Work planning 101: Program plan basics and beyond Presented by Terri-Lee Chisholm and Kathleen Gibson FNIHB-AB March 8, 2016 Double Tree by Hilton, Edmonton

Overview Work planning Why is planning important? What is a work plan? What do you need to develop a work plan? Best and Promising Practices Types of Funding Arrangements Components of a Work Plan You've submitted your Work Plan, now what?

Work planning is process by which you identify a goal or measure of change to improve the overall health of a community. The work planning process helps identify the objectives, activities, timelines, and resources to help you achieve your intended result. It is also a process to plan the management of work load and staff who perform that work. Work planning is rooted in a desire for quality assurance and continuous improvement. Work planning

Why is work planning important? Identifies the community priorities, goals and objectives. Identifies and builds on community strengths. Allows for a collaborative approach to health care. Leads to accountability and responsibility by the health care providers. Provides an opportunity to build on existing information/data. Provides an opportunity to include indigenous knowledge and practices in planning. Creates community ownership. work planning implementationevaluation outcome identification

What is a work plan? A document to guide the delivery of health programs and services, the result of a work planning process. A description of how mandatory public health services will be delivered. A living document that can be adapted to meet changes in needs, situations and priorities. Work plans serve as an essential foundation to the successful implementation of health programs and services, no matter the type of funding arrangement. Work planning Set Flexible Block

6 Matching work planning to Funding Arrangements No Work Plan required, but work planning is encouraged. The First Nations deliver programs based on the Program Plan Schedule provided by FNIHB. No flexibility in budget; funding for FNIHB programs only. 1 to 3 years duration, with possibility of 2-year extension. Multi-year Program Plan (Set) Work Plans identify community-specific health issues or concerns. First Nations may relocate any funding within a Flexible Funding Arrangement among health programs and services WITHIN the same program cluster. 3 to 5 years in duration. Multi-year Work Plan (Flexible) Highest level of flexibility, highest level of accountability. Health priorities identified by community. Programs designed to specifically address health issues – “by the community, for the community.” Funds can be redirected among components within the authorities as long as mandatory programs are delivered. 5 to 10 years in duration. Community Health Plan (Block)

What do you need to develop a work plan? Information from community engagement Community health priorities Available community data Program compendium Program plan schedule Work planning tools Evidence-based activities/information Dedicated time Staff engagement Leadership participation Planning is important no matter what type of funding arrangement you have!

Best and Promising Practices Involving health staff in planning process. Community engagement to identify health needs and priorities. Community asset mapping. Using tools and templates. Seeking information from Program Managers (FNIHB).

9 Who needs to be involved? Health Director Health Centre Staff Other community-based staff as relevant Chief and Council/Leadership Health Board Finance FNIHB

10 Identifying Health Needs and Priorities: Ways to get community members involved Focus Groups General community groups Specific populations Community meetings Surveys Social media engagement >> What are some of the ways you have gotten your community involved?

11 Community Asset Mapping An approach to learn more about your community. Assets are what we want to keep, build upon, and sustain for future generations: Community members, their knowledge and skill sets Culture Partnerships Community data Infrastructure An inventory of all the good things about your community.

12 Community Asset Mapping Asset mapping can be used as a starting place for community-based initiatives such as: Community development Strategic planning Organizational development Work planning Can be used to engage people in shaping the future of their community. Health Partners

13 Tools and Templates to help you Available from your PLO: Program Plan schedule Program Compendium Guide to developing A Multi-year Workplan For The Flexible Funding Model Community Based Reporting Template (CBRT) Asset Mapping Regional Guide to Assessing the Development of a Health Plan Program Areas: Specific program information Sample work plans Tracking tools >> What tools do you use?

A closer look at: 14 No Work Plan required, but work planning is encouraged. The First Nations deliver programs based on the Program Plan Schedule provided by FNIHB. No flexibility in budget; funding for FNIHB programs only. 1 to 3 years duration, with possibility of 2-year extension. Multi-year Program Plan (Set) Work Plans identify community-specific health issues or concerns. First Nations may relocate any funding within a Flexible Funding Arrangement among health programs and services WITHIN the same program cluster. 3 to 5 years in duration. Multi-year Work Plan (Flexible) Highest level of flexibility, highest level of accountability. Health priorities identified by community. Programs designed to specifically address health issues – “by the community, for the community.” Funds can be redirected among components within the authorities as long as mandatory programs are delivered. 5 to 10 years in duration. Community Health Plan (Block) Multi-year Work Plan (Flexible)

15 How can FNIHB Program Managers help you? Offer programming guidance and advice. Provide links to evidence-based information and tools Best practices Activities Evaluation Provide links to FNIHB/Health Canada resources. Brainstorm with your team Goals and objectives Activities Outcomes

16 Required Components of a Work Plan Community Profile Mission and Vision Statements List of Chief and Council members Organizational Chart Current community health priorities Goals: what is the program intended to achieve? Objective: what needs to be done to achieve the goal? Activities: list of possible actions designed to meet the objective Schedule of Activities: timeline Outcome measure: how will you know you are successful in moving markers forward?

Developing solid outcome measures 17 Good outcome statements are: Measurable and validate-able Indicate a specific change or progression relevant to the goal Reflective of the activities, results of action Realistic and achievable In line with community’s ability to affect change Inclusive of partners required to achieve the outcome NOTE: Not all measures are created equal!

Improving Outcome Measures: An example 18 National Native Alcohol and Drug Abuse Program (NNADAP) Goal:To reduce the incidence of alcohol, drug abuse and addictive behaviours in our community. Objective:To increase awareness and understanding concerning alcohol, substance abuse and alternative healthier lifestyles, such as traditional values. Activity:Community presentations regarding drug and alcohol use. Schedule:Three times a year ResponsibleJim Doe, Community NNADAP Worker Officer:

Improving Outcome Measures: An example 19 Good OutcomeWorkshop feedback forms and follow-up Measure:questionnaires. Better Outcome Workshop feedback forms indicate an Measure(s):average of 70% of participants who ‘agree’ or ‘strongly agree’ that they learned something new about the dangers of drug and alcohol abuse over the course of the three planned presentations. Average of 40% completion rate of follow-up questionnaires. Average of 10% of questionnaire respondents indicating a mindset and behaviour change towards more responsible drug and alcohol use as a result of viewing the presentation.

Work planning timelines 20 Set Multi-Year Program Plan Completed by FNIHB Flexible Multi-Year Work Plan September 15* of preceding fiscal year Block Community Health Plan October 1* of preceding fiscal year *The earlier the better. Note: Late Community Health Plans run the risk of not getting approved for April 1 Block funding arrangement implementation.

21 You’ve submitted your Work Plan. Now what? PLO Receives Work Plan. Notifies Team Leads Work Plan is ready for review. Team Lead Assigns Program Manager to review Work Plan. Ultimately signs off Work Plan. Program Manager Contact community for additional information. Work with community on revisions. Approved!

Zone Managers: Jack Kennedy (Treaty 6, 7 & NGO’s)Denise Walker (Treaty 8) Contact Information Program Liaison Officers: Rose Leclair (Treaty 6 West) Darlene Peacock (Treaty 6 East) Claude Sound (Treaty 7) Denise Gugel (Treaty 8 NPTC & ATC) Cheryl Watson (Treaty 8 WCTC, BHC, T8) Candace Oliver (Treaty 8 LSLIRC & KTC) Monica Michel (NGOs) Thank you!