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While aging is inevitable, the proportion of Ontario’s population living longer and living well into their later years has never been greater. Our province is also aging faster than ever before. In 2011, there were 1,878,325 Ontarians aged 65 years and older, representing 14.6 per cent of the province’s overall population.1 However, as the boomers started turning 65 last year, this demographic imperative will continue well into the future. In fact, the number of older Ontarians, defined in this report as those 65 years and older, is expected to double over the next two decades. In the pages that follow, this Seniors Strategy seeks to lay out the findings and recommendations that we believe will help to define and shape, in the most sustainable ways possible, Ontario’s opportunity to achieve its vision to be the healthiest place in North America to grow up and grow old.
The Quality and Patient Safety Advisory Committee (QPSAC) provides advice and makes recommendations to the Minister of Health and Wellness on quality and patient safety for Nova Scotia’s health-care system.
This forum of experts spans the continuum of health care. Members have recent clinical experience, expertise in patient safety and knowledge and experience in health law in patient safety and other matters.
QPSAC gathers health system stakeholders in a collaborative partnership to promote and inform a provincially coordinated, innovative and patient-centered approach to quality and patient safety improvement in Nova Scotia.
Communicating data to lay audiences is difficult, but the National Cancer Institute’s newly released Making Data Talk: A Workbook can help you present scientific and health data in engaging and effective ways. The workbook, based on the groundbreaking book Making Data Talk: Communicating Public Health Data to the Public, Policy Makers, and the Press written by NCI communication researchers, provides key information, practical suggestions, and examples that can be applied to many public health issues.
Effective risk communication is essential to the well-being of any organization and those people who depend on it. Ineffective communication can cost lives, money, and reputations. This guide provides the scientific foundations for effective communication. It summarizes the relevant research, draws out its implications for communication design, and provides practical ways to evaluate and improve communications for any decision involving risks and benefits.
This study examines the growth in spending from 1998 to 2008 that is
attributable to underlying health care cost drivers, principally demographics
(population growth and aging), price inflation, technology and utilization. During
the 10-year period examined in this study, total public-sector spending on health
care increased at an average annual rate of 7.4%. Forecasts in CIHI’s most
recent annual report show a slowing of this rate of growth.
This annual report provides an overview of health care spending trends from 1975 to 2009, as well as forecasts for 2010 and 2011. The report draws upon data compiled from CIHI's National Health Expenditure (NHEX) Database, Canada's most comprehensive source of information on health care spending. Where appropriate, the report provides data in both current and constant dollars. Current dollars measure actual expenditure in a given year. Constant dollars remove the effects of inflation to measure expenditure based on price levels prevailing in a base year (in this case, 1997). Real growth rates measure annual changes of data reported in these constant dollars.
This is the Chief Public Health Officer's fourth annual report on the state of public health in Canada. It examines the state of health and well-being of Canadian youth (aged 12 to 19 years) and young adults (aged 20 to 29 years). The report considers many health issues affecting this population such as physical and mental health, injury, sexual and reproductive health and substance use and abuse. By discussing these issues and how they are addressed, the report identifies priority areas for action to maintain healthy transitions of young Canadians into adulthood.
This publication is the product of the work and cooperation of a group of experts
from various milieus, and of consultation with many other people interested in
suicide prevention in Québec. The department favoured an approach based on
solutions that require a consensus by partners in the health and social services
network and other interested networks if they are to be successfully carried out.
The Strategy provides for a five-year period during which to reach its goals.
The guidelines put forth in this publication are intended for all the people of
Québec. They depend on the creation of a community spirit that will respond to
the aspirations of the general public. The Strategy does not deal specifically with
the suicide problem among the Native peoples of Québec, although those
communities that have taken or will be taking steps to reduce suicidal behaviour
in their midst will find it useful. The Native communities will judge for
themselves whether the guidelines and strategies best suited to their needs are
appropriate. It is hoped that this publication will provide them with the support
they need. Some of their communities have expressed interest in our work and a
number of them have already taken steps to reduce suicidal behaviour among
The document that follows is the culmination of two years of searching for the best possible ways to prevent suicide in Nunavut. It begins with the Partners’ vision for a healthier Nunavut – the vision that guided development of this entire Strategy. It then examines the current situation, and the historical and present-day factors that underlie and perpetuate it. This information forms the background for discussion of the Strategy’s approach and core components, the challenges to be overcome, and the concrete commitments undertaken by the Partners.
The Nova Scotia Strategic Framework to Address Suicide is a sevento-
ten year plan for reducing suicide/attempted suicide in Nova Scotia.
Euthanasia and self-harming behaviours that are not motivated by an
intent to die, while important issues to be addressed, fall outside the
scope of the Strategic Framework to Address Suicide in Nova Scotia.
The intended audience of the Strategic Framework is professionals,
policy makers, and communities working across sectors to address
suicide. The Strategic Framework includes a vision, mission, guiding
principles, and six strategic goals and their corresponding objectives. It
is intended as a guide for policy makers, professionals, and communities
who will be involved in the implementation of the Strategic Framework.
Specific outcome targets will be set in the implementation plan, which
will be developed collaboratively.