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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

mailto:[email protected]

1 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.


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 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.

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 Grounds Us - Our Values • Collaboration • Accessibility • Respect • Excellence • Innovation • Quality Customer Service


Health Care for All Our Communities – New Challenges, New Opportunities

Our Environment: The Case for Change 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 age-

onset 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.

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

Through consultation with our staff and our communities we have planned for

the future as an inter-connected system of care and services.


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.


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.

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

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.

Collaboration Accessibility

Respect Excellence Innovation

Quality Customer Experience

Building For Tomorrow

Innovation Learning and

Growth

Keeping It Going

Expanding Opportunities

The Best We Can Be

Getting Better Staying Healthy


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.


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.


OUR VALUES...

COLLABORATION, ACCESSIBLITY, RESPECT, EXCELLENCE,

INNOVATION, and QUALITY CUSTOMER SERVICE

OUR VISION

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.

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

OUR STRATEGIC

FOCUS

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

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.

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.


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.


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. Operational Strategies:

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.


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.


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. Operational Strategies:

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


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 client-focused.

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.


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.


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.

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.

Board

Senior Team

Managers

Front Line

Big Dots

Little Dots

Work underway by Quality Team


STRATEGIC MEASURES IERHA Themes

“Big Dot” (Strategic) Measure Driver

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1. Emergency Department Access – Reduce Diversions by 50%

Physician Availability # of physicians vacancies ✓ ✓

ER Department Capacity

# of new nursing protocols

# of nursing staff trained

✓ ✓

Expanded Primary Care

# of Quick Care visits ✓ ✓ ✓ ✓

Long Term Care Admissions

# of readmissions from PCH

✓ ✓

Home Care Service Availability

# of patients in Home Sweet Home project

✓

2. Patient Experience – Reduce formal complaints by 10%

# of LHIG meetings

# of meeting RM Health Organizations

# of communications regarding service

✓

✓

✓

✓

✓

✓

✓

✓

✓

Acute Care Experience

ER Wait times per EDIS

Patient experience scores for acute care

✓

✓

✓

✓

✓

Primary Care Experience

# of patients matched to physician

# sites with EMR access

✓ ✓ ✓ ✓

Continuing Care Experience

# clients awaiting placement

✓ ✓


“Big Dot” (Strategic) Measure Driver

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3. Vacancies – Reduce unintentional vacancies by 50%

Recruitment # of candidates hired/# career fairs attended

# of physicians hired

# of practicum placements by profession

✓

✓

✓

✓

✓

✓

✓

Effective Recruitment process

# of days from posting to 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

✓ ✓ ✓

✓

✓

✓

✓

✓

✓

✓

Staff satisfaction survey rates

✓ ✓ ✓

# of staff departures by type

✓ ✓ ✓ ✓


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.

interlake-eastern regional health authority strategic plan ... · 2016-2021 strategic plan 1 2016...

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