red lake margaret cochenour memorial hospital …...2016-2019 strategic plan 3 preface it is our...

2016-2019 Strategic Plan

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Strategic Plan 2016-2019

Red Lake Margaret Cochenour Memorial Hospital

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Table of Contents

Preface

Our Vision, Mission, and Values

Executive Summary

Who We Are & Who We Serve

Current State Analysis: Based on 2011 North West LHIN Health Pro� le

Health System

Community

Community Partners

The Policy Envionment

The North West LHIN Health Services Blueprint

Patients First

Red Lake Local Health Hub

Strategic Plan Priorities

Priority #1

Priority #2

Priority #3

Priority #4

Priority #5

Priority Initiatives

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4

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5

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6

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PrefaceIt is our pleasure to present the Red Lake Margaret Cochenour Memorial Hospital Strategic Plan for 2016-2019. This plan identi� es � ve priorities to advance the provision of healthcare services in our hospital, for the bene� t of our patients and the community.

With the assistance of an external consultant, we engaged our internal and external community partners through engagement meetings and leadership discussions. In addition, we examined the Red Lake population health pro� le, the ongoing work of the North West Local Health Integration Network and performed a review of the Ministry of Health and Long Term Care’s Patient’s First proposal.

We would like to thank our partners for sharing their expertise and concerns with us. Together, we will continue to advance healthcare in the Red Lake health hub.

Angela Bishop Terry BurseyPresident and CEO Board Chair

Senior Leadership Team


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Infrastructure renewal and growth: Protecting and growing our tangible assets to optimize service delivery and meet the health care needs of the community.

Our Vision, Mission, & Values

Vision

Mission

ValuesWorking togethertowards excellencein rural health care.

Compassionate,quality care –everypatient, every time.

• Patient-centred: ensuring the needs of patients and families are central to our actions and decisions

• Caring: responding to our patients and each other with kindness, respect and compassion

• Integrity: doing the right thing in all ways and in every encounter

• Safety: maintaining the highest safety standards in patient care and our work environment

• Learning: supporting and encouraging our employees, volunteers and patients in a culture of learning

• Advocacy: speaking up for patients and our community

• Accountability: operating in a medically, socially and � nancially responsible manner

Our values de� ne who we are and what we stand for:

Executive Summary

1 Quality of Care:Achieving better health outcomes and better patient experiences in a sustainable manner.

Learning, Accountability and Wellness:Treating our human resources as core assets.

System leadership:Championing and orchestrating change in alignment with provincial and regional priorities.

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3Sustainability: Integrating organizational mission and values with reliable, valid evidence to make resource-management decisions.

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5


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Who We Are & Who We Serve

The Red Lake Margaret Cochenour Memorial Hospital is an 18 bed hospital in the northwest corner of Ontario. The hospital is located 2 hours north of the TransCanada Highway, 2.5 hours from the next nearest hospital and 550 km from Thunder Bay Regional Health Sciences Centre, the nearest tertiary care centre. This remote and rural location o� ers many challenges and opportunities for health service providers.

We serve the communities of Red Lake, Ear Falls and Wabauskang First Nation, a combined population of 5465 residents (2011 census).

The hospital employs 95 full-time, part-time and casual employees, making up approximately 60 full-time equivalent. Together, with a full complement of 7 physicians, we provide 24 hour emergency care, inpatient acute and chronic care and low-risk obstetrics. We also have a busy telemedicine program, provide chemotherapy for oncology patients and endoscopy service in collaboration with a visiting physician. Our multidisciplinary team includes laboratory, diagnostic imaging, ultrasound, physiotherapy, occupational therapy, and nutrition counselling and diabetes education.

The Red Lake Hospital also o� ers mental health and addictions counselling through the Community Counselling and Addictions Service, located o� -site in a downtown o� ce location. The hospital is the corporate sponsor for the local Employment Services program.

Current State Analysis:Based on 2011 North West LHIN Health Profile

We know that relative to the province, the residents of the North West su� er from more chronic disease and exhibit unhealthier life-style behaviours. The NW LHIN population data also demonstrates some characteristics that make Red Lake unique when compared to other communities in our region: there are fewer First Nations in the catchment area. Wabauskang is the only First Nation within the boundaries of the catchment area. The population of the Red Lake Local Health Hub (LHH) is younger than in the broader Kenora Integrated District Netowrk (IDN) and North West LHIN; The proportion of the residents who are francophone is re� ective of the IDN as a whole, and much higher than for the overall LHIN; The proportion of the residents who self-identify as aboriginal is lower than in the broader Kenora IDN and North West LHIN overall.

Data Source: Statistics Canada 2011

Current State Analysis:Based on 2011 North West LHIN Health ProfileCurrent State Analysis:Based on 2011 North West LHIN Health ProfileCurrent State Analysis:

NipigonAtikokanTerrace Bay

Greenstone

Manitouwadge

Marathon

Kenora

Emo Fort Frances

Rainy River

Thunder Bay

Red Lake

Sioux Lookout

Dryden

NORTH WESTLHIN REGION


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Health System: Community:

Red Lake has a better doctor/patient ratio than other communities, with a ratio of 663 patients per active physician. There are two Family Health Teams, one in Red Lake and one in Ear Falls. However, we are also aware that in addition to primary care clinics, family doctors provide 24 hour coverage in the emergency room, medical care to inpatients, support to the long term care home residents and participate in hospital committees. The community also has a resident dentist, optometrist, physiotherapist, massage therapist and chiropractor.

The hospital has 12 acute care beds, 4 chronic care beds and 2 obstetrics beds. The occupancy rate ranges from 58% in 2011 to 82% in Q4 2016. There were 4,232 visits to the Emergency Department in 2015-2016. However, the rate of repeat visits within 30 days for patients with mental health conditions or substance abuse conditions is generally among the highest in the district.

There is one long-term care (LTC) home serving Red Lake and Ear Falls. Northwood Lodge has 32 beds and is owned and operated by the Kenora District Homes for the Aged. March 2016, there are 32 people on the wait list for LTC; data from 2011 shows that there were 18 admissions to LTC in that year. In 2011, 33.2% of the total hospital days were occupied by patients who were waiting for LTC; in the last quarter of 2015-2016, 50% of hospital beds were occupied by patients waiting for LTC. Red Lake does not have any seniors’ supportive housing.

Red Lake is primarily a mining town that has enjoyed a buoyant economy and a signi� cant employment of professionals related to the mining industry. The more recent cyclical downward shift in the commodity price of gold has a� ected the community and is expected to impact Hospital Foundation fundraising e� orts.

The community has bene� tted greatly from the philanthropic investments of Goldcorp in the social infrastructure of the town; notably the construction of the beautiful and highly functional building that houses the Family Health Team. The Community Health Care Committee continues to be active in the support and recruitment of physicians to the community.

A broad range of community partners provided feedback to the Board in the development of the Strategic Plan: Municipality of Red Lake, Red Lake Family Health Team, Ear Falls Family Health Team, Red Lake Indian Friendship Centre, Fire� y, Red Lake Emergency Shelter, and New Start for Women and CCAC.

Transportation is a key barrier in the delivery of needed services to patients/clients.

All those interviewed pointed to serious program gaps, such as a lack of supports for seniors in terms of supportive housing and LTC beds detoxi� cation centre, second stage transition housing for women/children and limited social and health supports.

Community Partners


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The Red Lake Margaret Cochenour Memorial Hospital strategic plan is aligned with the priorities and direction set by the Ministry of Health and Long term Care ‘Ontario’s Patients First: Action Plan for Health Care’ and the North West LHIN Health Services Blueprint.

The North West LHIN Health Services BlueprintThe North West LHIN Health Services Blueprint s a 10-year plan to reshape, strengthen and sustain the health care system in our region. Through implementation of the integrated service delivery model, services will be organized at three levels within the LHIN: local, district, and regional. Health service provision will focus on improving the patient experience within the health system through a network of organizations that provide or arrange to provide a coordinated continuum of services to the residents of the North West LHIN.

• Strong focus on population health and improving health outcomes

• Improving the patient care experience – right care, right time, right place

• High quality care

• Increased accountability and transparency

• Increased communication, partnerships and integration

• System sustainability

• Value for money

Within the NW LHIN framework there will be one vertically integrated health care organization (IHCO) in each Local Health Hub accountable for the health of the LHH population, responsible for delivering Local Health Hub basket of services across multiple sectors and for partnering with speci� c providers to deliver specialized services at the Local Health Hub Level.

The Policy Environment

Patients First‘Patients First’ is the Ontario government’s blueprint for health care system transformation designed to put people and patients � rst by improving their health care experience and their health outcomes.

The plan focuses on four key objectives:

1. Improve access -providing faster access to the right care.

2. Connect services – delivering better coordinated and integrated care in the community, closer to home.

3. Support people and patients – providing the education, information and transparency they need to make the right decisions about their health.

4. Protect our universal public health care system – making decisions based on value and quality, to sustain the system for generations to come.

Red Lake Local Health Hub Red Lake is at the initial stages of development as a Local Health Hub. On October 6th, 2015, the Red Lake Margaret Cochenour Memorial Hospital hosted a one-day conference for health care and social service providers in Red Lake. Thirty-two participants joined in the interactive session. At the end of the day, there was consensus that the three most pressing challenges are transportation, a� ordable and supportive housing and coordination of services.


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Strategic PlanPriorities2016-2019


Quality of Care:Achieving better health outcomes and better patient experiences in a sustainable manner.

Learning, Accountability and Wellness:Treating our human resources as core assets.


Sustainability: Integrating organizational mission and values with reliable, valid evidence to make resource-management decisions.

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Quality of Care:Quality of Care:Achieving better health outcomes and better patient experiences in a sustainable manner.

Learning, Accountability and Wellness:Learning, Accountability and Wellness:Treating our human resources as core assets.


Sustainability: Integrating organizational mission and values with reliable, valid evidence to make resource-management decisions.



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Objective 1.1 Provide safe and patient-centred care in all our services and activities.

Objective 1.2 Create an environment of culturally appropriate care for all patients.

Priority #1

Achieving better health outcomes and better patient experiences in a sustainable manner.

Quality of Care:

2016-2019 Strategic Plan Priorities

Expected outcomes: • Improved patient/family experience

• Exemplary Standing, Accreditation Canada

• Respect for patient preference


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Objective 2.1 Strengthen Governance e� ectiveness through continuous learning and development

Objective 2.2 Empower our employees through learning and performance management systems that support professional growth and accountability.

Objective 2.3Ensure a healthy work environment and supportive workplace culture.

Expected outcomes: • Improved Governance awareness of system

leadership

• Increased employee accountability

• Improved employee satisfaction

• Decreased sick time and overtime

Priority #2

Treating our human resources as core assets.

Learning,Accountabilityand Wellness:



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Objective 3.1 Lead the development of the Red Lake Health Hub

Expected outcomes: • Improved coordination of patient care

• Reduction of duplication of services

• Advocacy of community needs

• Access to care, close to home

Priority #3

Championing and orchestrating change in alignment with provincialand regional priorities.

SystemLeadership:



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Objective 4.1 Collaborate with system partners to seek e� ciencies.

Objective 4.2 Decrease clinical, operational and reputational risks.

Priority #4

Integrating organizational mission and values with reliable, valid evidence to make resource-management decisions.

Sustainability:

Expected outcomes: • Increased participation in shared services,

clinical and back-o� ce

• Decreased costs

• Standardization of processes

• Fewer residual organizational risks



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Objective 5.1 Protect and grow our tangible assets.

Objective 5.2 Improve eHealth capacity in alignment with provincial and regional priorities.

Objective 5.3 Ensure a comfortable, safe and welcoming environment for patients and sta� .

Priority #5

Protecting and growing our tangible assets to optimize service delivery and meet the health care needs of the community.

Infrastructure Renewal and Growth:


Expected outcomes: • Reduction in system risk

• Protection of assets

• Access to care, close to home

• Improved health service provider communication

• Improved transitions of care

• Decreased risk to patient safety


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Initiatives Quality of Care

Learning, Accountability,

Wellness

System Leadership Sustainability

Infrastructure Renewal and

Growth Expected Outcome

Integrated Palliative care initiative Improved pati ent/family experience

Meet Evidence-based standards for quality and safety

Pati ent preferences respected

Achieve Exemplary Standingin Accreditation

Adopt Patient andFamily Centred Care model

Implement culturally-safecare framework

Implement leadership development strategy forBoard and management

Improved Governance awareness of system leadership

Increased employee alignment with Vision, Mission and Valued

Improved employee sati sfacti on

Decreased sick ti me and overti me

Develop Human resource succession plan

Implement ‘Respect in the Workplace’ program

Implement IntegratedWorkplace Wellness Program

Develop Red Lake Health Hub annual work plan Improved coordination of

patient care

Reduced duplication of services

Increased awareness of community needs

Access to care, close to home

Establish key deliverables for Health Hub foci: transportation, service coordination and housing

Collaborative review of needs of vulnerable populations

Implement Health Link

Inclusion of CCAC in hospital environment

Increased participation in regional shared services

Decreased costs

Increased regional standardization

Fewer residual organizational risks

Adopt regional back-o� ceand clinical shared services

Implement Internal Risk Management system

Align emergencypreparedness with IMS

MDRD and perioperativeprogram review

IT infrastructure 5 yearreplacement plan

Reduction in system risks

Protection of assets

Access to care, close to home

Adopt regionaltechnology standards

Align with eHealth Ontario strategic plan

Ensure adequacy of capital infrastructure, 10 year capital plan

Optimize space to supportsystem integration

Improve HSP communication Improve transitions of care

Replace inadequate HVAC systems

Improve patient satisfaction

Decrease patient safety risk

Renew infrastructure to meetCSA standards

Ensure accessible environment

The following table presents a summary of the priority initiatives identi� ed for our Hospital along withthe strategic priority, or priorities they will advance:

Priority InitiativesPr

iori

ty # 1

Prio

rity

# 2Pr

iori

ty # 3

Prio

rity

# 4Pr

iori

ty # 5

INFR

AST

RUC

TURE

REN

EWA

LA

ND

GRO

WTH

SUST

AIN

ABI

LITY

SYST

EM L

EAD

ERSH

IPLE

ARN

ING

, A

CCO

UN

TABI

LITY

AN

D W

ELLN

ESS

QU

ALI

TY O

F C

ARE


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NO

TES:

Working together towards excellence in rural health care.


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# 51 Highway 105 P.O. Box 5005 Red Lake, ON P0V 2M0Phone: (807) 727-2066 Fax: (807) 727-2923

w w w.redlakehospita l .ca

red lake margaret cochenour memorial hospital …...2016-2019 strategic plan 3 preface it is our...

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