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Changing Landscape of Public Health in Ontario Dr. George Pasut Chief Medical Officer of Health (A) May 14, 2007.

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Presentation on theme: "Changing Landscape of Public Health in Ontario Dr. George Pasut Chief Medical Officer of Health (A) May 14, 2007."— Presentation transcript:

1 Changing Landscape of Public Health in Ontario Dr. George Pasut Chief Medical Officer of Health (A) May 14, 2007

2 2 CMOH Update Provide an update on the following items: Ministry Organization and Restructuring CMOH Recruitment Process Creation of Ontario Agency for Health Protection & Promotion The Health Protection and Promotion Act (HPPA) Amendments The Capacity Review Committee (CRC) Public Health Human Resources Initiative Public Health Network (PHN) – FPT Public Health Program Standards

3 3 MOHLTC – Organization Chart Deputy Minister Health System Information Management Health System StrategyPublic Health Health System Investment & Funding Health System Accountability & Performance Health Human Resources Drugs Office Communications Legal Medical Advisory Secretariat I& IT Corporate and Direct Service

4 4 MOHLTC Restructuring Local Health Integration Networks (LHINs) In March 2006, the government passed the Local Health Integration Act, 2006. The legislation gives the LHINs the power to plan health care services in each community Future Role of the MOHLTC will be as “Stewards of the Health Care System“ Strengthen accountability frameworks and mechanisms Establish strategic directions and provincial priorities for the health system Develop legislation, regulations, standards, policies and directives Monitor and report on the performance of the health care system Plan and establish funding models and levels of funding for the health system

5 5 MOHLTC Strategic Directions VISION “A health care system that helps people stay healthy, delivers good care when they need it, and will be there for their children and grandchildren.” STRATEGIC DIRECTIONS MOHLTC has adopted the following strategic directions: Renewed community engagement and partnerships in and about the health care system; Improve the health status of Ontarians; Ontarians will have equitable access to the care and services they need no matter where they live or their socio/cultural/economic status; Improve the quality of health outcomes; and Establish a framework for sustainability of the health care system that achieves the best results for consumers and the community. In Spring 2007, MOHLTC will be releasing a 10-year Health Strategy Plan.

6 6 MOHLTC Public Health & CMOH – Organization Chart

7 7 Public Health Division - Management Structure

8 8 Mandate of Public Health In 2002, the F/P/T Advisory Committee on Population Health defined five core functions for public health in Canada: Population Health Assessment; Health Surveillance; Health Promotion; Disease and Injury Prevention; and Health Protection. Discussion has occurred as to whether emergency response and preparedness as well as population health advocacy should be added to the core functions for public health.

9 9 CMOH Recruitment Process Dr. Basrur resigned for health reasons in the fall of 2006. Appointed as Acting Chief Medical Officer of Health on December 13, 2006 Ruth Hawkins appointed Acting Assistant Deputy Minister (ADM), Public Health Division. There is currently a recruitment team composed of an all- party Legislative Committee with support from the Deputy Minister of the Ministry of Health and Long-Term Care and the Deputy of Health Promotion. Application period closes today!

10 10 Health System Improvements Act (Bill 171) December 12, 2006 the Health System Improvements Act (Bill 171) was introduced in the House. Bill 171 includes the Ontario Agency for Health Protection and Promotion Act. HSIB Received Second Reading on March 20-26, 2007. Went to the Standing Committee on Social Policy April 23-24, 2007. Received Clause-by-Clause Reading on May 7, 8 and 14 Third Reading May 31 Awaiting Royal Assent and Proclamation of components (different timing)

11 11 Health Protection and Promotion Act (HPPA) Amendments Emergency powers when there is an immediate and serious, or immediate risk to the health of persons anywhere in Ontario (e.g., directives re: precautions and procedures; supply chain powers). Strengthening, streamlining and clarifying the control and management of infectious diseases (e.g., providing MOH powers to issue orders re: outbreak of communicable diseases in hospitals or institutions). Strengthening public health service delivery (e.g., streamlining lab results reporting, enabling nurse practitioners to work with their full scope of practice).

12 12 Capacity Review Committee Final CRC report, Revitalizing Ontario’s Public Health Capacity, received May 2006 Comprehensive government response in development 50 recommendations in 7 key areas on how to improve the function and configuration of the Public Health system: Ensuring quality governance Building stronger public health units Revitalizing the public health work force Stable and predictable funding Demonstrating accountability and measuring performance Research and knowledge exchange Strategic partnerships

13 13 Public Health Human Resources Initiatives Consistent with the recently announced HealthForceOntario Strategy, PHD is working with the Health Human Resources Strategy Division on the following areas: A Health Human Resources marketing and recruitment centre, including a comprehensive website Opportunities to increase enrolment in public health programs e.g., five new Physician Re-Entry program positions created for 2007 for physicians interested in pursuing community medicine or master’s in public health (MPH) or equivalent) PHD supports Medical Officer of Health in Training Bursary Program for physicians currently working in public health to pursue master’s education

14 14 Origins of the Public Health Network (PHN) History Recommended by the F/P/T Special Task Force on Public Health (Partners in Public Health Report) A commitment by First Ministers in the 10-Year Plan to Strengthen Health Care Publicly announced & launched by F/P/T Ministers of Health on April 22, 2005 Fulfills a critical gap identified in the Naylor Report First Council Meeting – June 6 -7, 2005

15 15 Origins of the Public Health Network (PHN) Early PHAC Activities to Support Network Start-Up June 2005 – brainstorming between Healthy Living and the CCDPC on the emerging network and what the issue groups might be for the new Health Promotion and Non- Communicable Disease and Injury Prevention and Control Expert Groups. Environmental scan on various issue areas to help us better understand the work being done

16 16 Mandate The Public Health Network will: Support the public health challenges jurisdictions face during emergencies Collaborate on day-to-day operations of public health Provide advice and regular reporting to CDMH on public health matters and the activities of the Network Facilitate information sharing among all jurisdictions and disseminate information regarding best practices in public health Respect jurisdictional responsibilities in public health Be accountable to the CDMH

17 17 Network Structure Council F/P/T members Issue Groups Expert Groups (permanent expertise) Conference of F/P/T Deputy Ministers of Health Canadian Public Health Laboratory Emergency Preparedness & Response Communicable Disease Control Public Health Surveillance & Information Chronic Disease & Injury Prevention & Control Population Health Promotion Public Health Human Resources Task Group Is accountable to Task Groups (time limited) CCMOH Reporting through respective Expert Groups on key issues Task Groups

18 18 Revised Structure of the Pan-Canadian Public Health Network as of August 2006

19 19 Environmental Health Branch Director of Environmental Health position – recently created. New Director (Brenda Mitchell) - began Jan 2007. Environmental Health Branch Formally created in Feb 2007. To provide strategic and policy leadership for environmental issues with human health impact. Mandate includes: Public health policy re: air quality, drinking water, adaptation to climate change. Enhance capacity of medical officers of heath to respond to environmental hazards. Support implementation of mandatory programs (food, water, health hazards). Coordinate with federal, provincial and municipal agencies / governments.

20 Ontario Public Health Standards Presentation to Ontario Society of Nutrition Professionals in Public Health Dr. George Pasut June 1, 2007

21 21 Purpose On Monday, April 30, 2007, the Program Standards Technical Review Committee (TRC) submitted its final draft of the proposed Ontario Public Health Standards (OPHS), to the Acting Chief Medical Officer of Health. The purpose of the following presentation is to: Provide an overview of the process to develop the proposed standards Highlight proposed scope for Infectious Diseases standards

22 Process to Develop the Standards

23 23 Review Process Overview Report Advise Technical Support Inter-Ministry Committee (15 members) Program Standards Development Teams Expert Advice Acting CMOH Ministers Proposed Standards Technical Review Committee

24 24 Review Process Overview – Key Components TECHNICAL REVIEW COMMITTEE (TRC) Established to guide the development of renewed standards for public health (term: September 2006 - April 2007) Co-chaired by Dr. George Pasut and Dr. Bob Nosal (Medical Officer of Health for Halton Region)- following Dr. Pasut’s appointment as Acting Chief Medical Officer of Health, Ms. Monika Turner (Director, Public Health Standards Branch, MOHLTC) served as co-chair Comprised of 21 additional members from public health units, academia, the Association of Municipalities of Ontario and government (MOHLTC, MHP and MCYS) PROGRAM STANDARDS DEVELOPMENT TEAMS (PSDT) 10 PSDTs established in late October 2006 to develop initial drafts of standards for consideration by the TRC (IDPC, VPD, SH/STI, TB and 3 for EH) The PSDTs were comprised of representatives from local boards of health and government (Public Health Division and Ministries of Health Promotion and Children and Youth Services).

25 25 Consultation Activities 8 Workshops in Summer and Fall with public health unit staff (~15-20 health units per workshop) to discuss challenges and opportunities for renewal Environmental Health workshop (June 20) Extensive consultation on first draft of Standards (February 19 – March 9, 2007) 141 stakeholders (public health units, health and social organizations, education and Aboriginal organizations) invited to complete an electronic survey (E-survey) on draft Standards 9 MOHLTC divisions and 15 Ministries invited to complete policy questions (alignment of Standards with legislation/regulations/policies, suggestions for revisions and identification of implementation challenges)

26 26 Communication Activities TRC Field Communiqués (8) sent to MOHs and other stakeholders Webinar with all 36 public health units to provide background on the review process and the E-survey Information Notice on Environmental Bill of Rights regarding the review process Meeting with key public health stakeholder associations Posting on MOHLTC & PH e-Portal websites (Terms of Reference, membership, communiqués, E-survey summary)

27 27 Submission and Approval Timelines APRIL 30 Submission of Standards to A/CMOH MAY MHP, MCYS & MOHLTC Review Implementation TBC Ministers’ Approval TBC Release of Standards Development of Protocols* Development of Implementation Resource Manual Development of roll-out strategy Development of performance management framework * Protocols would be developed based on current scientific evidence, and would likely entail consultation with boards of health and would seek input from key stakeholders, including ASPHIO

28 The Proposed Standards

29 29 Key Approach and Directions The approach for developing the proposed public health standards included: Moving towards standards that are measurable and linked with specific performance measures for increased accountability Integrating the standards into an overall performance management framework for public health Incorporating technical revisions to reflect new science, evidence and best practices in public health Balancing the need for provincial standardization of a number of program functions with the need to offer local flexibility Establishing ongoing review, enhancement and support processes so that the standards are continually evolving

30 30 Proposed Ontario Public Health Standards

31 31 Proposed Structure and Format The Ontario Public Health Standards are organized as follows: Introductory Section – which outlines the purpose, scope and accountability, statutory basis and format for the proposed standards Foundations: Principles – which encompass Need, Impact, Capacity as well as Partnership and Collaboration Foundational Standard – which addresses population health assessment, surveillance, research and knowledge exchange and program evaluation; and Thirteen Program Standards – which address Chronic Diseases and Injuries, Family Health, Infectious Diseases, Environmental Health and Emergency Preparedness.

32 32 Proposed Structure and Format (cont’d) The proposed standards have adopted the following format for each of the programs: Goal – a statement that reflects the broadest level of results to be achieved in a specific standard. The work of boards of health, in addition to community partners, non- governmental organizations and governmental bodies, contribute to the achievement of the goal Effects – the changes in health status, organizations, systems, norms, policies, environments and practices. The effects result from the outcomes and include the contributions made by public health and many organizations to the overall health of the population. Boards of health shall not be held directly accountable for effects Outcomes – the immediate results of activities or requirements that often focus on changes in awareness, knowledge, attitudes, skills, practices, environments and policies. Boards of health shall direct their efforts towards, and be held accountable for, outcomes Requirements – the specific statements of action

33 33 Proposed Structure and Format (cont’d) Further, the requirements have been organized into four groupings based on key public health functions: Surveillance and Assessment – use of surveillance, epidemiological analysis and surveillance data for program planning and implementation; Health Promotion and Policy Development – work with community partners to influence the development and implementation of healthy public policies, create/enhance supportive environments and increase awareness; Disease Prevention – management and provision of services including preventive measures, reporting and responding to diseases; and Health Protection – including enforcement of applicable legislation, regulations and inspection. In addition, many of the requirements will be accompanied by protocols to further articulate the “how” of the standards – and thus, will be quite specific The TRC has recommended the review of existing protocols as well as the development of new protocols

34 34 Ministry/Board of Health Accountability Framework for Mandatory Public Health Programs Health Protection & Promotion Act Mandatory Health Programs & Services Guidelines (1997) Setting Expectations Monitoring Performance AssessmentEnforcement Planning & Evaluation Education & Consultation

35 35 Performance Management Build a performance management framework that: Links standards with specific performance measures to meet multiple information needs, Allows for continuous quality improvement, and Captures and reports on Board of Health performance and that of the overall public health system. Public Health Performance Management Framework Source: Final CRC Report, May 2006

36 36 Silos to Systems: U.S. Public Health Foundation’s Turning Point Performance Management Framework

37 37 Compliance Measurement Did we do what we said we would do? Performance Measurement Did the program have the impact we expected? From Compliance to Performance… Understanding the Performance Culture Shift: Measuring performance is about using data/information for assessing the gap between ministry expectations and Board of Health achievement and then identifying and implementing strategies for improvement Key difference is a subtle shift FROM measuring what we said we would do TO measuring outcomes--are we having the impact we want? And, if not, what do we need to do differently? 19972007

38 38 Questions…?

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