Hpital gnral de Nipissing Ouest

The West Nipissing General Hospital

725 ch.
ch. Coursol Rd., Sturgeon Falls, ONTARIO P2B 2Y6
TEL: (705) 753 - 3110 FAX: (705) 753 - 0210

Strategic Plan
2013-2018

Going for Altitude

Executive Summary

The West Nipissing General Hospital (WNGH) completed their five (5) year Strategic
Plan taking into account internal and external changes within the healthcare sector, the
current environment and the previously accomplished goals and objectives from the
2008 Strategic Plan. The 2013 plan is a refresh setting the course and guiding the
organization over the next five (5) years.

A number of key factors have lead to the production of this plan:

1. Input from internal stakeholders
2. 74 employees responded to a planning survey
3. 28 employees participated in a World Caf session
4. Board of Directors Strategic Planning Exercise
5. Management Strategic Planning Exercise
6. Review of 2008 Strategic Plan, accomplishments and outstanding goals
7. Recognizing that status quo is not an option
8. The opportunity for change is here and now
9. Shortage of health care professionals
10. Aging populations with complex illnesses who are living longer

We wish to thank the staff, physicians, and board members for their input into this plan.
We are proud and pleased to share the revised strategic plan as well as our
accomplishments to date given the tough climate we face each day in the health care
sector.

The Strategic Planning process permitted us to review our mission, vision and values
while setting strategic direction for the hospital with four pillars set as our foundation for
change and improvement. Within the four pillars are the core concepts and objectives
set by employees and physicians to ensure we achieve the strategic direction set.

I skate to where I think the puck will be as quoted by Wayne Gretzky is the most
important strategy and the driving force of a strategic plan. The greatest strength of the
organization is to know its direction, which is what we have called our Strategic Plan
2013-2018.

Sincerely,

Cynthia Dsormiers Collin Bourgeois

President & CEO Board Chair
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Strategic Plan 2013-2018

Vision

The West Nipissing General Hospital is committed to improve the health and wellness
of our culturally diverse community.

Mission

The delivery of quality primary healthcare to the population of West Nipissing and
surrounding areas.

Values

Respect & Dignity

Patients First

Communication

Compassion

Team Work

Accountability

Safe Environment

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WNGH is setting strategic direction with the

following four Pillars:

The West Nipissing General Hospital

Enhance quality of work life

Invest in the organization

Partnership for excellent

patient-customer-client
and patient experience
Capital Planning

and its people

experience
Mission Vision Values

1. Capital Planning

Develop a 1 million dollar capital plan to meet infrastructure needs.

Continue to invest strategically to maintain a healthy financial position.

Develop a 5-10 year infrastructure plan for an aging building.

Implement effective measures to make the building operate more efficiently
(electricity, water, heating & cooling).

Enhance & support the WNGH Foundation.

2. Invest in the Organization and its People

Enhance employee satisfaction & pride

Implement strategies to motivate staff to commit to the organization and build
long standing careers

Become a Centre of Excellence (endoscopies, CT scanner.)

Develop mutual respect, trust, collaboration and professionalism at all levels

Improve communication amongst staff with active listening

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Integrate WNGH goals and objectives into staff work-life

Continue with employee recognition events and enhance staff appreciation
events with board involvement

Provide opportunity for continued education

Encourage mentorship and role modeling

Succession planning, recruitment and retention strategies

Enhance and celebrate the differences between the generations of
employees

Ensure we have the right people/right fit for the organization

Manage yourself as everyone is a leader

3. Enhance quality of Worklife and Patient

Experience

Review and refresh Wellness Committee with the mandate to engage staff

Empower and challenge staff

Staff to be accountable for actions

Staff to take ownership

Ensure every staff member is treated as a valued team member

Build on successes, celebrate and communicate successes

Aim for improvement to deliver better patient care

Aim for quality patient care and safety

Empower patients to take ownership and responsibility for their health

4. Partnership for Excellent Patient-Customer-

Client Experience

Develop relationship with the people you deal with everyday

Explore and leverage technology and innovations

Enhance partnerships with physicians

Continue to partner with local, district and regional partners

We are all customers of healthcare

Address the stigma associated with Mental health and Substance abuse

Engage the community

Communicate and share success stories

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Appendix A
Strategic Planning Questionnaire 2013
Strategic direction, goals, ideas for action - (for the next 5 years)
What programs or patient services do you think we should:

Keep doing
Chemotherapy, Mammography

Cardiac Rehabilitation, Ambulatory Care

Crisis Intervention

Community partnerships

Keep set parking rates

Good ER wait times

Health & Safety initiatives & education

Do more of  Pulmonary Rehabilitation, Physiotherapy

 Endoscopy
 Palliative Care + palliative care room for LTC unit
 Education with High school students
 Fundraising
 Hire more RNs, RPNs & PSWs
 Social activities for staff and families
 Orientation for new employees
 Expand role of Discharge Planner
 E-learning opportunities
 Reduce stigma with mental health
 Training staff in ER re Mental Health
 Activities for CCC and LTC patients
 Increase outpatient testing
 Achieving excellence
 Telehealth
 More office space at Alliance Centre
 DI on evenings and weekends
 Communicate patient satisfaction results across the
organization
Do less of - Paediatrics
- Close ECU
- Fluoroscopes

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Strategic direction, goals, ideas for action - (for the next 5 years)
What programs or patient services do you think we should:

Start doing, new  Orphan patient clinics

 Lumps & bumps/excisions
 CT scanner
 Active surgery, Wound care clinics
 IV therapy & infusion clinics
 Follow up in community post discharge
 Aggressive health promotion-nutrition, young mothers, etc.)
 Pet Therapy
 Bone scan
 Digital ECG, ETT, Echos, etc.
 Nurse Practitioner

Catalyst for Change Accelerates or precipitates a change for the better

Vision:
THE WEST NIPISSING GENERAL HOSPITAL will improve the health status of our
population through integration of service and in cooperation with our partners.

Mission:
THE WEST NIPISSING GENERAL HOSPITAL is committed to the delivery of quality
primary healthcare to the people of West Nipissing and surrounding areas by utilizing
innovative skills, technology and best practices.

Do you believe the current vision

statement above is representative of what
we want to strive for? If not, please
indicate other ambitions we should
consider.

Do you believe the mission statement

above accurately reflects the purpose of
WNGH? If not, what suggestions would
you make for improvement?

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Appendix B
Strategic Planning World Caf Results
Statement Yes No
Mission : The delivery of (primary) quality care to the
population of West Nipissing and 25 votes 0 vote
surrounding areas
Vision : The WNGH will
~ aspire to (8 votes)
~ strive to (11 votes)
~ pursue to (3 votes) 27 votes 0 vote
~ is committed to (19 votes)
Improve the health and wellness of our
culturally diverse community.
Values Number of Votes
Respect & Dignity 28
Patients First 25
Communication 21
Compassion 18
Team Work 18
Accountability 16
Safe Environment 15
Bilingualism 13
Honesty & Openness 12
Patient Centered 11
Integrity 10
Collaboration 9
Environmentally Responsible 9
Caring 8
Health & Wellness 7
Adaptability 6
Leadership 6
Education 6
Quality Improvement 5
Transparency 4
Learning 4
Empower Others 3
Courage 1
Partnership 0
Excellence 0
Cultural Diversity 0

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Appendix C
Board of Directors Strategic Planning Exercise

The WNGH Board of Directors met on May 31, 2013 with Facilitator Neil Fox to look at
the organization from 30,000 feet..the following thoughts were presented as the
basis for our strategic plan over the next 5 five years.

Provide a strategic framework that will provide strategic direction

Our game plan needs strategic acting and thought process
Buy in is essential for success
We need to communicate, communicate and communicate some more
Communicate and celebrate our successes and accomplishments
Stem negativity
We are living in a world of changes & we must meet those future challenges
WNGH needs to live up to the changes- change management
WNGH is an economic engine in West Nipissing
Advocate to the community and engage the board to notice what a great
organization WNGH is and can be
Lots of progress noted over the past four (4) years
Plan for the future needs of our community (aging, first nation, orphan, chronic
diseases)
Focus to best serve the needs of our community

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SWOT Analysis

1. Strengths
1. Diverse board
2. Champion - strong team and CEO
3. Transparency /public reporting
4. Accountability
5. Financial stability
6. Quality improvement patient care history of excellence
7. Food
8. Long-Term Care
9. Excellent staff appreciation
10. Doctors
11. Ability to change & adapt - accept changes
12. History & future of excellence
13. Conscious of the need to be more collegial

2. Weaknesses
1. Lack of control over: funding, collective agreements, wage increases,
government
2. Aging infrastructure: water pipes, generator, roof, flooring, air handling units
etc.
3. Liability has been driving processes
4. Dedication and quality of work
5. Staff need to take ownership
6. Lack of physicians
7. Lack of professional training for managers to mentor and deal with their
staff
8. Conscious of the need to be more collegial with colleagues at all levels.

3. Opportunities
1. CT Scanner
2. Mental health and substance abuse programs
3. Dialysis
4. Recruitment & retention
5. OR, visiting specialists, Ambulatory Care clinics
6. Meditech software

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7. Bilingual services
8. Updated equipment
9. Numerous partnerships
10. Branding-marketing WNGH
11. WNGH is an economic driver of this community &healthcare is economic
driver of the future.
12. Locum physicians test drive & market our hospital and community.
13. Northern School of Medicine (NOSM) graduates
14. Centre of Excellence for colorectal cancer screening.
15. Health Centre (clinic) prime real-estate- opportunity to expand.
16. Social media becomes your best communication tool
17. Employee & Family Assistance Program (EFAP)
18. New technology and healthy financial position
19. Accreditation (laboratory & hospital)
20. Local Education Group (LEG)
21. Accountability agreements with hospital, Mental Health & Substance Abuse
and Long-Term Care
22. Healthcare professionals available to teach our youths on healthy
programs.
23. Volunteer Wal-Mart greeter
24. Work culture
25. Employee wellness program.

4. Threats
1. Aging workforce
2. HR retention and recruitment
3. Healthcare facility proximity
4. Medical practitioner shortage
5. Lack of professional jobs for the health care professionals partner
6. Impeding retirements of experienced healthcare professionals
7. Perception/feelings can become a toxic environment when staff &
physicians express a bad day.
8. Social media
9. Lacking customer service, especially respect
10. Lacking work culture
11. Healthcare is a very challenging environment
12. Litigation society
13. Public sector mentality (instant gratification).

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Objectives that Form the Strategic Direction

1. Stem negativity

2. Great place to work

3. Respect

4. Change management

5. Learning

6. Engage the community

7. Nutritional focus

8. Education

9. Community focus

10. Partnerships

Four Pillars of the 2013-2018 Strategic Plan

Based on the SWOT analysis and the objectives noted above, the following four (4)
pillars will provide the basis for our strategic plan over the next five (5) years:

1. Capital planning.
2. Invest in the organization and its people.
3. Enhance quality of work life and patient experience.
4. Partnership for excellent patient-customer-client experience.

Once in our lifetime we will seek the services of the WNGH,

therefore everyone in this community is a stakeholder.

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Appendix D
Management Strategic Planning Summary
The Senior Management team met on June 7, 2013 with facilitator Neil Fox to review
and engage their role in the strategic planning process. The intent of this strategic
planning exercise is to develop a game plan for the West Nipissing General Hospital for
the next five (5) years, knowing that our greatest strength as an organization is the
people whom will plot the direction. The West Nipissing General Hospital is:
An economic driver for the community
A significant leader in the community
An integral part of the community and region

<Strategy is about how to act and think, built around a game plan>

1. Identify and talk more about the successes of the WNGH-be a champion
2. Align mental health services with the mission and vision of the WNGH
3. Implement strategies to motivate staff to commit to the organization to build a
lasting career at WNGH
4. Empower and challenge staff, build respect
5. Integrate & consolidate our team-ownership of the team
6. Develop a purpose and meaning at work
7. Revise the Wellness Committee to enhance employee recognition, appreciation
and satisfaction
8. Invest in our staff-staff engagement
9. Aim for quality safe patient care
10. Succession planning, recruitment and retention
11. Empower patients and resident to take charge of their own health
12. Have a team-based approach to ensure every staff member feels values
13. Recognize and learn from past mistakes-build on the positives
14. Continue with board presentations, tours and open houses
15. Recognize the complexity of hospitals and health care
16. Provide HR training and tools for management to develop a consistent approach to
performance appraisals/evaluations, attendance reviews and progressive
discipline
17. Communicate, communicate & listen
18. Ownership, collaboration and professionalism
19. Explore and leverage technology
20. Implement effective measures to operate the plant efficiently and with durability
21. Determine the smart objectives that are attainable, achievable and measureable.

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