2016 Strategic Plan Proposal
The illustration portrays, in an intuitive sense, an outline of the strategic plan developed by the Board of Directors and Senior Management at our recent retreat. This is proposed as the basis of a going-forward strategic plan to be further developed and communicated to employees and community partners prior to formal adoption by the Board.
Main Component Overview
The reason the Atikokan General Hospital exists is to deliver patient/client-centered care to those needing it within our community and surrounding area. Understanding their needs and striving to service those through continual improvement in the delivery of supportive care across the spectrum of health requirements should be what guides our decisions and responses.
These are the essential elements required to deliver the range of compassionate care to those within our community where and when they need it to ensure that the patients' realistic expectations can be met in terms of improving their health outcomes.
A stable foundational platform is required to provide the vision, direction, resources, oversight and leadership necessary to effectively support the pillars for implementation of the vision. If the platform crumbles, the pillars collapse which, in the end, will fail to provide the support needed for the patient.
Good dialogue is an important component that needs to be interwoven throughout the whole fabric of the organization to bind it together, much as the mortar that is used to cement the building blocks into a strong cohesive structure. Written and verbal communication serves to inform, to educate, to guide and sometimes to correct. Listening is the other critical piece in effective communication as it helps us to understand others needs, perceptions and suggestions. Two-way respectful communication is an integral part of any healthy structure, promoting continual improvement and adaptive change.
Sub-Component Descriptions - The Platform
Good governance is the base on which any corporation is built. That means that the board of directors carry out their fiduciary duties in a responsible and transparent fashion by acting to ensure that the purposes of the organization are fulfilled and that both physical and intangible assets are protected and utilized in an appropriate manner for the public good. The board plays a key role in helping to define vision, mission and values for the organization and in ensuring that adequate resources are made available to enable the corporation to accomplish its goals on a consistent and continual basis.
Continuing financial support is such a major resource requirement to sustain AGH operations that it has been identified separately as a crucial building block. In a low interest environment in which tax dollars are already stretched to the limit, and in which healthcare already consumes a major portion of public investment, sustainability of the system as we currently know it is in question. This is the rationale behind the Ministry of Health and Long Term Care's recent communications about the imminent need for system changes. Any rise in interest rates could be devastating.
Skilled and Knowledgeable Leadership
The skills, knowledge and competency of the leadership team determine the effectiveness with which any organization moves ahead in achieving its objectives. Obviously you want the best that your resources can afford. The board hires and develops the CEO while the CEO establishes and develops his management team. In all cases there needs to be continual investment in training, education and development of the team and there needs to be strong succession planning to maintain a superb collective leadership team as individuals come and go over time.
Sub-Component Descriptions - The Pillars
Employees are the trained and qualified people who interact directly with patients or who provide the support functions for implementation of the corporation's goals and objectives. While being our most important pillar, they also consume and dispense the largest percentage of the organization's resources on an annual basis.
It is important to invest in our employees to ensure they remain qualified through life-long learning and development; that they are provided with the resources they need to do their jobs; and with a safe and respectful environment in which to function.
Quality is often difficult to define as it means different things to different people and it is hard to quantify in statistical metrics. For our purposes, this can be viewed as meeting the patient's realistic expectations in terms of achieving positive health outcomes from delivery of the service. Examples can include increased comfort with reduction of pain and reduction of symptoms, improved functionality, a better understanding of condition with education provided on coping strategies, fewer re-admissions to emergency care, restorative healing, disease remission or even a complete cure. What matters is that the patient is pleased with the results of his interaction with his health providers. Health care services also need to be delivered to the patient in the right place and at the right time. Early treatment and intervention can prevent or minimize later complications and costs.
There are a multitude of agencies within the community and throughout the district providing varying components of health care services. In some cases (e.g. diabetes care and education) there is duplication of service delivery and in other areas there may be gaps. Often patients don't readily understand which agency to approach to get the care they require.
Coordinating health service delivery will require the development of relationships among agencies at both the governance and operational levels. It will also require listening to patients to grasp and to understand their requirements.
Equitable and Accessible
Everyone should have the same access to the health care services they need regardless of culture, age, geography, economic, physical or other conditions. This care should be provided as close to home as reasonably possible, being aware of the fact that certain conditions or procedures can best be performed with optimal outcomes only where highly specialized personnel or equipment is available. In such cases, some assistance with finances and/or transportation may be required.
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Upcoming Public Meetings
Wednesday, October 5, 2 pm, Pioneer Centre
- This presentation is part of the agenda of the regular monthly meeting of the Pioneer Club. The club has agreed to open the meeting to the public.
Tuesday, October 11, 4 pm, Council Chambers
- This presentation will be made as a delegation to Council, and will be televised by Shaw Cable 11
Wednesday, November 16, Noon, AEDC Training room
- The presentation will be made during the monthly meeting of the Atikokan Inter-agency Committee, which serves not-for-profit agencies of all types. For information, or if you plan to attend, call 597-2485