Strategic Development
To meet legislative requirements, each health authority in Manitoba must have a five-year strategic plan. Health regions are encouraged to involve the public and staff in discussions to ensure their vision, mission (purpose), values, and priorities are relevant and aligned with the current priorities of citizens and government. This strategic plan builds on our continuous feedback from IERHA team members, patient partners, regional and community representatives, leadership and the Board of Directors. In addition to partner feedback, IERHA approached strategic planning with an understanding of the provincial health system priorities and realities.
We also collected feedback through:
• Staff Town Halls and Regional Leadership Meetings
• Strategic Focus Partner Survey
• Patient Partner Interviews
• Leadership and Board meetings
• Drop-in elected official meetings
• Information sharing at partner/community meetings
Strategic Directions
| 1. Strengthen Health Workforce Development |
| We will: |
| Enhance education/training to enable recruitment efforts for high-demand positions, including partnerships with local schools and universities to create pipelines for students into health careers |
| Continuously identify and address areas where organizational culture may be hindering employee retention, satisfaction and performance |
| Support opportunities for professional development to enable leadership and staff to experience career growth and strengthen staff onboarding practices. |
| Develop a workforce that will be inclusive, eliminate racism, incorporate and expand opportunities for Indigenous employment |
| Strengthen workplace safety measures, ensuring that all staff members are provided with a safe, secure, and supportive work environment |
| Regularly evaluate and refine human resource processes to ensure they remain relevant and aligned with industry trends, best practices, and evolving workforce needs. |
Example Strategic Performance Indicator:
- Vacancy Rate
- Turnover Rate
- Sick Time
- Overtime
- Employee incidents / staff injury
- Mobile Workforce Dependency
| 2. Enable Access, Care & Service Coordination |
| We will: |
| Continue to review strategies to decrease wait times in the emergency departments and across the continuum of care |
| Increase access to primary care, mental health and addiction services |
| Support people’s transitions between different care providers/sites/programs/specialists (i.e. hospital to home) |
| Involve patients and their families in decision-making processes regarding care plans |
| Collaborate on areas for improved electronic patient records systems to enable timely access to necessary client information |
| Conduct ongoing assessments of care processes and patient outcomes, using data to identify areas for improvement |
| Enable employees to confidently utilize their French-language skills and interpreter services, thereby enhancing the quality and accessibility of care |
Example Strategic Performance Indicators:
- Emergency department (ED) length of stay
- ED hours/per cent of availability
- Per cent of people of who left without being seen from the ED
- ED median wait times
- ED Access Block (patients who wait 12+ hours to be admitted into inpatient bed)
- Number of patients with Ambulatory Care Sensitive Conditions (ACSC) admitted to hospital
- Wait Times (primary care, community mental health, home care)
- Per cent of Alternate Level of Care (ALC) Days in acute care settings
- Rate of patient safety events
| 3. Partnering for Stronger, Healthier Populations |
| We will take action with our partners and agencies to: |
| Co-design plans and solutions that improve access to services and reduce health inequities |
| Enhance access to preventive and screening services and supports |
| Protect and promote health, prevent disease, and reduce complications of chronic diseases. |
| Address isolation and loneliness among seniors, while enhancing their sense of community and purpose |
| Improve health system monitoring and understanding of population health status to inform programs that can address health disparities |
Example Strategic Performance Indicators:
- Access to chronic disease management programs
- Immunization rates
- Frequency of follow-up visits
- Preventative screening rates
- Per cent of patients receiving education
- Per cent of patients adherent to prescribed medications
- Patient Experience: patient’s overall ratings of health service experiences
- Percentage of patients with chronic conditions who are referred to specialists
- Number of social prescribing referrals for seniors by community area
| 4. Dismantling Systemic Racism & Discrimination |
| We will: |
| Work towards “one Manitoba” a cohesive team that respects lived experiences and perspectives of others |
| Promote the dismantling of structures and pathways that contribute to discriminating and racializing individuals (i.e. those we serve and employees) |
| Ensure care environments promote cultural safety, and embrace diversity, equity and inclusivity |
| Fully embrace a multicultural workforce, respecting all backgrounds, cultures, and identities |
| Implement ongoing training programs for all health-care staff on indigenous cultures histories, values, and traditions |
| Create mechanisms for on-going feedback and advice including an advisory council made up of Indigenous community members, health-care professionals and physicians to provide guidance on policies, programs, and practices |
| Ensure that health-care facilities are physically and emotionally welcoming to Indigenous patients by offering spaces that reflect and respect cultural practices |
| Improve and strengthen French Language Services (FLS) policies, procedures and guidelines |
Example Strategic Performance Indicators:
- Number of reported incidents of discrimination or racism
- Per cent of health-care staff who have completed cultural competency training
- Per cent of recommendations from advisory feedback that are implemented by the organization
- Patient feedback scores (by ethnicity)
- Percent/Number of employees engaged in FLS Active Offer Training
