Southwestern Ontario Infection Control Network Strategic Planning Process

SOUTHWESTERN ONTARIO INFECTION CONTROL NETWORK
Strategic Planning Process

A Request for Stakeholder Input

The Southwestern Ontario Infection Control Network (SWOICN) has initiated a process to update its strategic plan and identify future directions and priorities. The strategic plan for the network is being developed with the extensive involvement of our internal and external stakeholders. This discussion paper has been prepared to inform you about the project and solicit your input to SWOICN's emerging directions.

The Process to Date

Members of the SWOICN Steering Committee established project terms of reference in the spring of 2009 and selected an external planning consultant to help facilitate the process.
The consultant completed an environmental scan through a review of documented information and interviews with key informants drawn from the Steering Committee and other stakeholder groups carried out in August 2009.
On September 23, 2009 about 30 participants consisting of the Steering Committee and other Network members participated in a full-day facilitated planning session at the Benmiller Inn in Goderich. The group reviewed and expanded the environmental scan information, engaged in visioning and idea generation exercises and developed the preliminary versions of the strategic directions 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" which will evolve as we hear more from our various stakeholders. Please read it carefully and consider the questions posed. It is not necessary to answer all the questions - just pick the items that you are interested in. Responses must be received by Friday, October 30, 2009.

The strategic plan will be refined based on input received and SWOICN staff will prepare a preliminary implementation plan in early November. The plan will then be reviewed by the Steering Committee on November 26 and used to guide our continued evolution over the coming challenging years.

DRAFT - October 9, 2009

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for SWOICN was assembled by participants at the September planning session.

Strengths:	Leadership within the provincial network system Current sound financial condition Excellent resources Good response times E-bulletin well received Staff and Steering Committee knowledge base Good cross-sectoral representation Well regarded by stakeholders
Weaknesses:	Visibility in the community "Brand" awareness Limited time and capacity to focus on all health care sectors Challenges with geography and distances Diverse member characteristics and needs Need for role clarification vis-à-vis Public Health
Opportunities:	Heightened awareness and accountability Engaging health care leaders in the region Potential benefits with transfer to OAHPP Increased use of technology Targeting specific sectors Connections with major academic centre Increased partnering
Threats:	Economic situation and potential decline in funding Staffing changes and transition challenges "Mandate creep" into other areas Potential loss of autonomy with transfer to OAHPP Managing expectations with limited staffing Potential for liability, blame, "scapegoating" Sustainability of services and resources Political uncertainties
Any strategic initiatives undertaken by SWOICN will need to 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:

VISION ELEMENTS

A vision statement describes the "preferred future state" of an organization and its stakeholders. Planning session participants completed a visioning exercise to identify the following elements of a preferred future for SWOICN:

A strong regional and provincial leadership profile
Expanded network supports within an appropriate resource base
Innovative development and delivery of products and services
Successful community outcomes

Focus Question:

Have any vision elements been overlooked?

Feel free to suggest wording for a SWOICN vision statement.

EMERGING GOALS AND OBJECTIVES

The following preliminary draft goals were developed at the planning session. They relate to sectoral targeting, partnering, resource development and outcome measurement.

GOAL ONE: Target Services to Specific Sectors

1.1  Assess the infection control needs of health care sectors such as acute care, community care,
        EMS, first responders, First Nations, family health teams and community health centres.
1.2  Establish advisory committees for each sector.
1.3  Develop sector-specific recommendations, training and supports.

GOAL TWO: Increase Partnering

2.1  Create a pool of resources by facilitating connections between agencies and individuals
        offering/requiring expertise and support.
2.2  Clarify SWOICN roles vis-à-vis Public Health and build stronger partnerships.
2.3  Increase academic connections.
2.4  Engage health care leaders in the work of the network and identify specific "champions"
        in each sector.
2.5  Raise the profile of SWOICN outside the hospital sector by creating "brand awareness".

GOAL THREE: Develop Innovative Resources.

3.1  Develop e-learning applications and other on-line electronic resources.
3.2  Develop and roll out "train-the-trainer" models.
3.3  Utilize chat lines and other electronic methods of information sharing.
3.4  Develop policy and procedure templates based on best practices with flexibility for
        local modification.

GOAL FOUR: Measure and Monitor Outcomes.

4.1  Establish a baseline of outcomes and measures that are currently in use.
4.2  Create sector-specific outcome measurements.
4.3  Develop a Balanced Scorecard or other monitoring system.

Focus Question:

Are there any suggested revisions to the draft strategic goals?

Services to Sectors:
Partnering:
Resource Development:
Outcome Measurement:

Have any important goals been missed?

What do you feel should be the most important priority for SWOICN in the next year?

Name: (optional)
Organization: (optional)