The strategic plan outlines Gateway Community Health Centre's priorities and direction for 2015-2020. It aims to shift the organization's mindset to enable complex change and better serve local communities in light of provincial health system transformations. Key priorities include improving access to services, care coordination and integration, and community engagement. The plan was informed by stakeholder consultation and seeks to balance opportunities and challenges in transitioning to new models of care.

1. Strategic Plan 2015-2020
Thinking Strategically and Acting Locally in the Communities We Serve

2. Table of Contents
Introduction..................................................................................................................................... Page 1
Who We Are.................................................................................................................................. Page 2
Our Story ........................................................................................................................................ Page 3
Our Plan for Shifting our Mindset for Complex Change............................................................ Page 8
Provincial and Regional Health System Priorities....................................................................... Page 10
Developing our Strategic Directions .............................................................................................Page 10
Strategic Priorities 2015-2020 ........................................................................................................Page 11
Consultation with Our Stakeholders .............................................................................................Page 12
Next Steps ........................................................................................................................................Page 13
Strategic Plan at a Glance ..............................................................................................................Page 14
Appendix A– Consultation with Our Stakeholders
Proceedings and Summary .............................................................................................................Page 15
Engagement Sessions—Clients
Survey Results ..................................................................................................................................Page 16
Roundtable Dialogue .......................................................................................................................Page 17
Engagement Session—Rural Hastings Health Link Steering Committee
Survey Results ..................................................................................................................................Page 18
Roundtable Dialogue .......................................................................................................................Page 19
Engagement Session—GCHC board and Staff
Survey Results ..................................................................................................................................Page 20
Roundtable Dialogue .......................................................................................................................Page 21

3. INTRODUCTION
Message from the President of the Board and the Executive Director
A shift in the way
we think
The options we
see
The choices we
make
Gateway Community Health Centre
Strategic Plan 2015-2020
Page 1
Thinking Strategically and Acting Locally in the Communities We Serve

4. Who We Are
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Strategic Plan 2015-2020
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5. Thinking Strategically and Acting Locally in the Communities We Serve
OUR STORY
Community-based
Primary Health Care
Gateway Community Health Centre
Strategic Plan 2015-2020
Page 3

6. Gateway Community Health Centre
Strategic Plan 2015-2020
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7. Thinking Strategically and Acting Locally in the Communities We Serve
Gateway Community Health Centre
Strategic Plan 2015-2020
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Strategic Plan 2015-2020
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9. Thinking Strategically and Acting Locally in the Communities We Serve
Gateway Community Health Centre
Strategic Plan 2015-2020
Page 7

10. OUR PLAN FOR SHIFTING OUR MINDSET FOR COMPLEX CHANGE
Gateway Community Health Centre
Strategic Plan 2015-2020
Page 8
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Thinking Strategically and Acting Locally in the Communities We Serve
Gateway Community Health Centre
Strategic Plan 2015-2020
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12. DEVELOPING OUR STRATEGIC DIRECTIONS
PROVINCIAL & REGIONAL HEALTH SYSTEM PRIORITIES
Gateway Community Health Centre
Strategic Plan 2015-2020
Page 10
Patients First: Action Plan for Health Care
February 2015
This plan outlined four broad transformation
domains and goals for the system:
 Access: improve care-providing faster
access to the right care
 Connect: services-delivering better
coordinated and integrated care in the
community and closer to home
 Inform: support people and clients
(patients)- providing education, information,
and transparency that they need to make the
right decisions about their health
 Protect: our universal health care
system-making decisions based on value and
quality, to sustain the system for generations
to come
Patients First: A Proposal to Strengthen
Patient-Centred Health Care in Ontario
December 2015
This discussion paper proposes several structural
changes to the Ontario system with four key
components:
 More effective integration of services and
greater equity
 Timely access to primary care, and seamless
links between primary care and other services
 More consistent and accessible home and
community care
 Stronger links between population and
public health and other services
South East LHIN Regional Priorities
Integrated Health Service Plan 4
December 2015
IHSP4 establishes three overarching regional
health system goals and improvement directions
that are aligned with the Ministry of Health and
Long-Term Care:
 Achieving better patient outcomes through
more equitable access to quality care
 Improving the health care experience through
an integrated and patient-centred
continuum of care
 Working with partners toward the
achievement of an accountable, high
performing health care system
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13. Thinking Strategically and Acting Locally in the Communities We Serve
STRATEGIC PRIORITIES 2015-2020
Gateway Community Health Centre Page 11

14. Gateway Community Health Centre
Strategic Plan 2015-2020
Page 12
CONSULTATION WITH OUR STAKEHOLDERS
 Build more public awareness for GCHC’s current services and
programs, as well as strengths and achievements
 Continue to include clients in planning and to support clients to take
ownership for the health through program design
 Plan resonates with partnership and continues to support the role of
all partners in the future system
 The plan is flexible as to how we will respond to new directions/
policy requirements as they evolve
 Complex change requires client-centred and innovative
approaches that are flexible in how to achieve seamless care,
integrated systems, and sustainability
 Build on GCHC’s history of leadership with the CHC model of
governance and primary health care teams– in building and
supporting partnerships and collaboration– in mutual teaching and
learning from one another
 Human and fiscal resources are required just to maintain current
capacity– sharing/integrating/leading may be challenging without
appropriate supports
 Governance models for complex change approaches will need to be
developed
 Dealing with unknowns is stressful and requires agility, strength, and
vision among Staff, Board Members, and partners
 Collaborative information sharing from the beginning of planning, as
well as joint decision-making is key to successful partnerships
 Spreading innovation and increasing capacity for successful
programs, such as the role of System Navigator will require
resources and public awareness
OPPORTUNITIES CHALLENGES

15. Thinking Strategically and Acting Locally in the Communities We Serve
NEXT STEPS
Gateway Community Health Centre
Strategic Plan 2015-2020
Page 13

17. PROCEEDINGS AND SUMMARY
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Strategic Plan 2015-2020
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APPENDIX A - CONSULTATION WITH OUR STAKEHOLDERS

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Strategic Plan 2015-2020
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Strategic Plan 2015-2020
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Thinking Strategically and Acting Locally in the Communities We Serve

20. Gateway Community Health Centre
Strategic Plan 2015-2020
Page 18
Five (5) partner participants (representing FHT physicians; FHT, NP & community agencies administrators; nurse; allied health; CCAC leader)
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 60 percent affirmative
(3/5 yes)
 40 percent “Don’t
Know” (2/5 DK with one
comment (MOHLTC)
“directions are still too
vague to know”)
 80 percent affirmative
(4/5 yes)
 20 percent Do Not
Know” (1/5 DK,
no comments)

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Strategic Plan 2015-2020
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22. Gateway Community Health Centre
Strategic Plan 2015-2020
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Twenty-three (23) participant staff and Board members (representing community volunteers/governors, Physicians, NP, nurses, pharmacy, allied health, community program team
and corporate/support staff)
 96 percent affirmative
(22/23 yes) (One respondent
indicated “Do Not Know” with
comment “Unable to analyze in such
a short presentation time”)
 96 percent affirmative
(22/23 yes) (One respondent
indicated “Do Not Know” with
comment “Unable to analyze in such
a short presentation time”)
 96 percent affirmative
(22/23 yes) (One respondent
indicated “Do Not Know” with
comment “Unable to analyze in such
a short presentation time”)
 96 percent affirmative
(22/23 yes) (One respondent
indicated “Do Not Know” with
comment “Unable to analyze in such
a short presentation time”)
 96 percent affirmative
(22/23 yes) (One respondent
indicated “Do Not Know” with
comment “Unable to analyze in such
a short presentation time”)

23. Thinking Strategically and Acting Locally in the Communities We Serve
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Strategic Plan 2015-2020
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24. 41 McClellan St.
Bag Service No. 99
Tweed, ON K0K 3J0
Phone: 613-478-1211
Fax: 613-478-6692
The views expressed in this
document are the views of Gateway
CHC and do not necessarily reflect
those of the LHIN or the
Government of Ontario.