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STRATEGIC PLANNING

THE PLANNING PROCESS

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This page is designed to facilitate our strategic planning process form 2022 - 2024.  

Here you can read draft reports and outcomes from our 2020 - 2022 Strategic Plan.

 

Use the buttons below to hop to the topics that interest you!

 

Please feel free to leave comments, ideas and suggestions in the comment box for us to include in our planning discussions.

 

Innovation comes from you! Thank you, Gilakas'la

Strategic Planning Documents & Reports​

 

2020 - 2022

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Strategic Planning Process 2022 - 2024

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KEEPING IT SHORT - GUIDING PRINCIPLES 

  • We divide our goals by committee.

    • This allows people to review their areas of expertise and focus their energy and time.

  • Each committee has a long term goal, and a short, medium and long-term action plan.  

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KEY REPORTS

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HEALTH & WELLNESS

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MAKING DECISIONS​

STRATEGIC DECISION MAKING

 

It’s important to understand the collective justification in decision making. From a high level, when we decide to act on a strategic item or emergent opportunity, we consider the following points when setting priorities:

 

  • NEED - the degree of need demonstrated in communities, and the consequence of inaction

  • MAXIMUM IMPACT - the ability to gather partners, share a vision, and impact as many people in as many communities as possible

  • OPPORTUNITIES & TIMING - the will of Government and funders to financially partner and support any given initiative (if required)

  • TIME REQUIREMENTS – Partner, volunteer and network time and resources

  • TIMELINE - Short-, medium- and long-term goals that maybe associated with any proposed collective action

  • GOVERNANCE – Committees’ ability to complete tasks

  • EQUITY – Who will benefit, and who will not?

WELLNESS FIRST

Strategic Planning Documents & Reports​

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Seniors Elders Better Living Advisory Committee

Strategic Planning Documents & Reports​

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Values
Colored-Mount Waddington Heal Network lo

GOAL 2020 - 2022

2020 ACTION PLAN

“Housing Coalition – make operational”

 

  • Launch communications platform and complete web-based listing of organizations, governments and people involved in the housing sector.

 

OUTCOMES AND FINDINGS

2019 Housing Strategy 

2020 Regional Housing Needs Assessment 

2021 Homelessness and Housing Security Assessment 

 

There is agreement in principle from North Island Communities and the Regional District to fund a part time coordinator for a housing coalition. This occurred after extensive discussions with all communities through the Regional District board.

 

Housing has been a dynamic conversation, and the goals for this have changed as we gathered more research and a greater understanding of the barriers to meeting housing needs in the region. The Housing Coalition remains our number one regional goal and is the tool required to eliminate work redundancies and provide external funders with the surety they need in streamline engagement.

 

Our work on estimate housing needs and homelessness includes a detailed methodology, report, key learnings, and a template for other rural communities to follow in their efforts to understand the depth of these issues. 

 

Suggested Actions for 2022 – 2024:

Form Housing Coalition:

  • The primary goal of the housing coalition is to complete the action points in the 2019 Housing Strategy and needs assessment. 

  • This work is planned for moving forward in January and February of 2022. Capacity and time are required to ensure optimized, strategic efforts. 

  • The Health Network currently holds most of this information and is supportive of increasing specific capacity to deal with one of the region’s largest problems that impacts all people. We have a proposed framework, budget, scope and timeline for project launch.

 

GOAL 2020 – 2022

2020 ACTION PLAN

Transportation needs assessment complete

 

  • Determine actionable methods to overcome the barriers that are holding the study back from completion

  • Advocate for the recommendations found in the study by increased engagement in the Transportation Advisory committee and community transportation stakeholders

 

OUTCOMES AND FINDINGS

2019 Transportation Needs Assessment – Download here: https://www.mwhn.ca/post/mwhn-strategic-planning-2022-2024

 

We have a high-level Transportation Needs document to guide future work in this area.

Transportation issues are an enormous one barrier for rural communities and people in accessing health care. This is an issue impacting the most vulnerable in community. Transportation is a hidden cost of rural health care that is shouldered by individual people.

  • The Health Network did an assessment of the situation and created a high-level findings document. 

    • We have ongoing participation with the Transportation Advisory Committee (TAC) at the RDMW

    • We support the Volunteer Transportation Network (VTN) and keep regular communication with PW Transit staff to understand logistical public transit concerns and status

    • We held a seminar on Transportation and heard from Wheels for Wellness and learned about the contractual services provided to the region

    • We engaged with the Passenger Transportation Board on the segmentation of the public bus service on Vancouver Island. We were disappointed to see the less profitable routes shaved off the island-wide service contract as a whole and view this decision as an inequity to rural communities. The Coastal Health Networks across the Island in all jurisdictions agree. 

    • Regionally the Public Transit System is found to be underutilized, particularly among commuters between communities. 

    • The Regional District supported VTN is a unique model in the province, and we would like to see a business plan developed for this to establish longevity and clear goals and performance matrixes. 

      • We also want to ensure that we are not working at cross purposes with Transit and compromising Handy Dart or enhanced paratransit services that may be funded through other avenues. 

 

Suggestion Actions for 2022 - 2024: 

  • Review the summary work on Transportation

  • Increase participation on Regional Transportation Advisory Committee and consider the scope of the TAC in context with grassroots needs and our goals

  • Assess contractual obligations and service delivery parameters between public and private bodies (for instance health related transportation services) and develop community-based recommendations for medium- and long-term planning.

  • Advocate for long-term, equitable, streamlined Transportation solutions and address the needs of youth, seniors, Indigenous and underserved people

 

GOAL 2020 - 2022

2020 ACTION PLAN

Update of the 2012 Addiction and Recovery Services Plan

 

  • Re-post the RFP

  • Do more outreach to public health bodies to find a proponent

  • Consider increasing the budget

 

OUTCOMES AND FINDINGS

Substance Use and Recovery Services Strategy 2021 

 

We have an updated Substance Use and Recovery Services Plan for the region

  • This was a challenging and meaningful process for people in our region.

  • It built on the Network’s 2012 Addiction and Recovery Services Plan, which created meaningful change in our community-wide approach to service provision for the most vulnerable

  • From a grassroots perspective the document is reported to be very much in line with the realities of current service delivery and offers concrete goals that will support healthy living.

 

Suggested Actions for 2022 - 2024:

We are building on this work and finding operational capacity to support the recommendations 

  • This planning exercise brings together key community partners. 

  • The success of this will depend heavily on knowledge of systems, capacity, and opportunity. 

  • Advocacy from all levels of Government for funding will promote this innovative and community-centred work. 

 

GOAL 2020 - 2022

ACTION PLAN

Create a poverty reduction, education, work and employment related-support strategy

 

  • Engage with North Island Employment Foundation Society (NIEFS), North Vancouver Island Aborigial Training Society (NVIATS), North Island College (NIC), School District 85 (SD85), CFMW Island Health and Community Service organizations to develop a regional strategy to reach and mentor youth and vulnerable adults into healthy job environments

 

OUTCOMES AND FINDINGS

The Federal Government supports a half-time position related to ‘Poverty Reduction’ in the region based out of Port Hardy. This is one of seven such positions in the Province. 

 

Port Hardy received funding for a Poverty Reduction Strategy, and that work is currently underway. 

Suggested Actions for 2022 – 2024

  • Exploring how we engage with the Federal Poverty Reduction model and the opportunities available to us from the Federal Government is a key action item. Working with the Poverty Reduction Coordinator is essential.

  • Support the work of Port Hardy and look to duplicate those localized efforts into a greater regional strategy

    • Many other communities have gone through Poverty Reduction processes – we can save time and money by piggybacking on many of those universal findings, and customize our reports and strategies on a local, operational level.

  • Work with EdDev and Educational institutions to integrate key Social Development Goals (SDG’s) into ongoing regional planning

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