FAIRHAVEN VISION Engage. Inspire. Motivate.

FAIRHAVEN VISION Engage. Inspire. Motivate. STRATEGIC PLAN 2011 2014 1

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TABLE OF CONTENTS Message from the Executive Director 3 Executive Summary 4 Strategic Planning Process Overview 5-6 Mission 7 Vision 8 Core Values 9 Strategic Aims 10 Strategic Aims and Goals 11 Organization-Wide Strategic Aims and Goals 12 High Quality Compassionate Care 12 Goal #1-Minimize Risk 12 Goal #2-Healthy Caring Environment 12 Goal #3-Enhancing Resident and Staff Satisfaction 12 Continuous Quality Improvement 13 Goal #1-Best Practices 13 Goal #2 Enhancing Operational Performance 13 Goal #3-Integration and Coordination of Care 13 Optimize Human Resources 14 Goal #1-Enhanced Training and Education 14 Goal #2-Capacity Building 14 Goal #3-Building Relationships 14 Innovative Trend Setter 15 Goal #1-Leverage Expertise and Resources 15 Goal #2-Advocacy 15 Goal #3-New Initiatives and Partnerships 15 Conclusion 16 3

MESSAGE FROM THE EXECUTIVE DIRECTOR Fairhaven is a municipal long-term care home providing a safe and caring environment for 256 residents since 1960. Our service area includes the City of Peterborough and the surrounding regions. Over the past seven months, the Committee of Management has worked together with administration to guide the Strategic Planning Process. Our Strategic Plan was created with the cooperation of residents, family members, volunteers, staff, community stakeholders and partners. We examined the impact of demographic and resource trends in order to fulfill our role; identified ideas and strategies for developing innovation for Fairhaven; and, provided a framework to guide advancement in the longterm care sector and the broader health system. Fairhaven s philosophy continues to be aligned with our new Strategic Plan in respect to being resident focused, treating everyone with respect and dignity, living and working in a safe and caring environment. In order to achieve this, the staff and volunteers work together as a multi-professional team. Our Strategic Plan identifies our Mission, Vision and Core Values and explains our Strategic Aims and Desired Outcomes we intend to achieve over the next three years. As we continue to learn, I look forward to bringing new information and innovation to Fairhaven by looking at challenges and opportunities from new angles. To the world you are one person, however to that one person you are the world. Joy L. Husak 4

EXECUTIVE SUMMARY Fairhaven is a highly regarded municipal long-term care home, owned by the City and County of Peterborough, and has been an important part of this community for over 50 years. In 2010, we celebrated our 50 th anniversary and will continue caring for generations. Fairhaven is committed to providing quality care with our multi-professional team consisting of more than 325 staff and over 125 volunteers. These devoted individuals continue to enrich our environment through dedication, hard work, and commitment. Fairhaven is funded by the Ministry of Health and Long-Term Care (MOHLTC), the Central East Local Health Integration Network (CE LHIN), and through the generous donations from individuals in our community. We provide private, semi-private, or basic accommodations to residents. Our services consist of resident focused nursing and personal care 24 hours a day. Our recreational and therapeutic programs include, but are not limited to: physiotherapy, resident, and family councils, dietician services, social activities, and special events in the community. Fairhaven meets the needs of residents while ensuring a culture of quality and safety. Fairhaven continues to provide a respectful and caring environment for residents and staff by building on engagement, inspiration, and motivation. We have undergone reformation in response to the new Long-Term Care Homes Act and the CE LHIN s new accountability agreement. We will continue to pursue integration with community partners to ensure the continuum of care for our residents. We provide the highest quality of life for our residents by focusing on complex health challenges and shift our interests toward accountability, sustainability, and transparency, in order to promote best practices and innovation. Throughout the planning process, our stakeholders expressed their aspiration to ensure we deliver high quality of care and to be better prepared for the effects of necessary policy changes by taking a leading role in the long term care sector. To learn more about Fairhaven please visit www.fairhavenltc.com. 5

STRATEGIC PLANNING PROCESS OVERVIEW The Committee of Management (Board of Directors) and Fairhaven s Management Team s objective was to establish a Strategic Plan that provides a framework to ensuring affordable, accessible and high quality care for our residents and a safe working environment for our employees. The Mission, Vision, and Core Values were re-evaluated and Strategic Aims and Desired Outcomes were established. Our Strategic Planning Process enabled participants to identify the issues and resources they require to continue to meet the needs of residents, staff, and transformation in the health care sector. The planning process engaged members of the Committee of Management, senior management and leadership teams, residents, family members, staff, Residents Advisory Council, Family Council, volunteers, Auxiliary, community partners, agencies, and academic institutions. There was a review of past Strategic Plans, SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats), demographic profiles, and external policy direction. Task focus groups and key informant interviews were conducted both internally and externally. The Strategic Plan builds upon the success of the past; identifies resources required to move forward; and, sharing a Vision for the future. Fairhaven s Strategic Planning Process was guided by the following principles: 1. Resident Focused/Quality of Care 2. Engagement 3. Transparency 4. Education 5. Accountability 6. Integration 7. Sustainability 8. Innovation 9. Trends 6

STRATEGIC PLANNING PROCESS OVERVIEW Our Strategic Plan will: 1. Demonstrate a commitment to ensure our residents and staff live and work in a caring and safe environment. 2. Articulate priority initiatives to allow us to focus on the issues essential to resident care and needs. 3. Enhance the skills and morale of staff by providing ongoing training and development opportunities. 4. Promote community engagement and partnerships 5. Identify and address barriers and trends to reach our desired outcomes. 6. Strengthen communication to encourage innovation of best practices across our sector and the broader health care system. 7. Continue to endeavor to improve perceptions of the long-term care sector. 8. Build on Fairhaven s Mission and Core Values enabling us to achieve our Vision. The Committee of Management would like to thank everyone who participated in this process. It is because of you that Fairhaven will continue to care for generations. 7

MISSION Committed to enhancing the quality of life in a caring and safe environment 8

VISION Recognized as a leader in providing quality care through spectacular service, innovation, education and collaboration with our residents, clients, staff, and community partners 9

CORE VALUES Resident Focus Respect Integrity Enthusiasm Innovation..Everyone Matters 10

STRATEGIC AIMS STRATEGIC AIMS High Quality Compassionate Care Continuous Quality Improvement Optimize Human Resources Innovative Trend Setter OUR GOALS Minimize Risk Best Practices Enhanced Training and Education Leverage Expertise and Resources Healthy Caring Environme nt Enhancing Operational Performance Capacity Building Advocacy Enhancing Resident and Employee Satisfaction Integration and Coordination of Care Building Relationships New Initiatives and Partnerships By following our Mission, Core Values, and Strategic Aims, our Vision will be achieved. 11

STRATEGIC AIMS Goals Description of Goal High Quality Compassiona te Care Continuous Quality Improvement Optimize Human Resources Innovative Trend Setter 1. Minimize Risk Create systems to track fire drill training, work order processes, preventative maintenance program, evaluation of Committees, performance reviews and other processes to ensure a safe and caring environment for residents and staff. 2. Healthy Caring Environment 3. Enhancing Resident & Employee Satisfaction Continuously improve our delivery of service, establish measurable resident and staff indicators, Residents First initiatives, and Accreditation processes, while eliminating errors and adverse events by ensuring safety and quality is implanted into our daily routines. Develop and maintain a Communication Plan, implement regular surveys and follow up, establish a social committee to enhance our positive culture and environment while ensuring sustainability and accountability. 1. Best Practices Assuring best practices are in place to improve the quality of life and physical well being of our residents by providing the necessary, effective, and efficient delivery of care through partnerships with community services clubs, partners, stakeholders, Researchers, Accreditation Canada, Residents First, Ontario Network, Regional Family Council Network, and other health care service providers. 2. Enhancing Operational Performance 3. Integration and Coordination of Care 1. Enhanced Training and Technology Establish measurements and benchmarks (plan, do, study, and act) to build efficiency and cost effective care through collaborative leadership, Quality Improvement Plan, and Balanced Scorecard. Enhance integration and coordination of care by partnering with researchers, experts, and other community partners to identify opportunities and resources for innovation and best practice in care, administration, and services. Strengthen the skill set and education of staff by improving working conditions, providing ongoing training opportunities, leadership development, LEAN Initiative, online training, and electronic documentation and reporting systems. 2. Capacity Building Review and enhance recruitment and retention process, attendance management program, orientation process, allocation of current staff, mentoring students from community programs and academic institutions. 3. Building Relationships 1. Leverage Expertise and Resources Engage, inspire, and motivate by building trusting relationships with residents, staff, volunteers, and partners with a goal to becoming a Top 100 Employer. Identify internal and external experts, develop relationships, and benefit from the additional insights, opportunities, and expertise they can offer to meet the needs of our resident and maintain their high quality of life. 2. Advocacy Continue to advocate for change that will bring financial security, better accessibility, decrease in elder abuse, improve perceptions of the longterm care sector, and other campaigns that will assist in better delivery of care for residents and a positive work environment for staff. 3. New Initiatives and Partnerships Establish Fairhaven as a Centre of Learning and Excellence to enhance the care for residents and increase development opportunities for staff with CE LHIN, MOHLTC, and community partners. 12

ORGANIZATION-WIDE STRATEGIC AIMS AND GOALS Goal #1 Minimize Risk STRATEGIC AIM - HIGH QUALITY COMPASSIONATE CARE Create systems to track fire drill training, work order processes, preventative maintenance program, evaluation of Committees, performance reviews and other processes to ensure a safe and caring environment for residents and staff. Fairhaven will minimize risk to residents and staff by ensuring process and systems are in place and revise as required, according to legislation, with a focus on residents needs. Fairhaven is committed to accountability, sustainability, and transparency. Meet the residents needs by delivering a high quality of care. Provide a safe and caring place to live and work. Encourage residents and staff to be engaged, inspired and motivated. Goal #2 Healthy Caring Environment Continuously improve our delivery of service, establish measurable resident and staff indicators, Residents First initiatives, and Accreditation processes, while eliminating errors and adverse events by ensuring safety and quality is implanted into our daily routines. Fairhaven is dedicated to ensuring we are resident focused and solution orientated. The application of best practices in combination with the resident s choice of lifestyle supports excellent health outcomes. Fairhaven will provide the necessary effective and efficient health services to these individuals who may have increasingly diverse service requirements. All residents are treated with dignity, respect and compassion. Communicate and transfer information to appropriate residents, family members and other health care service providers in a timely fashion. Staff will be empowered to take action that will improve the resident s stay. Fairhaven will track safety measures and post all adverse events. Follow evidence based best practice care protocols. Goal #3 Enhancing Resident and Staff Satisfaction Develop and maintain a Communication Plan, implement regular surveys and follow up, establish a social committee to enhance our positive culture and environment for staff. Enhanced communication. Effective listening. Engage, inspire and motivate staff. STRATEGIC AIM - CONTINUOUS QUALITY IMPROVEMENT 13

Goal #1 Best Practices Assuring best practices are in place to improve the quality of life and physical well being of our residents by providing the necessary, effective and efficient delivery of care through partnerships with community services clubs and stakeholders, Researchers, Accreditation Canada, Residents First, Ontario Network, Regional Family Council Network, and other health care service providers. Fairhaven prioritizes and focuses on the needs of our residents. Our participation in the Residents First initiative has shown positive results and we will continue to partner with Health Quality Ontario and other associations to bring their expertise to our home. All residents needs are met and are treated with compassion, respect, and dignity. Employees will engage in making decisions and take action to improve the delivery of care for residents. Resident satisfaction surveys show positive feedback. Fairhaven will be recognized as a Centre of Learning and Excellence. Goal #2 Enhancing Operational Performance Establish measurements and benchmarks (plan, do, study, and act) to build efficiency and cost effective care through collaborative leadership, Quality Improvement Plan, and Balanced Scorecard. Fairhaven continues to become more efficient and cost effective by enhancing performance activities in all departments. We encourage suggestions from residents, family members and employees in order to ensure better relationships, satisfaction, and financial accountability. Generate financial revenue to support continued investment in programs, capital and innovation. Achieve a positive performance environment with a dedication to accountability and strong leadership in all areas. Goal #3 Integration and Coordination of Care Enhance integration and coordination of care by partnering with researchers, experts, and other community partners to identify opportunities for innovation and best practice in care, administration and services. Fairhaven will continue to research and review opportunities and partnerships provincially, nationally and internationally for potential growth. Enhanced communication to reflect transparency and accountability. Advanced technology to decrease duplication on documentation and systems. STRATEGIC AIM - OPTIMIZE HUMAN RESOURCES Goal #1 Enhanced Training and Technology 14

Strengthen the skill set and education of staff by improving working conditions, providing ongoing training opportunities, leadership development, LEAN Initiative, online training, and electronic documentation and reporting systems. Fairhaven continues to enhance and upgrade technology to improve their performance efficiency for both residents and staff. We acknowledge that this will be an ongoing process in order to keep up to date with government legislation and new high performance equipment. Training and development for all employees. Website and online training in place to enhance the skill set of employees. Updated technology to include Point of Care, Electronic Medication Administration, and Communication systems. Goal #2 Capacity Building Review and enhance recruitment and retention process, attendance management program, orientation process, allocation of current staff, mentoring students from community programs and academic institutions. Fairhaven has been undergoing reorganization to be aligned with the new regulations and the CE LHIN s accountability agreement. Part of this operation includes hiring new staff with the skill set and qualifications that are required for the care of our residents. We continue to utilize all resources available to us including community clubs, other health care providers and Government programs. Make investments in improving skill sets to all staff. Ensure smooth transitions when change is inevitable. Increase the number of students from community programs. Improve hiring process by developing a plan. Enhanced leadership training. Recognize the talents of our staff and use them to their fullest capabilities. Goal #3 Building Relationships Engage, inspire and motivate by building trusting relationships with residents, staff, volunteers, and partners with a goal to becoming a Top 100 Employer. Fairhaven s strength is our staff. We continue to measure our successes from implementation of our home wide improvement initiative. As change has occurred in our environment, some feel overwhelmed and we are committed to assisting these employees as they request our help. Our open door policy is readily available to staff at all levels if they so desire. Continue to engage in communications and planning with community and provincial partners such as MOHLTC, CE LHIN. Relationship building is part of the management team s performance review. Transparency in communications at all levels. STRATEGIC AIM - INNOVATIVE TREND SETTER Goal #1 - Leverage Expertise and Resources 15

Identify internal and external experts, develop relationships, and benefit from the additional insights, opportunities, and expertise they can offer to meet the needs of our resident and maintain their high quality of life. Fairhaven collaborates with community partners and leaders to ensure delivery of high quality of care for our residents. To achieve this, all employees must be committed to excellence, process improvement and resident satisfaction. Fairhaven must ensure that resources and expertise are available to all staff and residents. Provincial programs and additional funding to be allocated in a cost effective, sustainable and transparent method. Knowledge transfer in a timely manner. Goal #2 - Advocacy Continue to advocate for change that will bring financial security, better accessibility, decrease in elder abuse, improve perceptions of the long term care sector, and other campaigns that will assist in better delivery of care for residents and a positive work environment for staff. Our resident focused approached provides a higher quality of life and choice of lifestyle at Fairhaven. In order to sustain this method, we continue to advocate on the residents behalf in order to ensure they will have financial security, accessible health care, not to be afraid to speak about abuse and improve persistent negative perception of the long-term care sector among the government and public. An increase in completed positive resident and staff satisfaction surveys. Continue to participate in campaigns to enhance our delivery of service. Measurable indicators in improvement in residents care such as increased time spent with residents (LEAN method). Educational and support services to residents, family members, staff and volunteers. Transformation of perceptions. Goal #3- New Initiatives and Partnerships Establish Fairhaven as a Centre of Learning and Excellence to enhance the care for residents and increase development opportunities for staff with CE LHIN, MOHLTC, and community partners. Fairhaven continues to partner and plan with community stakeholders to form a continuum of care for our residents. Our resident focus approach encourages staff and family members to voice their recommendations to the Management Team at any time. We will continue to develop new opportunities for staff to develop and upgrade their skill sets. Partnerships with researchers outside of the health care sector. Identify opportunities for innovation and best practices. Develop relationships and benefit from additional expertise and new partnerships. CONCLUSION 16

This Strategic Plan 2011-2014 expresses Fairhaven s continued commitment to provide the highest quality of care (resident focused) to all of our residents. We will monitor our performance indicators as we incorporate new ideas and innovation to achieve the best outcomes for our residents, staff, and community. Our dedicated employees and volunteers are deeply valued. We will maintain our investment in training and draw upon their expertise in our day to day operations. We continue on our journey to becoming a Centre of Learning and Excellence in the long termcare sector and broader health system. We look forward to spectacular new opportunities and partnerships We are proud to present this plan, yet it is only that a plan. The plan will not achieve success unless we widely communicate these Strategic Aims and incorporate them into our daily activities, with links to our performance evaluations, budget, balanced scorecard, and other plans such as Fairhaven s Capital, Human Resource, Quality Improvement and Communication Processes. Health care continues to change and we are very aware of the pressure to ensure we provide our residents with the lifestyle they have earned and have become accustomed to. As the aging population continues to grow, we must ensure we find effective ways to assist and accommodate these individuals as they arrive at Fairhaven their new home. Fairhaven continues to flourish while maintaining its Mission to enhance the quality of life in a caring and safe environment. We are committed to ensuring a sustainable future for all of our residents and staff. Thank you for your contributions and we look forward to working with you. FAIRHAVEN PROVIDES A CONTINUUM OF CARE...EVERYONE MATTERS 17