JAMES BAY GENERAL HOSPITAL STRATEGIC PLAN

Thu, 7 Feb 2008 16:16:58 -0500

THE WAY AHEAD
JAMES BAY GENERAL HOSPITAL
STRATEGIC PLAN

This strategic plan has been created to set the direction for the James Bay General Hospital. It identifies our vision of success, the mission that drives us towards attaining the vision, the overarching values and principles that frame our decision making and the strategic directions (strategic goals) that guide the development and operation of the major programs and services that we carry out in order to fulfill the vision and mission.

The health care needs of the people in the communities provide a context for the plan as well as the strategic plan of the MOHLTC and the various legislative imperatives.

JBGH provides programs and services to the people of the James Bay Area. We do this in partnership with Weenebayko General Hospital as together we serve the communities of Moosonee, Moose Factory, Fort Albany, Kashechewan, Attawapiskat and Peawanuck.

JBGH faces many challenges. These challenges were identified in a number of background papers and formed the agenda of meetings that led to the formulation and adoption of this strategic plan.

This strategic plan is our commitment to the people we serve. It identifies what we will do to improve the health and well being of the patients as we navigate the way ahead together. It also identifies our commitment to the health care system, the importance of integration, quality, efficiency and effectiveness and the staff who along with the people of the communities make up our most valuable resource.

Our vision is bold, our focus is clear and our dedication is sincere. There will be ongoing challenges as we face a changing health care environment. However our plan is designed to carry us through these challenges and ensure our success.

VISION

Healthy Families Living in Healthy Communities

MISSION

James Bay General Hospital is committed to providing quality health services in a culturally sensitive manner to the unique people of James Bay, while maintaining a positive, professional environment for its patients, staff and the communities which it serves.

VALUES AND PRINCIPLES

• An environment that respects and fosters an holistic approach to care
• An environment in which the privacy and confidentiality of the patient is paramount
• An environment that supports the continuous personal and professional development of its staff
• An environment that fosters consultation, communication, cooperation and participation
• An environment that fosters the role of promotion and prevention in the continuum of health care
• Recognition and respect for the uniqueness of each community
• Recognition and respect for the culture, life and dignity of the individual and the family
• Accountability for the efficiency and effectiveness of the management of resources

STRATEGIC DIRECTION

In order to focus the energies and efforts of the organization and to bring clarity to its actions, the major initiatives or corporate goals have been identified in the form of Strategic Directions.

STRATEGIC DIRECTION # 1
Quality Programs and Services for our Communities
We will work with our communities to identify the needs of the people. We will also work with our partners including the MOHLTC and LHIN 13 to ensure that our programs and services are focused on addressing those needs. We will work to acquire the resources to provide a range of programs and services across the continuum of care. We will work to ensure that these programs and services are resourced with the appropriate mix of staff to provide the full spectrum of quality care either in our own facilities or through partnership with others.

STRATEGIC DIRECTION # 2
System Integration
We will work with the Weeneebayko Health Ahtuskaywin, Ministry of Health and Long Term Care, Ontario, Health Canada, and Chiefs and Councils and Mayor and Council of the communities we serve to bring about a new integrated “Regional Health Authority”. When appropriately constituted under provincial legislation we will transfer the existing programs and services and resources to the new authority. JBGH and WHA will then be effectively dissolved. There will of course need to be a number of organizational and legal steps undertaken before this can be concluded. The integration initiative is designed to improve the connection between the various system components and to maximize the benefit of the resources in the interest of the people of the James Bay Area.

STRATEGIC DIRECTION # 3
Organizational Effectiveness
Through effective governance and clinical and operational leadership we will ensure accountability for the utilization of resources in the most effective manner and in the best interest of patient care. We will organize and deliver programs and services in a manner that deals with the challenges we face while reflecting contemporary measures of efficiency and effectiveness. We will utilize an appropriate mix of systems, skills and equipment. We will implement a Quality Council approach to guide the efforts in the areas of risk, quality and accreditation. We will move toward accreditation in a timely but practical manner.

STRATEGIC DIRECTION # 4
Nurturing Workplace
We recognize the importance of a professional and dedicated workforce. We will work to attract physicians and staff that will create a professional and healthy workplace. We will work to create a positive work environment that is supported through effective communications, mutual respect, education, quality facilities and leadership.

STRATEGIC OBJECTIVES

The strategic directions identify the main areas of concentration (goals) for the organization. To accomplish each of these goals we have identified a number of strategic objectives which sets out in more detail the components that will need specific focus.

Strategic direction # 1
Quality Programs and Services for our Communities
Objectives
• Secure an ambulance service for Kashechewan
• Advocate for clean water
• Develop a promotion and prevention program in the area of diabetes
• Advocate for a 911 system
• Increase the professional clinical resources including the numbers of physicians, nurse practitioners, lab & x-ray technologists, and promotion and prevention specialists
• Secure appropriate long term care and chronic care resources
• Secure upgraded facilities for Moosonee including inpatient beds
• Develop patient focus groups
• Ensure that the organization is prepared for emergencies including CBRN

STRATEGIC DIRECTION # 2
System Integration
Objectives
• Work with the steering committee to integrate WHA, JBGH and Health Canada programs into a new regional health authority
• Develop a Board of Trustees that is representative of the communities and is provided with the training necessary to undertake the challenging task
• Work with LHIN 13 to foster greater regional integration of systems and programs
• Ensure the development of a senior management team that is reflective of the significant challenges

STRATEGIC DIRECTION # 3
Organizational Effectiveness
Objectives
• Develop a quality management program to include objective operational standards, risk management and accreditation
• Implement a comprehensive health records program including an EMR
• Develop a comprehensive materials management program including appropriate facilities
• Develop a comprehensive facilities management program including new and existing facilities
• Develop a comprehensive information management plan to include interconnectivity with our partner service providers
• Develop a comprehensive organization wide pharmacy program
• Appoint shared program managers when positions become vacant
• Develop common policies and procedures

STRATEGIC DIRECTION # 4
Nurturing Workplace
Objectives
• Ensure a safe workplace for all staff
• Secure funding to provide for appropriate staffing levels
• Ensure a comprehensive education and training program for staff
• Develop a comprehensive human resources plan
• Develop a comprehensive communications plan

THE WAY AHEAD

These four strategic directions are the goals of the JBGH for the coming year. In order to accomplish these goals JBGH has developed hospital wide objectives. In the coming months and years specific action plans will be developed to bring these goals and objectives to fruition.

Specific departments will develop objectives and programs and services to further achieve the VISION and MISSION. The policies and procedures of that will be developed will also be framed in part by the Strategic Plan.

These plans are not easily achieved. They will require the dedication of the existing Board and Staff. The time frame for many will be measured in years. Many will be realized only long after integration has taken place.

With the integration of services (WHA, JBGH, Health Canada and MOHLTC) scheduled for early 2007 it is sincerely hoped that the direction set by this plan will be incorporated into the strategic plan of the new regional health care corporation.

Wes Drodge
August 25, 2006

Spring 2007

Thu, 7 Feb 2008 11:38:25 -0500

Installed new Satellite communication systems.