Duane Hicks
The Northwestern Health Unit has finalized a new strategic plan for 2010-12, with an emphasis on accountability, fiscal responsibility, partnerships, and measurable goals.
One new result of that will be an annual public health report card, said health unit CAO Mark Perrault, who was accompanied by health unit chair John Albanese and medical officer of health Dr. James Arthurs at the Rainy River District Municipal Association’s annual general meeting here Saturday.
The report card is one part of a “Balanced Scorecard for Public Health” model the health unit will use to develop goals and monitor performance towards meeting its mandate in the new strategic plan.
That, in turn, is meant to bring the health unit in line with the new Ontario Performance Management System for Public Health and other health regulations.
Perrault explained the public health report card would replace the health unit’s annual report it has issued in past years.
“You have your municipal performance indicators that the ministry compares you with,” he noted.
“We’re looking at a similar project, where we’re looking at key indicators of performance that are comparative so that we can compare it with like health units, and compare ourselves year-to-year and see how we’re doing.”
Other aspects of the “Balanced Scorecard for Public Health” model include “Community Engagement” (raising the profile of the health unit), “Integration and Responsiveness” (establish new partnerships, such as with the Thunder Bay Health Unit, to share resources or cover gaps in service), and “Resources and Services” (establishing funding for 100 percent-funded programs, attaining a 25/75 percent cost-shared funding ratio with municipalities, and reducing environmental impact).
“We really need to have measurable goals, we need to have community partners, and we need to be fiscally responsible with the money we do get, both from the ministry as well as from the municipalities,” Dr. Arthurs stressed.
“That’s a big chore,” he admitted. “[But] it’s important you people know that the funding we do get from the municipalities is not only well-spent throughout the region but in your own local area.”
Dr. Arthurs later added the health unit needs measurable goals and indicators it can use itself and share with others, and a means to know where it is doing well and where its weaknesses are.
“We need to base all of our decisions on science and information, and we need to ensure the board and, of course, you [that] we are meeting the standards,” he remarked.
Challenges identified in the strategic plan include:
•new requirements under the Health Protection and Promotion Act, and the implementation of the Ontario Public Health Standards and Protocol;
•the new Ontario Health Performance Management System for Public Health and an increased demand in accountability;
•the possible requirement that the health unit be accredited;
•the global recession has hit Ontario particularly hard and provincial funding likely will be restricted over the few years due to deficit spending (although total funding from municipalities will not increase significantly); and
•there will be no decrease in the need for public health services.
In 2010, the health unit aims to:
•create a strategic framework;
•develop a corporate “green” plan;
•achieve accreditation;
•create and implement a communication strategy and plan;
•initiate board-to-board meetings; and
•advocate for sustainable 100 percent funding.
In 2011, it will try to:
•establish a mutual aid agreement with another health unit;
•produce and present a 2010 public health report card;
•launch a new corporate image and branding strategy; and
•implement a “green” plan.
In 2012, the health unit will evaluate its “green” plan, establish a new Memorandum of Agreement with a partner, and initiate the 2013-15 strategic planning process.
