Oct 30th 2012

1. Saskatoon
Oral Health Coalition
October 30, 2012

2. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Be a reflective thinking
body; this is not a decisionmaking body, the work
done is influenced by the
larger body.
Guiding Principles

3. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Guiding Principles
Helicopter above, on what is
Energize & Guide the
mandate – mission, vision – happening with the whole
group.
pay attention to both the
Balcony and the Dance
Floor, operational and
strategic.

4. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Guiding Principles
Integrate what is discussed Our approach is participatory
and inclusive.
by the larger body.
Always put as a priority
listening as a collective group.

5. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Motivate and involve
people through increased
knowledge, awareness and
connection.
Guiding Principles
Everyone needs a basic set of
working knowledge.

6. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Feed the momentum in
moving the priorities
forward together.
Guiding Principles

7. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Watch and integrate the
trends.
Guiding Principles
As well as research and data,
have to listen and integrate the
priority setting done by the
larger group.

8. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Hold and communicate the
collective knowledge
around the mission.
Guiding Principles
Establish the most effective
ways to report back and work
with the larger group,
provincial and national.

9. OHC Leadership Team
Mandate & Guiding Principles
Our Role
Develop and clarify
administrative needs and
functions.
Guiding Principles

11. OHC Leadership Team
Strategic Business Plan
Strategies:
Communication
Actions:
•Develop a website
Leadership Team Work-plan:
•Make “Identity Statement” (Vision, Mission, etc.) shorter & more succinct.
•Kellie will turn display information into a “brochure.”
Send out copy of display draft survey
 DONE
 DONE

12. OHC Leadership Team
Strategic Business Plan
Strategies:
Sustainability
Actions:
•Establish short-term (1 yr) funding:
Community Wellness Grant
SOHP
Leadership Team Work-plan:
•Leslie will do an initial draft of Community Wellness Grant application in
the fall 2012.

13. OHC Leadership Team
Strategic Business Plan
Strategies:
Sustainability
Actions:
•Develop and clarify administrative needs and functions.
•Leadership Team Work-plan:
•Ongoing knowledge transfer from Leslie to team
•Develop operations/administrative manual/checklist
•Create a rolling agenda (template) 
DONE

14. OHC Leadership Team
Strategic Business Plan
Strategies:
Increase Provincial Engagement:
Actions:
•Use SOH booth @ CDA Conference to provide information and solicit
membership and input.
Leadership Team Work-plan:
•Leslie will draft a survey to fill out at the booth – i.e.., priorities, interests,
locations 
DONE
•Survey to be included in registration package and brought to booth for a
prize. 
DONE
•Survey results
 DONE

15. OHC Leadership Team
Strategic Business Plan
Strategies:
Increase Provincial Engagement:
Actions:
•NIRO (Network of Interprofessional Regulatory Organizations)
Leadership Team Work-plan:
•Kellie will contact NIRO planners to get on agenda 
•Leslie to present at NIRO. 
DONE
DONE

17. OHC Leadership Team
Identity Statement
We are a collaborative group of
committed individuals working
together to improve the oral health of
residents through best practice and
needs assessment.

18. OHC Leadership Team
Identity Statement
We advance our mission of




working together collaboratively with
dedicated, committed partners and improving
oral health of all residents in the province
the creation of an orally informed and healthy
society
by focusing on our SK population/people
mission statements need more “action”
content

19. OHC Leadership Team
Identity Statement
We advance our mission of…and seek to

educate caregivers in any capacity, to improve the
oral health and overall health

collectively intervene as necessary, by identifying
gaps in care for at-risk groups, and work towards
improving health in these populations

support one another in each others efforts

send a unified message/voice (provincial
resources/factsheets/presentations/lobbying) to
communities and government

20. OHC Leadership Team
Identity Statement
We advance our mission of…and seek
to…by serving
all the residents

at risk vulnerable populations

population that includes every age group;
initially, each end of spectrum of at-risk
populations (pre/post preschool; low income
seniors, LTC residents with access issues)


21. OHC Leadership Team
Identity Statement
We advance our mission of…and seek to…by
serving…through
oral health professionals providing programs, training and knowledge to the
caregivers, in order to adequately identify oral health issues and refer
accordingly


educational programming, preventive services 1, 2, & tertiary
post-secondary institutions, provincial/federal governments, school divisions,
health regions, community groups and agencies, oral health and health
professionals, first nation communities

standardized provincially required level of care; establishing a dental home;
“Under 3 It’s Free.”


pre/post natal intervention
Telehealth health professions held at regular intervals, available on the
internet.


22. OHC Leadership Team
Identity Statement
We advance our mission of…and seek
to…by serving…through…and emphasizing
our competitive advantages of
the credibility of having a multi disciplinary network of the
professionals of the Oral Health Coalition and the Oral Health
Professionals. Our diverse backgrounds help to serve diverse
needs in the population


Our united message of body/oral health connection
Basing everything on best evidence and standard of care,
advocacy, networking, and collaborative inter-disciplinary
approach


23. OHC Leadership Team
Identity Statement
We advance our mission of…and seek to…by serving…through…and
emphasizing our competitive advantages of… . We are sustainable by

Federal, provincial and private funding
The real challenge to our sustainability lies in finding financial support to advance
our initiatives.

Provincial funding, and cost recovery from private insurance, First Nations &
Inuit Health, Supplementary Health, Veterans Affairs


Pooling our resources (human/financial/intellectual/educational)

Creating an electronic (website) directory of resources/services/access options)
Our committed members, who are prepared to give of their time in a spirit of
collaboration and cooperation.

Having our employers support the coalition through supporting our attendance at
meetings.


31. Questions for the Leadership Team
From May 16, 2012
Government:

How do we get the government to see the
importance of good oral health, and move it up
in their list of priorities?

How best to present issues we wish to
advance. Who will present this information to
the SK Ministry of Health?

32. Questions for the Leadership Team
From May 16, 2012
Government:

Are we able to show quantitatively that
improving oral health decreases overall health
costs?

Provincial legislation – universal access.

33. Questions for the Leadership Team
From May 16, 2012
Funding:

Who/how to pay the oral health professionals
to educate or train other health care providers
in preventative oral health.

Who pays for dental services to dentist/team
(government/private services)?

34. Questions for the Leadership Team
From May 16, 2012
Funding:

We are looking for an affordable model! (Alberta
Senior Program for Better Oral Health).

As a preventative model, we should be able to reduce
health care costs by improving oral health. By having
improved oral health, in theory, general health will be
better. How do we measure this?

35. Questions for the Leadership Team
From May 16, 2012
Priorities:

What should our top three priorities be? Where do
you start? What issues require a lobby effort (for
funding/policy change)?

Need a Chief Dental Officer to advocate and keep the
fight: how do we get one? What is the next step to
advance our pursuit of a Chief Dental Officer for SK?

36. Questions for the Leadership Team
From May 16, 2012
Priorities:

Is there an opportunity for us to influence the
re-opening of the National School of Dental
Therapy?

Enhance LTC: involve LTC staff, health
regions, and oral health professions to keep it
moving forward.

37. Questions for the Leadership Team
From May 16, 2012
Priorities:

Advocacy for oral health (0-5 years) – an Early
Years Strategy. Link with Prevention Institute
re: early childhood development/maternal

Need to include oral health education in
medical training to doctors and nurses.

38. Questions for the Leadership Team
From May 16, 2012
Our Coalition:

How do we involve other stakeholders? What
other individual/professionals need to be
added/consulted?

How do you spread the word of the existence
of the group and the work of the group?

39. Questions for the Leadership Team
From May 16, 2012
Our Coalition:

How do we make this provincially based?
Government and other stakeholders may be
more interested/involved if there is provincial
interest and provincial collaboration.

Continue strategic planning process – to ensure
consistency with vision, mission & values.

40. Questions for the Leadership Team
From May 16, 2012
Our Coalition:

How do you maintain the coalition long term?
Sustainability/commitment.

What is the resource inventory of the
coalition?