TO THE COUNCIL OF THE CITY OF OTTAWA
The BOARD OF HEALTH FOR THE CITY OF OTTAWA HEALTH UNIT met on 11 July 2011 and submits the items contained in this Report for the information of Council at its meeting of 13 JULY 2011.
Le CONSEIL DE SANTÉ DE LA CIRCONSCRIPTION SANITAIRE DE LA VILLE D’OTTAWA s’est réuni le 11 JUILLET 2011 et soumet les articles du présent rapport au Conseil pour information lors de sa réunion du 13 JUILLET 2011.
Present / Présences :
Councillor/conseillère D. Holmes (Chair / président), Dr./Dr A. Kapur (Vice-Chair / vice-président), Councillor/conseiller D. Chernushenko, Councillor/conseiller M. Fleury, Dr./Dre M. Fullerton, Councillor/conseillère J. Harder, Councillor/conseillère K. Hobbs, T. Hutchinson, M. Keeley, Councillor/conseillère M. McRae, G. Richer
SUBJECT:
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Ottawa Board of Health’s Strategic Priorities |
OBJET :
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Priorités stratégiques du Conseil de santé d’Ottawa
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INDEX
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NO./NO
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ITEM |
PAGE |
ARTICLE |
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OTTAWA BOARD OF HEALTH
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CONSEIL DE SANTÉ D’OTTAWA
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1. |
Ottawa Board of Health’s Strategic Priorities ACS2011-OPH-IQS-0003
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01 |
Priorités stratégiques du Conseil de santé d’Ottawa ACS2011-OPH-IQS-0003 |
1. Ottawa Board of Health’s Strategic Priorities
Priorités stratégiques du Conseil de santé d’Ottawa
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That Council receive this report, as amended, for information.
Que le Conseil prenne connaissance du présent rapport, tel que modifié.
Documentation
1. Ottawa Board of Health Report dated 11 July 2011 (ACS2011-OPH-IQS-0003).
Report to/Rapport au :
Ottawa Board of Health
Conseil de santé d’Ottawa
Monday July 11, 2011/le lundi 11juillet, 2011
Submitted by/Soumis par :
Dr./Dr Isra Levy,
Medical Officer of Health/Médecin chef en santé publique
Contact Person/Personne-ressource :
Esther Moghadam, Manager/Gestionnaire
Integration Quality and Standards/Intégration, Qualité et Normes
Ottawa Public Health/Santé publique Ottawa
613-580-2424, ext./poste 23789, Esther.Moghadam@ottawa.ca
ACS2011-OPH-IQS-0003 |
SUBJECT:
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OBJET :
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Priorités stratégiques du Conseil de santé d’Ottawa
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That the Board of Health for the City of Ottawa Health Unit:
Que le Conseil de santé de la circonscription sanitaire de la ville d’Ottawa :
Background
In accordance with the Ontario Public Health Organizational Standards, boards of health in the Province of Ontario are required to establish strategic plans that respond to emerging public health trends and issues.
Since the establishment of Ottawa Board of Health’s new governance structure on April 28, 2011, the necessary processes and by-laws have been put in place to ensure the proper functioning of the Board, including a strategic priority setting exercise.
The Board has made strong progress in setting its strategic priorities for the term ending in 2014 and Documents 1 and 2 are representative of those priorities.
Concurrently, the City has undertaken a strategic planning process in which draft priorities have been identified, in the Term of Council Report (ACS2011-COS-ODP-0011). The City has also commenced its budget deliberations regarding strategic initiatives. Ottawa Public Health (OPH) staff is using the budget conditions included in the City’s Long-Range Financial Plan IV report (ACS2011-CMR-FIN-0029) to guide the development of public health's 2012 budget. As part of the City’s strategic planning process, the Board has been requested to provide its strategic priorities to Council (ACS2011-COS-ODP-0011), in order to inform the City’s 2012 budget process.
The purpose of this report is to provide the Board with an opportunity to adopt its Strategic Priorities document in advance of the July 13, 2011 City Council meeting.
The Ottawa Board of Health is responsible for advising City Council on health matters within its jurisdiction. As such, OPH staff has identified strategic investment opportunities that align with the City’s Strategic Priorities, specifically the Healthy and Caring Community Priority. Staff recommend that the strategic investment opportunities, which are outlined in this report, be provided to Council for its information.
DISCUSSION
Ottawa Public Health’s Strategic Plan 2011-2014
The Board’s goal is to lead OPH into a new way of doing business, one that is ever more responsive and attuned to local needs. The Board’s Strategic Plan will provide direction to staff and management and inform budget, policy and service priorities for the future.
The Board undertook a strategic planning process that included an orientation session and two strategic planning sessions. At these session, Board Members were provided with information on local health issues, environmental trends including provincial, community and organizational as well as the identification of opportunities and threats. The Board also reviewed Council’s draft priorities outlined in the Term of Council Report with the intention of finding congruencies with Council’s draft priorities.
A focused discussion at the Board’s June 15, 2011 strategic planning session resulted in a new vision, mission and a revised Ottawa Public Health Framework. As well, strategic priorities and thematic strategic objectives were identified. At a subsequent strategic planning session, a working group of Board Members further refined and validated the major elements of a Board of Health Strategic Plan.
The results of these sessions are presented in Document 1 (Ottawa Board of Health’s revised Mission, Vision, Strategic Priorities and Strategic Objectives) and Document 2 (Ottawa Public Health’s Framework) for consideration and adoption by the Board.
Once approved, staff will develop a strategic plan outlining how OPH will work over the Board’s term to achieve the Strategic Priorities and Objectives. Specifically, the plan will identify strategic initiatives that OPH will undertake and will outline how the Strategic Priorities will be integrated into OPH’s operational planning. To further develop the plan, community partners and staff will be engaged in planning, coordination and partnership initiatives.
Specific targets will also be identified, which will ensure progress can be meaningfully measured, monitored and reported to the Board. This process aligns with the City’s new Integrated Planning Framework that uses a Balanced Scorecard as a strategic management approach. The further development of the Board of Health’s Strategic Plan will utilize a similar process.
Recommended Opportunities for Strategic Initiatives for 2012
Alignment with the City’s Term of Council Strategic Priorities- Healthy and Caring Community
OPH’s services are representative of the City’s Healthy and Caring Communities Priority, as outlined in the Term of Council Report. The aim of this priority is to help all City of Ottawa residents enjoy a high quality of life and contribute to community well-being through healthy, safe, secure, accessible and inclusive places.
Specifically, OPH has identified strategic initiatives that would address the Healthy and Caring Communities Priority 1 (HC1), which targets equity and inclusion for an aging and diverse population, as these initiatives are tailored to users of personal service settings, seniors and new parents.
In particular, three strategic initiatives investment opportunities (one of them in partnership with the Ottawa Public Library), which align with the Healthy and Caring Communities Priority (HC1), have been identified. The proposed strategic initiative investments are:
• Personal Service Setting Inspection Enhancement - This initiative seeks to increase the frequency of inspections of salons, tattoo parlours and spas where an increasing amount and variety of invasive body modification procedures such as piercings, tongue-splitting, subcutaneous implants, and tattoos are performed. Without proper hygiene and sterilization techniques, the risk of bacterial and fungal infections of nails or skin as well as infection with blood borne diseases such as HIV, hepatitis B and hepatitis C in these settings is real. This enhancement to services would seek to ensure compliance to proper techniques and avoid the cost of outbreak investigations which is resource intensive and time consuming (an additional $200K and 2 FTEs).
• Seniors Community Caregiver Support – The creation of a comprehensive strategy to increase awareness and access to information and supports for informal caregivers in Ottawa. The focus would be on improving access to services, counselling on healthy aging and building and educating networks of support for families and friends caring for the elderly in a home setting. A comprehensive, modernised community caregiver guide (including e-modules) will be developed and launched at a Caregiver’s Conference, and a dedicated caregiver tele-nursing support service (email and phone) initiated (an additional $200K and 1 FTE).
Joint partnership with Ottawa Public Library
• New Baby Express – This proposed new partnership is intended to connect new parents to Public Health Nurses to provide assessment of newborns’ growth and development and support for breastfeeding, and parenting skills, via library locations across the City both in urban and rural settings. Public Health Nurses will work with library staff and volunteers to build on library and OPH prenatal resources to support the transition to parenthood. Library staff are able to assist by engaging clients, particularly people with low literacy or language barriers, to link parents in need to outreach services on a regularly occurring schedule. This additional community support will help address funding gaps in universal home visiting programs (an additional $250K and 2 FTEs).
To inform the Board of Health in its deliberations on setting strategic priorities, OPH management provided Board Members with a summary of staff and partner input amassed over a two-year period, which identified areas of needs, recommendations for future focus and program improvements. Of note, over 60 partner consultations and two all-staff exercises were included in the report.
LEGAL IMPLICATIONS
There are no legal impediments to implementing the recommendations in this report.
FINANCIAL IMPLICATIONS
Financial information provided throughout the report sets the context for OPH’s budget process and directions, which will be formally presented at a future Board of Health meeting.
Document 1- Ottawa Board of Health’s Vision, Mission, Strategic Priorities and Objectives for 2011-2014
Document 2- Ottawa Public Health’s Framework 2011 - 2014
DOCUMENTS À L’APPUI
Document 1- Vision, mission, priorités stratégiques et objectifs du Conseil de santé d’Ottawa pour 2011-2014
Document 2- Cadre stratégique 2011-2014 de Santé publique Ottawa
Ottawa Public Health will use this report and the supporting documents to develop a Board of Health Strategic Plan outlining how the Board and OPH staff will work with community partners over the term of the Board of Health to achieve the Strategic Priorities and Objectives. In addition, the Board Secretary will foward this report to Ottawa City Council for its information.
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Ottawa Board of Health
STRATEGIC PRIORITIES 2011-2014
Document 1
Le Conseil de santé d’Ottawa
Priorités Stratégiques pour 2011-2014
Priorités
stratégiques A Renforcer les partenariats B Répondre aux nouveaux
besoins de la communauté en matière de santé C Améliorer la qualité de vie
des résidents d’Ottawa D Répondre aux changements
démographiques E Améliorer la compréhension de
la valeur de la santé publique dans la communauté F Mettre en place une assise
financière plus durable A1 Appliquer
une composante de la santé dans les politiques municipales A2 Améliorer
l’intégration avec les autres services de la Ville et les organismes communautaires A3 Développer
des partenariats novateurs avec le secteur privé et des partenaires non
traditionnels A4 Améliorer
la participation et l’engagement de la communauté B1 Faire
avancer la promotion de la santé mentale et les services, principalement
chez les enfants et les jeunes B2 Améliorer
l’accès à une nourriture saine à l’aide de politiques municipales B3 Améliorer
les connaissances en nutrition des clientèles prioritaires B4 Augmenter
les déplacements actifs ainsi que les activités physiques de loisir B5 Réduire
les risques pour la santé en lien avec les maladies infectieuses et
non-infectieuses
évitables
B6 Prévoir
les urgences qui ont des conséquences sur la santé et intervenir de façon
appropriée C1 Améliorer
l’accès aux services des populations victimes d’inégalités en matière de
santé C2 Encourager
les comportements favorables à la santé, y compris l’équilibre entre la vie
professionnelle et personnelle C3 Améliorer
la sécurité routière pour tous les usagers C4 Agrandir
les espaces sans fumée
Priorité
stratégique A
Renforcer les partenariats
Priorité
stratégique B
Répondre aux nouveaux besoins de la communauté en matière
de santé
Priorité
stratégique C
Améliorer la qualité de vie des résidents d’Ottawa
D1 Augmenter
les programmes visant à soutenir le vieillissement en santé D2 Améliorer
les services d’approche et le soutien aux aidants naturels D3 Accroître
le soutien aux personnes âgées vulnérables D4 Augmenter
les programmes visant à soutenir le développement sain de l’enfant
Priorité
stratégique D
Répondre aux changements démographiques
E1 Accroître
la sensibilisation aux programmes, services et activités de SPO E2 Mettre
à profit la technologie afin d’améliorer les services et les liens avec les
citoyens E3 Évaluer
les progrès et rendre des comptes publiquement
Priorité
stratégique E
Améliorer la compréhension de la valeur de la santé
publique dans la communauté
F1 Explorer
d’autres modèles de financement F2 Soutenir
la planification de la relève et le perfectionnement professionnel auprès
du personnel de SPO F3 Maximiser
les ressources à l’aide d’améliorations continues, d’adaptations de
programmes, de partenariats et d’efficacité technologique F4 Influencer les
plans financier et stratégique à long terme municipaux et provinciaux et en
tenir compte
Priorité
stratégique F
Mettre en place une assise financière plus durable
Document 2
Document 2