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Core Competencies for Public Health in Canada

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Title: Core Competencies for Public Health in Canada


1
Core Competencies for Public Health in Canada
Public Health Association of Nova Scotias
Translating the Core Competencies for Public
Health into Action Workshop September 23, 2009
2
Core Competencies for Public Health in Canada
Release 1.0
3
ONE... PUBLIC HEALTH SCIENCES
  • A public health practitioner is able to
  • 1.1 Demonstrate knowledge about the following
    concepts the health status of populations,
    inequities in health, the determinants of health
    and illness, strategies for health promotion,
    disease and injury prevention and health
    protection, as well as the factors that influence
    the delivery and use of health services.
  • 1.2 Demonstrate knowledge about the history,
    structure and interaction of public health and
    health care services at local, provincial/
    territorial, national, and international levels.
  • 1.3 Apply the public health sciences to
    practice.
  • 1.4 Use evidence and research to inform health
    policies and programs.
  • 1.5 Demonstrate the ability to pursue lifelong
    learning opportunities in the field of public
    health.

4
TWO... ASSESSMENT AND ANALYSIS
  • A public health practitioner is able to
  • 2.1 Recognize that a health concern or issue
    exists.
  • 2.2 Identify relevant and appropriate sources of
    information, including community assets and
    resources.
  • 2.3 Collect, store, retrieve and use accurate
    and appropriate information on public health
    issues.
  • 2.4 Analyze information to determine appropriate
    implications, uses, gaps and limitations.
  • 2.5 Determine the meaning of information,
    considering the current ethical, political,
    scientific, socio-cultural and economic contexts.
  • 2.6 Recommend specific actions based on the
    analysis of information.

5
THREE... POLICY AND PROGRAM PLANNING,
IMPLEMENTATION AND EVALUATION
  • A public health practitioner is able to
  • 3.1 Describe selected policy and program options
    to address a specific public health issue.
  • 3.2 Describe the implications of each option,
    especially as they apply to the determinants of
    health and recommend or decide on a course of
    action.
  • 3.3 Develop a plan to implement a course of
    action taking into account relevant evidence,
    legislation, emergency planning procedures,
    regulations and policies.
  • 3.4 Implement a policy or program and/or take
    appropriate action to address a specific public
    health issue.
  • 3.5 Demonstrate the ability to implement
    effective practice guidelines.
  • 3.6 Evaluate an action, policy or program.
  • 3.7 Demonstrate an ability to set and follow
    priorities, and to maximize outcomes based on
    available resources.
  • 3.8 Demonstrate the ability to fulfill
    functional roles in response to a public health
    emergency.

6
FOUR... PARTNERSHIPS, COLLABORATION AND
ADVOCACY
  • A public health practitioner is able to
  • 4.1 Identify and collaborate with partners in
    addressing public health issues.
  • 4.2 Use skills such as team building,
    negotiation, conflict management and group
    facilitation to build partnerships.
  • 4.3Mediate between differing interests in the
    pursuit of health and well-being, and facilitate
    the allocation of resources.
  • 4.4 Advocate for healthy public policies and
    services that promote and protect the health and
    well-being of individuals and communities.

7
FIVE... DIVERSITY AND INCLUSIVENESS
  • A public health practitioner is able to
  • 5.1 Recognize how the determinants of health
    (biological, social, cultural, economic and
    physical) influence the health and well-being of
    specific population groups.
  • 5.2 Address population diversity when planning,
    implementing, adapting and evaluating public
    health programs and policies.
  • 5.3 Apply culturally-relevant and appropriate
    approaches with people from diverse cultural,
    socioeconomic and educational backgrounds, and
    persons of all ages, genders, health status,
    sexual orientations and abilities.

8
SIX... COMMUNICATION
  • A public health practitioner is able to
  • 6.1 Communicate effectively with individuals,
    families, groups, communities and colleagues.
  • 6.2 Interpret information for professional,
    non-professional and community audiences.
  • 6.3Mobilize individuals and communities by using
    appropriate media, community resources and social
    marketing techniques.
  • 6.4 Use current technology to communicate
    effectively.

9
SEVEN... LEADERSHIP
  • A public health practitioner is able to
  • 7.1 Describe the mission and priorities of the
    public health organization where one works, and
    apply them in practice.
  • 7.2 Contribute to developing key values and a
    shared vision in planning and implementing public
    health programs and policies in the community.
  • 7.3 Utilize public health ethics to manage self,
    others, information and resources.
  • 7.4 Contribute to team and organizational
    learning in order to advance public health goals.
  • 7.5 Contribute to maintaining organizational
    performance standards.
  • 7.6 Demonstrate an ability to build community
    capacity by sharing knowledge, tools, expertise
    and experience.

10
The Need to Strengthen the Public Health
Workforce
  • Numerous reports assessing advising on
    strengthening public health systems in Canada
  • Importance of competency-based workforce
    development initiatives across the country are
    moving forward with this perspective

11
Workforce Challenges
  • Lack of
  • qualified public health professionals in Canada -
    aging workforce uneven distribution of existing
    practitioners (especially in rural remote
    areas)
  • common measure data to quantify the gap
  • surge capacity of public health practitioners
    in the case of an emergency
  • skills development training opportunities for
    existing public health practitioners

12
Public Health Agency of Canada
  • Anticipate respond to the health needs of
    Canadians
  • Ensure actions supported by integrated
    information knowledge
  • Develop a dedicated, professional workforce
    provide the required tools leadership within a
    supportive culture

13
(No Transcript)
14
WHAT are Core Competencies for Public Health in
Canada?
  • Set of essential skills, knowledge
    attitudes necessary for the broad practice of
    public health
  • Basic building block to develop the workforce
  • Independent of discipline program

15
Process to Develop
2005 Pan-Canadian Framework for Public Health Human Resource Planning recommends development
2005 Draft statements/preliminary consultation
2006 Revised draft statements, glossary of terms
2006/7 National consultation
16
Core Competencies for Public Health in Canada
Release 1.0 (2007)
17
Where are we now?
  • Build awareness knowledge
  • Develop tools resources to support use
  • Core Competencies for Public Health in Canada
    Orientation Module (www.corecompetencies.ca)
  • Tools to demonstrate Core Competencies in
    practice
  • Performance assessment management tools for
    individual practitioners organizations
  • Skills Online continuing education program
  • Evaluation plan
  • Continue to work collaborate with partners
  • Working with public health disciplines to develop
    discipline-specific competencies
  • pan-Canadian Environmental Scan to explore ways
    Core Competencies are being used integrated

18
pan-Canadian Environmental Scan
  • Purpose to explore ways Core Competencies are
    being used integrated
  • Target audience local/regional public health
    organizations, provincial/territorial governments
    public health associations
  • Methods
  • Survey
  • Key informant interviews

19
pan-Canadian Environmental Scan preliminary
results
  • N 37
  • Type of organization
  • 70 local/regional health or public health
    unit/authority
  • 22 provincial/territorial government agency
  • 8 public health association or society
  • Geographic area served
  • 67 urban/rural mix
  • 14 rural
  • 11 urban
  • 8 remote/isolated

20
Preliminary results activities to build
awareness knowledge
  • Disseminate print materials, website, etc to
    staff, decision makers
  • Inform senior management
  • Information made available on organizations
    intranet site newsletter
  • Integrate into staff orientation processes
  • Formal adoption or endorsement e.g., Public
    Health Association of Nova Scotia Public Health
    System Leadership Team

21
Preliminary results activities to build
awareness knowledge
  • Collect personal stories of public health
    professionals to illustrate competencies
  • Presentations at staff meetings workshops with
    focus on competencies
  • Support staff to attend presentations,
    conferences, to be part of core competencies
    consultation
  • Asset mapping projects where staff identify
    perceived level of knowledge related to
    competencies continuing education required to
    strengthen knowledge skills

22
Preliminary results strategies, approaches
tools for integration
  • Incorporate into strategic, operational program
    plans
  • Identify lead position within organization to
    champion competencies work
  • Develop dissemination implementation plans
  • Develop job postings, position descriptions
  • Incorporate into interview processes (recruitment
    strategies)
  • Develop competency-based performance management
    frameworks tools
  • Ensure that language is being used in performance
    appraisals
  • Incorporate into plans for ongoing professional
    development

23
Preliminary results opportunities
  • Core Competencies used as a foundation for other
    work e.g., discipline, program-specific
    competencies, managerial/leadership mentorship
    programs
  • Networking with other public health
    units/regional health authorities across the
    country
  • Work with Human Resources to on job analysis for
    staff positions (frame job descriptions
    postings)
  • Increased support for staff to participate in
    professional development, e.g., increased
    participation in Skills Online modules

24
Preliminary results challenges
  • Lack of time to reflect on how to use other
    competing demands
  • Lack of resources to make a priority
  • Lack of public health expertise within policy,
    management executive levels to move from
    awareness to implementation
  • Lack of support seen as an add-on rather than
    essential
  • A concept to many not sure if/when they are
    being demonstrated
  • Many questions that impedes implementation e.g.,
    who are they intended for (individual or team)
    what are the minimum proficiency levels expected
    who is responsible for their proficiency
    (individual or organization)
  • Meshing public health competencies with other
    Municipal/District Health Authority competencies
    performance review processes

25
Preliminary results collaborations, partnerships
networks
  • Participate in competency-based research pilot
    projects
  • Links with academia helps to support integration
    of competencies into curriculum
  • Informal networks across the country
  • Develop working groups
  • Within agencies e.g., Core Competencies Reference
    Group
  • Across jurisdictions e.g., pan-Territorial
    Advisory Committee
  • Within a province/territory e.g., Living the Core
    Competencies Working Group Performance
    Management Steering Committee planning committee
    for this workshop
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