CARLETON PLACE & DISTRICT MEMORIAL HOSPITAL

STRATEGIC PLAN – OVERVIEW

The Hospital revised its Strategic Plan in 1998 and updated it in 2005 and again in 2006.

In its latest update, the Board of Trustees of the Hospital amended the Vision, Mission and Corporate Values of the Hospital to ensure that clear direction was established for the next five (5) or so years.  

The Hospital established clear strategic directions to enhance services.   Specifically, the Hospital sought to provide more services closer to home, enhance the quality of those services, improve its overall efficiency and promote partnerships with other hospitals and community agencies. 

The Hospital was successful in the implementation of its strategic directions.  Specifically the Hospital:

a.                   Increased day surgery by implementing arthroscopic surgery, general surgery, scoping for cancer, breast cancer surgery and general surgery;

b.                  Implemented a telehealth program allowing patients to remain in Carleton Place and be linked electronically with medical specialists in Ottawa;

c.                   Significantly improved the quality of services provided and has been receiving higher than average results in provincial patient satisfaction surveys.  In 2007, the Hospital was rated as one of the best hospitals in Ontario in 3 areas including patient safety.  In addition, the Hospital received outstanding ratings in its accreditation surveys in both 2003 and 2006;

d.                  Became one of the most efficient hospitals in the Province.   The Hospital had the lowest cost per weighted case and the greatest difference between its expected and actual cost for 3 of the last 7 years.   This allowed the Hospital to be the most efficient hospital in the province and to use the savings to provide additional services;

e.                   Implemented user-pay parking and a cosmetic surgery program to increase revenues to provide more services locally; and

f.                    Developed and renewed partnerships with other hospitals and community agencies.   Specifically, the Hospital implemented a shared Hospital Information System with the Queensway Carleton Hospital.   A system that is now linked to several other hospitals in the region and will be linked to the local physician offices in the future.  The Hospital also implemented a shared Picture Archiving Communication System (PACS) with the Queensway Carleton Hospital.  This system allows for the electronic transmission of radiology exams (Xray) between hospitals and between departments in the Hospital.   This allowed the Hospital to eliminate films entirely.   In addition, the hospital has worked closely with community agencies to ensure that patient care is well coordinated between all providers.

REDEVELOPMENT OF THE HOSPITAL

As the building is now 53 years old and in need of upgrade, the Hospital recently submitted a proposal to the Ministry of Health & Long Term Care to construct a new hospital on a new site.   The new site is on Lake Avenue East, east of McNeely.  The Town of Carleton Place reserved the land and will donate it to the Hospital once the project is approved by the Provincial Government.   This proposal was developed with input from all stakeholders and is strongly supported by the community and the Champlain Local Health Integration Network (LHIN).   The total cost of the project is estimated at $85,000,000 with the Ministry of Health & Long Term Care contributing $68,000,000 and the community contributing $17,000,000.

This project proposes to not only build a new hospital but also to create a “Health Village” concept housing the Hospital, a new Long Term Care Home and a medical centre for out community partners and local physicians.

BECOME THE EMPLOYER OF CHOICE

There is evidence that the healthcare system is facing shortages in several professional groups.  There is also evidence that the situation will get worse before it gets better.   Although the Hospital has been very successful in recruiting and retaining staff, it will have to compete even harder in the future due to chronic shortages in several professions.  To enhance its ability to recruit and retain professional staff, the Hospital adopted the theme of “employer of choice” as the corner stone of its Human Resources Plan.  We are moving forward on several key strategies in that plan that will assist us to be more attractive to employees.  We are increasing our methods of communicating with our staff, helping them to work cohesively together and ensuring that we significantly recognize their contribution.  By ensuring a viable workforce capacity with the right skills and knowledge we secure the future of our organization and the morale of our staff.