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Optimization Initiative
CHCM Optimization Initiative
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CHCM TODAY 200+ board members 7,900 staff 1,100 volunteers
Dan Lussier: Talking points 200+ board members 7,900 staff 1,100 volunteers $550 million dollars (combined annual operating) Foundations support – $8.6 million
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Status quo no longer an option…
Service growth/demand outpacing revenue growth Environment of constraint Value for Money (economy, efficiency, effectiveness) Strengthen our overall capacity to deliver quality care
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Key themes… CoS need to work more collaboratively - reduce fragmentation and duplication; CHCM to work strategically with the CEOs. Support the development of collective goals/objectives/initiatives;
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Compassion in Action Co-creating our collective identity Optimization
Strengtehning Common Organizational Elements Engaging Stakeholders Diversifying Revenue Integrating Services Well coordinated healing options - meaningful outcomes/experience - cost we can afford.
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Menu of Service Integration Options
Information Sharing Sharing Resources (Joint Capacity Building) Service Coordination (Protocols) Service Collaboration (Joint Delivery) Amalgamation (Common Governance)
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Strengthening Common Organizational Elements
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Engaging Stakeholders
More coordinated approach to advocacy with government/funders Tell our collective story to other key stakeholders - build a collective brand
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Diversifying Revenue Increase non-government dollars:
Foundation Alignment Project Other revenue generating initiatives… Social impact bonds Social enterprise models New for-profit services (Housing, Home Care Services, Temp Agency, etc.)
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Optimization Initiatives Proposed Structure
Boards of Directors Governance Operations CEO Leadership Council Optimization Initiatives Working Groups Secretariat (CHCM Staff Support)
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Where are we at? IT & HR Initiatives
Shared management (in discussion…) Communications/ Social Entreprise Project Marketing Audit Elderly Care Strategy Housing Project Outcomes that matter (ie- Goldcare) Foundations Initiative
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