STRATEGIC PLAN

Strategic Planning 2008-2013 - Executive Summary

The Department of Family Medicine at Queen's has undergone a strategic planning exercise facilitated by the Queen's University Executive Decision Centre to determine our direction over the next five years. The work of our five Strategic Task Forces, namely Expansion, Clinical Practices, Communication, Technology/EMR and Administrative/Management Structure, began in June and culminated in October. The strategies developed from their on-going work will shape how each of our personnel works within the department and its three streams of activity: education, clinical primary care, and research. Our work is largely team-based and collaborative, and as such, each of our personnel is critical to the implementation of our strategic plan.

The following is the vision we hope to realize for the Queen�s Department of Family Medicine by 2013. Visions remain lofty until they are grounded by deliverables, and success needs to be measured. As such, a series of measurements have been identified to monitor our progress over the next five years.

A Department of Family Medicine acknowledged for its excellence in primary care delivery, education, and research. We earn this by:

1. Being a Model of Outstanding Health Care Delivery for our patients and our residents at all our locations in Eastern Ontario, as measured by

1. high levels of learner and patient satisfaction (exit surveys etc.)
2. exceeding Ministry defined targets (FOBTflu shots, mammographs, PAP, paediatric immunization, chronic disease 

2. Providing a highly Collaborative Environment in which health professionals are integrated into the clinical, education and research processes, as measured by

1. high engagement survey results (say, stay, strive, collaborate) - baseline then every 12 - 24 months

3. Developing an Innovative Education Process for our learners at distributed teaching sites in smaller communities, as measured by

1. strong accreditation results
2. CCFP pass rate exceed national average
3. residency program is full
4. ranked in the top 5 programs for CARMS, securing our top choices from the CaRMS list 

4. Being recognized as Valued Partners and Opinion Leaders in Family Medicine and Primary Care within Queen's, in our communities, and internationally, as measured by

1. high engagement in local and international initiatives to improve primary care processes
2. sought out within the University, community and the LHIN for leadership, consultation and advice
3. CSPC is sought after for community-based research projects�

5. Supporting and contributing to the Centre for Studies in Primary Care to improve the health of individuals and populations, as measured by
   
   
   1. define focused research areas
   2. secure core funding
   3. foster broad based collaborations
   4. marketing
   5. publishing

6. Continuing to develop a Work Environment that enables and sustains outstanding teamwork and performance, as measured by

1. each health professional within the Department has adequate space to operate effectively within a collaborative environment
2. high expressed satisfaction with work life balance
3. positioned on Queen's priority list for new facility

Our organization is large and complex. What we hope to achieve and the priorities we have set is captured in our mission

To successfully expand our research and teaching activities by transforming our culture, structures and processes through: Successfully implementing our expansion program, including the start-up of regional operations and learning resources

• Implementing mechanisms to enable effective communications among our staff, our learners and external stakeholder groups
• Improving our clinical processes through standardization an enhanced collaboration
• Implementing an effective EMR and technology infrastructure
• Implementing a clear administrative / management structure with clearly defined policies and procedures; titles and role descriptions
• Restructuring our work environment, and defining our physical work space needs for the next 5-10 years