vertical and horizontal integrated management of the labrador innu comprehensive healing strategy...
TRANSCRIPT
Vertical and Horizontal
Integrated Managementof the Labrador Innu Comprehensive Healing Strategy (LICHS)
Canadian Public Health Association ConferenceJune 3,2008Presenters: Gail Baikie & Barbara Guy
Purpose
• Evolving model of Integrated Management in the Labrador Innu Comprehensive Healing Strategy (LICHS)
• The LICHS context – federal/provincial/Innu relationships
Context
Labrador Innu – Mushuau (pop. 800) and Sheshatshiu (pop.1800)
• Nomadic and geographically isolated until 1960s• Under Terms of Union with Newfoundland (1949) Innu did not come under the
Indian Act• Initial crisis 1990s – leading to Mushuau Innu Relocation Agreement (MIRA)• Mushuau Innu relocate from Davis Inlet to Natuashish in 2002 • 2000 youth gas sniffing crisis in both communities• LICHS (2001-2005) 5 components: community policing, programs and services,
relocation of Davis Inlet to Natuashish, reserve creation and registration under the Indian Act and community health
• Current LICHS (2005 – 2010)
LICHS 2001- 2005 Integrated Structures and Initiatives
• Main Table – tri-partite collaboration, negotiation and info-sharing
• Steering committee • LICHS formative evaluation 2003• First design of IM office • Sub-committees of MT• Operational LICHS and community level• Operations Committee
Current LICHS (2005-2010)
Focus:• Horizontal Integrated Management• Capacity Development (Governance & Services)• Physical Infrastructure• Health/Social/Education Programs
First Nation Determinants of Health LICHS Phase II Objectives
InnuWell-being
&Autonomy
Governance & Self-Determination
Lands and ResourcesEconomic Development
Justice/CorrectionsInnu Defined programs
Education Employment
IncomeCulture
Health Programs (e.g. addictions)Social Environment (e.g. safety)
Early Childhood Development (e.g. maternal & child health)Environment (e.g. clean water)
Housing and Infrastructure
Horizontal Integrated M
anagement
Building a Physical, Social, Health Foundation for Healing & Development
Enh
anci
ng In
nu G
over
nanc
e
Integrated Management:Current Structure
• Chief Federal Negotiator Lead on LICHS & Land Claims Maintables• Supported by Director of Integrated Management & Senior Federal Negotiator• LICHS Maintable (tripartite) with sub-committees (Health & Healing, Education, Child Youth
& Family Services) • Federal Interdepartmental Integrated Management Committee
Building Horizontal & Vertical Cooperation and Coordination• Improved relationship and scope of action in federal relationship with Innu and Province• Building relationships across sectors (NGO, Universities….)• Director of Integrated Management – Joint HC & INAC Office (Sept 2007 - ) • Supports Vertical Collaboration between local, regional and national (service delivery,
operations, policy)
Outcomes
• Role of Director: Non-administrative; Functional reporting relationships; Diverse Perspective and Skill Set (Breadth expertise and opposed to depth expertise); A ‘Federal’ Vs ‘Departmental’ perspective
• Major initiatives: Capacity Building; Intoxicant Bylaw; Education and Child Youth Family Services Devolution
• short term: responsiveness has increased, formal avenue for discussion and direction • long term: stronger structure to support linkages. E.g. comprehensive community planning
(INAC) to community health planning (HC) • Benefits to federal government – perception, opportunities, coordinated efforts• Benefits to Innu – mobilized efforts on priorities; one window access• Challenges: Incompatible Administrative Systems; Maintaining the Vision for Integration
(and Collaboration); Building Relationships (informal) but require formal; Relationships are tenuous
• Building on the Past – Responding in the Present – Preparing for the Future
Results - Policy implications
• The lack of a joint program framework, with a comprehensive understanding of roles and potential impact, affected the timeliness of integration work – A ‘Will’ Without the ‘Way’
• Conceptual policy work to support programming and planning linking Innu stated vision for healthy communities, literature on healing and community development, and LICHS goals and programs – From Reactionary to Strategic
• Health and healing are central to the work, are shared objectives, and can be affected by more than programs. Integration has furthered this understanding – From ‘Your’ Responsibility to ‘Our’ Responsibility
Questions