1. WHAT IS STRATEGIC PLANNING AND WHY SHOULD YOU CARE

2.  WHAT DOES EACH STEP MEAN ?  PROCESS – AS IMPORTANT AS THE STEPS  THE PERFORMANCE CONTRACT AND THE PLANNING PROCESS

3.  Means of Ensuring all are on the same path  Allows a check in on accomplishments  Means of Performance Measuring STRATEGIC PLANNING

5. A statement of what the program wants to be in the future. The Vision Statement provides the major long-term direction for the program’s planning and is the ultimate outcome to be achieved through the planning process. VISION

6. York Care Centre is a Community of Excellence in Long Care VISION STATEMENT

7.  What will the program of the future be like?  What role should the program play in the future?  How should the program be different than it is now? DEVELOPING A VISION STATEMENT

8. A statement that indicates what the program plans to do and to whom it will be done. The statement indicates the reason the program exists. The Mission Statement serves as the basis for the development of the program’s focus areas/issues, outcomes, and strategies. MISSION

9. York Care Centre, in partnership with our community, supports quality of life for individuals and families in their home or in a home like atmosphere by:  Providing excellent services in the operation of a large nursing home at standards based on best practice;  Providing excellent services in the operation of independent and supportive living units to qualifying individuals; MISSION STATEMENT

10.  Increasing the availability of a range of services to a segment of the aging population to enable them to remain independent and at home.  Providing a working environment based on positive Character Qualities, leading to an organization that is truly Magnetic in its ability to recruit and retain the best possible staff and volunteers.  Providing an academic/research environment that promotes professional development and personal growth and stimulates research activity combined with and applied to a full suite of long term care services; MISSION STATEMENT

11.  Adoption of the Mission Statement should change the behavior of the program.  The Mission Statement should provide the basis for evaluation of the program’s outcomes and strategies to determine if the mission is being accomplished.  The Mission Statement should define the “business” the program wants to be in not necessarily the “business” it is in. DEVELOPING A MISSION STATEMENT: SOME THINGS TO REMEMBER

12.  The Mission Statement should be exciting, inspiring, and motivating.  The Mission Statement should be short and concise.  The Mission Statement should answer the following questions: Who are you as a program? Why do you exist? What do you do? Whom do you serve? DEVELOPING A MISSION STATEMENT: SOME THINGS TO REMEMBER

13. PROCESS OF PLANNING

15. Inputs include an understanding of the values of key stakeholders, such as the board, shareholders, and senior management. These values may be captures in an organization’s vision and mission statements. INPUTS

16.  CCharacter First – Do the Right Thing  AAccountability – For the Prudent Use of our Resources  RRespect – For our Residents and Each Other  EExcellence – We Strive for Continuous Improvement VALUES STATEMENT

17. The output of strategic planning includes documentation and communication describing the organization’s strategy and how it should be implemented, sometimes referred to as the strategic plan. OUTPUTS

18. APPENDIX A YORK CARE CENTRE OPERATIONAL PLAN MARCH 2012 - 2017 VI- RESEARCH 1.To increase Quality of Services to aging population. Measures:  Number of research projects with York Care Centre involvement  Number of service/practice/policy changes resulting from research ACTIVITIESRESPONSIBILITYTARGET DATESTATUS 13.1 To increase involvement of York Care Centre in sound research that relates to: the determination, definition and measurement of best practices in the delivery of services to the aging population. To arrange joint appointment with educational facilities cultivating relationships. AIAC/DOCMarch 2014 Relationship with AIA to be strengthened See Ken’s document Dec. 2012 Daphne Noonan seconded to AIA 13.2 All new service delivery changes will be evidence based. To develop a uniform template showing supporting documentation for presentation with all submissions. TBDMarch 2013

19. PERFORMANCE CONTRACT

20. All effective performance appraisals are tied to specific, measurable and attainable objectives put in place to push employees to a higher level of individual and team performance. PERFORMANCE APPRAISAL OBJECTIVES

21. EXAMPLE OF A STRATEGIC PLAN AND THE PERFORMANCE CONTRACT

22.  Pillar I – Care to Aging Population  Pillar II – Resources (Financial, Human, Technology)  Pillar III -Professional & Personal Growth  Pillar IV – Environments – Building, Grounds & Equipment  Pillar V – Partnerships, Public Relations & Communications (Communities, Families, Government, Networks, Family Advocacy Group)  Pillar VI – Research GOALS & OBJECTIVES 2012 - 2017

23. The York Care Centre Operational Plan (Appendix A) outlines a number of objectives. This year the emphasis will be on two main areas: Research (VI) and Resources (II) :  In the area of Research i)Explore in 2013-14 a role for research at York Care Centre as a satellite centre for a large well established Canadian Research Centre ii)Conduct two surveys/research projects and demonstrate how the results have impacted on policy change PERFORMANCE CONTRACT APRIL 1, 2013 – MARCH 31, 2014

24.  Another prime focus in 2013-14 will be on the goals under Resources (funding, human and technology): i)Within 2013-14 will see developed a Human Resources Plan and present to the Board along with an HR Manual; ii)An employee satisfaction survey will be conducted and the results presented to the Board ; PERFORMANCE CONTRACT APRIL 1, 2013 – MARCH 31, 2014

25.  In the area of Research i) explore in 2013-14 a role for research at York Care Centre as a satellite centre for a large well established Canadian Research Centre; Currently there are a number of research projectsbeing explored. The New Brunswick Health Research Foundation, plans to embed YCC into a memory research project currently underway in NB. We have been included into a research grant application from UNB on balance. We have also completed two research projects with the SSQLI group and will be involved in another project this year regarding pain management. PERFORMANCE EVALUATION

26. ii) conduct two surveys/research projects and demonstrate how the results have impacted on policy change. Two projects completed with the SQLI group – use of antipsychotics and quality of life. Policies being developed. PERFORMANCE EVALUATION

27.  Another prime focus in 2013-14 will be on the goals under Resources (funding, human and technology): i) Within 2013-14 Kevin will see developed a Human Resources Plan and present to the Board along with an HR Manual; Basic format completed. Policies/procedures being reviewed and developed. ii) An employee satisfaction survey will be conducted and the results presented to the Board; Employee satisfaction survey is part of our accreditation. Due to current changes being made to scheduling the survey has been rescheduled for May 2014. PERFORMANCE EVALUATION

28. CONCLUSIONS QUESTIONS