Strategic Plan 2019-2022
This Strategic Plan sets priorities for the Peterborough 360 Degree Nurse Practitioner-Led Clinic (360° NPLC) to work towards our vision of an inclusive community where all people have access to high quality primary health care and equal opportunity to be healthy.
Four strategic goals for the next three years were identified: Equity & Inclusion, Enhanced Services & Access, Workplace Wellness, and Improved System Integration. These are outlined on the following pages, along with key strategies to achieve these goals and mechanisms to measure progress. We thank everyone who collaborated to create this guiding document including the 360° NPLC’s Board of Directors and staff, patients who responded to a survey, and community partners who provided input. This community engagement, patient demographic data, and an environmental scan also shaped this Plan.
This Strategic Plan will serve as an important guide during the transformation of the health care system in Ontario, as the 360° NPLC continues to demonstrate leadership in providing integrated primary health care in Peterborough City and County, particularly for individuals with inequitable health risks.
Equity & Inclusion
Continue to provide integrated health care to vulnerable and often-stigmatized populations in a compassionate, non-judgmental, and safe environment, using trauma-informed and harm-reduction approaches and systemic advocacy to improve access to the social determinants of health.
• Increase patient engagement in service development and evaluation.
• Increase capacity to identify and promote health equity in all clinic services.
• Continue to assist patients with system navigation, advocacy, and gaining access to practical supports.
• Increase patient access to healthy food and food preparation at the clinic.
• Foster a deeper understanding of the recommendations of the Truth and Reconciliation Commission (TRC) and develop stronger cultural competency and safety.
• Improve awareness of and access to the social determinants of health through public education and advocacy for systems change.
• Monitor the impact on the clinic and our clients of policy and legislative changes and develop strategies to address those impacts from a social determinants of health lens.
Enhanced Services & Access
Increase the number of patients served and continue to develop accessible programming that meets their identified needs.
• Continue to register new patients as capacity allows.
• Engage patients to identify programming that meets their needs, including facilitated community connections to mitigate the harms of isolation.
• Explore ways to further integrate mental health and harm reduction programming, including innovative treatment options, into primary care services.
• Develop partnerships to provide complementary health services to patients such as volunteers providing massage, acupuncture, etc.
• Consider ways to use the physical space of the clinic to its greatest potential.
• Implement digital health tools to increase clinical efficiency and patient access to appointments/services in Peterborough City and County.
• Improve capacity for meaningful data collection and create a clinic-wide culture of ongoing evaluation.
• Develop strategies to monitor new and emerging community needs.
Workplace Wellness
Promote staff wellbeing by fostering a healthy and supportive workplace culture that recognizes the impact on staff of working in a highly trauma-exposed environment.
• Ensure robust mechanisms for team communication and knowledge sharing.
• Optimize use of all human resources to support manageable workloads, diversity of tasks, and maximizing full scope of practice for clinical staff.
• Ensure a balance between time spent on direct care and other programming.
• Explore opportunities to improve staff wellness and facilitate self-care including team-building, flexibility in working hours, and professional development.
Improved System Integration
Foster collaboration with local health and social services partners to improve the overall quality and integration of services, particularly mental health and addictions.
• Actively collaborate with local partners in the formation of an Ontario Health Team, demonstrating strong leadership in primary care for
people whose health is compromised by poor access to the social determinants of health.
• Nurture community partnerships to provide a broader range of integrated services for patients and address access to the social determinants of health.
• Advocate for improved patient access to mental health and addictions services.
• Continue to provide opportunities for staff to learn about community partners and their services.
• Demonstrate the effectiveness and cost-efficiency of the NPLC model and advocate for investment in the 360° NPLC to increase capacity.
• Improve public awareness of the NPLC interdisciplinary team, salaried model as providing excellent health care, particularly to marginalized individuals.
