Strategic Directions
Partnerships
- Individuals
- Families
- Board Members
- Employees
- Community Partners
- Ontario Health/North West Local Health Integration Network (OH/NWLHIN)
- Ministry of Health and Long Term Care (MOHLTC)
Board of Directors for Brain Injury Services of Northern Ontario
DIANE DERBYSHIRE (City of Thunder Bay Sub-Region Collaborative)- President
JONATHON SCULLY (City of Thunder Bay Sub-Region Collaborative) – Vice President
JENNIFER LEARNING (District of Rainy River Sub-Region Collaborative) – Secretary
JERRY WILLIAMS (City of Thunder Bay Sub-Region Collaborative) – Treasurer
WILLIAM A. COVELLO (City of Thunder Bay Sub-Region Collaborative)
MELISSA FELTEAU (City of Thunder Bay Sub-Region Collaborative)
JANET GORDON (Northern Sub-Region Collaborative)
CHERYL GREEN (Kenora Sub-Region)
DAN LEVESQUE (District of Thunder Bay Collaborative)
HARVEY LOEWEN (City of Thunder Bay Sub-Region Collaborative)
GERRY MARTIN (North East Ontario)
ALICE M. BELLAVANCE – Chief Executive Officer
Strategic Direction #1: Getting Better At What We Do!
GOAL: Improving quality of Service
We Will:
- Develop and enhance clinical service delivery
- Promote a culture of caring and excellence
- Revise our Quality Improvement Program to ensure Accreditation Canada Quality Dimensions are shown and which Strategic Direction Quality Indicators are being tracked
- Continue to enhance Brainwise and the Family Support Group – now expanded to the District – Fort Frances, Dryden and Kenora
- A Patient Safety Incident Management System that supports reporting and learning will be implemented
- Establish a Family Advisory Committee – established 2017
- Establish a People with Lived Experience (PWLE) Advisory Committee (2019 or 2020)
- Enhance small groups through establishment of Alumni
- Establish formal partnership with the Adult Mental Health Unit at Thunder Bay Regional Health Sciences Centre
- Engage in research
Strategic Direction #2: Growing!
GOAL: Expanding and developing our services
We Will:
- Enhance our presence across our catchment area: Rehabilitation Support Workers in Thunder Bay, Dryden, Fort Frances and Kenora
- Seek to increase assisted living options, including a rural option and in the region: lobby for ongoing Alternate Level of Care (ALC) funding
- Restore Transitional Learning Centre (TLC) to rehab focus and include respite capacity
- Develop partnerships with Dilico Anishinabek Family Care and North of Superior Counselling Programs for District of Thunder Bay
- Work with Kenora Social Service Administration Board to develop support within housing in their jurisdiction
- Lobby government to include Fetal Alcohol Spectrum Disorder (FASD) into the ABI portfolio
- Explore services to:
- Indigenous people
- Needs’ assessment for the northern communities
- Develop user-friendly brain injury educational materials
- Individuals with complex, multi-jurisdictional needs: role of Provincial Acquired Brain Injury Network
- Continue to track number of individuals applying for service with co-occurring mental health issues
- Continue to track number of individuals with a mental health issue applying for service with co-occuring addictions
- Continue to track number of individuals applying for service who are affected by a developmental/intellectual disability
- Children / adolescents
- Indigenous people
- Educate the public (re-institute Brain Injury credit course at Confederation College, deputation to Thunder Bay City Council)
- Investigate the feasibility of establishing a Community Health Worker Model (based on work Model (based on work of Sioux Lookout First Nations Health Authority and Dignitas International)
- Education material for Indigenous – model after P.A.R.T.Y. To Go
Strategic Direction #3: Co-Operating!
GOAL: Collaborating with other Services
We Will:
- Explore collaborative governance opportunities with other Health Service Providers (HSP) and North West Local Health Integration Network (NWLHIN)
- Planning tables at each Sub-Region – NW-CSSN has endorsed Alcie to represent at some of these tables
- Monitor developments of Ontario Health Teams (OHTs)
- Pursue a partnership with Shelter House for their Kwae Kii Win Centre Service-Managed Alcohol Program (MAP) and Street Outreach Service (S.O.S.) with support from: Thunder Bay Police Service, Thunder Bay District Social Service Administration Board, the Thunder Bay Drug Strategy and Patty Hadju, MP Thunder Bay Superior -done
- Pursue a partnership with John Howard Society for housing and support services for those living with the effects of an ABI who are also in conflict with the law
- Enhance existing partnerships within Sub-Regions and Local Health Hubs (LHH)
- Actively participate in the development of Health Links in the respective Sub-Regions-now merged into Sub Region Collaboratives
- Actively participate in the roll out of the new Home and Community Care Policy
- With training continuing for the Thunder Bay Police Service, expand it to include the Ontario Provincial Police and Nishnawbe Aski Police Service
- Partner with the Brain Injury Association of Thunder Bay and Area Board of Directors
- Improve the referral process of individuals requiring our services from St. Joseph’s Hospital – ABI Unit no longer standalone; TBRHSC and SJC
Strategic Direction #4: Caring!
GOAL: Recognizing the needs of our employees
We Will:
- Care about our people, so they can care about those we serve
- Encourage professional development and life-long learning
- Advocate for improved wages and benefits
- Whenever possible promote from within and track
- Provide recognition for employees
- Offer employees electronics program every 2 years
- Provide health care benefits for fulltime employees
- Encourage Wellness Activities
Strategic Direction #5: Leading!
GOAL: Leading in best and promising practices
We Will:
- Seek and implement evidence informed practices
- Ensure our current Quality Improvement Program supports the requirements of the Excellent Care for All Act (ECFAA)
- Recruit and maintain board representation from across the respective Sub-Regions
- Board to engage in education sessions regarding health transformation
- Encourage creativity in service provision
- Co-operate with research projects
- Govern with a view to the future
- Lead in providing services that are culturally and demographically sensitive, competent and safe
