Upload
juniper-simmons
View
217
Download
0
Embed Size (px)
Citation preview
The Association of Ontario Health Centres:
The Provincial Association for Community Governed Primary Health Care
An Introduction
September 2014
Association of Ontario Health Centres 2
Who is AOHC
• AOHC is the voice of community governed primary care
• We are your voice at provincial tables ensuring you have the policies and resources to improve the health of the people and communities you serve
• AOHC incorporated in 1982 - 32 years ago.• We hold an annual conference to bring our
members together to work on common issues.
Association of Ontario Health Centres 3
All our members are community governed
– 75 or 100% of Community Health Centres (CHCs)
– 10 or 100% of Aboriginal Health Access Centres (AHACs)
– 15 Community Family Health Teams (CFHTs)– 13 Nurse Practitioner-Led Clinics (NPLCs)
3
Association of Ontario Health Centres 4
AOHC Vision4
Association of Ontario Health Centres 5
5
Association of Ontario Health Centres 6
AOHC Mission
As the voice of community governed primary health care, AOHC works:1. To promote healthy public policy.2. To advocate for the elimination of systemic
barriers to health.3. To promote system-wide innovations in primary
health care.4. To support our members.5. To advocate for the protection and improvement
of Medicare.
6
Association of Ontario Health Centres 7
Values and Principles that unite us:
• Highest Quality Health and Wellbeing• People and Community Centred• Health Equity and Social Justice• Community Vitality and Belonging
Association of Ontario Health Centres 8
Model of Health & Wellbeing8
Attributes:• Accessible• Anti-oppressive and
culturally safe• Interprofessional,
integrated and Coordinated
• Based on the Determinants of Health
• Community-Governed• Ground in a Community
Development Approach• Accountable and Efficient.
Association of Ontario Health Centres 9
Health Equity Charter
“We will be bold, strategic and relentless.”
• A commitment to action by the AOHC and its members to recognize and confront barriers to equitable health.
Association of Ontario Health Centres 10
AOHC Strategic Plan: 2012-201510
Association of Ontario Health Centres 11
Strategic Direction #1: Healthy Public Policy• Advancing health equity, healthy public policy and the
elimination of systemic barriers to health• Examples:
– Advocating for affordable, accessible oral health– Poverty as a determinant of health: advocating for improvements
to minimum wage, social assistant rates, assisted housing– Shifting the conversation to health and wellbeing using the
Canadian Index of Wellbeing– Advocating for policies for Refugee health– Advocating for a program and funds for Healthcare for Migrant
Farmworkers– In partnership, developing a rural health strategy
Association of Ontario Health Centres 12
Strategic Direction #2: Quality Primary Healthcare
• Champion equitable people and community-centred quality primary health care that fulfills its mandate as the foundation of the health system.
• Examples:– Influencing the need for Population needs based planning– Influencing and participating in Healthy Kids Strategy– Supporting our members in Quality Improvement Plans– Reporting and monitoring the Six Commitments– Working with members to increase panel size (number of
people seen by NPs and MDs)
Association of Ontario Health Centres 13
Strategic Direction #3:Integrated and Coordinated
• Promote comprehensive, integrated, coordinated health and social services
• Examples:– Support members in Health Links– Ensure policies and funding is in place for system
navigation with social services and care for people who need it.
– Ensure members data is connected to health system so they can track clients (i.e. connecting to labs and hospitals)
Association of Ontario Health Centres 14
Enabling Direction #1: Supporting Member Centres
• Support members to build capacity to continuously improve the quality and efficiency of their services.
• Examples: – Advocating for:
• Retention and Recruitment Strategies (compensation)• Capital funds and policies• Operational funds (base increases, funds for IM)• Appropriate M-SAA and funding agreements
– Deploying a common EMR to CHCs, AHACs and some NPLCs– Providing NPLC governance training– Providing education and professional learning groups for staff
Association of Ontario Health Centres 15
Enabling Direction #2: Research and Evaluation
• Lead and participate in data-driven, evidence informed research and evaluation initiatives to assess the impact of the model of health and well being on client and community outcomes.
• Examples of studies underway:– Complexity of Care studies– Practice profile data– Cost modelling– Team Study
Association of Ontario Health Centres 16
Enabling Direction #3: Strengthening AOHC• AOHC will ensure it is sufficiently resourced, aligned
with partners and positioned in the larger health and political environment to be an effective leader in community-governed primary health care.
• Examples– Strong committed staff
• Talent Map• Review Performance Appraisals
– Ensure proper Risk management– Refresh AOHC IT strategy– Robust financial strategy
Association of Ontario Health Centres 17
AOHC’s Board: Total 16 Directors
• 10 elected by regions• 1 elected by Aboriginal constituency• 1 elected by Francophone constituency• 1 elected by CFHT constituency• 3 members at large elected by AGM.– NOTE: 1 member at large brings the voice of the
NPLCs to the Board.
Association of Ontario Health Centres 18
The role of the AOHC Board
1. Be accountable to and represent our members and AOHC’s priority populations by proactively communicating and acting on your behalf and reporting back
2. Lead the organization: determine the strategic directions.3. Evaluate and monitor the organization4. Use a sound governance system
AOHC’s priority populations: Aboriginal peoples, Francophones, people living in poverty, racialized, new immigrants, rural, LGBT and people living with disabilities.
Association of Ontario Health Centres 19
Engaging with our Members
1. Through your board members2. Through constituency meetings held 2 times per
year in your LHIN area3. Through Board to Board report issued 2 times
per year4. Through webinars (currently on an ad hoc basis)5. Through the Annual General Membership
meeting.