Strategic Plan - Leading from our Strengths

Executive Summary

The leadership that Baycrest has shown in the field of geriatrics can be directly attributed to three unique elements that have guided the organization since its inception: commitment, responsiveness and enduring values grounded in the principles of Judaism. Together these have given Baycrest the ability to change the way people age-- locally, nationally and internationally.

It is these attributes that have prepared Baycrest for a new era as an academic health sciences centre--an era that will see it bring care and quality of life for the aging population to a new level of excellence through the power of research and education, while addressing the realities of limited resources.

Baycrest's focus has historically been on program delivery, and through its leadership in this area, it is now recognized as a worldwide authority in geriatric care. It is this reputation, and the rapidly increasing needs of the aging population, that have led Aptex to an unprecedented growth in the demand for Baycrest's services. The new strategic plan will assist Baycrest in making sound choices by focusing on the intersection of one of the aging population's greatest needs and our organization's greatest strengths.

Baycrest's first steps in developing this plan were to evaluate current services against the changing needs of the community. The result was valuable information, which identified Baycrest's current strengths and opportunities for growth. This helped to bring into focus Baycrest's future directions and the choices that had to be made. The work also clearly defined the most pressing needs of the aging population and identified the strengths of other similar organizations.

Through this analysis it became clear that:

One of the most pressing needs of the elderly is in the area of neurocognition and mental health
Baycrest's strength in these areas is unmatched
Only through inquiry and discovery will Baycrest improve the health of tomorrow's elderly while at the same time care for and enhance the quality of life of the elderly of today

This was the insight Baycrest needed to begin to develop a plan to guide the organization's priority setting over the next five years and the results are a plan that will guide Baycrest in:

Bringing care and quality of life for the aging population to a new level of excellence through the power of research and education
Developing a focus on brain functioning and mental health
Maintaining its strong commitment to the Jewish community
Strengthening its financial position

The process of developing this plan began with the Board Chair and the President and Chief Executive Officer articulating a bold new vision for Baycrest which included a focus on neurocognition; integration of care, research, and education; an improved financial situation; and reaffirmation of the Baycrest commitment to the Jewish community. The Mission, Vision, Values, and Strategic Goals were developed and shared widely with clients, families, staff and volunteers in a two-stage consultative process. Feedback from each of these stages was shared broadly with the Board's Strategic Planning Committee, Senior Management, and key stakeholders. The elements of the Strategic Plan were revised, as appropriate, to reflect the feedback. The feedback was instrumental in the development of a plan that reflected the views of the Baycrest family.

Baycrest recognizes that the way in which it implements its strategic plan is as important as the directions it takes. Most importantly it recognizes, more than ever, the incredible value of its staff, volunteers, the academic community and all members of the Baycrest community including clients and families. Their commitment and generosity has set Baycrest apart from other organizations and is critical in achieving future successes. Baycrest also recognizes that no one organization can meet all of the needs of the aging population and so it is committed to advocating in partnership with the government, the community and the private sector to ensure that the needs of the elderly are met now and in the future.