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
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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
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.
Why is work planning important?
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Identifies the community priorities, goals and objectives.
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Identifies and builds on community strengths.
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Allows for a collaborative approach to health care.
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Leads to accountability and responsibility by the health care providers.
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Provides an opportunity to build on existing
information/data.
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Provides an opportunity to include
indigenous knowledge and practices
in planning.
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Creates community ownership.
outcome
identification
work planning
evaluation
implementation
What is a work plan?
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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.
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A living document that can be adapted to meet changes in needs,
situations and priorities.
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Work plans serve as an essential foundation to the successful
implementation of health programs and services, no matter the type of
funding arrangement.
Flexible
Block
Set
Work
planning
Matching work planning to Funding Arrangements
Multi-year
Program
Plan
(Set)
• 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
Work Plan
(Flexible)
• 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.
Community
Health Plan
(Block)
• 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.
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What do you need to develop a work plan?
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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
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Involving health staff in planning process.
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Community engagement to identify health needs and priorities.
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Community asset mapping.
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Using tools and templates.
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Seeking information from Program Managers (FNIHB).
Who needs to be involved?
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Health Director
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Health Centre Staff
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Other community-based staff as relevant
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Chief and Council/Leadership
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Health Board
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Finance
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FNIHB
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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?
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Community Asset Mapping
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An approach to learn more about your community.
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Assets are what we want to keep, build upon, and
sustain for future generations:
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Community members, their knowledge and skill sets
Culture
Partnerships
Community data
Infrastructure
An inventory of all the good things about your
community.
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Community Asset Mapping
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Asset mapping can be used as a starting place for community-based initiatives
such as:
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Community development
Strategic planning
Organizational development
Work planning
Can be used to engage people in shaping the future
of their community.
Health
Partners
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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?
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A closer look at:
Multi-year
Program
Plan
(Set)
• 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
Work
Plan••
Multi-year
Work Plan
(Flexible)
(Flexible)
Community
Health Plan
(Block)
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.
• 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.
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How can FNIHB Program Managers help you?
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Offer programming guidance and advice.
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Provide links to evidence-based information and tools
 Best practices
 Activities
 Evaluation
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Provide links to FNIHB/Health Canada resources.
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Brainstorm with your team
 Goals and objectives
 Activities
 Outcomes
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Required Components of a Work Plan
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Community Profile
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Mission and Vision Statements
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List of Chief and Council members
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Organizational Chart
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Current community health priorities
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Goals: what is the program intended to achieve?
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Objective: what needs to be done to achieve the goal?
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Activities: list of possible actions designed to meet the objective
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Schedule of Activities: timeline
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Outcome measure: how will you know you are successful in moving markers
forward?
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Developing solid outcome measures
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!
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Improving Outcome Measures: An example
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
Responsible
Officer:
Jim Doe, Community NNADAP Worker
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Improving Outcome Measures: An example
Good Outcome
Measure:
Workshop feedback forms and follow-up
questionnaires.
Better Outcome
Measure(s):
Workshop feedback forms indicate an
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.
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Work planning timelines
Set
Flexible
Block
Multi-Year
Program
Plan
Multi-Year
Work Plan
Community
Health
Plan
September
15*
October 1*
Completed
by FNIHB
of preceding
fiscal year
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.
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You’ve submitted your Work Plan. Now what?
PLO
Team Lead
Program
Manager
• Receives Work Plan.
• Notifies Team Leads Work Plan is ready for review.
• Assigns Program Manager to review Work Plan.
• Ultimately signs off Work Plan.
• Contact community for additional information.
• Work with community on revisions.
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Contact Information
Zone Managers:
Jack Kennedy (Treaty 6, 7 & NGO’s)
780-495-2707
[email protected]
Denise Walker (Treaty 8)
780-495-5403
[email protected]
Program Liaison Officers:
Rose Leclair (Treaty 6 West)
780-495-4646
[email protected]
Denise Gugel (Treaty 8 NPTC & ATC)
780-495-4834
[email protected]
Darlene Peacock (Treaty 6 East)
780-495-5135
[email protected]
Cheryl Watson (Treaty 8 WCTC, BHC, T8)
780-495-2682
[email protected]
Claude Sound (Treaty 7)
780-495-4964
[email protected]
Candace Oliver (Treaty 8 LSLIRC & KTC)
780-495-7118
[email protected]
Monica Michel (NGOs)
780-495-3693
[email protected]