West Lincoln Memorial Hospital
Strategic Plan
2005 - 2010
September 28, 2005
Table of Contents
Introduction……………………………………………………………………………………………………………………………………………………………….1
Planning Process……………………………………………………………………………………………………………………………………………………….2
West Lincoln Memorial Hospital Mission…………………………………………………………………………………………………….……………4
West Lincoln Memorial Hospital Vision……………………………………………………………………………………………………….……………6
West Lincoln Memorial Hospital Values……………………………………………………………………………………………………….……….…8
Environmental Scan…………………………………..……………………………………………………………………………………………………………10
Ontario Ministry of Health & Long Term Care Planning Environment……………………………………………………………………12
Strategic Orientation and Key Issues ……………………………………………………………………………………………………………………13
Strategic Goals and Objectives ………………………………………………………………………………………………………………………………15
Conclusion……………………………………………………………………………………………………………………………………………………………….18
Introduction
The West Lincoln Memorial Hospital (WLMH) has provided high quality health care services to west Niagara
communities since 1946.
The Hospital has grown from its original 18-beds to its current 60-bed
configuration and is the primary care facility for west Niagara.
Over the past several years, the Hospital has been planning for a new facility that will enhance patient care
for the communities it serves. The planning process has included the development of a Master Program and
Functional Plan.
This Strategic Plan confirms the future direction for the Hospital as it moves forward to the day that the new
Hospital facility is complete while at the same time ensuring that the residents of west Niagara receive quality
health care services close to home.
Realization of the vision, goals and objectives specified in this plan requires the ongoing commitment of
Hospital staff, medical staff, administration and the Board working together. The implementation of the
Strategic Plan, Master Program and the Functional Plan also requires the support of the communities.
Sustaining community support for the strategic directions that have been set for the Hospital will continue to
be an important focus for the Board of Directors and all Hospital staff.
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Planning Process
In 2000 WLMH underwent a strategic planning process with the assistance of an external consultant. The
Strategic Plan resulting from this process was approved by the Board of Directors in March 2001.
Since that time, WLMH has undertaken a Functional Planning process and has finalized a Master Plan, which
was submitted to the Ministry of Health and Long Term Care (MOHLTC) and is awaiting final approval before
construction of a new facility can begin.
These processes included a refinement to the recommendations
included in the Strategic Plan.
Both the Executive Team and the Board of Directors recognized the need to revisit and revise the Strategic
Plan to reflect the current environment and to position the Hospital for the future.
In the fall of 2004, WLMH approached Organization Development at Hamilton Health Sciences to facilitate a
review of the Strategic Plan for the Hospital. The terms of reference for the project included the following:
•
Review the Hospital’s Mission and Vision statements and previous planning documents.
•
Analyze the internal and external environments and identify priority issues for the Hospital.
•
Establish long-term goals and strategic directions for the organization.
A Strategic Planning Task Force was struck comprising administration, members of the Board of Directors
frontline staff and community. Members include:
•
David Bird, Executive Director
West Lincoln Memorial Hospital Strategic Plan 2005-08 - September 28, 2005
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•
Doug Allan, Chair, Board of Directors
•
Robert Whitenect, Member Strategic Planning Committee, Board of Directors
•
Dr. Jonathan Ginsburg, Chief of Staff
•
Laurie Ellis, Assistant Executive Director/Chief Nursing Officer
•
Cathy Hesch, Director, Decision Support Services
•
Paul Hesch, Clinical Manager
•
Vikki Metler, Director, Dietary & Diagnostic Services
•
Dave Wilson, Director, Finance
•
Geoff Yellow, Director, Environmental Services
•
Cathy Heywood, Staff
•
Sandra Romagnoli, Community Member
The Task Force met between December 2004 and May 2005 to review the mission and vision, identify key
issues and establish goals and objectives. The process was collaborative and consensual with considerable
dialogue and interaction between members. This document outlines the decisions of the Strategic Planning
Task Force.
The intent is to undertake consultation of external stakeholders and partners along with internal consultation
of staff over the summer before final presentation to the Board of Directors for approval in September 2005.
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West Lincoln Memorial Hospital Mission
A review of the mission statement developed during the 2000 planning process was included in the process.
The mission statement developed at that time was: To improve the health and quality of life of our
communities through partnerships, learning and caring.
WLMH serves the western portion of the Niagara Region with a specific catchment area that includes Grimsby,
West Lincoln, Lincoln and Stoney Creek to Fruitland Road. The programs and services available at WLMH
include:
•
24 hour Emergency Service
•
Medicine / Surgery (29 beds)
•
Complex Continuing Care (16 beds)
•
Obstetrics / Gynaecology (11 beds)
•
Intensive Care (4 beds)
•
Palliative care program
•
Ambulatory clinics
•
24 hour emergency service
•
Diagnostic Imaging
•
Laboratory and other Diagnostic Services
•
Rehabilitation Services
•
Surgical suite with 2 operating rooms
•
Pharmacy Services
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•
Clinical Nutrition Services
•
Non-clinical Support Services (dietary, housekeeping, physical plant/maintenance, materials
management, laundry/linen, central sterile room)
•
Auxiliary Services including a gift shop and a coffee shop.
In keeping with this focus the new Mission statement for WLMH is:
A caring team partnering with our communities
to provide quality healthcare close to home.
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West Lincoln Memorial Hospital Vision
A review of the vision developed during the 2000 planning process was included in the planning process. The
vision developed at that time was:
Leadership
in
community
healthcare
A range of
services
using stateof-the-art
equipment
and
information
systems
Education,
wellness and
health
promotion
Fully
qualified
medical and
Hospital
staff /
respected
employer of
choice
Full integration with
community and
other healthcare
providers
Continuous
improvement
and public
accountability
Healthcare based on community need
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As a result of the new process, the new Vision statement for WLMH is:
Partnering to build healthier communities
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West Lincoln Memorial Hospital Values
The Strategic Planning Task Force determined that the current values continue to reflect WLMH’s approach to
patient care and partnerships. As a result, the WLMH values were not included in the review process. The
current values are:
•
Compassion and Competence
We strive to meet patient care needs compassionately, personally and competently, recognizing
physical, mental, emotional and spiritual needs.
•
Diversity and Respect
We value diversity and we respect all people, including patients, their families, Hospital and medical
staff, volunteers and our communities.
•
Trust, Honesty and Integrity
We value and promote fairness, honesty and openness in our relationships with patients, their
families, Hospital and medical staff, volunteers and community partners.
•
Empowerment
We value an innovative approach to improving the health of the community through teamwork,
open communication and empowering all individuals to have input into decision making. We
recognize and encourage the contributions of all staff, physicians, volunteers, patients, their
families and our community partners.
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•
Excellence
We value continuous improvement in quality of service and strive for excellence in patient care
delivery.
•
Partnership
We value dynamic relationships with both internal and external partners for delivery of integrated,
patient-focused health care.
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Environmental Scan West Lincoln Memorial Hospital serves a population of 57,262, approximately 13% of the Niagara Region’s
total population. Niagara Region is projected to have 17% of its population over 65 years of age by 2013,
4% higher than the provincial average, reflecting the region’s positioning as a retirement destination. As the
65-plus age group is traditionally the largest consumer of health care services, Niagara is experiencing the
associated increased demand for health care.
During the period 1996-2002 there was a 9% decline in inpatient Hospitalization admissions. As well,
reductions in length of stay contributed to a 20% decline in acute inpatient days. These declines reflect the
emphasis on outpatient treatment and advances in medical technology.
Projected growth in West Niagara Population by Age Group
Age
0-19
20-44
45-64
65-74
75-84
85+
2003-06
-6%
7%
16%
8%
10%
19%
2008-13
-5%
11%
10%
17%
9%
16%
West Lincoln’s service area has a higher proportion of residents with a university education than the
provincial average and a median household income that is 10% higher. This likely reflects the newer
suburban development and the recent influx of residents from larger metropolitan areas.
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During 2002/03, the rate of Emergency Department use in west Niagara was 23% higher than the provincial
average similar to the rate in other hospitals in the Niagara Region. This high usage corresponds to the
limited access to primary health care in the area. West Niagara has been designated as an “under serviced”
area with respect to an identified need for five family physicians for the population in order to meet the
established ratio of family physicians to population. Patients aged 65-plus accounted for 19% of all patients
visiting the Emergency Department. Notably however, these patients comprised more than half of all
admissions to Hospital from the Emergency Department.
The Health Status Indicators for the Niagara Region are close to the provincial average in health-related
lifestyle behaviours. However, mental health indicators (extremely stressful life and probable risk of
depression) are slightly higher than average. As well, there is an increasing prevalence of chronic health
conditions such as diabetes and hypertension. This correlates to the significantly high rates of premature
mortality in Niagara for heart and respiratory diseases, stroke, cancer, suicides and diabetes.
All these factors point to a growing demand for health care services due to the prevalence of chronic health
conditions. As well, the area has inadequate access to timely treatment due to a lack of family physicians,
mental health services and transportation issues. Taken together these issues point to high rates of cardiovascular disease, cancer and end-stage renal disease along with high Emergency Department use, dialysis
and mortality compared to the provincial average.
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Ontario Ministry of Health & Long Term Care Planning Environment
Accountability is a key theme of the Ministry of Health & Long-Term Care (MOHLTC). Recent legislation
codifies the primary responsibility of Hospital Boards to the MOHLTC. Hospital Boards are expected to
operate within financial limitations and must not create budget deficits. Efficiency in operations through
partnerships with other Hospitals and community resources are therefore encouraged.
Other priority areas for the MOHLTC include:
•
Increased access and corresponding reduced wait times for surgery and diagnostic testing,
•
Restructuring of primary health care,
•
Utilizing technology to manage information; and,
•
Increased system integration.
MOHLTC is in the process of instituting Local Health Integration Networks (LHIN) throughout the province.
West Lincoln Memorial Hospital is included in LHIN #4 which has a population base of 1.3 million people.
The overall purpose of LHINs is to facilitate the transformation of healthcare through integration at the local
level. The five main functions of the LHIN are:
•
Planning
•
System allocation
•
System coordination
•
Funding allocation
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•
Evaluating performance through accountability agreements
Strategic Direction and Key Issues
The focus for WLMH over the next five years is to strengthen current programs and services through sound
fiscal management in preparation for the transition to a new facility. The key issues regarding this
orientation were identified through the environmental scan.
Issue #1: Diagnostic Services need to be enhanced and expanded
Diagnostic Services are essential for the provision of quality healthcare. The diagnostic imaging area
provides a range of diagnostic treatment services to acute care patients within the Hospital and patients
referred from within the region.
Recent advances in technology have both increased the need for diagnostic services and upgraded the
technology of services available. In order to keep pace with the needs of patients, WLMH must both upgrade
current equipment and, where possible, provide additional diagnostic services.
Issue #2: There is a need to recruit and retain additional health professionals
Health professionals are the lifeblood of any Hospital. Without the physicians, nurses and other allied health
professionals a Hospital could not function. WLMH operates in an area currently under serviced in terms of
family physicians. (According to the College of Family Physicians the population WLMH serves requires five
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family physicians in order to adequately serve the population.)
As well, a significant proportion of the
current workforce of health professionals is eligible for retirement within the next 5 years. Both of these
issues highlight the need for a recruitment and retention strategy for health professionals.
Issue #3: The current facility is aging.
A new facility is an increasing necessity for WLMH. The current facility is aging with portions over 50 years
old, and the newest portion being 35 years of age. Expansion of programs and services and increases in
technology require greater flexibility and space.
Issue #4: The establishment of LHINs requires flexibility
As the development of LHIN #4 is still in its infancy, it is difficult to determine what impact this will have on
the Hospital. Opportunities may exist in the form of partnerships and greater integration of support services
within the LHIN and WLMH should be in a position to capitalize on these where possible.
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Strategic Goals and Objectives In order to both meet the mission and move forward in achieving the new vision, West Lincoln Memorial
Hospital has identified the following strategic goals and objectives
Goal #1: We embrace the latest technology in diagnostic services
Objective 1 – Implement a Picture Archiving and Communication System (PACS) in diagnostic
imaging. The following actions are key to achieving this objective:
1. Conduct a needs assessment of both information technology and physical requirements regarding PACS
•
Measure of success – assessment completed and needs identified
2. Develop and implement a funding strategy for PACS in excess of $1.5 million
•
Measure of success – funding secured
3. Develop a plan to upgrade facility for PACS (Replace room 2, upgrade room 1, replace 1 ultrasound
machine and upgrade 2 others)
•
Measure of success – facility upgraded
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4. Implement IT upgrades to support PACS implementation
•
Measure of success – upgrades complete
Objective 2 – Introduce CT Scan Services. The following actions are key to achieving this objective:
1. Develop a business case for MOHLTC funding for CT scan
2. Secure community funding
Goal #2: We have skilled professional staff to provide quality care Objective – Develop a recruitment and retention strategy for health professionals. The following
actions are key to achieving this objective:
1. Conduct an assessment of staff needs associated with retention
•
Measure of success – top 3 needs identified
2. Develop and implement a retention strategy based on the top 3 needs
•
Measure of success – maintain current turnover ratio
3. Develop and implement a recruitment campaign for family physicians
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•
Measure of success – Recruit an additional 5 family physicians in order to maintain adequate service
4. Partner with education institutions
•
Measure of success – Maintain the current level of student recruitment
Goal #3: We have a facility that meets the needs of our programs and services. Objective – Secure financing for the new Hospital building. The following actions are key to achieving
this objective:
1. Develop and implement a government relations strategy
•
Measure of success – strategy implemented
2. Develop and implement a building financing plan
•
Measure of success – MOHLTC approval to move to Stage 3 of the capital process
3. Develop and implement a public relations strategy regarding the Hospital building plan
•
Measure of success – strategy implemented
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Goal #4: We provide excellence in patient care. 1. Develop and implement a patient safety plan
2. Incorporate risk management into our quality improvement plan
3. Incorporate innovations in clinical practice
Conclusion
With its long history of providing quality patient care, the West Lincoln Memorial Hospital has a significant
role to play in the communities of west Niagara. This plan confirms the strategic direction of consolidating
and strengthening current programs and services. Taking steps toward realizing the new vision through the
goals and objectives outlined will position the Hospital for the future.
Ensuring that the residents of west Niagara receive quality health care services close to home continues to be
the focus for West Lincoln Memorial Hospital as it works to achieve its vision of building healthier
communities.
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