Nipigon District Memorial Hospital

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Introduction

Nipigon District Memorial Hospital is a 37 bed facility providing health care and wellness promotion services to the residents of the Nipigon catchment area. The Hospital provides services through inpatient and out-patient programs originating from its central site in the town of Nipigon. The Hospital site has 15 acute care beds, 14 long term care beds, and eight chronic care beds — one of which is a short-stay respite bed. The Beardmore Regional Health Centre is administered by the Hospital and provides primary care to residents of the Beardmore area, approximately one hour from the town of Nipigon.

• Inpatient acute care, long term and chronic care services;
• 24 hour emergency department services;
• Cardiac care – including telemetry, cardiac rehabilitation and stress testing;
• Palliative care;
• Medical Day Care program;
• Emergency labour and delivery services;
• Diagnostic services (laboratory, radiography, ultrasonography, pulmonary function testing);
• Rehabilitative services [physiotherapy, occupational therapy (contract), dietician (contract)];
• Diabetes outreach services (supported by the Northern Diabetes Health Network), foot care;
• Cancer care (in partnership with the Regional Cancer Program); and
• Specialist clinics and services – both on-site and via video conference

Significant changes in the communities and in the health care landscape over the past three years directed the need to review the existing Strategic Plan and to develop a plan that reflected the current population and patient demographic of the Nipigon district. In 2006-07 the region lost two major employers with the closure of the Norampac mill in Red Rock and the loss of the Multi-Ply plant in Nipigon. Labour force out-migration following the loss of these major employers has resulted in a higher population of those aged 45 and older remaining in the communities.

Small hospitals in rural areas have a role beyond simply caring for the sick. Opportunities to expand health care services beyond the traditional Hospital role are facilitated through integrative and collaborative partnerships with local and regional health care providers, stakeholders, the communities and the public. Primary care, health promotion, chronic disease management, and specialty care services can be provided through innovative service delivery methods developed through partnerships.

Our Strategic Plan outlines the vision, values and strategic directions that will guide our decisions moving forward. It describes at a high level our current initiatives and the plans we will put in place to build a sustainable, high quality, health system. The Plan was developed with input from many individuals and groups. It also reflects the knowledge gained through ongoing monitoring of the external environment, including the Ministry of Health and Long Term Care and North West Local Health Integration Network priorities.

 

Vision

 

Mission Statement

 

Values

• Accountable to the people we serve to provide
• Accessible health care through
• Collaboration with community and health service partners in a
• Safe environment that promotes
• Personal and professional growth, recognizing that
• People are our most important resource

 

Strategic Directions

NDMH will be guided by six strategic directions in the period 2009-2012. These strategic directions have been developed utilizing population data, including a scan of the healthcare status of the district population; focus group input from consumers, health care partners, staff and the North West Local Health Integration Network; as well as a review of internal hospital data.

The Mission, Vision and Values of the organization have guided the development of the strategic directions and all are intended to move us closer to our vision of "Excellence in rural health care and wellness promotion". Together, focused strategies in each of these six Strategic Directions will create a solid foundation for delivering high quality, safe and integrated health services to the residents of the communities served by Nipigon District Memorial Hospital.

For each Strategic Direction, goals that reflect the desired end points for the future have been articulated. Performance in relation to goals is measured using objectives and key performance indicators. These goals are established to provide guidance to senior administration, supervisors, department heads and staff for the preparation of annual plans and budgets for the Board's consideration and to provide a framework within which progress will be assessed.

 

Strategic Goals

1. Community Engagement
   

   Goal: NDMH will be responsive to the people and communities it serves and will seek partnerships with communities and health care providers in achieving better health for district residents.

2. Appropriate Service Mix
   

   Goal: NDMH will provide an appropriate mix of safe, high-quality health care and wellness promotion services reflective of community needs and the populations we serve.

3. Services to and for the Elderly
   

   Goal: NDMH will partner with other health and social service organizations to provide coordinated care to the elderly population of the Nipigon district to enhance their health status and improve their quality of life.

4. Family Health Team
   

   Goal: Successful designation and implementation of the Nipigon District Family Health Team to support the health care needs of the residents of the Nipigon district.

5. Recruitment and Retention
   

   Goal: To maintain an appropriate mix of staff, now and into the future, to serve the health care and wellness promotion needs of district residents.

6. Accessible Care – Transportation
   

   Goal: NDMH will take a leadership role in efforts to facilitate a coordinated, accessible system of health-related transportation for residents of our communities.

 

Objectives

1. Community Engagement
   

   Goal: NDMH will be responsive to the people and communities it serves and will seek partnerships with communities and health care providers in achieving better health for district residents.

   Objective: NDMH will respect the needs of people for timely and accurate information on matters affecting health and health services and will establish mechanisms to manage, measure and improve responsiveness in communication with stakeholders.

   Objective: NDMH will develop formal and informal mechanisms for ongoing liaison with municipal councils, First Nations communities and other local and regional partners for on-going two-way consultation on health related issues.

   Objective: NDMH will strengthen its role and partnership in programs directed to support health at all stages of life and will work with local and district health care providers to develop a collective vision for health care in the community/district.

   Objective: NDMH will provide residents of the region with ready access to information about health, wellness and health services through the coordinated use of staff contact, websites, newsletters, media communications and news releases.

2. Service Mix
   

   Goal: NDMH will provide an appropriate mix of safe, high quality health care and wellness promotion services reflective of community needs and the populations we serve.

   Objective: To work with partner organizations in the development of a comprehensive model of care delivery across the continuum.

   Objective: Evaluate what services can be delivered effectively within existing resources and identify opportunities to reallocate resources to support diversification and/or expansion of services beyond the traditional hospital setting based on service gaps, population health and future community needs.

   Objective: NDMH will use research findings and best practices to improve the quality and safety of services we deliver while measuring the impact of changes in order to improve service.

   Objective: NDMH will operate within the public and private revenues available to it without depleting the financial, physical or human resources required for the future.

3. Services to and for the Elderly
   

   Goal: NDMH will partner with other health and social service organizations to provide coordinated care to the elderly population of the Nipigon district to enhance their health status and improve their quality of life.

   Objective: NDMH will work with other partners and providers as part of an integrated and coordinated system of seniors' health care, utilizing population-based data as a base for planning and delivery of services.

   Objective: Seniors of the region will have access to care consistent with their assessed needs and gaps in the current local and regional senior health services system will be identified.

   Objective: NDMH will participate in local, regional and district planning and service delivery efforts that enhance coordinated, integrated care, and will advocate for services that support aging at home and within the community.

   Objective: NDMH will enhance the prevention and management of chronic diseases, especially diabetes, through active partnerships with formal and informal care providers and the application of the model for chronic disease management.

4. Family Health Team
   

   Goal: Successful designation and implementation of the Nipigon District Family Health Team to support the health care needs of the residents of the Nipigon district.

   Objective: Advocacy/lobby efforts with municipal, regional, district and provincial bodies.

   Objective: Identify opportunities for the hospital to partner with the Family Health Team in the provision of specialized services (mental health, addictions, social work).

   Objective: To build expertise through the review of high-performing Family Health Teams in the district.

   Objective: Completion of the business case/model for a Family Health Team in the Nipigon district.

5. Recruitment and Retention
   

   Goal: To maintain an appropriate mix of staff, now and into the future, to serve the health care and wellness promotion needs of district residents served by the hospital.

   Objective: NDMH will foster an organizational culture which values measurement of results, high performance and which enables employees to make improvements in the safety, quality and effectiveness of the services provided.

   Objective: NDMH will adopt and actively promote policies that support respect for individuals in the workplace.

   Objective: NDMH will foster a practice environment that enables all patient care staff to practice to the full extent of their knowledge and skills, supported by necessary supervision, training, and practice support requirements.

   Objective: NDMH will establish workplace health processes that support wellness in addition to accident and injury prevention.

   Objective: NDMH will invest in staff development as a means of strengthening the organization and providing individual employees with opportunities to enhance their careers through learning.

6. Accessible Care -Transportation
   

   Goal: NDMH will take a leadership role in efforts to facilitate a coordinated, accessible system of health-related transportation for residents of our communities.

   Objective: Facilitate dialogue between and among community members, service providers, municipalities and stakeholders about health-related transportation within our catchment area.

   Objective: Foster a model of shared responsibility for health-related transportation for residents of the catchment area.

   Objective: NDMH will leverage existing and emerging technologies (i.e. Telehealth, video conferencing) to enhance communication opportunities and care closer to home.

 

Action Planning

Detailed action planning and accountabilities have been completed for each Strategic Goal and Objective. These short, medium and long-term action plans represent the roadmap for the efforts of the Board, Senior Management team and Staff over the next three years.

 

Conclusion

In January 2009, the Board of Directors of Nipigon District Memorial Hospital embarked on a Strategic Planning process that was inclusive, comprehensive and reflected best practices. The Strategic Plan is a living document, to be reviewed on an ongoing basis and updated as required. The Plan is meant to be reflective of community and stakeholder needs. It sets the broad direction for the organization, while being responsive to changes in the health care and community environment.

Achieving the six Strategic Goals identified in this Strategic Plan will result in a Hospital that:

• Is responsive to patient and community needs,
• Improves access to quality care,
• Provides for a sustainable Hospital and health care system for the Nipigon district,
• Uses resources effectively, and
• Improves the way Hospital and health care services are organized and delivered to the residents of the catchment area. The revitalized Mission, Vision and Values of the organization guided the development of the strategic directions and the Goals, Objectives and Action Plans are intended to move the Hospital closer to the vision of "Excellence in rural health care and wellness promotion".

 

Acknowledgements

The Board of Directors would like to thank all those who participated in the development of this Strategic Plan. Hospital and medical staff, stakeholders, health care partners and members of the community have all provided valuable input. Special thanks to Carl White for sharing his expertise throughout the process.

 

© March 30, 2009

© 2010 Nipigon District Memorial Hospital, All rights reserved.