Strategic Plan 2012 - 2017

The Board of Directors of MICs Group of Health Services endorsed an in-depth engagement process with our various publics in order to ensure participation and input from the community regarding setting of strategic priorities for the next five years. Engagement sessions were held with Board and Team Members, MICs Corporate Membership at all three hospitals and residential facilities, community members/residents within the MICs communities, community and strategic health partners. The input received formulated the information within our environmental scan and SWOC/ SWOT analysis.

The Strategic Planning Committee at the retreat took the time to complete a comprehensive review of the information provided at the various engagement forums. This process identified the priority areas of importance for the MICs organization at the individual and integrated community levels. A review of the existing strategic plan was also completed as a result of the identified health services needs and priority areas.

The Strategic Planning Committee through a priority identification process identified six strategic priorities that would guide the MICs Group of Health Services over the next five years ultimately ensuring that MICs meets its organizational mission.

To provide increased services to seniors

• Advocate for the completion of a Long Term Care needs assessment for the development of a new Long Term Care facility for South Centennial Manor
• Collaborate with the CCAC to identify continuum of care services for seniors outside of hospitals and in the community
• Identify with NE LHIN alternate level of care strategies and solutions
• Seniors Friendly Hospital

To improve and promote responsible financial management and expand our information management strategies

• Participate in proactive financial planning for ongoing operation and future capital needs
• Advocate for equity of funding
• Continue to ensure financial viability of our organization as required by the L-SAA and H-SAA requirements
• Continue to investigate, plan and enhance information technology and management within our organization to improve service delivery

To provide appropriate, accessible, effective, safe and quality health services

• Enhance collaboration and integration across the range of MICs Health Services to best meet the needs of our population
• Foster a culture of patient safety, quality, ethical practice and respect for confidentiality and privacy
• Demonstrate our quality and effectiveness through performance monitoring and reporting
• Utilize the Accreditation Canada Framework to maintain full compliance with Required Organizational Practices (ROPs) related to patient/ resident quality and safety
• ECFAA and Quality Improvement Plan Development and implementation
• Critical Incident System
• Employee wellness and health promotion

To promote healthier communities and people through partnering

• Continue to develop community based models for the promotion of health and the delivery of primary health care through family health and collaborative teams
• Encourage new partnerships, while augmenting existing partnerships
• Enhance French and/ or bilingual services and Aboriginal/ First Nation/ Metis health services for patients and the communities of MICs Group of Health Services.
• Investigate other primary modalities for implementation in Black River-Matheson
• Address the leading causes of death and disability through the establishment of health promotion and prevention strategies in partnership with the Porcupine Health Unit, community agencies, stakeholders and the NE LHIN.
• Enhance partnerships to address priority health issues as identified by health status indicators, report cards, reports and health needs assessments.
• Encourage people to become involved in promoting and maintaining their own health, and the health of their families and their communities.

To ensure availability of Health Human Resources to meet the health care and service needs of the population served, in light of the forecast of population growth

• Continued Physician Recruitment efforts for all communities
• Recruitment and Retention of allied health professionals aimed at ensuring a skilled workforce to meet service needs
• Complete and begin implementation of a strategic plan for human resources which includes a succession plan for emerging leaders.
• Foster a continuous learning environment for Board Members, Team Members, patients, residents and visitors.
• Promote a safe and healthy work environment through the promotion of occupational health and safety initiatives and employee health services.

To ensure sound governance practices

• Assess the current governance model in relation to new governance practices currently existing in the Province of Ontario
• Review legal document on MICs Assessment of Board Structure
• Identify decision process for MICs board structure change
• Review MICs organizational chart for updating