we serve, their friends and families, and the community as a whole. We understand the important role we play in the community as providers of high quality Primary Care, Hospital Care (Acute Inpatient and Emergency Care), Long-term Care, End-of-Life Care, Mental Health and Addictions Services, and Community Support Services to residents and visitors of the area. We take pride in being a pillar of the community and in the respect that the community holds for us. We understand the importance of working with our partner organizations in related health care, social services, education, and other fields for the benefit of the community. We recognize the role we play as an employer to the community and as a significant benefactor of the community and the need to be involved in the core fabric of the community as a way to thank the many individuals who support us every day. To understand how to best serve the community, and develop a path forward, HHHS Leadership and Board, in consultation with staff and community members, have developed this renewed Strategic Plan. We are proud of our new Strategic Plan which supports our Vision, Mission and Values. The Strategic Plan reflects stakeholder input from a diverse group including community members, partner organizations, staff and leadership, and health system experts. Through our Strategic Planning process we have defined a path for achieving our goals and where we will focus our efforts going forward. Our planning efforts will ensure our future success and response to a changing health care environment. The stakeholder groups involved in the Strategic Planning process agreed that HHHS integrated model of care provides the organization with the foundation necessary to meet new challenges and to be a true leader in Ontario, capable of providing the many wrap-around services which our clients and patients require. Our Strategic Plan builds on this and recognizes our desire to position HHHS as a leader in innovative rural healthcare. Our team and our shared leadership are committed to the Vision, Mission, and Values of our new Strategic Plan. We will remain committed to ensuring safe, high quality seamless and coordinated care across Haliburton County and among the organizations we work with. While doing this we will be positioning HHHS along a path to achieve the goals and objectives that will see us become a true leader in providing innovative rural health care. We take pride in being a pillar of the community and in the respect that the community holds for us. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2014-2017 Strategic Plan 4

Mission, Vision, and Values Our Strategic Plan starts with our Vision. Our Vision is to be: Leaders in innovative rural health care. This Vision represents our aspirations and is aligned with what we heard from our community and stakeholders about the positive foundational work we have accomplished so far that has placed us in a position to become a model for successful rural health care in Ontario. For HHHS to become the premier model of rural health care, we must remain committed to our Mission. Our Mission is: Haliburton Highlands Health Services, working with partners and accountable to our community, promotes wellness and provides access to essential, high quality health services, including: Primary Care Hospital (Acute Inpatient and Emergency Care) Long-Term Care End-of-Life Care Mental Health and Addictions Services Community Support Services. This Mission represents our core responsibilities as an organization and is the focal point for how we will achieve our Vision. As we move forward, the actions we take each and every day will be driven by our core Values. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2014-2017 Strategic Plan 5

Our Core Values are: Compassion Accountability Integrity Respect Our Mission is critical to making sure we remain focused on a common goal. Our Values and Vision will ensure we remain true to this. We identified Strategic Directions through our consultations with health system and community partners that provide an outline of how we intend to advance our Mission. Our Accountablity Framework summarizes the key components of our strategic plan: the Vision Values, and Strategic Directions. The following pages provide more details on how we define each of these Strategic Directions, the actions we will take, and what success will look like. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2014-2017 Strategic Plan 6

Strategic Directions

Health System Integration Working Together For the Health of the Highlands Health care providers can no longer operate in isolation from one another or from other related social and community service providers. As a developing Health Hub serving Haliburton County s full-time and seasonal residents and visitors, HHHS will work together with our partners to ensure that we can provide a wide range of high-quality and sustainable services required by individuals in a coordinated and reliable way. This will require us to enhance existing relationships and build new partnerships to advance the continuum of care and maximize efficiencies in the utilization of valuables resources. Working with our partners from Primary Care, Long-Term Care, End-of-Life Care and Community Services, which includes Mental Health and Addictions, Social Services, and Education, we will strive to act as a Health Hub and enhance the coordinated delivery of care in the region. The ways in which we will achieve this include: 1 Integration Continue with, and identify new, integration opportunities with internal and external partners. The recent integration with Community Care Haliburton County (CCHC), Supportive Initiatives for Residents in the County of Haliburton (SIRCH Community Services) and the Victorian Order of Nurses for Canada has considerably expanded the services which HHHS provides. Moving forward, we will need to evaluate this integration to ensure positive outcomes for the community and identify areas for future improvement. 2 Improve Care Coordination Work with our Primary Care, Community Care Access Centre, and Seniors Care Network partners to identify innovative improvements to the coordination of care in Haliburton County. Explore existing and new models of care coordination to identify how we can best ensure that our patients and clients are connected to the services and professionals they require in a smooth and seamless fashion. 3 IT Integration Recognizing the benefits of collaborating with our Central East LHIN hospital partners, develop an IT Plan to implement a common Hospital Information System. Implement the scanning and archiving of digital records and Point-of-Care. Enhanced IT capabilities will allow us to better, and more efficiently, understand our patients and clients and provide them with the highest quality care centred on their unique requirements. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2015-2017 Strategic Plan 8

Community Engagement Involving Community for Best Health Care Experience Our organization exists to support full-time and seasonal residents as well as visitors in our community. To be successful at this we must engage with the community. As we move forward we must make every effort to operate in a compassionate, open and transparent way, accountable to those we serve and consistent with our positioning as a pillar of the community. We will invite stakeholders to share ideas and expertise to help drive program decisions and shape service delivery to best meet the current and future needs in Haliburton County. This will involve identifying new opportunities for full-time and seasonal residents, businesses, local councils, and our partner organizations to provide input and help drive decisions at HHHS and to better understand how we operate as an organization. Finally, we will work to recognize and celebrate our community and those who support us through volunteer time, donations and other contributions. The ways in which we will achieve this include: 4 Community Engagement Develop a Community Engagement and Communication Plan to identify new and impactful ways to engage with community members, local councils, media, and other stakeholders so that HHHS is seen as the open and transparent organization it is. Implement a regular Community Engagement Survey to allow us to identify ways in which we can improve our community engagement and provide stakeholders with an opportunity to provide input and help drive the direction of HHHS. 5 Community Advisory Create a Community Advisory Committee (CAC) to provide the community with a direct link to HHHS. Work with the new CAC to identify opportunities and take action when necessary to address community needs and requests. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2015-2017 Strategic Plan 9

Effective People and Teams Accountable Teams Recognized As Leaders in Innovative Rural Health Care Our people allow us to accomplish everything we do as an organization and are crucial to our Mission of being Leaders in Innovative Rural Health Care. Staff, volunteers, and physicians are our most valuable resources and we must support them with the right tools, education, training and mentoring required to provide the high quality care and reliable service we promise. We must also build a reputation as an organization that fosters a culture of teamwork, accountability, recognition, and rewards our team members for the valuable contributions made every day. Treating each other and those we support in a way that is consistent with our Values Compassion, Accountability, Integrity, and Respect will be core to our people and culture. Supporting our people in this way will allow them to seek out and adopt innovative ways to deliver care across our continuum of services: Primary Care, Hospital Care, Long-term Care, Endof-Life Care, Mental Health and Addictions and Community Support Services. The ways in which we will achieve this include: 6 Recruitment and Retention Strategy Implement a Recruitment and Retention Strategy to provide staff with the support they require, as well as ongoing education and training throughout the organization. 7 Improved Employee and Volunteer Engagement and Communication Enhance existing communication and engagement with staff and volunteers across the organization to build a culture of teamwork, accountability and recognition within the organization. Implement initiatives to recognize staff and volunteers and conduct regular Employee Engagement Surveys to identify new opportunities. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2015-2017 Strategic Plan 10

Quality and Service Excellence Doing Our Best as We Continue to Grow As a growing Health Hub we must ensure that we provide the full-time and seasonal residents and visitors of Haliburton County with access to the right high quality services they require in the right setting based on their needs. Operating as a high performance team, we will work every day as leaders in all areas of our organization to provide compassionate, safe and respectful care, supporting each other and those who depend on us for support. As we move forward, we will proactively identify, evaluate, and consider opportunities, making the best use of technology, to bring new services or enhance existing services for our community. While identifying new opportunities we will also work every day to improve the performance of our current services to ensure the highest degree of safety, access, effectiveness, and client-centredness. The ways in which we will achieve this include: 8 Identify Service Requirements Identify and expand locally delivered services that the residents of Haliburton County will require. Work with the community, our partners, and health system planners to identify future needs such as diagnostic imaging, end-of-life care, dementia programs and services, physiotherapy, and supportive community services. 9 Improve Access Improve the access to specialists through the use of technology and referral pathways. Identify opportunities for new or improved access to services which are required by the residents of Haliburton County and formalize partnerships to guarantee their accessibility. 10 Quality Improvement Plan Continuously improve the quality of all services provided by HHHS. Identify and implement quality improvement initiatives across all areas of our organization including Hospital Care, Long-Term Care and Community Services. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2015-2017 Strategic Plan 11

Sustainability Investing Wisely for Continuous Care Across the province, public sector organizations are being asked to do more with less. We are accountable to our funders, our community and each other for the sound management of our resources and we must meet this challenge to guarantee on-going and reliable access to a comprehensive range of treatment, support and prevention services. Continued long-term planning is necessary to proactively seek out opportunities for program enhancement, new partnerships and improved service delivery. Our success is also attributed to the generosity of all who support our organization through fundraising, volunteering and other activities. The level of support we receive relative to the size of our community is a topic of conversation across the province. We must continue to work with our Foundation, Auxiliaries and fundraising partners to celebrate and continue our success and ensure on-going support and delivery of essential health and other support services. The ways in which we will achieve this include: 11 Seasonal Residents Action Plan Recognizing that the seasonal residents of Haliburton County have a strong willingness to contribute to the success of HHHS, work with our Foundation and Auxiliaries to identify how to best engage seasonal residents and encourage their participation and contributions to HHHS. 12 Long-Term Action Plan Plan for the long-term sustainability and success of HHHS. Develop a long-term master plan that meets the needs of Haliburton County and gains support from the Ministry of Health and Long-Term Care and Central East LHIN. 13 Annual Operating Planning Ensure sustainable year-to-year operations by developing balanced budgets and monitoring monthly progress. Work closely with the Foundation and Auxiliaries to fund future investments in HHHS success. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2015-2017 Strategic Plan 12

Conclusion As we look forward over the next three years, we envision a HHHS that will be among Ontario s leaders in rural health care. Our Strategic Plan addresses the many challenges and opportunities we will face in providing our community with better quality health care, better access to care and better value by enhancing existing relationships and building new partnerships. By creating a Health Hub we will be able to advance highly coordinated care throughout Haliburton County. Inviting our community to provide input and help drive decisions about programs and services will ensure that the care we provide is based on the needs of those we serve and is delivered in a manner designed to achieve the best health outcomes. In providing services we will continue to maximize efficiencies in the utilization of resources to address the increasing needs for services and the costs of delivering those services. By applying new technology and modes of health care delivery, while upgrading our technology and diagnostic equipment, we will provide the sustainable, high quality services needed by our community. By attracting, retaining and supporting our staff, working with the community and our partners and maintaining a focus on an integrated and collaborative model of care, HHHS is well positioned to become a leader in innovative rural health care. Prepared by OPTIMUS SBR 2014 All rights reserved Haliburton Highlands Health Services 2015-2017 Strategic Plan 13

7199 Gelert Road, P.O. Box 115, Haliburton, ON, K0M 1S0 Phone: (705) 457-1392 www.hhhs.ca