Vision Statement

We envision a healthy, resilient and empowered community where people are connected and support each other.


Mission Statement

We engage with individuals, families and organizations to deliver comprehensive health services and programs that enhance community health and well-being.


Service and Program Philosophy and Model of care

Black Creek Community Health Centre (BCCHC) medical and health promotion staff has adopted the "Ottawa Charter for Health Promotion" and the Alliance for Healthier Communities “Model of Health and Wellbeing”. All staff work through our inter-disciplinary teams to address the social determinants of health of our clients and community.

Our Beliefs:

We believe that Health is a resource for every day life and not just the absence of illness.

We believe that our health and the health of our community is determined by Peace, Shelter, Education, Income, Food, Environment, Social Justice, Equity and Access to meaningful Health Care Services.

We believe that in order to reach a state of complete physical, mental and social well- being we all must be given the chance to realize our dreams, meet our needs, and cope with or change our environment.

We believe that health promotion takes place at the individual and community levels and we will work with those to acknowledge and or increase their capacity to manage their health and the health of their community.

We believe that the health of the community is maximized through a partnership of BCCHC’s staff with individuals and communities, which combines their skills, knowledge, and life experience/expertise.

We believe that our programs and services should be responsive to and meet the needs of the community as defined by community members themselves.

BCCHC promotes the full integration of health promotion into all aspects of the organization.  Adequate funds are allocated to achieve a number of the BCCHC health promotion goals and objectives.  Nurse Practitioners, Therapists, Dietitians, Community Health Workers and Program Managers have responsibilities and time allocated to health promotion and it is explicitly included in their job description.

From: Ottawa Charter for Health Promotion, 1986

Health Promotion

Health promotion is the process of enabling people to increase control over, and to improve, their health. To reach a state of complete physical mental and social wellbeing, an individual or group must be able to identify and to realize aspirations, to satisfy needs, and to change or cope with the environment. Health is, therefore, seen as a resource for everyday life, not the objective of living. Health is a positive concept emphasizing social and personal resources, as well as physical capacities. Therefore, health promotion is not just the responsibility of the health sector, but goes beyond healthy lifestyles to wellbeing.

Prerequisites for health

The fundamental conditions and resources for health are peace, shelter, education, food, income, a stable ecosystem, sustainable resources, social justice and equity. Improvement in health requires a secure foundation in these basic prerequisites.

Advocate

Good health is a major resource for social, economic and personal development and an important dimension of quality of life. Political, economic, social, cultural, environmental, behavioural and biological factors can all favour health or be harmful to it. Health promotion action aims at making these conditions favourable through advocacy for health.

Enable

Health promotion focuses on achieving equity in health. Health promotion action aims at reducing differences in current health status and ensuring equal opportunities and resources to enable all people to achieve their fullest health potential. This includes a secure foundation in a supportive environment, access to information, life skills and opportunities for making healthy choices. People cannot achieve their fullest health potential unless they are able to take control of those things which determine their health. This must apply equally to women and men.

Mediate

The prerequisites and prospects for health cannot be ensured by the health sector alone. More importantly, health promotion demands coordinated action by all concerned: by governments, by health and other social and economic sectors, by nongovernmental and voluntary organizations, by local authorities, by industry and by the media. People in all walks of life are involved as individuals, families and communities. Professional and social groups and health personnel have a major responsibility to mediate between differing interests in society for the pursuit of health.

Health promotion strategies and programs should be adapted to the local needs and possibilities of individual countries and regions to take into account differing social, cultural and economic systems.

Alliance for Healthier Communities - Model of Health and Wellbeing

The Values and Principles that unite us:

The Highest Quality, People- and Community-Centred Primary Health Care
We commit to continuous improvement in the quality of services and programs with all efforts oriented to meet the specific needs of the people and communities being served.

Health Equity and Social Justice
We design services and programs to reduce health disparities and inequities. We also advocate for healthier public policy and against unfair practices and prejudices that harm people’s health.

Community Vitality and Belonging
We partner with community members to build safe and caring communities where everyone is valued and feels like they belong.

 

 Model of Health and Wellbeing

Attributes of the Model of Health and Wellbeing 

Population Needs-Based Planning
Centres strive to improve the health and wellbeing of the entire population in their catchment area. They assess the needs of different demographic groups and develop action plans to address them.

A Community Development Approach
Centres work with community members to develop solutions that support healthy living. For example: community gardens, affordable housing projects, and civic engagement campaigns enable community members to actively participate in public policy decision making.

A Strong Focus on the Determinants of Health
Centres mitigate the impact of the many non-medical determinants of health. For example, to serve people facing socio-economic challenges, centres provide additional supports: transit tickets to get to health appointments, counselling on how to secure employment or access to additional social services and peer support groups. Centres also advocate for healthier public policies that enable people to access a healthy environment and afford other basic necessities of life.

Interprofessional, Integrated and Coordinated
Membership in interprofessional teams extends well beyond clinical providers to include health promoters, social workers, outreach and community development workers. Teams collaborate with a wide range of primary care providers, as well as other parts of the health and social service system.

Anti-oppression and Culturally Safe Practices
Centres recognize many populations face discrimination that harms their health and wellbeing. They ensure their staff receive ongoing training in anti-oppression and culturally safe practices.

Accessibility
The priority is providing appropriate access to everyone, no matter who they are or where they live. Accessibility requires breaking down all racial, cultural, linguistic, physical, social, economic, legal and geographic barriers that prevent people from accessing health services.

Community Centredness and Community Governance
Based on what they learn through a wide range of engagement processes, centres constantly reorient their services to meet communities’ changing needs. Community-centredness is strengthened by another defining feature of the model: community governance. It’s community members who set the strategic direction of the centre that serves them.

Accountability and Efficiency
Community governance also ensures centres are accountable to their communities and their funders. In addition, centres develop and apply reporting indicators so funders can track their performance with respect to effectiveness and efficiency.