Moving Upstream - Leeds, Grenville and Lanark District Health Unit
Moving Upstream - Leeds, Grenville and Lanark District Health Unit Moving Upstream - Leeds, Grenville and Lanark District Health Unit
Organizational Goals Organizational Goals Using Excellence Canada’s Framework for Excellence as a foundation, the 2013-2018 internal strategic direction has been structured around six quality drivers, as follows: 1. Leadership Driver 2. Planning Driver 3. Client Driver 4. People Driver 5. Process Driver 6. Partnership Driver Since the development of the previous strategic plan, the province has developed Organizational Standards (OS) for Ontario Public Health Units, which include activities that will assist boards of health in developing strong governance and management practices, which in turn are a support to the planning and delivery of public health programs and services (6). Complementary to the OPHS, the Organizational Standards are part of a comprehensive accountability framework. The OS requirements are a combination of existing regulations in the Health Protection and Promotion Act PPA and public health accreditation standards, as well as some new requirements for governance and management practices (6). They are grouped into 6 categories, each with a broad goal, as follows: ff Board Structure: To ensure that the structure of the Board of Health facilitates effective governance and respects the required partnership with municipalities as well as the need for local flexibility in board structure. ff Board Operations: To enable Boards of Health to operate in a manner that promotes an effective board, effective communication and transparency. ff Leadership: To ensure the Board of Health members develop a shared vision for the organization, use a proactive, problem solving approach to establishing the organization’s strategic directions, and take responsibility for governing the organization to achieve their desired vision. 40 Moving Upstream: 2013-2018 Strategic Plan Leeds, Grenville & Lanark District Health Unit
Organizational Goals ff Trusteeship: To ensure that Board of Health members have an understanding of their fiduciary roles and responsibilities, that their operations are based on the principles of transparency and accountability, and that board of health decisions reflect the best interests of the public’s health. ff Community Engagement and Responsiveness: To ensure that the Board of Health is responsive to the needs of the local communities and shows respect for the diversity of perspectives of its communities in the way it directs the administration of the Health Unit in planning, operating, evaluating and adapting its programs and services. ff Management Operations: To ensure that the administration of the Board of Health uses a proactive, problem solving approach to establishing its operational directions, demonstrates its organizational priorities and objectives through its actions on program delivery, and functions in an efficient and effective manner. Many of the requirements of the Organizational Standards (OS) are already being achieved by the Health Unit. Any significant gaps that require strategy development over the next 5 years have been incorporated into the plan and placed within the framework, based on the intent of the driver. OS requirements for board structure, board operations, leadership, and trusteeship fit within the Leadership driver. The Community Engagement and Responsiveness OS requirements fit with the Planning, Client and Partnership drivers, while Management Operations requirements have been addressed in the People and Process Management drivers. For each quality driver there is a description of the issue using data from internal surveys and reviews conducted since the previous strategic plan, and an assessment of gaps related to the OS. Organizational goals and strategies based on the intended meaning of the quality driver have been developed. Ultimately, internal organizational goals and strategies support achievement of external health goals. Moving Upstream: 2013-2018 Strategic Plan Leeds, Grenville & Lanark District Health Unit 41
- Page 1: Moving Upstream Leeds, Grenville &
- Page 4 and 5: Acknowledgements This report is the
- Page 6 and 7: Executive Summary Health Goals and
- Page 8 and 9: Executive Summary Organizational Go
- Page 10 and 11: Introduction Process Used to Develo
- Page 12 and 13: Strengths Organizational Profile Ou
- Page 14 and 15: Challenges Organizational Profile O
- Page 16 and 17: Population Profile Population Growt
- Page 18 and 19: Strategic Plan Strategic Plan The H
- Page 20 and 21: Health Unit Identity Strategic Plan
- Page 22 and 23: Health Strategies Strategies A Popu
- Page 24 and 25: 1. Healthy Growth & Development Hea
- Page 26 and 27: 1. Healthy Growth & Development Hea
- Page 28 and 29: 2. Healthy Living Health Goals What
- Page 30 and 31: 2. Healthy Living Health Goals 2. R
- Page 32 and 33: 2. Healthy Living Health Goals The
- Page 34 and 35: 3. Health Equity Health Goals What
- Page 36 and 37: 3. Health Equity Health Goals The H
- Page 38 and 39: 4. Healthy Environment Health Goals
- Page 40 and 41: 4. Healthy Environment Health Goals
- Page 42 and 43: Accountability Goal & Strategies Ac
- Page 46 and 47: Leadership Driver Organizational Go
- Page 48 and 49: Planning Driver Organizational Goal
- Page 50 and 51: People Driver Organizational Goals
- Page 52 and 53: Partner Driver Organizational Goals
- Page 54: References 16. Ontario Disability S
Organizational<br />
Goals<br />
ff<br />
Trusteeship:<br />
To ensure that Board of <strong>Health</strong> members have an underst<strong>and</strong>ing of their<br />
fiduciary roles <strong>and</strong> responsibilities, that their operations are based on the<br />
principles of transparency <strong>and</strong> accountability, <strong>and</strong> that board of health<br />
decisions reflect the best interests of the public’s health.<br />
ff<br />
Community Engagement <strong>and</strong> Responsiveness:<br />
To ensure that the Board of <strong>Health</strong> is responsive to the needs of the local<br />
communities <strong>and</strong> shows respect for the diversity of perspectives of its<br />
communities in the way it directs the administration of the <strong>Health</strong> <strong>Unit</strong> in<br />
planning, operating, evaluating <strong>and</strong> adapting its programs <strong>and</strong> services.<br />
ff<br />
Management Operations:<br />
To ensure that the administration of the Board of <strong>Health</strong> uses a proactive,<br />
problem solving approach to establishing its operational directions,<br />
demonstrates its organizational priorities <strong>and</strong> objectives through its<br />
actions on program delivery, <strong>and</strong> functions in an efficient <strong>and</strong> effective<br />
manner.<br />
Many of the requirements of the Organizational St<strong>and</strong>ards (OS) are already<br />
being achieved by the <strong>Health</strong> <strong>Unit</strong>. Any significant gaps that require strategy<br />
development over the next 5 years have been incorporated into the plan <strong>and</strong><br />
placed within the framework, based on the intent of the driver. OS requirements<br />
for board structure, board operations, leadership, <strong>and</strong> trusteeship fit within<br />
the Leadership driver. The Community Engagement <strong>and</strong> Responsiveness<br />
OS requirements fit with the Planning, Client <strong>and</strong> Partnership drivers, while<br />
Management Operations requirements have been addressed in the People <strong>and</strong><br />
Process Management drivers.<br />
For each quality driver there is a description of the issue using data from internal<br />
surveys <strong>and</strong> reviews conducted since the previous strategic plan, <strong>and</strong> an<br />
assessment of gaps related to the OS. Organizational goals <strong>and</strong> strategies based<br />
on the intended meaning of the quality driver have been developed. Ultimately,<br />
internal organizational goals <strong>and</strong> strategies support achievement of external<br />
health goals.<br />
<strong>Moving</strong> <strong>Upstream</strong>: 2013-2018 Strategic Plan<br />
<strong>Leeds</strong>, <strong>Grenville</strong> & <strong>Lanark</strong> <strong>District</strong> <strong>Health</strong> <strong>Unit</strong><br />
41
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