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STRATEGIC DIRECTIONS

 

PARTNERSHIPS

  • Individuals
  • Families
  • Board Members
  • Employees
  • Community Partners
  • North West Local Health Integration Network (NWLHIN)
  • Ministry of Health and Long Term Care (MOHLTC)

BOARD OF DIRECTORS FOR BRAIN INJURY SERVICES OF NORTHERN ONTARIO

LYNDA MILNE (City of Thunder Bay IDN) - Past President

JONATHON SCULLY (City of Thunder Bay IDN) - President

DIANE DERBYSHIRE (City of Thunder Bay IDN)- Vice President

JOYCE PAVELICK (District of Thunder Bay IDN) -Secretary

JERRY WILLIAMS (City of Thunder Bay IDN) - Treasurer 

CHERYL GREEN (Kenora IDN)

JANET GORDON (Northern IDN)

HARVEY LOEWEN (City of Thunder Bay IDN)

LINDA SICZKAR (City of Thunder Bay IDN) 

ALICE M. BELLAVANCE - Chief Executive Officer

  

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STRATEGIC DIRECTION #1: GETTING BETTER AT WHAT WE DO!

GOAL: Improving quality of Service

We Will:

  • Develop and enhance clinical service delivery
  • Promote a culture of caring and excellence
  • Revise our Quality Improvement Program to ensure Accreditation Canada Quality Dimensions are shown and which Strategic Direction Quality Indicators are being tracked
  • Continue to enhance Brainwise and the Family Support Group
  • Establish a Family Advisory Committee
  • Establish a Consumer/Survivor Advisory Committee (2018 or 2019)
  • Engage in research

STRATEGIC DIRECTION #2: GROWING!

GOALExpanding and developing our services

We Will:

  • Enhance our presence across our catchment area: Rehabilitation Support Workers in Thunder Bay, Dryden, Fort Frances and Kenora
  • Seek to increase assisted living options, including a rural option and in the region: lobby for ongoing Alternate Level of Care (ALC) funding
  • Restore Transitional Learning Centre (TLC) to rehab focus and include respite capacity
  • Develop partnerships with Dilico Anishinabek Family Care and North of Superior Counselling Programs for District of Thunder Bay
  • Work with Kenora Social Service Administration Board to develop support within housing in their jurisdiction
  • Lobby government to include Fetal Alcohol Spectrum Disorder (FASD) into the ABI portfolio
  • Explore services to:
    • Ingigenous people
      • Needs assessment for the northern communities
      • Develop user-friendly brain injury educational materials
    • Individuals with complex, multi-jurisdictional needs: role of Provincial Acquired Brain Injury Network
      • Continue to track number of individuals applying for service with co-occurring mental health issues
      • Continue to track number of individuals with a mental health issue applying for service with co-occuring addictions
      • Continue to track number of individuals applying for service who are affected by a development/intellectual disability
    • Children / adolescents
  • Educate the public (re-institue Brain Injury credit course at Confederation College, deputation to Thunder Bay City Council)
  • Investigate the feasibility of establishing a Community Health Worker Model (based on work of Sioux Lookout First Nations Health Authority and Dignitas International)
  • Be vigilant for opportunities to recapture protected ABI funds with the pending restructuring of CCAC's

STRATEGIC DIRECTION #3: CO-OPERATING!

GOAL: Collaborating with other Services

We Will:

  • Explore collaborative governance opportunities with other Health Service Providers (HSP) and North West Local Health Integration Network (NWLHIN)
  • Pursue a partnership with Shelter House for their Kwae Kii Win Centre Service-Managed Alcohol Program (MAP) and Street Outreach Service (S.O.S.) with support from: Thunder Bay Police Service, Thunder Bay District Social Service Administration Board, the Thunder Bay Drug Strategy and Patty Hadju, MP Thunder Bay Superior
  • Pursue a partnership with John Howard Society for housing and support services for those living with the affects of an ABI who are also in conflict with the law
  • Enhance existing partnerships within Integrated District Networks (IDN) and Local Health Hubs (LHH)
  • Actively participate in the development of Health Links in the respective IDN's
  • Actively participate in the roll out of the new Home and Community Care Policy
  • With training continuing for the Thunder Bay Police Service, expand that to the Ontario Provincial Police and Nishnawbe Aski Police Service
  • Partner with the Brain Injury Association of Thunder Bay and Area Board of Directors
  • Improve the referral process of individuals requiring our services from St. Joseph's Hospital 

STRATEGIC DIRECTION #4: CARING!

GOAL: Recognizing the needs of our employees

We Will:

  • Care about our people, so they can care about those we serve
  • Encourage professional development and life-long learning
  • Advocate for improved wages and benefits
  • Whenever possible promote from within and track
  • Provide recognition for employees
  • Offer employees electronics program every 2 years
  • Provide health care benefits for fulltime employees
  • Encourage Wellness Activities

STRATEGIC DIRECTION #5: LEADING!

GOAL: Leading in best and promising practices

We Will:

  • Seek and implement evidence informed practices
  • Ensure our current Quality Improvement Program supports the requirements of the Excellent Care for All Act (ECFAA)
  • Recruit and maintain board representation from across the respective Integrated District Networks (IDN's)
  • Board to engage in education sessions regarding health transformation
  • Encourage creativity in service provision
  • Co-operate with research projects
  • Govern with a view to the future
  • Lead in providing services that are culturally and demographically sensitive, competent and safe
pdf Click here to download Strategic Directions

 

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Email: bisnoro@bisno.org
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