Vision
Excellence in healthcare close to home.
Mission
Through creative and innovative use of resources and partnerships, we will focus on primary and secondary acute care, rehab, complex continuing care, palliative care, health promotion and mental health services.
Values
Priorities
These are at the core of our Integrated Health Services Plan. The priorities which assist the Brant Community Healthcare System move towards accomplishing its vision are:
PATIENT CARE/SAFETY
We will comply with all currently identified standards and guidelines and strive for best practices.
- Develop and implement a model for best practice
- Identify develop and implement 2 best practice guidelines
- Develop a business plan/evaluate impact and feasibility of an expanded minimally invasive surgical program, ESRD (dialysis)
- Evaluate and review pandemic plan
- To complete the implementation of integrated Infection Control Program
- To identify and implement three patient satisfaction initiatives
We will develop a culture of patient safety.
- Develop, implement & evaluate a patient safety plan
HUMAN RESOURCES
We will implement a strategic Human Resources Plan, which focuses on recruitment, retention, workforce planning, and quality of worklife.
- Develop a workforce planning model
- Medical Staff initiative with community partners
- Update Medical & non medical HR plan
- Evaluate & update the quality of worklife plan
PARTNERSHIPS
We will identify and establish new partnerships and strengthen existing partnerships to support our strategic direction
- LHIN : Continue our representation in existing committees and activities
FINANCE
We will comply with the terms of the H-SAA and eliminate the working capital deficit by March 31, 2010.
- Based on our current annual capital budgeting process, a 3-year plan will be developed, prioritized and costed and will be reviewed and updated on a regular basis
- Develop a prioritized list of potential reinvestments into existing programs and services
- Annual budget will contain operating surpluses sufficient enough to remove the deficit by March 31, 2010
- We will meet the requirements and timelines of the H-SAA and will review the performance, monitoring and developmental indicators contained therein on a quarterly basis
ORGANIZATIONAL EFFECTIVENESS
We will continue to improve our infrastructure and implement strategies to support excellence in patient care.
- To be ready for accreditation by March 2008 and achieve a three-year accreditation
- To continue to promote an accreditation readiness culture
- Develop a new facility-wide master plan
- Projects: Family Birthing Centre, MRI, Mental Health, Building Envelope
- Review, re-prioritize and implement the eHealth strategic plan
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