Following a five-year lapse in updating the 2014-2017 strategic plan, the Campbellford Memorial Hospital (CMH) initiated a strategic priority-setting exercise. Given that this exercise began well into the last quarter of fiscal year 2021-2022, the process that is typical of a fulsome strategic planning activity was abbreviated and reframed as a priority-setting exercise, with an aim to finalize organizational strategic goals and have them in place to begin work in time for the start of fiscal year 2022-2023. The objective of the strategic priority-setting exercise was to re-focus the organization's work for the next five years, from 2022 to 2027, and to align all members of the workforce in a collective effort toward a common purpose.
This priority-setting activity was conducted with our vision, mission, and values statements underpinning our work.
The Campbellford Memorial Hospital engaged the Chief Executive Officer (CEO) and one member of the Management Team to lead the strategic priority-setting exercise. The CEO conducted a scan of the organizational environment with consideration given to political, economic, social, and technological contexts and their impact on the hospital's service provision.
Between February 2, 2022 and February 16, 2022, the Management Team member conducted 13 interviews with stakeholders identified internally from amongst the CMH leadership team and key external partners.
At the conclusion of the stakeholder interviews, a series of four Strategic Planning Engagement sessions was held between February 16, 2022 and March 23, 2022. Along with the information compiled from the stakeholder consultations, these sessions gathered the CMH Board of Directors, Senior Leadership Team, Physicians, and Management Team in a process to conduct an organizational SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, to identify critical issues facing the organization, and to develop the organization's long- and short-term goals.
Informed by this process, the Senior Leadership and Management teams were engaged to develop the organization's long- and short-term goals. These goals were categorized underfour strategic pillars, Quality, Experience, People, and Resources, with an aim to develop 1 to 2 long-term (5-year) strategic goals and a total of 7 to 8 short-term (1-year) goals each year. The organization's five year goals were then approved by the Board of Directors at their March 29, 2022 meeting.
An Annual Corporate Goals Policy was also adopted to outline the process in which short-term (1-year) goals will be developed and approved going forward.
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