Welcome!
Welcome to Inspiring CARE: Together to 2012. We hope you will find this information helpful as we roll-out our Strategic Plan to 2012. For more details, read our A New Direction Fact Sheet: Strategic Plan 2009 – 2012 Fact Sheet
What is The Royal’s Strategic Plan?
Our Strategic Plan is a roadmap for The Royal for the next three years to 2012. It will guide us in everything we do. It is the firstplan of this magnitude for the Royal Ottawa Health Care Group and is linked directly to our Vision, Mission and Values.
Why is it called “Inspiring CARE”?
To inspire means to create a powerful force, stimulate a brilliant or timely idea or breathe new life into an existing situation. We believe that the Strategic Plan will help us do all of this and much more. From there, we want to apply the Strategic Plan’s Directions and Goals to the Care, Advocacy, Research and Education that takes place every day within our facilities and our communities.
How was it developed?
The Strategic Plan was developed with input from more than 100 clients, families, employees, physicians, researchers, volunteers, board members and other partners who participated in focus groups, brainstorming sessions and review processes. In addition, environmental scans were completed and key planning and priority documents from peer hospitals and local, provincial, national and international levels of government were reviewed. The Strategic Plan also aligns with the Ministry of Health and Long-Term Care’s system integration and mental health care agendas of the Champlain and South East Local Health Integration Networks (LHINs).
What are the new Strategic Directions?
There are five Strategic Directions. From there, fifteen goals have been identified to further focus our efforts.
The BEST CARE
We want to deliver the highest quality, patient-centered, specialized mental health care.
We will:
- Improve access to care
- Improve patient and provider safety.
- Ensure our specialized services respond to our target population’s needs.
- Improve clinical outcomes.
ADVANCING DISCOVERY
We want to become a world-renowned academic health sciences centre.
We will:
- Increase integration of research, education and clinical activities.
- Increase recognition as a world leader in care, advocacy, research and education.
- Collaboratively lead innovative partnerships.
STRENGTHENING PARTNERSHIPS
We want to optimize partnerships to strengthen an integrated mental health system.
We will:
- Improve alignment with Champlain and South East LHINs.
- Foster an integral role in a network of effective partners.
- Improve engagement and communication with partners.
An INNOVATIVE WORKPLACE
We want to maximize organizational effectiveness and efficiency.
We will:
- Attract, develop and retain a highly skilled, engaged workforce.
- Create a culture of improvement.
- Ensure effective and efficient use of resources.
A SUSTAINABLE FUTURE
We want to build financial strength.
We will:
- Achieve financial sustainability.
- Improve financial stability.
How We Got Here
Over the past year, a lot of work has gone into the development of the Strategic Plan, involving more than 100 key stakeholders.
November 2007
The Board of Trustees requested the development of a new Strategic Planning process.
February 2008
The Strategic Planning process was presented to the Board and Leadership Team.
April 2008
Internal scans took place with Management Council, the Client Empowerment Councils (BMHC & ROMHC) and the Family Council. External environmental scans were also completed involving peer hospitals, literature reviews andall levels of government.
May to June 2008
Strategic Directions and Goals were developed and approved by the Board of Trustees.
July to October 2008
Activities, Indicators and Targets were developed and refined through six brainstorming sessions held with input from a wide range of employees, physicians and members of the Client Empowerment Councils and the Family Council.
November 6, 2008
The draft Strategic Plan was presented to the Board of Trustees.
November to January 2009
The Strategic Planning implementation structure was defined and launched. Work on an internal and external communications processwas completed. The resulting work plans and opportunities for participation were finalized.
January 2009
The Strategic Plan was launched for staff at Staff Forums on January 13 and 15 and publicly on January 20, 2009.
Ongoing to 2012
We will develop activities to achieve our Strategic Plan.
The following tables provide an overview of the Strategic Directions, Goals and Indicators: Strategic Directions, Goals and Indicators
Putting The Plan Into Action
The Strategic Plan is an evolving, collaborative effort from 2009 to 2012. Over the next few months, teams will work together to develop detailed action plans to achievethese Goals and make the Strategic Plan meaningful for everyone at The Royal.
We’d Like To Hear From You
We welcome your feedback. Email Pamela.Prince@theroyal.ca with your questions, comments or feedback.