Over a three year period, HFHG provided experienced health care strategic guidance and leadership to assist the Oshawa Health Centre (OHC) in fulfilling its vision to become a leading edge care centre for its region, with multidisciplinary care expertise to be disseminated on a national basis.
The transition into a facility four-fold the size of the previous centre required financial/operations analysis, planning, and resource objectives implemented to ensure long term sustainability. HFHG provided a recruiting strategy for private health care services as well as practitioners to form a core group for the facility's delivery of health care to the community. The strategic objectives developed were congruent with the center's vision to definitively improve access for the community by developing best practices in multidisciplinary, integrated care.
Also to ensure sustainability, optimal lease agreements were negotiated with service provider organizations. HHR compensation packages and benefits were formulated to create a competitive offering to the market and the recruiting strategy was successfully implemented. Detailed applications for public funding support were provided, identified as a result of research and ongoing relations with senior Ministry staff.
Administrative and support staff protocols were formed to optimize human resource utility and satisfaction with standardized training programs. To develop shared vision and collaboration in a rapidly expanding professional and administrative staff, tenets of the "Learning Organization" (Senge, MIT, 1990) were adapted to multidisciplinary care, giving rise to the "Learning Model of Integrated Care" (Ashton, Duffie, Aiken, 2007). HFHG provided expert advice was obtained and a plan for program evaluation was developed in collaboration with health service researchers at Queen's University.
The Oshawa Health Centre successfully grew to become a highly collaborative group of 35 health professionals and staff members from 12 two years previous, and provides comprehensive, high quality primary care services to the Durham community.
The "Learning Model of Integrated Care" has received national attention with a presentation at the 2007 National Health Leadership Conference , a feature article in the September 2007 Medical Post"Business Model Lets Clinic Broaden Care" . In addition, a detailed, peer reviewed article has been submitted for publication in the 2008 summer issue of Healthcare Management Forum.
HarbourFront Health Group developed a business case, project management plan and schematic architecture for a new web-based Health Human Resources e-Query/e-Reporting Tool. Analysis of current CIHI programs, database architecture and corporate e-Strategy and e-Reporting strategies were undertaken to ensure internal organizational alignment and optimal reporting capability. External market analysis, stakeholder relations were also assessed to determine maximal utility to provide national, high level information in supporting decision making and HHR program development across jurisdictions. A detailed Risk / Benefit Analysis, Project Management Plan and Architecture for the web-based tool with costing for development and implementation formed part of HFHG's input to this significant project.
