Public Health is for All of Us STRATEGIC AND OPERATIONAL PLAN:

Transcription

1 Public Health is for All of Us STRATEGIC AND OPERATIONAL PLAN:

2 Vision Healthiest People, Healthiest Communities, Exceptional Service Mission We improve health through excellence and innovation in service, education and research, building on the strengths of our people and partnerships. Values Respect, Compassion, Excellence, Stewardship, Collaboration Promise Every moment is an opportunity to create a positive experience in the way we treat and care for people, in how we work and interact with each other, and in how we deliver quality service. We promise to seize every opportunity. Background With the advent of The Lean Management System in , hoshins and strategic projects are driving provincial and health region initiatives. For the long haul, the Saskatchewan Health system s focus is four-pronged: Better Health, Better Teams, Better Care and Better Value. While hoshins (the must do-cannot fail, breakthroughs) are our shared health care system s work, there are also strategic intentions and daily work that are important to Population and Public Health (PPH). These are informed annually by the Diagnosis and Review process at the PPH team level. Cascading from the Level I and II Strategy Deployment plan from now to 2022, the PPH Strategic Plan brings clarity to our internal department-wide priorities. It lays out directions over the next two years, provides a foundation for departmental operational plans and supports evidence-based decision making and more effective management of resources. This plan is intended to set priorities that span more than one PPH department. Individual departments will continue to focus on their specific department priorities, and support the broader mandated PPH programs and services. This is a rolling plan and will be refreshed as the landscape changes and as new information emerges. Our Purpose (in alphabetical order) To enhance the health and well-being of the population through: > Communicable Disease Prevention, Treatment and Control ~ Refers to a comprehensive set of programs of health surveillance and service delivery designed to prevent the transmission of disease by any means from person to person, or from animal to human. Examples include vaccine preventable diseases, sexually transmitted diseases, West Nile Virus, tuberculosis, to name a few. > Health Equity ~ Achieving health equity means that all people can reach their full health potential and should not be disadvantaged from attaining it

3 because of socially determined circumstances, like poverty, discrimination, or social isolation. We aim to promote health equity by identifying and responding to the needs of priority populations and by partnering within the health system and community to advocate for healthy public policies and improved health services that act on the social determinants of health. > Health Protection ~ A term to describe important activities of public health, in food hygiene, water purification, environmental sanitation, and other activities, that eliminate as far as possible the risk of adverse consequences to health attributable to environmental hazards. > Health Surveillance ~ Systematic, ongoing collection, collation, and analysis of health-related information that is communicated in a timely manner to all who need to know which health problems require action in their community. Surveillance is a central feature of epidemiological practice, where it is used to control disease. Information that is used for surveillance comes from many sources, including reported cases of communicable diseases, hospital admissions, laboratory reports, cancer registries, population surveys, reports of absence from school or work, and reported causes of death. > Primary Prevention ~ Refers to measures that prevent initial occurrence of injury or disease and reduce its incidence. Prevention includes health system actions that target individuals and populations identified as exhibiting identifiable risk factors, which are associated with different risk exposure or vulnerability to those risks. > Population Health Promotion ~ An approach to health that aims to improve the health of the entire population and to reduce health inequities among population groups. In order to reach these objectives, we work to address the determinants of health, focus on the health of populations, invest upstream, base decisions on evidence, apply multiple strategies in multiple settings, collaborate across sectors, engage citizens, and focus efforts on health outcomes. The Ottawa Charter for Health Promotion describes five key strategies for health promotion: build healthy public policy; create supportive environments; strengthen community action; develop personal skills; and re-orient health services. Our Guiding Principles (in alphabetical order) > Community Capacity ~ We work in partnership with communities so they can take action on issues that affect their health and well-being. We do this through actively supporting community participation in issue identification, using community strengths to seek equitable solutions, and fostering leadership development at the community level. > Evidence ~ We base decisions and actions on the best available data and evidence. > Holistic View of Health ~ We recognize that health is influenced by more than genetics, lifestyle and the provision of health care services. We work to reorient health services to include the broader social determinants of health and health equity through population health promotion and disease prevention. > Partnerships ~ We work in partnership with organizations, communities, groups and individuals to address population health issues. We strive to facilitate interdisciplinary and inter-sectoral networking, cooperation and collaboration. > Patient/Client Centred ~ Our work is guided by the principle of putting the people we serve first and foremost in our decision making, and by providing equitable patient and family centered care. > Public Good ~ Our work is guided by principles of public health ethics, which recognizes that public health practice focuses on the health of populations. While striving to be responsive to individuals needs and provide client and family-centred care, we are committed to working with groups, communities and organizations to create and maintain public good, health equity and population health. > Valuing and Supporting Employee Well-being ~ We provide opportunities for employees to participate in the design, implementation and evaluation of programs and services. A learning environment is fostered that supports employees to take action on the behaviours and environments that affect their own health and well-being.

4 Population and Public Health (PPH), Goals & Objectives 2013 to 2015 To address Better Care, Better Health, Better Teams and Better Value, we do our work by: focussing on the patient, client, families and community; supporting our people in their work; and taking the long-term view. Better Care In partnership with patients and families, improve the individual s experience, achieve timely access and continuously improve health-care safety. Goal 1 - Quality Improvement Culture: To ensure our Population and Public Health s clients receive the best possible care and services. Client Experience > (Process) To implement validated and meaningful client satisfaction measurement tools in at least two health centres. > (Process) To measure the views of PPH community partners in selected program areas. Quality Improvement Culture > (Results) To achieve accreditation in 2013 without recommendations. > (Results) To implement the immunization and child health components of Panorama in 2014/15. Hand Hygiene > (Process) To introduce staff to the steps for appropriate hand hygiene in 2013/14. > (Process) To establish a means of integrating the steps for appropriate hand hygiene into the daily work of at least four PPH program areas by 2014/15. > (Results) To achieve 100 % hand hygiene compliance in selected clinical areas as per the SHR audit process and develop best practice methods for auditing non-clinical areas. Accessibility > (Process) To conduct an Hours of Operation Survey for selected PPH programs to inform service redesign. > (Results) To address client needs by modifying access points for services to enhance our services with the right service, right time, right provider, and right place by March Goal 2 - Cultural Competency: To create the conditions that support PPH employees in providing culturally competent care to the populations we serve, thereby creating cultural safety and removing barriers to care and service. Client Satisfaction > (Results) That client satisfaction survey findings reveal a majority of PPH clients believe they were treated in a culturally respectful manner. Cultural Competency - IDI Phase I > (Results) The Strategic Management Team (SMT), Operations (OPS) Team and the departments/programs that have completed their Intercultural Development Inventory survey (IDI) before April 1, 2013 have positive movement along the IDI continuum towards adaptation in 2013/14.

5 Population and Public Health (PPH), Goals & Objectives 2013 to 2015 > (Process) All members of the SMT, OPS and their departments and programs that have completed their IDI survey before April 1, 2013 have engaged in related learning activities, as documented in their individual learning plans for each of 2013/14 and 2014/15. Guided, planned learning is preferred. Cultural Competency - IDI Phase II > (Results) Departments and programs that have completed their IDI survey before April 1, 2013, have positive movement along the continuum towards adaptation by end of 2014/15. > (Process) All PPH departments and programs have completed the IDI survey by January > (Results) PPH has implemented practices for providing evidence- based culturally competent care for 2013/14 and 2014/15. Better Health Improve population health through health promotion, protection and disease prevention, and collaborating with communities and different government organizations to close the health disparity gap. Goal 3 - Health Equity: To stabilize and/or reduce the gap in life expectancy between the most and least affluent residents of Saskatoon Health Region without adversely affecting quality of life. Measurement and Reporting > (Process) To report on the main contributors to the widening the gap in SHR resident life expectancy (e.g. The Equity Over Time Report). > (Process) To measure and report on the number of SHR Department plans/strategies reflective of health promotion/ health equity principles and/or include measures of equity. Health System Response > (Process) That PPH support SHR s Senior Leadership Team to establish a goal to stabilize and/or reduce the gap in life expectancy for SHR overall. > (Process) To strengthen Western Canadian collaborations with actions that address health system responses to achieve health equity and to share new knowledge. > (Process) To develop and implement an integrated health equity strategy for PPH and document an inventory of health equity action. Goal 4 - Child Health: To improve the overall health of children living in Saskatoon Health Region with a focus on early child health. Early Years > (Process) To fully implement and begin evaluation of the PPH Early Child Health and Development Strategy by > (Results) To work with partners to increase the percentage of children ready to learn by kindergarten to 82% by 2018 using the Early Development Index. Healthy Weights Strategy > (Process & Results) To develop and implement an SHR population health promotion strategy that aligns with provincial healthy weights targets for Vaccine Preventable Disease > (Results) To achieve immunization coverage rates for vaccine preventable diseases at a level determined by the Ministry of Health, with an interim measure of 81% in 2014 and 82% in 2015 for children at age 2 years.

6 Population and Public Health (PPH), Goals & Objectives 2013 to 2015 Goal 5 - STIs, HIV, HCV and Tuberculosis: To enhance the prevention, management and control of STIs, HIV, HCV and/or Tuberculosis and improve the quality of life and life expectancy of those at risk or living with these conditions. Sexually Transmitted Infections (STIs) > (Results) By March 2014, 95% of STI clients seen in the PPH clinic have treatment initiated within 7 days of the case status date. > (Results) By March 2015, 88% of STI clients seen by all SHR providers are treated within 14 days of the case status date. HIV and Hepatitis C (HCV) > (Results) To increase HIV testing by 50% of the 2009 baseline, with testing of high risk populations at a minimum of 10% of the total number and greater volumes being achieved by general practitioners and hospital personnel. > (Process) To establish standard work around linking, engaging and retaining HIV clients to care with treatment as the goal. Tuberculosis (TB) Prevention and Control SK > (Process) To implement and evaluate the Saskatchewan TB Strategy. > (Results) To implement the Treatment Order Set provincially and exceed the goal of 90% by March > (Process) To work with partners to support the management and screening of co-infected patients. > (Process) To work with partners to improve and support Direct Observed Therapy (DOT) by clarifying roles, responsibilities, and accountabilities. Goal 6 - Germ Smart > (Results) To launch and evaluate the public hand hygiene campaign, Germ Smart, with the initial focus on childcare facilities, schools, physician offices and select workplaces in 2014, with expansion to additional workplaces in > (Results) 90% of registered medical facilities, schools, daycares and workplaces indicate they are satisfied with the promotional materials and approach to support hand hygiene practises. > (Results) 63% of schools are registered in 2014, with an additional 10% in > (Results) 75% of childcare facilities are registered in 2014, with an additional 15% in > (Results) 25% of physician offices register in 2014, with an additional 25% in > (Results) 100 workplaces register in 2014, with an additional 200 in Better Teams Build safe, supportive and quality workplaces that support patient and family centred care and collaborative practices, and develop a highly skilled, professional and diverse workforce that has a sufficient number and mix of service providers. Goal 7 - Support for Staff Learning: To foster a learning environment in PPH. Employee Learning Objectives: > (Process) To build and enhance health promotion, health equity and healthy public policy development competency of PPH staff in selected programs/roles as well as in leadership skills of PPH Managers. > (Process) To meet or exceed 8 hours of professional development for each in-scope FTE, each fiscal year. > (Process) To support employee involvement in SHR programs such as succession planning and mentorship, to develop the region s future workforce.

7 Population and Public Health (PPH), Goals & Objectives 2013 to 2015 > (Process) To ensure the development and implementation of a cost-effective annual in-service plan that meets both certification and employee learning needs. > (Process) To collaborate with staff to identify internal and external partners to enhance our teams by addressing the right provider at the right place. > (Results) To take actions to meet the regional goal for a representative workforce, with a highly skilled, professional and diverse workforce by March Goal 8 - Employee Well-being: To improve overall PPH employee wellbeing. Employee Well-being Objectives: > (Results) To address or mitigate issues arising from Resiliency Workshop for targeted programs by March > (Results) To meet or exceed Ministry and SHR targets to reduce PPH overtime and sick time each fiscal year. > (Process) To enable a more proactive approach in flexible work arrangements within the parameters of the respective collective and employment agreements. Better Value Achieve best value for money, improve transparency and accountability, and strategically invest in facilities, equipment and information infrastructure. Goal 9 - Integration of Population and Public Health: To ensure PPH programs and services are aligned in order to improve service effectiveness and increase efficiencies. HIV/HCV/TB Objectives: > (Process) To identify opportunities for collaboration and communication with TB, Street Health and Positive Living programs to provide clients with an enhanced approach to preventative and treatment services. > (Process) To provide sustainable PPH outreach services to support linkages, engagement and retention in HIV care. Goal 10 - Quality, cost effectiveness and efficiency of PPH programs and services: To ensure that PPH programs and services do the right things well and at a reasonable cost. Bending the Cost Curve Objective: > (Process & Results) To develop an A3 for 2013/14 & 2014/15, and balance budget at year end. Quality and Cost Effectiveness Objectives: > (Process) To embed Lean thinking and tools in PPH practice through visibility wall walks, team huddles, high quality metrics for incremental improvement, supported by ongoing staff/management learning each fiscal year. > (Process) To conduct a research project on restaurant inspection frequency and implement findings in > (Results) To implement the vaccine management component of Panorama by March > (Results) To implement Schedule View at Health Centres by September > (Results) To choose two areas to value stream map and PDCA the non-value add components by March > (Results) 100% of staff are able to identify waste, A3 problem-solving opportunities and the need for 5S by March 2015.

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