Company Report: Horizon Health Network
Treating Atlantic Canada to a Healthy Tomorrow This New Brunswick health authority puts a strategic plan in place to serve 700,000 who rely on its services

Horizon Health Network

Horizon Health Network covers Atlantic Canada

Horizon Health Network

Administering care for patients, fostering education and advancing research, the Horizon Health Network, New Brunswick is the largest health care organization in Atlantic Canada, employing 14,000 and operating within a $1 billion budget.

Horizon Health Care operates in excess of 100 facilities and is affiliated with 20 different charities and foundations. Covering the New Brunswick, Prince Edward Island and Nova Scotia regions, Horizon Health serves Regional Health Authority (RHA) ‘B,’ which has a population of 700,000.

To serve such a large community, Horizon Health Network utilizes a team of 1,000 physicians, 5,000 nurses and a combined 11,000 health care professionals, support staff and volunteers. The support is dispersed throughout 12 hospitals and cares for 1,675 beds.

Horizon Health Network realizes its “leading for a healthy tomorrow” vision by completing more than 48,000 surgeries per year, tending to over 410,000 emergency visits annually and conducting 350,000 clinical visits in a calendar year. The health care network also welcomes nearly 5,000 births a year.

THE NETWORK

Within its network, Horizon Health is responsible for Charlotte County Hospital (St. Stephen), Dr. Everett Chalmers Regional Hospital (Fredericton), Grand Manan Hospital, Hotel-Dieu of St. Joseph (Perth-Andover), Miramichi Regional Hospital, Oromocto Public Hospital, Sackville Memorial Hospital, Saint John Regional Hospital, St. Joseph’s Hospital, Sussex Health Centre, The Moncton Hospital and Upper River Valley Hospital (Waterville).

Horizon Health network also oversees two veterans units, the provincial rehabilitation centre, a long-term mental health service, seven community health centers, two satellite community health centres and 26 health centres throughout the Atlantic Canada region.

The network also established a First Nations Liaison Committee, which includes representatives from the Mi’kmaq and Maliseet. Representatives for the Mi’kmaq serve the Esgenoopetitj (Burnt Church), Metepenagiag (Red Bank), Eel Ground and Fort Folly. Representatives for the Maliseet serve the Oromocto, St. Mary’s, Kingsclear, Woodstock and Tobique.

With such a dynamic and complex structure, only the finest and most sound management can ensure that Horizon Health Network operates efficiency and within its means. To achieve Horizon Health’s vision, mission and values, the forward-moving and growing organization announce it has developed a clear strategic framework to help guide operations from 2010 to 2013.

SIX PILLARS

Horizon Health Network has structured its strategic plan around six guiding principles: achieving a better balance, enhancing access, improving efficiency, harnessing innovation, making quality count and engaging partners.

To achieve a better balance, Horizon Health plans to offer a seamless network of services across the board by promoting health and wellness within its available resources. Developing and implementing a primary health care strategy for the delivery of rural and urban health services is a chief objective.

By optimizing access to services by ensuring the right mix of centralized and distributed services and through the innovative use of technologies, Horizon hopes to make good on its enhancing access pillar. While the network plans a comprehensive approach to widening access, Horizon will focus on the traditionally underserved by collaborating with the First Nations Liaison Committee and by developing and implementing an official languages strategic plan.

Improving efficiency will center on the generation of operational and service delivery efficiencies while maintaining a healthy and effective organization. Horizon Health will lead by example by providing safe and healthy work environments in the communities.

As every health care provider must do, Horizon will harness and encourage innovation through educational opportunities and fostering research activities. By leveraging technology and developing the infrastructure required for evidence-informed decision support, Horizon believes it can bring about the innovation necessary to better serve its patients.

Not to suggest Horizon Health hasn’t had a history of quality control, but the provider will recommit to adhering to the utmost standards. Utilize leading, evidence-informed practices throughout Horizon Health Network to support quality, safety and clinical sustainability will serve as a paramount guide.

With its tentacles extenuating to nearly every organization and community group in Atlantic Canada, the notion of engaging partners only makes sense as Horizon Health looks upward. Fostering collaboration and developing partnerships with health-related organizations and community stakeholders, Horizon will transition responsibilities and better manage the relationship with FacilicorpNB, which handles the tall order of the network’s purchasing needs.

PROGNOSIS

With a strategic plan in place to guide Horizon Health Network, the health care giant can focus on tangible improvements such as St. John Regional Hospital and Moncton Hospital’s new ambulatory systems and minor expansions through the entire network.

President and CEO Donald J. Peters enters his second year at the helm of Horizon Health Network and has positioned the expansive health authority for a healthy future. Peters was recently recognized for his efforts and was honoured by Atlantic Business Magazine as one of Atlantic Canada’s top-50 President and CEOs in early May.

Peters himself will point out—much like the team effort needed at the ground levels of Horizon Health Network—that quality team management is needed at the top to care for and serve more than 700,000 Canadians.
 

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