Prairie Mountain Health (PMH) has a new five-year Strategic Plan. The 2023-28 Strategic Plan outlines a “high-level vision” to help guide the organization in the coming years.

The strategic road map identifies PMH’s four priorities aimed at building a healthier population and creating a quality, integrated and sustainable health system.

PMH board chair Lon Cullen said the strategic plan, which officially took effect Apr. 1, is a compilation of many months of consultations, statistical analyses and both internal and external input.

“We are essentially building upon our extensive community engagement processes that assisted with the completion of our comprehensive 2019 Community Health Assessment,” Cullen said. “I thank all staff, managers, physicians, as well as our consultation groups for their input.”

PMH chief executive officer Brian Schoonbaert said the board is responsible to ensure that an adequate process has been put in place to inform the development of the strategic plan and to provide final approval.

“This is our road map of where we are, where we are going and how we will get there. It defines who we are, lists strategic goals to achieve our priorities and provides a solid foundation for decision-making,” he said. “Throughout the process, we built alignment with Manitoba’s continued provincial health system transformation and the implementation of Manitoba’s Clinical and Preventive Services Plan. Routine engagement with our board, leadership and staff is integral to take action and evaluate whether we are achieving our goals.”

The four strategic priorities listed within the new plan are:
• Positive health care experience for Manitobans with a focus on quality health services;
• Improved health system capacity, performance and accountability;
• Empowered, adaptable and high-performing workforce; and
• Strengthened fiscal sustainability and value for money.

The plan identifies several specific goals that are aligned with each strategic priority. Operational strategies will be implemented as resources allow and annual status reports will be produced to describe the health region’s progress regarding each strategic priority.

Under the positive health care experience the plan calls for:
• Engagement with clients, families,and community partners, including underserved populations, to deliver targeted services based on need;
• Increased public awareness of services;
• Improved client safety and outcomes;
• Enhanced programs and approaches to improve self-management of chronic conditions; and
• Support for quality of life and mental, physical, and spiritual wellness in all programs.

When it comes to an improved health system, the plan calls for:
• Improved access to services and reduced wait times;
• Allocation of appropriate human resources considering client needs and staff workloads;
• Facilitating access to appropriate space, equipment and technology for clients and staff;
• Improved internal and external communication and collaboration;
• Improved consistency and efficiency of regional policies, procedures, and guidelines; and
• Optimization of service delivery models and capital infrastructure.

When it comes to the region’s workforce, the strategic document outlines priorities such as:
• Expanded content, delivery methods and support for staff orientation and education;
• Development and implementation of anti-racism initiatives;
• Enhanced leadership training, mentorship opportunities and succession planning;
• Building upon recruitment and retention initiatives;
• Supporting providers to work within their full scope of practice;
• Engaging with staff as partners in improvement and change activities;
• Strengthening morale and mental well-being; and
• Reinforcing physical safety and security measures.

Finally when it comes to the fiscal side of things, the plan sets out:
• Ensuring financial management training and accountability processes are in place;
• Including financial impact analysis and opportunities for cost savings in improvement project prioritization;
• Engaging with community partners to develop shared delivery models;
• Pursuing staff input on potential efficiencies and cost savings;
• Evaluating program outcomes and return on investment; and
• Strengthening the culture of continuous improvement.