KINGSTON COMMUNITY HEALTH CENTRES

Transcription

1 KINGSTON COMMUNITY HEALTH CENTRES Project Strategic Planning Presentation Board of Directors - March 25, 2009

2 Purpose of this Presentation This deck presents the proposed Strategic Directions for Kingston Community Health Centres for the period of , as well as a set of measures that will allow the board to track progress against the plan. They are presented by the Strategic Planning Committee to the Board for review and approval. In addition, as background information, the highly collaborative process that was used to develop the plan is briefly described (Appendix A), and the summaries of work products that were developed through the planning process are provided. In documents outside of this deck, has the detailed results of the SWOT analysis and other information gathered throughout the process. Page 1

3 Strategic Directions Strategic Plan Page 2

4 Balanced Scorecard for the Plan (Governance Level) External Relationships & Outcomes Client survey results for Q 17 ( I feel my quality of life is better because of the programs and services I received from the organization ) and Q 19 ( I feel my ability to manage overall health and well-being has improved because of the programs and services I received ) Number and type of partnerships Description of investment and the resulting value to the community and to Number of signed agreements with academic organizations, including the range of institutions and programs represented Internal Systems & Processes Number of program evaluations completed in past year Number of clients seen across > 1 program Percent of staff using a common information system (Purkinje) Staff report that they work in an integrated Annual assessment by the Board of their use of decision making criteria outlined in SD 1 Assessment of whether the organizational review was conducted and implemented by March 2010 Annual assessment of the degree to which there is a capital plan in place that is regularly reviewed, evaluated, updated and is used to guide action Learning & Growth Number of student /residents placements, including the # of disciplines represented Summary evaluation of the learning experience Number and total value of grant proposals (where the grant is for the purpose of knowledge development and transfer) Number of publications in peer reviewed journals and external publications Number of projects where staff are principal or coinvestigators Financial & Accountability Number of Staff Total centre operating budget M-SAA Indicators (Note: the centre operates within the performance corridors of the M-SAA indicators) Regular and timely financial reports to all of the organization s multiple funders Strategic Plan Page 3 Note: Additional work is required to further specify the measures in italics

5 Implementation / Next Steps Communications of Plan s Strategic Directions Internal External Tracking Implementation of the Plan Refining Measures in the Governance Balanced Scorecard Developing & Implementing the Management Scorecard (& supporting program scorecards) Annual Review of Progress Strategic Plan Page 4

6 APPENDICES Page 5

7 The Strategic Planning Approach SWOT Analysis Report Strategic Directions Document Balanced Scorecard Convergence Options for Moving Forward Action Planning Divergence Time Appendix A Planning Process Page 6

8 Key Phases and Dates Project Launch November 2008 SWOT Analysis November December 2008 Strategic Directions January February 2009 Balanced Scorecard February March 2009 Appendix A Planning Process Page 7

9 Stakeholder Engagement Internal: Board of Directors Senior Management Team Middle Management Team/Coordinators Staff approximately 40 staff through survey and face to face meetings External: Lance Thurston, City of Kingston Cynthia Martineau South East LHIN Janet Pearse, Option for Change Addiction Treatment Services Penny Lavellee, KFL&A Public Health Janis Trip, Ministry of Health and Long Term Care Vicky Huen, Frontenac Community Mental Health Jeff Garrah, Kingston Economic Development Corporation Jackie Smith, Citizenship and Immigration Canada 20 Community Members volunteers/community members associated with different programs Appendix A Planning Process Page 8

10 Kingston Community Health Centres Strategic Planning 2008 Backgrounder (1) Kingston Community Health Centres () is a community governed health services organization that has experienced the effects of significant change in both its internal and external environment over the past several years. is embarking on a process to develop a new strategic plan that will reflect and respond to the new strategic environment and the opportunities and challenges it presents. Consistent with its values and mission, the process of developing the plan is in itself an important means to transmit the messages of community development, inclusiveness and accountability. was incorporated in 1988 as North Kingston Community Health Centre. Recently and in response to a broader geographic mandate, the organizational name was changed to Kingston Community Health Centres. The Centre is made up of four main program areas: North Kingston Community Health Centre (N) : N Primary Health Care offers primary health care, individual support, programs/groups and services; : Community Health Services works with individuals and groups to promote strengths and take action on the challenges identified by the community by working on issues such as housing, poverty and its impacts. This program area also includes Immigrant Services Kingston Area, which delivers settlement services; Better Beginnings for Kingston Children offers programs and supports for families with children from 0-5 years living in north Kingston; Street Health is a harm reduction health centre providing multiple health, disease prevention, primary care and treatment services, including Ontario Harm Reduction Distribution Program a knowledge development and knowledge sharing initiative of MOHLT, and Napanee & Area CHC, a new Satellite of scheduled to be operational in early 2009 to provide primary health and community services in the Napanee area. Appendix B Strategic Planning Backgrounder Page 9

11 Kingston Community Health Centres Strategic Planning 2008 Backgrounder (2) Recently, has received funds from Pathways to Education Canada to assess community readiness to develop Pathway to Education Kingston (P2E Kingston), an initiative to assist high school students from at risk communities to complete school successfully. has responded to community needs quickly and as a result, has grown rapidly. This has resulted in a doubling of budget, staff and facilities. It is now a mid-sized company, employing almost 100 staff with an annual budget closing in on $10 million. In the past two years alone, the budget doubled from $4.5 million to over $9 million dollars. The organization views itself as a mission driven, client and community focused organization that has a high tolerance for change. It also recognizes that growth has had an impact on the organization. The Centre s infrastructure needs to be supported including its information, human resources and building maintenance systems. The Centre is cognizant of the challenge of, and is proud of, remaining responsive to clients, community and staff needs while transitioning and functioning as a larger organization. From an intra-organization perspective, has successfully but rapidly grown in terms of budgets, services and geographies. This has been achieved during a period where the introduction of the Local Health Integration Networks (LHINS) and the adoption of a stewardship role by the Ministry of Health and Long Term Care (MH&LTC) have dramatically changed the operating and planning environment in which the organization functions. At the same time, as a result of the Canada Ontario Immigration Agreement, Citizenship and Immigration Canada (CIC) has significantly increased funding for settlement, and recognizes community health centres as vehicles for the delivery of settlement services. is cognizant of the environment within which it currently operates, and is eager to develop a new strategic plan that will identify and address current as well as future challenges and opportunities presented both internally and externally. Appendix B Strategic Planning Backgrounder Page 10

12 SWOT Analysis Summary of Results Internal Strengths & Weaknesses is a dynamic and creative organization with an organizational culture that is open to taking risks Human Resources are one of s greatest strengths Physical Facilities are insufficient and limit future growth Collaboration is a key value and externally collaboration is highly evident; a lack of internal collaboration across program areas was identified as an organizational weakness Administrative Infrastructure has not kept pace with the growth of the organization and needs enhancement in order to meet current needs There is clear evidence that is committed to a client centered and community based approach to meet the needs of its community Management / Leadership Structures need to be revised to sustain current activities and to support any future plans Appendix C SWOT Analysis Page 11

13 SWOT Analysis Summary of Results External Opportunities and Weaknesses has few direct competitors and, where competition does exist, it is for staffing resources rather than for clients The Funding Environment has changed rapidly over the past few years. The LHIN now represents a major funder but the organization also receives significant amounts of funding outside of the LHIN operates in a demographic environment that is relatively stable There are opportunities within the external environment to both grow existing activity and to take on new challenges. These opportunities are both associated with Service/Program Delivery as well as Advocacy to further a social justice agenda While Human Resources are a strength, challenges in filling some roles represents a long-standing threat There are opportunities to expand the research and teaching activities of the organization Appendix C SWOT Analysis Page 12

14 Staff Consultation Question Guide Page 1 Role /Focus. Since the completion of the last strategic plan, has grown significantly both in terms of expanding existing programs such as clinical services and adding new programs such as ISKA. Moving forward, what is the optimal size of the in the timeframe? If it continues to grow, what should be the focus of that growth? If it should be smaller, what areas of the organization should not be part of in the future? Optimal Organizational Structures and Processes. Based upon the organizational size articulated above, needs to develop an organizational structure and infrastructure (IT, HR) that will effectively support the organization to achieve its priorities. What is the most critical thing should do to strengthen its organizational structure and its infrastructure? What elements are important not to change moving forward? What should do over the next 3-5 years to strengthen its people management and to improve internal collaboration and integration? Optimal Physical Facilities. also needs to identify the optimal physical structure required to achieve its priorities. What is the most critical thing should do about its physical organization to achieve its priorities (e.g. consolidate all services into one location, establish new satellites, enhance satellite locations, create a corporate office separate from program locations)? Appendix D Staff Consultation Page 13

15 Staff Consultation Question Guide Page 2 Collaboration and Integration Priorities. Reflecting upon the priorities articulated for above, needs to identify priorities related to external collaboration and integration. What are the most critical partnerships to develop to achieve organizational priorities (ie: in the health, economic or social arenas)? Should play a lead role in the integration of services and programs in Kingston? If yes, which services or programs? Should increase its academic linkages? If yes, for what purpose (ie: research, teaching, etc.)? Community Engagement. Despite past, current and future growth, remains committed to its roots as an organization responsive to and engaged with the community. Growth poses increasing challenges to this principle. Name two things can do to engage the community at a governance level (ie: strengthen corporate membership)? Demonstrating Effectiveness. wants to effectively communicate its story and demonstrate its effectiveness in responding to community needs. What is the critical information should measure to tell its story more effectively? Decision Making. Given its leadership role in the community, will have opportunities to undertake activities that will help it to achieve its organizational priorities. is committed to growing in a planned way and is seeking to define the minimal conditions that must be in place for it to pursue opportunities. What are three minimal conditions that must be in place for to pursue a new program, service or initiative (ie: full staffing dollars, funds for program and administration costs, etc.)? Appendix D Staff Consultation Page 14

16 Staff Feedback (1) Moving forward, what is the optimal size of the in the timeframe? If it continues to grow, what should be the focus of that growth? If it should be smaller, what areas of the organization should not be part of in the future? Maintain current size Stabilize and shore up what we have Enhance IT an HR support No more program sites/no more new programs Focus on enhancing program quality, effectiveness (case management function) and efficiency (e.g.: hr, it) Do not want to grow yet want to remain responsive to community Redefine role not always the leader/doer, but increasingly the facilitator Opportunity to to play a capacity builder role in Kingston supporting other organizations or community groups to address issues Appendix D Staff Consultation Page 15

17 Staff Feedback (2) What is the most critical thing should do to strengthen its organizational structure and its infrastructure? What elements are important not to change moving forward? Consolidate sites (not consensus on this) Strengthen IT and admin support available to staff so that they can focus more on their work/scope and be better utilized Build internal communication, coordination strategy Better access community needs; maintain grassroots presence Introduce a program coordinator position to better support front line staff; to oversee proposal writing and facilitate internal coordination between programs/departments Introduce a health planner position to support community needs assessment, planning, internal response to needs/coordination/integration and to promote services/programs Board relations communication and relationships with staff need to be strengthened Appendix D Staff Consultation Page 16

18 Staff Feedback (3) What should do over the next 3-5 years to strengthen its people management and to improve internal collaboration and integration? Stabilize funding for contract positions Strengthen hr functions staff orientation and support for new staff (need to define what is meant by orientation) Revisit all hr policies for consistency and equity Enhance staff and volunteer recognition Internal communication strategy to orient people to each other/the culture/to support the development of relationships; enhance communication forums (newsletters, staff meetings, team meetings, etc) Appendix D Staff Consultation Page 17

19 Staff Feedback (4) What is the most critical thing should do about its physical organization to achieve its priorities (e.g. consolidate all services into one location, establish new satellites, enhance satellite locations, create a corporate office separate from program locations)? No consensus on one location vs multiple Agreement that current space is not sufficient, esp. childcare facilities prioritize the areas that need to be improved Prioritize areas of Kingston that need presence and establish visibility (may mean that we need to move existing programs such as IKSA) Capital campaign for a new main location and to improve satellite locations Establish transportation (shuttle) One location may provide the opportunity to establish roots and address the significant cultural differences among programs Appendix D Staff Consultation Page 18

20 Staff Feedback (4) Thinking about current and future priorities, what partnerships or integration initiatives should grow, which should stay the same and what partnerships should stay away from? Why? Strengthen current partnerships including internal partnerships All programs should be represented at public events (not just one program or the other) Partnership needs to be with the community not just agencies Should increase its academic linkages? Why or why not? Yes if they: are resourced appropriately (time built into staff workload to properly supervise) promote quality of services are consistent with mandate Staff should be offsite more and teaching lots to share Appendix D Staff Consultation Page 19

21 Staff Feedback (5) What is the critical information should measure to tell its story more effectively? Identify stakeholders (LHIN, funders, Board, staff) Document and share best practices Stick with logic models Develop a dynamic community assessment process (more planful way to respond to needs) while communicating Maximize tools that are in place (EHR) Determine what information is not being collected and start collecting (income) Use data to develop common stories (chronic disease prevention) What should be three criteria that the Board of Directors and/or management use to make decisions to pursue opportunities to add/change programs or services? Why? If looking to add programs the answer is always NO convince me its yes by discussing: Strategic direction Values Resources (do we have the skills, the staff, the $, the space) Community perspectives Staff perspectives Community assessment process (is anyone else doing this or able to do this) Appendix D Staff Consultation Page 20

22 Measuring Progress Against the Strategic Directions (1) Intent (& Related Strategic Direction) Measure Assess the rate of growth (SD 1) # of staff Total centre operating budget Frequency & Key Notes Both measures quarterly, at the end of each quarter. Report at level, as well as by broad program areas (N, ISKA, BBKC, SHC, NACHC, Community Health, and Corporate) Assess are we making a difference to our clients (SD 1) Demonstrate compliance with accountability agreement (SD 1) Client Q 17 - I feel my quality of life is better because of the programs and services I received from the organization Client Q 19 - I feel my ability to manage overall health and well-being has improved because of the programs and services I received M-SAA Indicators # of unique clients served % of clients with chronic disease (type II diabetes) who have received services for diabetes within the past 2 years from 2 or more health provider other than a physician % of registered clients aged 18+ with depression who are provided treatment or referral to a mental health care wait time to the third next appointment # of partnerships/collaboration Annually, using the results from the client feedback survey and a community agency survey Same frequency as the reporting of these measures to the LHIN; report the performance indicators (not developmental) Ensure there are regular assessments of the quality & relevance of programs/services (SD 1) # of program evaluations completed in past year Annually Demonstrate the level of integration across (SD 1, 3) Assess whether program / service decisions made by the Board applied decision making criteria outlined in SD 1 Number of clients seen across > 1 program % of staff using a common information system (Purkinje) Staff report that they work in an integrated Quarterly, beginning in summer 2009 Annually, using the results of the staff survey Annually, as part of the Board s reflective evaluation process Appendix D Additional Detail re Governance Measures Page 21

23 Measuring Progress Against the Strategic Directions (2) Intent (& Related Strategic Direction) Assess the return on investment for partnership activities Assess the level of teaching / education activities in which the organization is engaged (SD 2) Assess progress in establishing more formal academic partnerships (SD 2) Assess progress in strengthening its the role in research and knowledge exchange (SD 2) Monitor achievement of organizational design element of the strategic directions (SD 3) Measure Identification of partnerships Description of Investment and the resulting value to the community and to # of student /residents placements, including the # of disciplines represented Summary evaluation of the learning experience # of signed agreements with academic organizations, including the range of institutions and programs represented # and total value of grant proposals (where the grant is for the purpose of knowledge development and transfer) # of publications in peer reviewed journals and external publications # of projects where staff are principal or coinvestigators Assessment of whether the organizational review was conducted and implemented Frequency & Key Notes Annually Annually, derived from assessments of learning experiences completed by participants Annually Annually Once at March 31, 2010 Ensure there is progress on improving the physical infrastructure (SD 3) There is a capital plan in place that is regularly reviewed, evaluated, updated and is used to guide action Annually Appendix D Additional Detail re Governance Measures Page 22