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
  • 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
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