The Fondation Médicale des Laurentides et des Pays-d’en-Haut unveiled its strategic plan at a cocktail held at the Trésors de la Fondation on February 28.

This plan was developed with the help of Danielle Poulin, a passionate entrepreneur who worked with us to secure the future of our organization which has been making a difference for more than 20 years. Her charitable work began in 1992. While a litigation lawyer with Bell Canada, she became a member of the board of directors of the Quebec branch of the Kidney Foundation of Canada and then its president in 1997. She decided then and there to devote herself to philanthropy.

She managed the planned donations department of the Montreal Children’s Hospital Foundation and then became executive director of the Fondation du CSSS Haut-Richelieu-Rouville where she stayed for nearly 10 years. She went on to become vice-president for development of Opération Enfant Soleil.

Strategic priorities

This new strategic plan is built around the slogan “Committed to health!” with the goal of ensuring that the Fondation médicale can maintain and improve its ability to have an impact on the healthcare services provided to communities in the Laurentides and Pays-d’en-Haut MRCs, and in Saint-Donat.

Three strategic priorities have been identified within this plan. First, define an effective proactive goal, then create the spaces for engagement and mobilization so that more people contribute to the success of the Fondation. Finally, pursue the work of simplifying the number of planned activities and define third-party donations.

“It is important that we contribute to the accessibility of proximate healthcare across the Fondation Médicale’s territory (Proximity), as well as to the improvement of the quality and efficiency of healthcare, by supporting innovative programs, best practices, equipment purchases and modernization of the facilities (Quality),” explains the Fondation’s president, Michel Rochon. “We also want to contribute to the quality of life and wellbeing of the population served by the health and social services network in the area (Wellbeing) and remain connected to the needs of the population while identifying innovative projects with a positive impact, thereby influencing the wider health services provider network (Innovation).”