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Interlake-Eastern RHA hosts first annual review of its 2021-2026 Strategic Plan with over 50 community, board and staff members

Interlake-Eastern RHA’s virtual strategic plan review took place on Thursday, November 4, 2021. A new process, introduced with the adoption of the region’s new five year strategic plan earlier this year, the annual review brings all regional health planning partners together to validate that efforts underway are aligned with achieving the goals of the plan.
Board Chair, Glen West, kicked off the strategic planning review by talking about the importance of all planning partners evaluating work that has gone on since the last meeting for strategic planning in May and the release of the completed strategic plan in the summer. 
“We felt it was important that we adhere to the strategy change cycle process we implemented with this plan. We will be conducting the annual review every November until plan conclusion in 2026,” West said.

Interlake-Eastern’s CEO, Dr. David Matear, said the strategic plan is to be the region’s guide for its priorities in the next five years. Planning partners made concerted effort to ensure regional goals align with provincial health system transformation and the clinical and preventive services plan that is Manitoba’s first provincial plan for health system service delivery.

“We have identified, collectively, how we can contribute to provincial planning, and at the same time advance regional delivery of health services based on needs that have been identified and validated by our planning partners,” Matear said.

Six strategic steering committees, comprised of community members and staff, have been established to identify and advance the work that needs to be done under each of the region’s six strategic goals. Participants in the annual review learned more about the steps each steering committee is undertaking. Committee work streams are being designed to achieve the goals that are designed to propel the region towards better meeting the health needs of our residents.

Interlake-Eastern RHA Strategic Goals

1. Integrated and coordinated health care
We will ensure our health system is integrated and coordinated between providers and patients.

2. Primary and community care transformation
We will provide a solid foundation of primary and community services and strive to make it easier for patients to move across the continuum of patient care.

3. Indigenous and vulnerable populations
We will work to improve access, health outcomes and reduce health disparities.

4. Mental health and addictions 
We will work to improve access to community mental health and addictions services for adults, children and families.

5. Health human resources
We will have a skilled and dedicated workforce of health professionals, support staff, volunteers and physicians.

6. Innovation and technology
We will endeavour to improve access, care quality and health outcomes through clinical best practices with a focus on innovation and technology.

In addition to the strategic steering committees, Interlake-Eastern RHA has also established a Regional Health Advisory Council. This council is a strategic partnership among representatives from Interlake-Eastern RHA, Manitoba Government, Shared Health, locally elected leaders including Indigenous partners, community health partners, physician partners and members of the public. Council members  meet quarterly and for updates and discussion around strategic steering committee progress on their workstreams.

Pinaymootang First Nation health director, Gwen Traverse, who also co-chair’s Interlake-Eastern Regional Health Authority’s Indigenous Health Advisory Committee, participated in the annual review. She said it offered more than she had anticipated.

“I could not help but feel overwhelmed and proud to hear the IERHA working towards true partnership and that the Indigenous people are now part of a health care system with a voice. I am proud to be part of an RHA that recognizes reconciliation,” Traverse said.
Presentations of the day also included a regional and provincial look at clinical and preventive services plan implementation with the goal to provide more consistent and reliable health care services closer to home for Manitobans. Ian Shaw, transformation program lead, transformation management office at Manitoba Health and Seniors Care, talked about efforts to modernize and standardize the delivery of home and community care; finding and fixing the clinical areas where quality of care and patient outcomes can be improved; and delivering more services locally – using existing clinical services better, and investing in people, equipment and infrastructure. He talked about the province’s commitment to invest $812 million in health care such as the recently announced $284 million new hospital in Portage la Prairie and $70 million in enhancement to Brandon Regional Health Centre. 

“These investments are in projects that are required for successful implementation of the clinical and preventive services plan,” Shaw said. He also advised that more announcements on investments in health care will be coming.

Matear identified there is intent to keeping all of the region’s planning partners central to evaluation and review of work being done within the strategic plan. 

“Moving forward, consultation with stakeholders will continue to be an important and required part of strategic planning. The opportunities this process provides our community members, and the region, are significant as we look to make changes regionally to improve health care. This process maintains an open door for ongoing engagement. Opportunities exist at the regional health advisory council and strategic steering committees to engage with the critical work of strategy implementation,” Dr. Matear said. 
To learn more about the region’s strategic planning process and how to get involved, visit and click on “About us” then “2021-26 Strategic Plan”.

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