Strategic Priorities: Narrative Report Performance Monitoring Plan October 2016 2013 2017
Introduction The Sudbury & District Health Unit s (SDHU) 2013 2017 Strategic Plan includes five Strategic Priorities that represent areas of focus. These priorities steer the planning and delivery of public health programs and services, learning activities, and partnerships. This Narrative Report is provided to the Board of Health three times a year as a component of the 2013 2017 Performance Monitoring Plan. Division Directors seek out program or service narrative topics from staff at key points throughout the year. Selected narratives are then reported to the Board of Health in the spring, summer, and fall of every year. It s important to note that narratives do not reflect a specific reporting timeline. Rather, they represent an ongoing monitoring component of our 2013 2017 Strategic Plan. 2013 2017 Performance Monitoring Plan Strategic Priorities: Narrative Report October 2016 2
Six-Week Community Kitchen Program The Greater Sudbury Emergency Medical Services, as part of their Health Promotion Community Paramedic Program, approached the Sudbury & District Health Unit to partner with them to provide an initiative to meet the healthy eating needs of their program participants. In January, the Health Unit delivered a six-week Community Kitchen program in a subsidized seniors apartment building in efforts to reach these vulnerable older adults where they lived. By focusing on food literacy, the program offered older adults cooking classes where they learned valuable skills that ranged from how to properly hold and cut with a sharp knife to incorporating healthy budget-friendly ingredients into recipes. The older adults gained confidence in the kitchen, worked as a team, and enjoyed sharing a meal together. Through this program, participants had the opportunity to build upon the relationships with their neighbours, to learn and share techniques to prepare more affordable meals, and to better understand how they can support each other, thereby reducing social and economic barriers to health. 1 Strategic Priority: Champion and lead equitable opportunities for health Advocate for policies that address health equity Reduce social and economic barriers to health Address a broad range of underlying factors that impact health Support all communities to reach their full health potential 2013 2017 Performance Monitoring Plan Strategic Priorities: Narrative Report October 2016 3
Online Triple P: Investing in Innovative Partnerships with the Education Sector In January 2016, in collaboration with St. Albert Adult Learning Centre (Sudbury Catholic District School Board), the Health Unit launched a pilot project to increase the reach and engagement of parents attending Triple P (Positive Parenting Program) at the Centre. Parents at the Centre, many of whom are also students, were encouraged to participate in the project, which included in-person nursing support, self-directed online learning as well as in-class time. Participants were able to work at their own pace. The students who qualified for and successfully completed the program were provided with a secondary education (parenting/other) course credit. As a result of the delivery method, barriers related to transportation, child minding, and costs associated with regular community group sessions were eliminated. This project shows how collaborating with other sectors helps create conditions that promote health equity and build resilient neighbourhoods. Strategic Priority: Strengthen relationships Invest in relationships and innovative partnerships based on community needs and opportunities Help build capacity with our partners to promote resilience in our communities and neighbourhoods Monitor our effectiveness at working in partnership Collaborate with a diverse range of sectors 2 2013 2017 Performance Monitoring Plan Strategic Priorities: Narrative Report October 2016 4
Working with Indigenous Communities to Promote Health On March 1, 2016, at the invitation of the Chief of Whitefish River First Nation, and in collaboration with Mnaamodzawin Health Services and the Union of Ontario Indians, staff from the Health Unit visited the community to share information about blastomycosis, an infection caused by a fungus that lives in the environment, particularly in moist soil and decomposing matter. Over 50 community members attended the presentation, which covered: symptoms of the disease, diagnosis and treatment, routes of exposure, where the fungus is found, and personal protection measures. Following the presentation, members of the audience shared personal stories and asked questions to learn more about the disease and what they could do to help themselves and their loved ones. The Health Unit has also offered to provide additional presentations to other Indigenous communities to share information about the infection. 3 Strategic Priority: Strengthen evidence-informed public health practice Implement effective processes and outcomes to use and generate quality evidence Apply relevant and timely surveillance, evaluation, and research results Exchange knowledge internally and externally 2013 2017 Performance Monitoring Plan Strategic Priorities: Narrative Report October 2016 5
Intersectoral Dialogue on Health Equity In June 2016, the Health Unit hosted an intersectoral dialogue on health equity within the context of health system transformation. Dr. Jeffrey Turnbull, Chief, Clinical Quality, Health Quality Ontario was present, along with a number of local partners. Participant engagement during the meeting increased everyone s understanding of how all the sectors or organizations within our communities work together to improve health equity in our region. Intersectoral action is critical to building health for all because many of the solutions needed to address social inequities in health lie outside of the health sector. Through a roundtable discussion, examples from education, emergency services, mental health, children s sector, primary care, social services, policing, and more were shared. Participants supported the need for all community partners to push themselves out of their own comfort zones to collaborate, connect, and seize opportunities to improve the health of our population, particularly of those who are most vulnerable. The meeting also led to further dialogue about the need to develop a northern plan for health equity. This meeting facilitated diverse community engagement to further support community actions promoting health equity. Strategic Priority: Support community actions promoting health equity Facilitate diverse community engagement Support awareness, education, advocacy and policy development at local, provincial, and federal levels Tailor programs and services to reflect community voices and needs Seek community input on issues that impact health equity 4 2013 2017 Performance Monitoring Plan Strategic Priorities: Narrative Report October 2016 6
A Psychologically Healthy and Safe Workplace is Essential for Everyone Mental health is the leading cause of workplace disability in Canada. As part of its commitment to eliminate or reduce the impact of psychological hazards in the workplace, the Health Unit adopted the voluntary standard for Psychological Health and Safety in the Workplace. This standard focuses on promoting employees psychological health and preventing psychological harm due to workplace factors, and aims to improve productivity, financial performance, risk management, recruitment, and retention. The standard will be integrated into practice by the Health Unit s new Psychological Health & Wellness Committee (PHWC), which includes representation from staff and mid-level and senior management from across the agency. The purpose of the PHWC is to implement various organizational approaches to protect and enhance the health of employees. 5 Strategic Priority: Foster organization-wide excellence in leadership and innovation Cultivate a skilled, diverse, and responsive workforce Promote staff engagement and support internal collaboration Invest resources wisely Build capacity to support staff and management core competencies Ensure continuous improvement in organizational performance Promote a learning organization 2013 2017 Performance Monitoring Plan Strategic Priorities: Narrative Report October 2016 7
2013 2017 Sudbury & District Board of Health Strategy Map Vision Healthier communities for all. Mission Working with our communities to promote and protect health and to prevent disease for everyone. Values Accountability, Caring Leadership, Collaboration, Diversity, Effective Communication,, Innovation Key Drivers Foundational Pillars Organizational Standards Leadership Strategic Priorities Champion and lead equitable opportunities for health Strengthen relationships Strengthen evidence-informed public health practices Support community actions promoting health equity Foster organization-wide excellence in leadership and innovation Partnership and Collaboration Ontario Public Health Standards Program and Service Organizational Community Needs and Local Context Workforce } } } Strategic Priority Narratives Provincially Mandated Compliance Reports SDHU-Specific Performance Monitoring Indicators Strengths Committed Passionate Reflective WINTER SPRING SUMMER FALL Annual Performance Monitoring Report* Strategic Priorities: Narrative Report Strategic Priorities: Narrative Report Strategic Priorities: Narrative Report * Includes Strategic Priority Narratives roll-up, Organizational Standards Compliance Report, Accountability Indicator Compliance Report, and SDHU-Specific Performance Monitoring Indicators Report