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CENTRETOWN CHC October 30, 2018 2018-2020 STRATEGIC PLAN

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CENTRETOWN CHC October 30, 2018 2018-2020 STRATEGIC PLAN Approved by the Board on CENTRETOWN CHC October 30, 2018 2018-2020 STRATEGIC PLAN Every One Matters. Chaque personne compte. [email protected] 613-233-4443 www.centretownchc.org 420 Cooper St, Ottawa ON K2P 2N6 2 CONTENTS 2018-2020 Strategic Plan _________________________________________ 1 About Centretown CHC ___________________________________________ 2 Our Mandate ____________________________________________________________ 2 Our History ______________________________________________________________ 3 Our Services ____________________________________________________________ 4 Our Planning Approach ___________________________________________ 5 Background _____________________________________________________________ 5 The Collaborative Strategic Planning Process __________________________________ 6 Centretown CHC’s Strategic Planning Process (2016-18) ________________________ 13 CCHC 2018-2020 Strategic Plan ___________________________________ 20 Our Vision, Mission & Values _______________________________________________ 20 Our Strategic Directions & Goals ____________________________________________ 21 Appendix I. Defining The System ___________________________________ 1 Appendix II. SWOT Analysis _______________________________________ 1 Centretown CHC Strategic Plan 2018-2020 2018-2020 STRATEGIC PLAN “Health equity for all members of our communities.” Working as a collective to address the systemic barriers and Collaborative challenges to accessing health services North Star Our Vision Healthy caring communities where everyone matters. Our Mission We lead the way in improving health and wellbeing for people and communities. Our Values Equity ▪ Empowerment ▪ Excellence ▪ Respect Our Strategic Directions Enhance Access Demonstrate Leverage Enhance for People with Quality Through Collective Organizational Complex Needs Impact Capacity Health & Wellness By 2020, we will… 1.1. Identify hotspots of 2.1 Review our data to 3.1 Undertake a joint 4.1 Implement an vulnerable individuals identify gaps in access review of primary improved performance in CHC catchment to programs and healthcare capacity to management system areas and target services for priority better understand for staff health inequities in populations © current gaps and our communities © opportunities for 4.2 Assess options to 2.2 Identify and address improved client care © improve our financial 1.2. Improve care inequities in the client sustainability coordination and experience and 3.2 Be proactive in health outcomes for outcomes of our mitigating clients with complex 4.3 Continuously improve diverse clients organizational risks © needs the CCHC staff experience 1.3. Improve low-barrier 2.3 Adopt a social 3.3 Use EMR technology to access to primary prescribing model to improve client care and better integrate health health care and operational efficiency and social services, and addictions medicine for people who promote a greater regularly use drugs sense of community and alcohol belonging 2 ABOUT CENTRETOWN CHC Centretown Community Health Centre Figure 1. Centretown CHC's Catchment Area in Ottawa, Ontario. Our Mandate We are a nonprofit, multi-service Community Health Centre serving the Centretown, Glebe, and Old Ottawa South neighbourhoods. Our interdisciplinary primary healthcare and health promotion programs support the health and wellbeing of over 13,000 Ottawa residents (including 5,300 regular primary care clients) who access our services every year. In a fair and just society, one’s skin colour, religion, income level, gender identity, and sexual orientation should not predict poor health outcomes. In ours, it sadly does. To bridge these health inequities, Centretown CHC offers a full range of healthcare services and health promotion programs, including specialty health clinics (i.e. urban health, newcomer health, trans health), mental health & addiction services, diabetes programs, early year programs, and community health promotion. Centretown CHC Strategic Plan 2018-2020 3 These programs and services are delivered by a caring and diverse team of over 150 interdisciplinary health professionals, including doctors, nurse practitioners, nurses, social workers, counsellors, dietitians, community developers, health promoters, outreach workers, and peer workers. As a community-governed organization, we work hard to respond to the evolving health and social needs of our community. Our History Centretown CHC has been playing an active role in improving its community’s health and wellbeing since 1969. Over time, we have built a strong reputation as: - an effective advocate for healthy policies at the municipal, provincial and federal level; - a committed ally to its LGBTQ+, Francophone, street-involved, vulnerable elderly, low income, and newcomer communities; - a high-quality provider of diabetes programs for the Champlain region. Recent Developments at CCHC 2008 – Ontario launches Diabetes Strategy and expands CCHC’s Diabetes Education program, later adding screening, and chiropody services. 2012 – CCHC receives its ‘Baby Friendly’ designation for its adherence to World Health Organization (WHO) protocols that protect, promote, and support breastfeeding. 2016 – CCHC plays a leadership role in Refugee 613, providing outreach and low-barrier access to primary care for Syrian war refugees arriving in Ottawa. 2016 – CCHC introduces the Trans Health Clinic, providing wrap-around services and improved access to hormone therapy for trans individuals in the Champlain region. 2017 – CCHC receives its ‘French Language Services’ (FLS) designation from the Ministry of Health and Long Term Care. Centretown CHC Strategic Plan 2018-2020 4 Our Services We believe in an integrated approach to care that is holistic, non-discriminatory, caring, and innovative. Our services are delivered in a variety of ways: 1-on-1 client care, personal development groups, and grassroots community involvement. As a French Language Services (FLS) designated Centre, we ensure high-quality programs and services in both official languages. In an effort to provide culturally- safe care, cultural interpretation services are also available for all clients who walk through our doors, and a number of groups facilitated by our diverse staff are offered in other languages frequently spoken in our catchment, including Mandarin, Arabic, and Somali. Centretown CHC Strategic Plan 2018-2020 5 OUR PLANNING APPROACH Background Given that the 6 Ottawa CHCs shared similar mandates, client profiles, and pressure points, a decision was made at the turn of the decade to formalize our partnerships by engaging in a joint strategic planning process. From 2012 to 2017, Carlington CHC, Centretown CHC, Pinecrest-Queensway CHC and South-East Ottawa CHC worked towards common strategic directions, including: i) enhancing the impact of their advocacy ii) improving social capital among priority populations iii) delivering high-quality programs and services, and iv) strengthening the health of their respective organizations The collaborative strategic plan allowed the 4 CHCs to join forces on a number of priorities while still allowing each Centre to specify Centre-specific goals to their plan, based on the unique needs and priorities impacting their communities. Building on the success of this collaborative process, 2 more community health centres (Somerset West CHC and Sandy Hill CHC) agreed to join the Ottawa CHC collaborative strategic planning process for 2018 and beyond. A request-for- proposals was posted in 2016 and Lansdowne Technologies Inc (LTI) was retained as a consulting partner to the 6 CHCs, to assist with planning facilitation, strategic plan development, and project management. Centretown CHC Strategic Plan 2018-2020 6 The Collaborative Strategic Planning Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Phase 1: Literature Review and Environmental Scan (2016-2017) Phase 1 of the collaborative strategic planning process involved scanning the literature to identify best practices for planning within the context of primary healthcare. LTI conducted a thorough literature review and presented its recommendation that the 6 CHC Board of Directors adopt a planning framework grounded in complexity theory (‘5-Level Framework’). Using A Complexity-Based Approach Understanding the domains to which managing healthcare resources in our changing context belongs is crucial to selecting the appropriate planning and management approach. As the Cynefin Framework tells us, complex problems are distinct from simple or merely complicated problems (see Figure 2). Centretown CHC Strategic Plan 2018-2020 7 Problem Domains ‘known knowns’ there are rules in place (or best practices), the situation is stable and the relationship between Simple cause and effect is clear: if you do X, expect Y Approach: "sense–categorize–respond" ‘known unknowns’ The relationship between cause and effect requires analysis or expertise; there are a range of Complicated right answers Approach: “sense-analyze-respond” ‘unknown unknowns’ Cause and effect can only be deduced in retrospect, and there are no right answers (but Complex instructive patterns can emerge) Approach: “probe-sense-respond” Cause and effect are unclear Events are too confusing to wait for a knowledge-based response Chaotic Approach: “act-sense-respond” Figure 2. Cynefin Framework (by Dan Snowden) The decision to use a planning framework adapted to complexity was informed by the fact that CHCs operate in a complex, unpredictable, and unknowable space.
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