PUBLIC HEALTHH AND EMERGENCY SERVICES What we do Strategic plan alignment Key Performance Indicators Enhance Community health & safety through our services in promotion, prevention, protection and emergency response including: * Building Partnerships, Collaborations & networks *Case & Outbreak Management *Health Advocacy & Promotion *Health Protection Certification *Health Resource Distribution *Individual Health Assessment *Inspections, Investigations & Enforcement *Monitoring & Surveillance *Emergency Medical Services *911 Call Taking & Dispatch *Emergency Management 1.ii. > Enhance the quality of life for all of our citizens by: implementing a healthy community strategy working with community partners and organizations to manintain/strengthen public safety 2015 Actual Building Partnerships: To assess and evaluate the effectiveness of public health 75% partnerships related to the preventionn of injury and substance misuse Case/Outbreak: % of confirmed Invasive Group A Streptococcal Disease (igas) cases where initiation of follow-up occurredd on the same day as receipt of lab confirmation of a positive case Health Advocacy: % of smoking cessation clients who 89% report quitting or reduction attempt within first 30 days of program entry Certification: Number of food handlers certified in a 300 calendar year Resource Distribution: Number of vaccine doses distributedd in 60,000 a calendar year Individual Health Assessment: % of families with risk who complete an 63% in-depth assessment Inspections/Enforcement: % of high-risk food premises inspected 97% once every 4 months while in operation Monitoring & Surveillance: % of J.K., SK and gr.2 oral health screens completed Paramedic Services: 10,686 Total Call Responses 911: terms of contract met by provider Emergency Management: Compliance with ON Reg. 380 Emergency Management Standards Forecast 80% 320 Projection 64,500 66,000 66,500 75% 11,800 12,390 13,010 20182 Projection 80% 80% 8 340 75% 85% 8 350
KEY INITIATIVES PUBLIC HEALTH Information Data Management Continue business process transformation including work flow mapping and policy development for improvements in productivity, documentation management Continue to collaborate with other heath partners to find opportunities to leverage joint EHR solutions. Staff time Work with Corporate Services to further increase utilization of Laserfiche Collaborate with other Public Health & health sector partners Q4 Service Delivery Review/ Service Improvement Opportunities [PH.07.00] Community Health Information Data Hub Lead the development of a collaborative Community Health information Data Hub which provides the information (e.g. dashboards) necessary to understand the health of populations in Oxford and contributes to system planning Staff time Community Partners Other Corporate Partners Q2- Complete community needs assessment Q3- complete report with recommended approaches to developing Hub Q4- Pilot: providing vulnerable population data to inform emergency planning This initiative will improve access to population health data for both internal and external stakeholders Supports the Ministry of Health & Long Term Care Patients First Plan
KEY INITIATIVES Administration Review Consider findings and recommendations arising from the business process review re: Public Health secretarial/reception positions; develop a plan, implement and complete a follow-up evaluation Staff & Management time Q3 Service Delivery Review- Service Improvement Opportunity [AS.05.00] Increase capacity to respond to a large infectious disease/pandemic threat Review and revise the OCPH Pandemic plan to ensure alignment with the MOHLTC Provincial Baseline for Infectious Disease Threats () and Ontario Health Plan for an Influenza Pandemic (2013) Engage health sector partners in developing a collaborative response to a large infectious disease threat Staff & Management time Q1- Committee TOR and Work plan Q2- organizational risk assessment completed Q4- updated response plan completed To enable and ensure a consistent and coordinated health sector response to large infectious disease/pandemic outbreaks as per Ontario Public Health Standards PARAMEDIC SERVICES County Emergency Plan- IMS Revise the County Emergency Response plan to incorporate the Incident Management System Staff & Management time Annual training Q4 IMS is considered a best practice for municipal emergency management programs 10-year Master Plan Deferred from Thinks Ahead and Wisely Shapes the Future Consulting fees $60,000 in $90,000 Total Q3 Service Delivery Review/ Service Improvement Opportunities [EMS 03.01] Review EMS Response Time
KEY INITIATIVES funded from EMS general reserve (deferred from ) Standard and Deployment and [EMS 03.02] Review Hospital Turnaround Times See Report No. PHES 2015-05 Implement Legislative changes for First Responder Mental Health and PTSD Thinks Ahead and Wisely Shapes the Future Staff Time Q2 Legislative changes requiring employers to implement a plan and procedures to support and mitigate first responder mental health trauma Implement Legislated Standard changes to Ministry of Health and Long Term Care Patient Care and Documentation Standards Staff Time and existing Training budget Q4 Implementation of mandatory changes made to paramedic patient care and documentation standards 2018 KEY INITIATIVES PARAMEDIC SERVICES Centralized Fleet Review in conjunction with Public Works Staff Time Q2 2019 Identify opportunities for implementation of best practices for fleet management across all County services Implement Paramedic Services 10 year Master Plan TBD Q4 2019 Develop and implement the recommendations arising from the 10 year plan
SUMMARY FORECAST VARIANCE VARIANCE % REVENUES $(12,840,955) $(12,808,578) $(13,023,649) $(215,071) 1.68% SALARIES AND BENEFITS 15,689,403 15,946,735 16,282,124 335,389 2.10% OPERATING AND PROGRAM EXPENSES 4,006,539 4,006,429 3,894,842 (111,587) -2.79% DEBT REPAYMENT 292,787 292,787 286,863 (5,924) -2.02% CAPITAL 959,774 790,400 557,650 (232,750) -29.45% OTHER (371,887) (375,400) 17,350 392,750-104.62% EXPENSES 20,576,616 20,660,951 21,038,829 377,878 1.83% NET LEVY $7,735,661 $7,852,373 $8,015,180 $162,807 2.07% EFFICIENCY MEASURES 2015 ACTUALS FORECAST 2018 GROSS EXPENSES 1 20,111,427 20,948,503 21,021,479 22,086,480 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 10.96% 9.75% 8.19% 10.15% COST PER HOUSEHOLD $444.60 $456.96 $453.20 $470.58 COST PER CAPITA $181.12 $187.54 $186.92 $195.08 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital
FULL-TIME EQUIVALENT SUMMARY VARIANCE % VARIANCE FTE's 135.2 134.8-0.4-0.3% Student FTE's 2.6 2.0-0.6-24.2% Total 137.8 136.8-1.0-0.7% Reason for FTE change 0.3 PH FTE reduction Dentist 0.3 PH FTE reduction Student 0.3 ES FTE reduction Student 1 1 Adjusted ES FTE count to reflect actual FTEs to fulfill scheduling requirements. Change in methodology in to be consistent across the County which has no effect on budget dollars, just FTE count.
PUBLIC HEALTHH AND EMERGENCY SERVICES HOW WE ARE ORGANIZED Director Public Health & Emergency Services Medical Officer of Health (Acting) Manager Public Heatlh, (3) Supervisor, Emergency Management Manager, Paramedic Services Administration Supervisor, (4) Supervisor, Paramedic Services (3) Staff (62.3) Field Supervisor, Paramedic Services (4) Staff (53.55)