Mississauga CVFHT Strategic Plan 2020-2024 Overview
Discover how Mississauga's Central Valley Family Health Team (CVFHT) is strategically positioning itself to meet the growing healthcare needs of its diverse population, emphasizing primary care accessibility and high-quality collaboration. The plan includes a vision for excellent care, stakeholder engagement methods, core values, and a framework focused on improving patient and provider experiences through clinical education and team development.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
E N D
Presentation Transcript
STRATEGIC PLAN SUMMARY 2020-2024
Mississauga has a growing diverse cultural population with a large portion living in poverty (11.8%) Majority of Mississauga residents will require primary care in the future 40% of the population has multimorbidity and will require future health care services BACKGROUND SYNOPSIS Ontario is looking to increase the accessibility of primary care CVFHT is currently creating infrastructure to adhere to this future demand
METHOD CVFHT is measuring engagement within the organization s stakeholders using three tools: Surveys, Interviews, and Planning sessions Patients Prioritize: Accessibility, Timeliness, Compassion, and High-quality care Methods to satisfy Internal stakeholders: Strengthening workplace culture and medicine teaching Key External forces facing CVFHT: Increasing Population/urbanization, Rapidly changing patient technology, Provincial health system changes, Primary care shifting towards collaboration, Limited referral options for patients
STRATEGIC PLAN 2020 - 2024 Vision: the articulation of an organization s dreams and hopes for the future. Partnering to provide excellent primary care Mission: an aspirational and functional expression of the purpose of the organization s existence. Shaping the future of primary care through education and high-quality collaborative care Values: guiding principles for behaviours and actions that are lived by the organization and its members on a daily basis. Excellence Caring and Respect Demonstrating our compassion and respect for our patients. Integrity & Accountability Delivering on high-quality care and on our accountabilities to our patients, staff and government. Being excellent inter-professionally, clinically and academically to provide the best care for patients. Inclusivity Collaboration Innovation & Continuous Learning Excelling in our knowledge and competencies to improve how we deliver care. Prioritizing collaborative care and partnerships, both inside and outside CVFHT. Creating an inclusive space for patients and staff from all walks of life. 4
Strategic Plan Framework Improve access to care for the patients and community we serve Goals Deliver leading-edge clinical education Engage and develop our team What will we commit to? How will we measure the success and impact of our goals? Patient Experience Provider Experience Quality Build sustainable teams to support patient and provider experience Prioritize and showcase academic family medicine education Tactics Grow purposefully to serve the unique needs of the community What are some of the tactics we can take to achieve each of our goals? Promote continuous learning and development at all levels of the organization Partner to improve patient access to specialist and community-based services Evolve the family medicine education program to include inter-professional education within a team-based setting Seek to improve the population health outcomes of our FHT roster and patients in the community through partnership initiatives Advance virtual care and innovation opportunities Steward resources to be effective leaders in primary care Annual Operating Plan developed each year with specific actions and initiatives that drive the strategic plan, while balancing sustainability. Actioning this Plan 5
