Strategic Plan 2013 - 2016 Health & Wellness for All Prairie Mountain Health (initially named Western RHA) was established in June 2012 through the amalgamation of Assiniboine, Brandon, and Parkland Regional Health Authorities. This Strategic Plan is a bridge document covering the three year period from 2013-2016 and was developed by the Board based on Manitoba Health’s Vision, Mission and Strategic Priorities as well as the Strategic Plans from the three former RHAs. Prairie Mountain Health spans an area from the 53rd parallel in the north to the United States border in the south and reaches from the Saskatchewan border across to the lakes and central Manitoba. We employ over 8500 people and through a network of hospitals, health centres, personal care homes and community based services we deliver medical and surgical care, long term and transitional care, rehabilitation, mental health care, home care, public health and primary care, and emergency medical services. Encompassing mountainous parkland, wide prairies and an urban trading centre, the Prairie Mountain Health region is growing in population and diversity. Many people immigrating to Canada are choosing to settle here. New Hutterian communities are being created and the Aboriginal population is growing. Delivery of health care is becoming more complex, with increasing acuity in many settings. It was also noted that there are differences in health status across Prairie Mountain Health. With this in mind, a regional profile was created over the summer of 2012 to acquaint the Executive Team and Board with the nuances of the new region. The Prairie Mountain Health Board held a strategic planning session March 16th, 2013. The session focused on a review of the Vision, Mission and Strategic Priorities from the previous Assiniboine, Brandon and Parkland regions. The review helped to establish an interim direction for Prairie Mountain Health, prior to the publication of the new region’s first Community Health Assessment in 2014. As a new organization we need to focus on building strong foundations and embrace the opportunities we now have as a larger region; using the strengths of three for the success of one. Strategic Plan 2013-2016 P. 2 A French-language version of this document is available upon request. HEALTH AND WELLNESS FOR ALL Together, we deliver quality health services that meet the needs of the population Our values define what we believe in; what we stand for. They provide us with a common understanding of what’s important and provide us with a framework for our actions. Prairie Mountain Health has 4 values: Integrity, Respect, Responsiveness, and Engagement Integrity Being accountable for our actions Putting words into action Demonstrating ethical behaviour Being inclusive and fair Respect Earning the trust of our patients and coworkers Treating others with compassion and dignity Appreciating each other Demonstrating genuine caring in all we do Communicating honestly and openly Responsiveness Being receptive & open-minded Responding to the needs of our patients, families and staff Supporting our patients and each other Promoting innovation and continuous improvement Improving safety and effectiveness of our services Engagement Involving community, clients and staff Listening to and considering ideas and concerns in decision-making Using a team approach in the work we do Showing leadership We are all expected to use our values to guide our work, our actions, and our decisions. As we move forward, we hope to link with Local Health Involvement Groups to establish regional Patient Values. Strategic Plan 2013-2016 P. 3 A French-language version of this document is available upon request. Prairie Mountain Health (PMH) is home to approximately 161,000 people. With almost twenty percent of the population aged 65 years and older, the population here is older compared to the rest of Manitoba. Birth rates are similar to the Manitoba average, except in the north (former Parkland), where birth rates are the lowest in the province. Teen pregnancy rates have been decreasing over time in the Prairie Mountain Health region but less so in Brandon. In 2011 almost 14% of the total population in PMH were Aboriginal, although the proportion is much higher in the north (28%). The region has seen unprecedented population growth in recent years in a number of communities, largely due to foreign recruitment efforts by the local manufacturing industry. Adding to this growing diversity, there are 31 Hutterian communities, a High Order Mennonite community, and several Francophone communities in the Prairie Mountain Health region. On average, the premature mortality rate in PMH is similar to the provincial average; however it is significantly higher than the Manitoba rate in the northern part of the region. There have been increasing rates of hypertension, diabetes, osteoporosis, and mental health conditions such as depression and anxiety disorders across PMH over time. There are notable differences in health status in the region, with higher rates of heart disease, heart attack, stroke and diabetes in the north. A range of health care services are offered by Prairie Mountain Health in the following areas: primary care, pre-hospital care, acute care, transition care, rehabilitation and therapy services, public health, mental health, home care, long term care, spiritual health, palliative care, health promotion, and many other programs and departments that fall within and support these areas. Rates of screening for some types of cancer could be improved. There are high rates of some mental health conditions in the northern part of the region and in Brandon. There are 29 health centres, with 28 offering either acute or transition care and one providing orthopaedic rehabilitation. Hospitalization rates for Ambulatory Care Sensitive Conditions have been decreasing but remain high for clients from the north. Approximately 85% of Prairie Mountain Health residents reported having a regular family doctor in 2009. While waiting times for personal care home placement fluctuate, the care needs of residents who are admitted are becoming increasingly complex. With increasing demands for care and services across all sectors, staff recruitment and retention remain top priorities for regional programs and services. Strategic Plan 2013-2016 P. 4 A French-language version of this document is available upon request. Prairie Mountain Health considered information from the PMH 2012 Regional Profile, prior Strategic Plans, and Manitoba Health’s Vision Mission and Strategic Priorities when developing our Goals and Operational Strategies. Recognizing we are part of a provincial health system, Prairie Mountain Health has identified the following goals and strategies that align with Manitoba’s strategic health priorities: Capacity Building People are our most valuable asset. We must ensure we provide a safe work environment and provide opportunities for staff growth and development. Prairie Mountain Health is experiencing significant recruitment challenges and many employees will be eligible for retirement in the next few years. Physician resources are fragile in some areas of the region where one retirement or resignation would result in the inability to provide timely medical care. Create a positive, safe work environment that attracts and retains qualified staff who are proud to work for PMH Develop capacity within PMH to further advance health system priorities Develop a highly skilled, diverse workforce Health System Innovation As newly amalgamated region we have the opportunity to re-design services, standardize towards best practice, and utilize technology to achieve efficiencies and improve quality. Develop innovative, evidence informed improvements that promote effective, efficient use of resources and technology Deploy a continuous improvement system Health System Sustainability Managing within allocated resources continues to be a challenge; financial pressures continue to increase as the provision of health care becomes more sophisticated. In addition, the capital infrastructure in Prairie Mountain Health is aging and requires significant repair and in some cases replacement. Establish integrated delivery of core health services Introduce and utilize technologies and information systems that support sustainability Manage and maintain PMH infrastructure to meet future needs Strategically invest in future-oriented capital projects that meet population needs and support health system sustainability Strategic Plan 2013-2016 P. 5 A French-language version of this document is available upon request. Improved Access Eighty-five percent (85%) of residents indicate they have a regular family doctor. However, residents also identify access issues related to transportation availability and the financial costs associated with travel to access health services. Several program areas identify lengthy wait times for residents to access community based services. Our population is aging and a continuum of supports is required to ensure the right service is available in a timely way. Improve access to services by reducing barriers Provide right care, in the right place at the right time by the right provider Engage clients and communities so they experience improved access to appropriate service Improved Service Delivery Health services gaps exist in many of the First Nation and Metis communities in the region. Evidence suggests these populations experience poor health status and challenges