STRATEGIC PLAN 2018-2020 - Carlington Community Health Centre
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STRATEGIC PLAN 2018-2020
CARLINGTON COMMUNITY HEALTH CENTRE DE SANTÉ COMMUNAUTAIRE CARLINGTON
900 CHEMIN MERIVALE ROAD | OTTAWA, ON K1Z 5Z8
INFO@CARLINGTON.OCHC.ORG | WWW.CARLINGTON.OCHC.ORG
613-722-4000
MISSION
To improve, support and promote the health and well-being of the people and
diverse communities we serve
VISION
A healthy and inclusive community for all
VALUES
These values guide the work of CCHC board, staff and volunteers:
Respect
Inclusiveness
Quality
Collaboration
Learning and Growth
Person- and Community-Centered Care
Safety
Resourcefulness
The Mission, Vision and Values were developed by the Board of Directors in consultation with
clients, community partners, volunteers and employees and formally approved by Board of
Directors on January 15, 2013
CARLINGTON CHC STRATEGIC PLAN 2018-2020 PAGE 2 OF 9
STRATEGY
Recognizing that the six Ottawa Community Health Centres (CHCs) share similar
mandates, client profiles, and pressure points, a decision was made in 2010 to
formalize our partnerships by embarking on a joint strategic planning process.
From 2012 to 2017, the Carlington, Centretown, Pinecrest-Queensway and South-
East Ottawa CHCs worked towards common strategic directions, including:
• Enhancing the impact of their advocacy
• Improving social capital among priority populations
• Delivering high-quality programs and services, and
• Strengthening the health of their respective organizations
The collaborative strategic plan allowed the four CHCs to join forces on a number
of priorities while still providing for each Centre to include in their individual plan,
goals specific to their Centre based on the unique needs and priorities impacting
their communities.
Building on the success of this collaborative process, Somerset West and Sandy
Hill CHCs agreed to join the Ottawa CHC collaborative strategic planning process
for 2018 and beyond.
A request-for-proposals was posted in 2016 and a consulting partner was
retained to assist the six CHCs with planning, facilitation, strategic plan
development, and project management.
In May 2018, the boards of directors of the six CHCs were asked to approve the
framework and guiding principles of the collaborative strategic plan.
The six Ottawa CHCs are working on developing one, collaborative strategic plan.
Three strategic priorities have been identified:
1) Enhance Access for People with Complex Needs
2) Demonstrate Quality through Impact
3) Leverage Collective Capacity.
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Over the summer and fall of 2018, additional work was done to flesh out the
Complexity Framework used in the development of the collaborative plan.
Carlington CHC’s senior management worked with a facilitator to develop
strategic directions specific to CCHC and to clearly articulate the collaborative
strategic directions for the Board of Directors and staff.
A Carlington-specific objective was added:
4) Strengthen organizational infrastructure
Carlington’s approach to operational planning is being streamlined with the
adoption of core service frameworks. Teams are developing operational plans for
strategic priorities 1, 2 and 4.
The CHC Collaborative has defined shared projects to operationalize #3.
In November 2018, the Board of Directors formally approved the strategic
plan that will guide Carlington CHC for the next three years.
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ADDRESS HEALTH INEQUITIES IN CENTRAL OTTAWA
• Harmonize data and performance measurement
• Analyze the CHC client base to develop an accurate understanding of reach
• Profile of clients served
• Where they live
• Services that they use
• Analyze the implications for Centre catchment areas
• Continue efforts to gather socio-demographic data for CHC clients
• Identify specific populations facing barriers to health
• Determine how to respond to address barriers for greater collective impact
(longer timeline)
STRENGTHEN AND MAXIMIZE INDIVIDUAL AND COLLECTIVE CAPACITY
• Understand primary healthcare gaps and capacity to increase services
• Increase ability to respond to client needs in a timely way
• Try new approaches to address barriers
TWO PROJECTS
• Implement Champlain CHC Primary Healthcare Capacity Project
• Implement the SHCHC risk audit tool as the common tool used across
Centres
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STRENGTHEN ORGANIZATIONAL INFRASTRUCTURE
Strengthen financial • Establish a process for making decisions about funding
capacity opportunities
• Identify strengths and position to host large city or
region-wide initiatives
• Build staff capacity to plan, position and write funding
proposals
Advance and complete • Clarify the restructuring and change management
organizational process/strategy
restructuring • Clarify the role and expectations of health promotion
within the organization
• Identify the human resource requirements to develop
capacity where it is needed
• Identify and make the required changes
• Ensure appropriate change management support is
provided at the management level
Develop a human • Develop a strategy to address recruitment and retention
resource strategy pressures and the time is takes to onboard staff
• Develop a shared understanding and strategy for
managing compensation challenges
• Examine if changes are needed to the performance
review process, linking performance to individual work
plans
• Strengthen opportunities for professional development
and career development
• Establish the mechanism for meaningful staff
engagement
Enhance use of • Implement the updated EMR including improved data
technology to improve input practices and better training
efficiency • Identify priorities for tools to increase efficiency
CARLINGTON CHC STRATEGIC PLAN 2018-2020 PAGE 8 OF 9Strengthen data • Clarify what data is needed from clients, how best to
gathering and obtain it and how it will be used; modify tools
client/community accordingly
engagement processes • Establish clear practices for engaging clients and
community / providing their input on an ongoing basis
• Clarify the representation on the Client Advisory
Committee and how that input is used
Identify opportunities • Analyze what resources could be pooled
to pool resources across • Analyze experience/efforts to pool resources in the past
CHCs (with other CHCs) and identify the conditions for success
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