Rideaucrest Home Strategic Planning Process

Rideaucrest Home Strategic Planning Process

A Request for Stakeholder Input

Rideaucrest Home has initiated a process to develop a strategic plan identifying future directions and priorities. The new strategic plan is being developed with extensive stakeholder involvement. This discussion paper has been prepared to inform you about the project and solicit your responses to the emerging strategic directions.

The Process to Date

A request for proposals was issued and an external planning consultant was selected to facilitate the process. A work plan was approved in November 2007.
The consultant reviewed background information and conducted focus group sessions with management, staff, residents, volunteers and families. Six separate focus groups were conducted on January 7 and 8, 2008.
Also in January, the consultant completed a series of interviews with external stakeholders from other agencies and community groups.
On January 28, 2008 about 20 management and staff members participated in a full-day strategic planning session at the home. They reviewed the data from the interviews and focus groups and developed the preliminary versions of the strategic goals that are reflected in this paper.

What Happens Next?

The next step of the consultation process begins with this discussion paper, which reflects the thinking of the participants in the planning process so far. This is "work in progress" that will evolve as we hear more from our various stakeholders. Please read it carefully and consider the questions posed.

Individuals, groups or organizations may complete this form on-line below and it will go directly to the consultant. You will have a chance to edit your comments after you press "submit". Focus questions have been provided to guide discussion and feedback. Your responses must be received by Friday, February 29, 2008.

The plan will be revised based on feedback received and an implementation planning session will be held with management and staff in early March. The plan will then be finalized and used to guide our operations over the coming years.

Issued February 2008

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for Rideaucrest was assembled from stakeholder feedback and input at the planning session.

Strengths:	Seasoned, dedicated staff and volunteers Quality care Municipal resource base Salaries and benefits Site and physical facilities Location History and tradition in the community
Weaknesses:	Staffing levels and workload Internal communication Need for teamwork, interdisciplinary approach Morale issues Residual negative publicity from budget and organizational review
Opportunities:	Expanded partnerships Increased profile and outreach Research and academic links New revenue sources Potential for site development
Threats:	Competition with other City priorities Consumer demands Increasing regulatory and compliance requirements Increasing resident care needs Staff burnout Unknown impact of the LHINs
Any strategic initiatives undertaken by Rideaucrest home should build on strengths, rectify weaknesses, capitalize on opportunities and address threats.

Focus Question:

Should any other strengths, weaknesses, opportunities or threats be considered?

Strengths:
Weaknesses:
Opportunities:
Threats:

MISSION

A mission statement should be a clear description of the purpose, mandate and "business" of an organization. The Rideaucrest Home mission statement was reviewed and revised in 2007 and appears below.

Rideaucrest Home is committed to enriching the lives of people who require the long-term support of a safe and caring community in which all voices are valued and personhood and dignity are respected.

Focus Question:

Have any important elements of the Rideaucrest mission been overlooked in this statement?

Feel free to comment on any aspects of the mission.

VISION

A vision statement describes the "preferred future state" of an organization and its stakeholders. Rideaucrest's vision statement was also reviewed in 2007 and affirmed through visioning exercises at several of the January 2008 focus groups. It appears below:

Rideaucrest Home aspires to be recognized as a centre which balances a quest for excellence and innovation with its goal of supporting people to live meaningful lives.

Focus Question:

Have any vision elements been overlooked?

Feel free to comment on any aspects of the vision.

VALUES

Values are those beliefs that guide members of an organization as they discharge their mission in pursuit of their vision. Rideaucrest Home ascribes to four key values:

Respect and Dignity
Compassion
Excellence
Accountability

Focus Question:

Have any values been overlooked?

Feel free to comment on any aspects of the values.

EMERGING DIRECTIONS

The following high-level draft goals were developed at the planning retreat. The goals pertain to resident care, organizational development, external profile and resources.

Resident Care and Services

1.1  Provide coordinated care for all aspects of resident life.
1.2  Focus on resident safety.
1.3  Utilize current and congruent policies and practices.
1.4  Enhance palliative care.
1.5  Expand allied health and rehab services.
1.6  Increase academic linkages for research and education to advance quality of care.

Successful implementation of the care and services goals will result in Rideaucrest becoming a home committed to providing highly trained staff delivering personalized, safe and progressive care to families and residents.

Organizational Development

2.1  Ensure that all organizational policies capture leading practices and values of staff.
2.2  Foster an environment of trust, respect, self-confidence and innovation that builds teamwork,
       solution seeking and a commitment to resident care.
2.3  Train, develop and recognize staff to meet standards and legislative requirements,
       promote growth, achieve goals and acknowledge achievements.
2.4  Grow, develop and support the Rideaucrest volunteer base.
2.5  Improve recruitment and retention by continually educating and promoting Rideaucrest
       as a long term care employer of choice.
2.6  Promote a culture of health, safety and well-being for all who enter or visit the
       organization.

Achievement of these goals will establish Rideaucrest Home as a dynamic and positive long term care facility with a responsive interdisciplinary team of well skilled staff and volunteers that work cohesively to provide quality care with a focus on resident safety.

Outreach and Profile

3.1  Identify the needs of the geriatric population in our region and target services to
       meet those needs.
3.2  Enhance community relations through media relations and community events.
3.3  Promote community awareness and knowledge of long term care as a means to reduce
       stigma related to aging.
3.4  Collaborate with other long-term care facilities, agencies, health care providers and
       academic institutions to achieve joint goals and fulfill and share our vision.

Achievement of these goals will lead to Rideaucrest being recognized as an innovative forerunner in care and service provision to its target population.

Resources

4.1  Increase revenues and achieve efficiencies.
4.2  Promote "green" policies and practices that are environmentally sustainable.
4.3  Explore opportunities for resource support within other City departments.
4.4  Ensure the optimal utilization of staff and volunteer skills and contributions.
4.5  Optimize space utilization.
4.6  Explore site development opportunities.

Achievement of these goals will elevate Rideaucrest as a recognized leader in efficiency and resource utilization.

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Resident Care:
Organizational Development:
Outreach and Profile:
Resources:
Have any important goals been missed?
What do you feel should be the most important priority for Rideaucrest in the next year?

Comments and Suggestions

Feel free to make any other comments or suggestions to assist with our strategic planning process:

Individual/Group completing form: (Optional)

Your input is greatly appreciated.