Strategic Directions
Partnerships
- Individuals
- Families
- Board Members
- Employees
- Community Partners
- Ontario Health North (OHN)
- Ministry of Health (MOH)
Board of Directors for Brain Injury Services of Northern Ontario
DAN LEVESQUE (District of Thunder Bay Collaborative)- Chair/President
DIANE DERBYSHIRE (City of Thunder Bay Sub-Region Collaborative) – Past Chair/Past President
MELISSA FELTEAU (City of Thunder Bay Sub-Region Collaborative) – Vice-Chair/Vice-President
JENNIFER LEARNING (District of Rainy River Sub-Region Collaborative) – Secretary
SHANNON LANE (City of Thunder Bay Sub-Region Collaborative) – Treasurer
LIANNE BYRAM (Kenora Sub-Region)
WILLIAM A. COVELLO (City of Thunder Bay Sub-Region Collaborative)
BJ DANYLCHUK (District of Rainy River Sub-Region Collaborative)
JONATHON SCULLY (City of Thunder Bay Sub-Region Collaborative)
VACANCY (Northern Sub-Region Collaborative)
VACANCY (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
- Develop and implement an Equity, Diversity, Anti-racism and Anti-Oppression Framework
- Continue to enhance Brainwise and the Family Support Group – now expanded to the District – Fort Frances, Dryden and Kenora
- Establish a People with Lived Experience (PWLE) Advisory Committee
- Enhance small groups through establishment of Alumni
- Engage in research
- Implement Ontario Neurotrauma Foundation (ONF) Clinical Practice Guidelines – Pediatric, Adult Concussion, For the rehab of adults with moderate to severe TBI (Community – Psychosocial)
- Complete Clinical Review of Programs
- Enhance practices brought on by COVID-19
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-occurring 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)
- 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 – rebranded as T.I.I.P.S. (Thunder Bay Regional Health Sciences Centre Indigenous Injury Prevention Strategy)
- Pursue Jordan’s Principal for Indigenous Children
- Evaluate Technology Project and BISNO Virtual Office
- Increase presence in the North East region
Strategic Direction #3: Co-Operating!
GOAL: Collaborating with other Services
We Will:
- Explore collaborative governance opportunities with other Health Service Providers (HSP)and Ontario Health (OH), Ministry of Health (MOH) and North West Local Health Integration Network – Home and Community Care (NWLHIN – H&CC)
- Planning tables at each Sub-Region Collaborative
- Monitor developments of Ontario Health Teams (OHTs)
- Enhance existing partnerships within Sub-Regions
- Re-offer training continuing for the Thunder Bay Police Service, expand it to include the Ontario Provincial Police, Anishinabek Police Service and Nishnawbe Aski Police Service
- Improve the referral process of individuals requiring our services from St. Joseph’s Hospital – ABI Unit no longer standalone
- Establish formal partnership with the Adult Mental Health Unit at Thunder Bay Regional Health Sciences Centre
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
- Monitor/implement various Pandemic Pay initiatives
- Ensure safe work practices related to COVID-19- relevant IPAC (Infection Prevention and Control) Strategies
Strategic Direction #5: Leading!
GOAL: Leading in best and promising practices
We Will:
- Seek and implement evidence informed practices
- Recruit and maintain board representation from across the respective Sub-Regions and North East
- Board to engage in education sessions regarding health transformation
- Encourage creativity in service provision
- Work with broader system partners to respond to potential demand for service from COVID long haulers and survivors of opioid overdose
- 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
- Investigate Indigenous competency training
