2015-2018 Strategic Plan
Click here to download the PDF of our Strategic Plan
“If you want to travel fast, travel alone.
If you want to travel far, travel together.”
(N’gambai African Proverb)
Our Aspirational Objectives:
Building on the operational strengths of the two legacy organizations, HealthCareCAN will continue to attract and retain talented people, operate with administrative efficiency and maintain a balanced budget. Relevance to our current members is a priority for HealthCareCAN. Building from this strong base of existing members, we also intend to reach out to the full continuum of Canadian healthcare organizations from community health centres, to larger tertiary and quaternary healthcare facilities, to create a strong, collective voice for the sector
Bill Tholl serves as the Founding President and CEO of HealthCareCAN (formerly the merged Association of Canadian Academic Healthcare Organizations and the Canadian Healthcare Association). The mandate of the new organization is to speak with one unified voice on behalf of Canada’s healthcare community to advance organizational and health system performance.
Where We Are Going:
Based on the needs identified by the healthcare community of practice across Canada, HealthCareCAN will focus on three Key Result Areas (KRAs):
- Advancing Science and Technology in Service of Health;
- Supporting Service Excellence; and,
- Developing People.
These KRAs are represented below. They are interdependent. They support and influence one another. They show where HealthCareCAN intends to make an impact, while being flexible to allow HealthCareCAN to be responsive to system changes and emerging opportunities.
Several factors, which span the KRAs, are critical to realizing our vision and mission. They create a “lens” through which each KRA’s strategies are developed and enacted. Engaging patients and families is increasingly a focus of the healthcare system; continued attention and greater focus are at the heart of our work. Speaking with “one voice” on behalf of our members and other Canadian healthcare organizations lends more weight and power to our words; mechanisms to engage healthcare organizations are ongoing. Engagement with our members will help ensure that we remain relevant and increase the likelihood that, together, we can effect change; engaging and responding to our members is at the forefront of our work. These factors, combined with our organizational commitment to creating a culture of helping, caring and sharing, will help us grow from “40 to 60” members – and beyond – to reflect the full continuum of care.
Our key result areas
Advancing Science and Technology in Service of Health
The ever-increasing complexity of both health and healthcare demands an ongoing focus on patients, a recommitment to research and the acceleration of the spread and uptake of research results. As the voice of academic health science centres across Canada, HealthCareCAN is committed to expanding overall research capacity, supporting the spread of innovation and advancing research in support of overall service excellence in health.
Supporting Service Excellence
The people of Canada expect and deserve service excellence across the continuum of healthcare. In partnership with key stakeholders, HealthCareCAN is committed to driving healthcare innovation in support of overall service excellence to restore Canada’s reputation as a top performing healthcare system.
An ever-evolving healthcare system requires that clinicians, managers, leaders, executives, and governors continue to develop their knowledge and skills throughout their careers. In support of this, HealthCareCAN’s professional development division (CHA Learning) is committed to delivering high quality, accessible professional development opportunities that will enable individuals and healthcare organizations to provide leadership that enables service excellence.
HealthCareCAN’s inaugural 2015-2018 Strategic Plan builds on the strengths of its two legacy organizations and our exceptional partners. It has been informed and shaped by the Transitional Board of Directors and the many stakeholders and strategic partners consulted earlier this year as part of the strategic planning process.
This three-year plan will be reviewed annually to assess whether the unpredictable, complex and highly charged nature of the healthcare system requires HealthCareCAN to adjust its priorities and plans.