ACCOUNTABILITY
STATEMENT |
|
The business plan for the three years commencing April 1,
2006 was prepared under my direction in accordance with the
Government Accountability Act and the government's accounting
policies. All of the government's policy decisions as of February
23, 2006 with material economic or fiscal implications of
which I am aware have been considered in preparing the business
plan.
The Ministry's priorities outlined
in the business plan were developed in the context of the
government's business and fiscal plans. I am committed to
achieving the planned results laid out in this business plan.
[Original Signed]
Iris Evans, Minister of
Health and Wellness
March 1, 2006
|
|
THE
MINISTRY |
|
The Ministry is comprised of
the Department of Health and Wellness and the Alberta Alcohol
and Drug Abuse Commission (AADAC). This business plan sets
out strategic changes, improvements and activities for both
components of the Ministry in the three years ahead. The
Ministry business plan guides the department operational
plans. Supplementary information on AADAC's business plan
is in the appendix. This business plan is also a framework
for development of three-year health plans and one-year
business plans by health authorities.
Financial information is consolidated
in the attached Ministry Statement of Operations. A summary
of progress on this business plan will be reported in the
2006-07 Annual Report for Alberta Health and Wellness. A
more detailed description of Alberta's health system can
be found on our website by clicking
here.
|
|
VISION |
|
Albertans are healthy and live, work and play in a healthy
environment.
|
|
MISSION |
|
Provide leadership and work collaboratively with partners
to help Albertans be healthy and respond to opportunities
and change.
Support individuals, families
and service providers in making the best decisions about their
health.
|
|
LINK
TO THE GOVERNMENT OF ALBERTA STRATEGIC BUSINESS PLAN |
|
The
Health and Wellness business plan is aligned with and supports
the "Making Alberta the Best Place to Live, Work and Visit,"
strategic opportunity of the Government of Alberta 20-year
strategic plan. The Health and Wellness business plan links
to the government business plan through:
- Albertans will be healthy
(goal 5).
- Alberta will have a supportive
and sustainable infrastructure that promotes growth and
enhances quality of life (goal 14).
|
|
SIGNIFICANT
OPPORTUNITIES AND CHALLENGES |
|
The Government of Alberta regards the health and well being
of Albertans as the most important resource for the future.
The Alberta government is committed to working towards providing
Albertans with the best and most responsive public health
system in Canada. Alberta is embarking on a Third Way in health
care delivery to improve quality and access and to increase
choice. This made-in-Alberta approach to health care renewal
focuses on evolving our health system by unleashing innovation,
challenging the status quo and charting a new course. The
Third Way is an evolving process with initiatives and innovations
created at local, regional and provincial levels and by all
service providers.
On July 12, 2005, the government
unveiled a package of thirteen renewal initiatives called
"Getting on with better health care". These initiatives include
innovations in priority areas such as access, continuing care,
wellness, mental health, primary care, children's health,
pharmaceuticals, electronic health records and rural health.
Challenges |
Opportunities |
Population
Growth and Changing Demographics: Currently
10 per cent of Alberta's population is 65 years of age
and over and this percentage is expected to increase
to 13 per cent by 2016 and 20 per cent by 2030. Alberta
has one of the youngest populations in Canada. Yet,
the effect of aging contributes approximately 1 per
cent to annual health expenditure growth, but the larger
cost driver is the expansion of services provided to
seniors.
Additionally,
Alberta's population is shifting from rural to urban
centres and the province has one of the highest population
growth rates of approximately 1.5 per cent per year. |
Foresight and Innovation: Demographic
shifts are predictable and we are preparing for the
needs of the future while addressing the needs of today.
Through innovative technology such as Telehealth and
the Critical Care Line we are better able to meet the
needs of rural and remote communities.
Alberta's excellent health care contributes
to our longer life expectancy. We have an opportunity
to implement a variety of innovative care options for
frail elderly and fragile people in collaboration with
government ministries, health authorities and other
stakeholders that will benefit Albertans over the next
20 years. |
Emerging
Technologies and Pharmaceuticals: Technological
change is a major cost escalator in Canada's health
systems accounting for an estimated one quarter of health
expenditure growth. Promising results from clinical
trials into new drugs creates expectations of public
funding.
|
Collaboration: We
will work with health authorities, health care providers,
and federal, provincial and territorial colleagues to
support a consistent, evidence-based approach for the
evaluation of technology and pharmaceuticals. This approach
will consider clinical benefits, cost effectiveness
and ongoing benefits to patients and the health care
system.
The role of government is to evaluate
new emerging technologies and pharmaceuticals and ultimately
decide which of these will be publicly funded. We will
also explore and evaluate the extent of drug insurance
coverage, including pharmacare, to ensure all Albertans
have access to quality pharmaceutical services. |
Workforce
Shortages: A quality health system requires
an adequate supply of competent and progressive health
care workers. The workforce is aging, with 20 per cent
of Registered Nurses over the age of 50. In addition,
the work environment is continually changing and workers
need to continually acquire new skills. Recent medical
graduates and female physicians are demanding greater
work / life balance and are working fewer hours than
physicians did in the past, which increases the number
of physicians needed to serve Alberta's population.
New medical
graduates are choosing to specialize instead of entering
family practice which is contributing to a shortage
of primary care physicians.
Rural communities
continue to face difficulties in attracting and retaining
an adequate supply of physicians and other health workers.
|
Partnerships: Continue
to work with post-secondary institutions, the health
authorities and professional associations on plans and
initiatives to educate, recruit, remunerate and retain
the needed health workforce.
Primary care initiatives are providing
new incentives for family physicians and giving them
an opportunity to work in multi-disciplinary teams.
New regulations under the Health Professions Act will
allow allied health professions to work to their full
scope of practice.
Work with stakeholders to address workforce
issues through the rural physician action plan. The
plan seeks to train and attract physicians to serve
rural Alberta. |
Quality
of Health Services: Quality improvement and
patient needs are a matter of concern to local, regional
and provincial health system leaders. Safeguards and
mechanisms to anticipate and prevent adverse events
such as medication and technical errors must be strengthened. |
Culture of Quality: Develop
supportive, organizational, professional and legal environments
to encourage the reporting of adverse events and the
prompt implementation of corrective action.
The rapid and accurate transmission of
health information is part of the answer and tools such
as the Alberta Electronic Health Record can improve
the quality and safety of patient care. |
Health
Spending: Health spending balanced with an
accessible quality health care system. Health care spending
has been increasing 2-3 times faster than the provincial
real GDP growth rate.
|
Accountable Spending:
Achieving health system sustainability requires cooperation
and compromise on the part of governing authorities'
system managers, professional associations and bargaining
units. By leveraging the unique contributions of various
partners, by ensuring the best use of Alberta's knowledge
and intellectual capital, and by developing innovative
ways of delivering services, we will gradually bring
health expenditures in line with anticipated funding.
|
Public Health Risk:
The capacity to deal with known (e.g., SARS, West Nile
virus) and unknown emergent public health risks (e.g.,
pandemic influenza). |
System Readiness and Flexibility:
Enhance capacity to respond to public health risks through
planned collaboration with health authorities, providers
and federal, provincial, territorial and municipal governments |
Aboriginal Health:
Alberta's growing Aboriginal population has
a variety of health challenges. Delivery of health services
to remote or isolated Aboriginal communities is a challenge
as is the provision of culturally appropriate services
within the health care system. |
Investment: Continue
to implement and expand strategies to improve Aboriginal
health services in collaboration with Aboriginal leaders,
health authorities, service providers, and provincial
and federal governments. |
Mental Health:
One in five Canadians is affected by mental illness
during their lifetime. The overall prevalence of mental
illness in Canadian children and adolescents at any
given point in time is about 15 per cent. Mental illness
can have a significant economic impact on individuals,
their families, the health care system as well as the
workplace and broader social system. |
Collaboration: Collaborate
with health authorities, service providers, and ministries
to support regional implementation of the Provincial
Mental Health Plan. The Mental Health Innovation Fund
will improve mental health services in the province
and improve patient access. Partners are addressing
gaps in child and adolescent mental health services.
Support the inter-departmental family violence prevention
initiatives. |
Addiction:
Addictions affect all Albertans. Alcohol is
the most frequently used drug in Alberta, and it is
the drug most commonly associated with acute and chronic
health and social problems. However, multiple drug use,
new or unfamiliar drugs and increased gambling opportunities
are of concern, particularly among youth. |
Investment and
Collaboration: Continue to provide province-wide
addiction services for Albertans. AADAC will lead the
collaborative implementation of the Alberta Drug Strategy,
enhance provincial adolescent treatment services, and
continue to partner with stakeholders to enhance services
to those with addiction and mental health problems. |
|
|
STRATEGIC
PRIORITIES 2006-09 |
The
Ministry's strategic priorities for the next three years have
been identified. These priorities are in addition to the important
ongoing core activities of the Ministry. |
1.
Better health care - the Third Way
Linkage:
Goals 1, 2, 3, 4,
5 and 6 |
|
Alberta is embarking on a Third Way in health care delivery
to improve quality and access and to increase choice. In fostering
new ideas and approaches, we are encouraging everyone to look
for practical ways to make services more efficient, responsive
and accessible to those who need them. The following actions
identify innovative new approaches for the delivery of health
services: |
|
Health
policy – We need an overall health policy that focuses
on wellness and personal responsibility, defines what services
are included in the publicly-funded health system, guides
our decisions and sets clear priorities. |
|
Access
and efficiency – While people get immediate care
when there is an emergency, this may not be the case for non-emergency
situations. Work to streamline the processes, get rid of bottlenecks
and speed up access to important health services is underway. |
|
Wellness
and injury prevention – Encourage Albertans to take
greater personal responsibility for their own health and wellness.
By choosing healthier lifestyles, Albertans will be able to
prevent or delay the onset of chronic conditions. Healthy
eating and active living, combined with decisions that reduce
personal health risks, will improve quality of life and long-term
health outcomes and decrease demands on the health system.
Immunization is one of the most cost effective medical interventions
to prevent diseases. Strategies to improve immunization rates
in Alberta are necessary to eliminate/reduce vaccine preventable
diseases in our province. |
|
Children's
health – It makes good sense to make children's health
a top priority. We need to take action to improve the health
of all children and especially those who are at risk – whether
those risks involve violence in their communities, homes or
schools, exposure to drugs and alcohol, unhealthy lifestyles,
or not being immunized against common childhood diseases.
Specific action will be taken to respond to the risks and
harm associated with crystal methamphetamine abuse. |
|
Access
to mental health services – One in five Albertans
will be affected by mental illness during their lifetimes.
The nine regional health authorities are developing their
own plans based on the Provincial Mental Health Plan. Commencing
with the 2006-09 planning and reporting cycle, health regions
will provide specific information about mental health performance
and outcomes. |
|
Electronic
Health Record–Alberta Netcare – The Alberta Netcare
system is absolutely essential for moving ahead on a whole
range of initiatives in the health system that will result
in better care, better decisions and safer health services.
For Albertans, it means an end to repeat tests and the security
that when they have a health problem, the people who are treating
them have access to a complete picture of their health. |
|
Primary
health care – A comprehensive, coordinated approach
to primary health care that is available 24 hours a day, seven
days a week. Multi-disciplinary team delivery ensures Albertans
get the right provider and the right services at the right
time. |
|
Legislation
and regulations – Legislation and regulation changes
need to be made to expand choices for Albertans and remove
barriers that stand in the way of further innovation. |
|
Prescription
drug costs and coverage – Drug costs are the fastest
growing part of the health care budget. We need to look at
how we are going to pay the bill for drugs now and in the
future. At the same time, current government drug plans only
cover about 18 per cent of Albertans including seniors, children
and people with lower incomes. Most Albertans get their prescription
drugs covered through private insurance plans, but about 27
per cent of Albertans have no coverage at all. |
|
Continuing
care quality – The emphasis for continuing care,
both long-term care and home care, will be on quality of service.
Albertans expect their parents and grandparents will be well
cared for in places where they are respected and treated with
dignity. In the longer term we also need to look at new approaches
for paying for long-term care including insurance programs
or savings plans where people could invest now. |
|
Health
care providers – The provision of health care requires
a well-trained and well-motivated workforce of an appropriate
size and mix. Compensation of the health workforce (including
physicians) accounts for approximately 70 per cent of health
system expenditures. Consequently, health workforce strategic
and operational planning is critically important to the long-term
sustainability of the Alberta health care system. |
|
Rural
communities – Access to health care is a critical
issue in rural communities and they face special challenges
in being able to provide the range of health care services
people need and expect. The provincial government's Rural
Development Strategy identifies health care as one of the
fundamental pillars that must be addressed in order to preserve
and sustain rural communities. |
|
Supplementary
health insurance – Conduct research and consult with
experts on insurance programs for continuing care, prescription
drugs and other non-emergency health services. Supplementary
health insurance would not be required to cover any medical
emergencies or medically necessary health services. |
|
Improving
Alberta’s Health System – The Third Way – Enhance
the sustainability of the health system now and in the future
by strengthening policy integration and collaboration across
ministries. The Ministry will lead this initiative, which
is one of the eight Top Priorities of the three-year government
business plan. Actions taken will include:
- Child and youth wellness strategy
- Common pharmaceutical framework
- Continuing care strategy
- Insurance program for continuing
care, prescription drugs and other non-emergency health
services.
|
2.
Strengthen public health risk management capabilities
Linkage:
Goal 2 |
|
Albertans want
to know that their health system is prepared and able to protect
them from risks to their health. Recent events such as the
outbreak of avian influenza, SARS and West Nile virus as well
as a potential pandemic have reinforced the importance of
strong public health programs. Albertans are partners in this
effort. Key strategies for managing public health risks include: |
|
Protect
Albertans against communicable diseases – Strengthen
and restructure system capacity to respond to public health
issues and risks. Create a communications partnership with
other ministries, municipalities, agencies, associations (e.g.,
Alberta Urban Municipalities Association, Alberta Association
of Municipal Districts and Counties) and other stakeholders
to ensure Albertans get timely information on how to protect
themselves against all communicable diseases in case of a
catastrophic event such as pandemic influenza. |
|
Protect
Albertans from environmental health risks – Protect
Albertans from health risks in the environment through education,
regulatory enforcement and partnership with other agencies. |
|
|
CORE
BUSINESSES, GOALS, STRATEGIES & PERFORMANCE MEASURES |
|
Core Business One: Advocate and educate for healthy living |
|
Albertans make choices for healthier lifestyles |
|
The health and
wellness of Albertans is influenced by genetic factors, early
childhood development, education, employment status, the environment
and personal decisions about lifestyle behaviours. The Ministry
provides health information to Albertans to promote healthy
lifestyle and quality of life choices. |
|
1.1 Support Albertans
in making healthy lifestyle choices through information services
like healthyalberta.com.
1.2 Collaborate with community
stakeholders to strengthen the ability of individuals and
communities to increase healthy behaviours and reduce the
risk of disease, illness and injury.
1.3 Provide health and lifestyle
information to help people make healthy choices to reduce
the risk of disease and injury (e.g., Fetal Alcohol Spectrum
Disorder, obesity, sexually transmitted infections, HIV).
1.4 Ensure that addiction information,
prevention and treatment services are available province-wide.
1.5 Work with other ministries
to target strategic health and wellness initiatives that address
the health needs of children, youth, seniors, Aboriginal communities
and Albertans with disabilities or who are disadvantaged. |
|
|
|
Albertans' health is protected |
|
The Ministry
monitors the health system and provides leadership and planning
for prevention services delivered through health authorities
and other partners. As public health issues such as avian
influenza gain attention worldwide, Albertans need to know
their health system is ready and able to protect them. The
Ministry provides support and leadership in the development
of the overall provincial response and emergency plans to
deal with outbreaks and health threats. These services help
to protect Albertans from disease and injury. |
|
2.1 Reduce suicide
and the risk of serious injury through education and targeted
interventions in collaboration with other agencies. Work with
AADAC, Children's Services, and Solicitor General and Public
Security to reduce the number of youth suicides.
2.2 Protect Albertans against
communicable diseases by strengthening the health system's
capacity to prevent, be prepared for and respond to public
health risks such as vaccine-preventable diseases, emerging
threats like avian influenza and increases in sexually transmitted
infections.
2.3 Protect Albertans from environmental
health risks transmitted via air, water, food and physical
environments through education, environmental and air quality
monitoring, regulatory compliance and enforcement in partnership
with other ministries.
2.4 Develop networks and initiatives
that improve access to disease screening and prevention services
such as the Alberta Stroke Network.
2.5 Work with other ministries
on the Water for Life Strategy to ensure safe and secure drinking
water for Albertans.
2.6 Develop a provincial immunization
strategy that would lead to improved immunization rates among
Albertans.
2.7 Conduct health surveillance;
assess and report on health trends in selected health priority
areas (e.g., a reproductive health report, a West Nile Virus
report, an updated children's health status report, and an
injury report).
2.8 Work with other ministries
to reduce the transmission of infection in the provision of
health care and other community services (e.g., day cares).
2.9 Utilize funding from the
Alberta Cancer Prevention Legacy Fund to put Alberta at the
forefront of cancer prevention, screening and research. |
|
|
|
Core
Business Two: Provide quality health and wellness services |
|
Improved access to health services |
|
Albertans expect
health services will be accessible where and when they are
needed. Working with health authorities and service providers,
federal and provincial governments, Health and Wellness sets
access standards for the health system. Improved access includes
waiting time and geographic access standards and options in
health services. These standards and their targets are as
interconnected as the health system itself, and each target
affects other health services. |
|
3.1 Provide for
continuing care services that allow Albertans to "age-in-place"
in their homes and communities:
- work with regions to coordinate
access to continuing care services for facility living,
supportive living and home living;
- consolidate and modernize
continuing care policy and regulations;
- collaborate with the Ministry
of Seniors and Community Supports to address barriers/access
to continuum of care and encourage innovation;
- expand community-based and
home care services to enable individuals to remain in their
communities as long as possible; and
- develop a new approach to
paying for long-term care.
3.2 Find innovative and culturally
appropriate ways to improve access to health services for
all Albertans, especially populations who have not taken advantage
of health services in the past.
3.3 Work with the Alberta Mental
Health Board, regional health authorities and other partners
to support their community-based implementation of the Provincial
Mental Health Plan.
3.4 Continue to launch pilot
projects to remove inefficiencies and speed up access to prostate
cancer care, children's mental health and cataract surgery.
3.5 Begin implementation of Rural
Development Strategy initiatives focused on health care in
rural communities.
3.6 Improve Albertans' access
to primary health care by changing how these services are
organized, funded and delivered (e.g., Primary Care Networks,
Academic and Non-Academic Alternate Relationship Plans, Telehealth,
new models for delivery of primary health care services).
3.7 In partnership with health
authorities and other ministries, develop and implement long-term
capital plans to ensure Albertans have access to appropriate
facilities and services. |
|
|
|
Contemporary health workforce |
|
Provide
strong leadership to ensure that a qualified and integrated
health workforce meets the current and future health care
needs of Albertans. |
|
4.1
Collaborate with health system stakeholders to support the
development and coordination of health workforce plans (e.g.,
Provincial Comprehensive Health Workforce Plan, regional health
authority workforce plans, physician resource plans, nursing
workforce strategy, development of Health Workforce Information
Network).
4.2 Work with key stakeholders
on initiatives to provide education and training programs
to develop the needed health workforce (e.g., continue implementation
and ongoing evaluation of the Health Care Aide Curriculum;
provide placements for community medicine residents and field
surveillance officers from the Public Health Agency of Canada).
4.3 Provide leadership to key
stakeholders on initiatives to recruit, retain and appropriately
compensate the needed health workforce (e.g., Rural Physician
Action Plan, academic and non-academic Alternate Relationship
Plans, Physician On-call programs, Provincial Nominee Program).
4.4 Work with regional health
authorities, professional organizations and through the Tri-lateral
Master Agreement structure to improve health care through
innovations in service delivery and compensation with an emphasis
on the development of multidisciplinary teams and incentives
that enable health care practitioners to work collaboratively
(e.g., Telehealth, academic and non-academic Alternate Relationship
Plans, Primary Care Networks, Health Professions Act).
4.5 Promote effective and efficient
utilization of the health workforce by encouraging the development
of competency profiles across professions and interdisciplinary
understanding of scopes of practice for care providers (e.g.,
Alberta International Medical Graduate program, increased
use of nurse practitioners, Provincial Nominee Program).
4.6 Develop and implement regulations
for health care providers under the Health Professions
Act to enable health care practitioners to work to their
full scopes of practice.
4.7 Increase rural access to
health care practitioners and multidisciplinary teams (e.g.,
Rural Physician Action Plan, Telehealth, Primary Care Networks,
Rural On-Call program, Rural Locum Program). |
|
|
|
Improved health service outcomes |
|
Albertans expect
the best possible care and outcomes when they use the health
system. As part of its leadership and assurance role, the
Ministry established a quality framework including six dimensions
of quality health services: acceptability, appropriateness,
effectiveness, efficiency, accessibility and safety. The Ministry
continually develops and updates standards, monitors compliance
with standards to ensure the quality of programs and services,
and develops new initiatives in response to technological
advances, demographic changes and other factors. |
|
5.1 Help Albertans
with chronic health conditions (e.g., cancer, diabetes) maintain
optimum health through appropriately managed and coordinated
care, including paid and voluntary support systems and networks.
5.2 Improve quality of continuing
care services by:
- enhancing assessment and case
management to help clients to navigate through the health
system;
- improving access to long-term
care and home care services;
- addressing human resource
issues by increasing the supply and training of personal
care aides;
- implementing new standards
for long-term care centres and continuing care services;
and
- implementing, measuring and
enforcing compliance with continuing care standards.
5.3 Work with health authorities
to avoid and minimize risks or unintended results in providing
health services by promoting quality standards for health
services, such as patient safety and infection prevention
and control (e.g., handwashing).
5.4 Strengthen the health system's
capacity to define, report, monitor and prevent hospital1
or community acquired infections, adverse events and medical
errors.
5.5 Use information from the
Health Quality Council of Alberta, including patient/client
feedback, to assist in improving performance of Alberta's
health system.
5.6 Initiate public reporting
of outcome indicators for the key life-saving interventions
of cardiac revascularization, kidney dialysis and transplants.
5.7 Review recommendations of
the Ambulance Governance Advisory Council, including results
of the Discovery Region pilot projects, and develop and execute
an appropriate implementation strategy.
1 Infections that
are acquired while a patient is in hospital are referred to
as nosocomial infections. |
|
|
|
Core
Business Three: Lead and participate in continuous improvement
in the health system |
|
Health system efficiency, effectiveness and innovation |
|
Alberta's
complex health system is challenged by continuous change,
rising costs, steady growth and increased public expectations.
Health system innovation can only be achieved in collaboration
with stakeholders and the Alberta public, through an effective
coordination of efforts and clear, timely communication. |
|
6.1
Continue to enhance and clarify the accountability relationships
within the health system as public expectations evolve (e.g.,
Tri-lateral Master Agreement, health authority health plans,
long-term care and surgical services contracts).
6.2 Implement a policy framework
in collaboration with health authorities and professional
organizations and continue to develop a health service plan,
a provincial public health strategic plan, and a provincial
research strategy.
6.3 Continue to lead, develop
and enhance policies and frameworks that address data security,
access, standards and quality requirements.
6.4 Work with key partners and
stakeholders to enable Alberta's interests to be forefront
in collaborative federal-provincial initiatives.
6.5 Prepare a discussion document
on how private supplementary health insurance may affect continuing
care, prescription drugs and other non-emergency health services.
6.6 Contribute to initiatives
which strengthen collaboration, integration and coordination
across ministries to enhance the sustainability of the public
health system and ensure optimum strategic investment.
6.7 Collect and publish health
system cost information. 6.8 Create new expert sub-committees
to the Province Wide Services Working Group, consisting of
clinicians and program managers, to advise on appropriate
volumes, patient outcomes and accessibility for key life saving
interventions.
6.9 Work with regional health
authorities and other partners to strengthen the overall public
health capacity in the province.
Innovation
6.10 Continue to implement health
information technology to give clinicians drug, laboratory
and diagnostic imaging data so they can provide quality patient
care.
6.11 Change the majority of
Alberta's diagnostic imaging services and equipment to filmless
technologies to enable earlier diagnosis and reduce unnecessary
duplication of diagnostic imaging procedures.
6.12 Implement the following
systems:
- electronic systems within
regions and physicians' offices to provide patient information
to physicians at the point-of-care (e.g., computer access
to a patient’s file from each treatment room);
- electronic tracking and referral
and patient tracking systems to streamline access to selected
specialty services; and
- improve system access and
security to minimize fraud and better identify eligible
health service recipients.
6.13 Provide leadership on federal/provincial/territorial
work to manage the growing cost of pharmaceuticals including
the protection of Albertans from catastrophic drug costs.
6.14 Introduce a new Health
Care Assurance Act.
6.15 Enhance processes to decide
whether to publicly fund new health services and technologies.
|
|
|
|
EXPENSE
BY CORE BUSINESS |
|
|
MINISTRY
STATEMENT OF OPERATIONS |
|
|
CONSOLIDATED
NET OPERATING RESULT |
|
|
CAPITAL
INVESTMENT BY CORE BUSINESS |
|
|
CAPITAL
INVESTMENT BY PROGRAM |
|
|
ALBERTA
ALCOHOL AND DRUG ABUSE COMMISSION (AADAC)
Business Plan 2006-09 |
|
The
Alberta Alcohol and Drug Abuse Commission (AADAC) is mandated
by the Alcohol and Drug Abuse Act to operate and
fund services addressing alcohol, other drug and gambling
problems, and to conduct related research.
AADAC is an agency
of the Government of Alberta reporting to the Minister of
Health and Wellness. The Commission is governed by a Board
of up to 12 members appointed by the Lieutenant Governor in
Council. The Chair is a Member of the Legislative Assembly.
The Commission Board provides policy direction for AADAC programs
and services.
|
|
VISION |
|
A healthy society that is free from the harmful effects
of alcohol, other drugs and gambling.
|
|
MISSION |
|
Making a difference in people's lives by assisting Albertans
to achieve freedom from the harmful effects of alcohol, other
drugs and gambling.
|
|
LINK
TO THE GOVERNMENT OF ALBERTA STRATEGIC BUSINESS PLAN |
|
AADAC
is directly linked to government as part of the Ministry of
Health and Wellness and is referenced in its Business Plan:
Goal 1: Albertans make choices
for healthier lifestyles.
Strategy 1.4: Ensure that addiction information, prevention
and treatment services are available province-wide.
|
|
STRATEGIC
PRIORITIES 2006-09 |
|
One of the strategic opportunities of the Government of Alberta's
20-year strategic plan, Today's Opportunities, Tomorrow's
Promise, is making Alberta the best place to live, work and
visit. AADAC contributes to this vision by delivering responsive
and affordable programs and services that promote healthy
living. Through review of external and internal challenges,
and in addition to AADAC's core activities, the Commission
has identified the following strategic priorities for 2006-09.
- Ensure the ongoing sustainability
of addiction services across the province.
- Continue to emphasize youth
programs, and services for women and families.
- Maintain research and information
services to support prevention and treatment programming.
- Provide focused programming
for tobacco reduction and problem gambling in Alberta.
- Continue to support employee
wellness initiatives.
|
|
CORE
BUSINESSES, GOALS, STRATEGIES & PERFORMANCE MEASURES |
|
Core Business One: Information |
|
To inform Albertans about alcohol, other drug and gambling
issues, and AADAC services |
|
AADAC provides
Albertans with current and accurate information on alcohol,
other drugs and gambling. Information management and dissemination
creates greater awareness of addiction issues and AADAC services,
and it is required to support the development and delivery
of prevention and treatment programming. Information and resource
materials are available through AADAC offices and clinics,
and are accessible on the AADAC web site at www.aadac.com.
|
|
- Develop and distribute evidence-based
addiction information and resource materials to Albertans.
- Promote awareness of AADAC
services.
- Conduct policy analysis to
inform decision-making.
- Undertake research and evaluation
to support delivery of addiction programs and services in
Alberta.
- Maintain client information
and performance measurement systems to support operations,
business planning and reporting.
- Provide training to staff
and allied professionals.
|
|
|
|
Core
Business Two: Prevention |
|
To prevent the development of, and reduce, the harms associated
with alcohol, other drug and gambling problems |
|
AADAC provides
programs and services that are designed to prevent alcohol,
other drug and gambling problems, and reduce the harms associated
with substance abuse and problem gambling. Prevention strategies
are intended to increase protective factors and reduce risk
factors for the population as a whole, and within specific
groups.
|
|
- Provide prevention consultation
services through AADAC area offices and urban clinics.
- Collaborate with government
and other key stakeholders to deliver prevention programming
for youth, families and communities.
- Support the development of
community prevention projects and programs.
- Provide consultation to employers
in developing work-based initiatives that prevent and reduce
the impact of substance use and problem gambling.
- Respond to high-risk behaviours
through early intervention and harm reduction programming.
|
|
|
|
Core
Business Three: Treatment |
|
To provide treatment programs and services that assist Albertans
to improve or recover from the harmful effects of alcohol,
other drug and gambling problems |
|
AADAC offers
a broad continuum of treatment services that assist Albertans
to improve or recover from the harmful effects of alcohol,
other drug and gambling problems. Treatment is aimed at adults,
youth, and their families who are displaying significant problems.
Services include community-based outpatient counseling, day
programs, crisis and detoxification services, short and long-term
residential treatment, and overnight shelter. Specialized
programs are available for youth, women, Aboriginal Albertans,
business and industry referrals, and persons with opiate dependency
or cocaine addiction. |
|
- Provide crisis counselling
and referrals through the toll-free AADAC help line.
- Operate and fund regional
detoxification and shelter services.
- Operate and fund community-based
outpatient counselling and day treatment programs.
- Operate and fund regional
residential treatment programs.
- Operate and fund problem gambling
treatment services.
- Maintain effective relationships
with self-help groups and community agencies that assist
clients in their recovery following treatment.
|
|
|