Public Health Human Resources: A Comparison of British Columbia and Ontario Policies

1. BC Ministry of Health (2010).Public Health Human Resources Plan Public Health Human Resources: A Comparison of British Columbia and Ontario Policies Sandra Regan1, Diane Allan2, Marjorie MacDonald2, Cheryl Martin3, Peggy Li4 University of Western Ontario, Arthur Labatt Family School of Nursing 1 University of Victoria, School of Nursing 2 British Columbia Ministry of Health 3 Ontario Ministry of Health Promotion and Sport 4 • The “Renewal of Public Health Systems (RePHS) in BC and Ontario” is a five year program of research (2009-2014) led by Marjorie MacDonald and Trevor Hancock and funded by a CIHR Emerging Team Grant. • RePHS seeks to answer two major research questions: • 1. To explore and understand the core public health functions implementation process and the contextual factors influencing it in BC and Ontario. • 2. To examine and understand the impact and outcomes of core public health functions implementation at organizational, systems, and population levels in both BC and Ontario. • The following, cross-cutting themes will be examined within these research questions:1. What are the implications of public health systems renewal for public health human resources planning related to workforce competency, skill development, and for basic and continuing education? 2. What are the relationships between public health and primary care sections within and across two exemplar core programs (chronic disease and STI prevention) and what effects do these relationships have? 3. How and to what extent is an equity lens integrated into the three core programs and with what impact? Together these questions guide an integrated program of research. • Contact Diane Allan (dallan@uvic.ca) ,RePHS Project Coordinator. Select British Columbia and Ontario Public Health Documents • Document Analysis of BC and Ontario Policies on Public Health Human Resources • Objectives: One objective of the RePHS study was to compare how each province is articulating their provincial policy directions related to public health human resources (PHHR). • Methods: Questions guiding this policy analysis were: What specific aspects of PHHR policy, planning and management are discussed in BC-Ontario government and association documents, what are the contexts in which PHHR are discussed, and to what extent are these similar/different? • Publicly available and internal provincial government and association policy documents we obtained for BC (n= 21) and ON (n= 21). A coding scheme was developed and informed by the national document A Pan-Canadian Framework for Public Health Human Resources Planning (Joint Task Group on Public Health Human Resources, • 200 5). A content analysis was conducted to compare key aspects of PHHR policy, planning and management including policy assumptions, collaborations, scope of practice, competencies/education, and planning approaches. • Results: Preliminary results of the content analysis suggest the following: • There has been much documentation both publicly available and internal-to-government regarding PHHR; • While SARS was a catalyst for PH renewal, provinces have taken up different processes and approaches to articulating their vision for PHHR policy, planning and management; • Both provinces have identified a vision for PHHR planning and management aligned with their approach to core functions/standards; and • Provinces are at different stages of articulating the implications for implementation of the essential functions of PH for PHHR. • Next Steps: The next phase of the RePHS study includes data collection related to the PHHR cross-cutting theme and will begin in the fall of 2011. “To ensure an effective public health system, capacity should be maintained and strengthened through investments at both the provincial level and by health authorities in the following areas... Public health human resource development to ensure that all public health staff have the necessary core competencies... to carry out core public health services. This requires programs to prepare public health professionals, to continue to educate and train staff, and to recruit and retain staff. (p.47). • “It is intended that this map will be able to facilitate the following functions: • Maintain an information resource on public health in BC; • Survey the public health workforce and community partners ; • Stimulate discussion, debate, engagement ; • Support advocacy for policies in public health and the health of populations; • Facilitate cross-sectoral and inter-disciplinary engagement ; • Raise understanding of public health approaches and functions .” p. 2) “Key gaps in continuing education opportunities for practicing public health professionals have been identified and include, for example: Community capacity-building, knowledge transfer, health literacy, advocacy, how to apply the social determinants of health within a public health context, inter-professional collaboration, health assessment and disease surveillance, application of the population and equity lens to public health e.g., diversity and culture competency training and Aboriginal health training, and most significantly leadership training and mentorship.” (p.5) BC Ministry of Health Services. (2005). A Framework for Core Functions in Public Health. Health Care Leaders Association of British Columbia. (200X). Leaders for Life: Health Leadership Capabilities Framework. Public Health Association of BC. (2008). Core and technical competencies for public health in BC Public Health Association of BC. (2007). BC map of public health services. British Columbia Ontario Ontario Public Health Association. (2008). Fostering Leadership in Public Health through Mentoring: A Program Resource Guide Ontario Public Health Association. (2009). Ontario public health performance management competencies. Commission to Investigate the Introduction and Spread of SARS in Ontario. The SARS Commission interim report Part 1(2004) and Part 2 (2005): SARS and public health in Ontario Ontario Agency for Agency Implementation Task Force. (2006). From Vision to Action: A Plan for the Ontario Agency for Health Protection and Promotion. Ontario Ministry of Health. (2008). Public Health Standards. " We are accountable to support health care providers, the public health system and partner Ministries in making informed decisions and taking informed action to improve the health and security of all Ontarians through the transparent and timely provision of credible scientific advice and practical tools." ((p. 2). “Recently there has been an emphasis on the development of the Public Health work force to enhance Public Health’s abilities to meet the population’s health needs…Leadership capacity is a key area that needs to be developed in Public Health.” (p.6) " Our vision for public health includes health units that have the appropriate number and mix of staff and volunteers, working together under strong and effective leadership. It is a system that attracts and retains the "best and brightest'· and provides a variety of opportunities for training and professional career ,and leadership development.“ (p. 9) Funding Acknowledgements : This study is funded by a Canadian Institutes of Health Research Emerging Team Grant. A travel award was provided by the Canadian Institutes of Health Research Institute of Health Services and Policy Research.