Public Health Accountability and Reporting · 2018. 12. 4. · Public Health Accountability and...

Public Health Accountability

and Reporting

MOHLTC Updates

Ministry of Health and Long-Term Care

Accountability and Liaison Branch

Population and Public Health Division

September 2018

2

Agenda

2018 Annual Service Plans

Context

2018 Public Health Funding Approvals

2018 Standards Activity Reports

2018 Annual Report and Attestation

2019 Annual Service Plans

Public Health Program Activity and Indicator Reporting

Other Key Related Actions/Initiatives

Next Steps

3

Context: Coordinated Approach to the

Standards and Accountability

4

Context:

Standards Implementation Work Streams

Ontario Public Health Standards and Accountability

Requirements and Reporting Sitehttps://extra.sse.gov.on.ca/MOHLTC/apps/Exchange/DoN/teams/pharts/default.aspx

Key Documents Reporting TemplatesPublic Health Units

1. Standards

2. Protocols and Guidelines

3. Nov 2017 Summit

4. April 2018 Session

5. Training Materials

1. Algoma

2. Brant

3. Chatham-Kent

35. York

4. Durham

These folders are open to all Team Site membersThese folders are open to MOHLTC staff and to

specific board of health staff

Post files into your

own PHU folder.

The Public Health Units

folder can be viewed

by all team site

members.

5

Context: Directory of Networks (DoN)

https://extra.sse.gov.on.ca/MOHLTC/apps/Exchange/DoN/teams/pharts/default.aspx

6

The Accountability Framework is composed of four Domains

DomainDelivery of Programs and

Services

Fiduciary

Requirements

Good Governance and

Management PracticesPublic Health Practice

Objectives

of Domain

Boards of health will be held

accountable for the delivery of public

health programs and services and

achieving program outcomes in

accordance with ministry published

standards, protocols, and guidelines.

Boards of health will be

held accountable for

using ministry funding

efficiently for its

intended purpose.


accountable for executing good

governance practices to ensure

effective functioning of boards of

health and management of

public health units.


accountable for achieving a

high standard and quality of

practice in the delivery of

public health programs and

services.

Organizational Requirements incorporate one or

more of the following functions:

The Accountability Framework is supported by:

Accountability

Documents

• Organizational Requirements: Set out requirements against

which boards of health will be held accountable across all four

domains.

• Ministry-Board of Health Accountability Agreement:

Establishes key operational and funding requirements for boards

of health.

Planning

Documents

• Board of Health Strategic Plan: Sets out the 3 to 5 year local

vision, priorities and strategic directions for the board of health.

• Board of Health Annual Service Plan and Budget Submission:

Outlines how the board of health will operationalize the strategic

directions and priorities in its strategic plan in accordance with the

Standards.

Reporting

Documents

• Performance Reports: Boards of health provide to the ministry

regular performance reports (programmatic and financial) on

program achievements, finances, and local challenges/issues in

meeting outcomes.

• Annual Report: Boards of health provide to the ministry a report

after year-end on the affairs and operations, including how they are

performing on requirements (programmatic and financial),

delivering quality public health programs and services, practicing

good governance, and complying with various legislative

requirements.

Monitoring and

Reporting

Continuous

quality

improvement

Performance

Improvement

Financial

Management

Compliance

Requirements

for Boards of

Health

Context: Public Health Accountability Framework

7

Board of Health Funding Year (January 1st to December 31st)

Annual Service Plan and Budget Submission

Purpose:• Describe the complete picture of programs and

services being delivered by boards of health and within the context of the Standards.

• Demonstrate that board of health programs and services align with the priorities of their communities.

• Demonstrate accountability for planning and use of funding per program and service.

Contents:• Community assessment, including local population

health issues and priority populations.• Program plans, including summary details on

community needs/priorities, key partners/stakeholders, programs/services that boards of health plan to deliver under each Standard, and public health interventions within each program.

• Budget submission for each program.• Base and one-time funding requests.• Board of health membership and certification.

Timing:• Submitted March 1st (of current year)

Annual Report and Attestation

Purpose:• Provide a year-end summary report on

program achievements and finances. • Identification of any major changes in

planned activities due to local events.• Demonstrate board of health compliance

with programmatic and financial requirements.

Contents:• Narrative report on delivery of public

health programs and services, fiduciary, good governance and management, public health practice, and other issues.

• Year-end settlement report.• Year-end report on program outcome

indicators (Public Health Indicator Framework).

• Board of health attestation on each of the organizational requirements, as well as program specific requirements.

Timing:• Submitted April 30th (after year-end).

Standards ActivityReports (Performance Reports)

Purpose:• Provide interim information on program

achievements and finances. • Identification of risks, emerging issues, changes in

local context, and programmatic and financial adjustments in program plans.

Contents:• Quarterly financial forecasts on program plans

included in the Annual Service Plan, including variance explanations, and one-time funding.

• Program activity information.• Risk management report.• Doses administered for vaccine programs.

Timing: • Submitted quarterly:

Q1 – April 30th Q2 – July 31st Q3 – October 31st Q4 – January 31st

• Financial forecasts and vaccine doses required for each quarter.

• Program activity information required for Q2 and Q4 (and may vary).

• Risk management report required for Q3.

Board of Health Strategic Plan (3 to 5 year)

Ministry Expectations and Requirements

Organizational Requirements Ministry-Board of Health Accountability Agreement

Ministry Monitoring and Analysis

Context: Annual Accountability Reporting Cycle

2018 Annual Service Plans: Background

• 2018 Annual Service Plan Template and instructions released publicly to boards of health.

November 20, 2017

• MOHLTC hosted two (2) training sessions (via webinar) with business administrators and financial staff of boards of health regarding the 2018 Annual Service Plan Template.

December 11, 2017 and December 13, 2017

• 2018 Annual Service Plans submitted to the MOHLTC.

• MOHLTC immediate review of requests for base and one-time funding to inform preparation of the 2018 funding package.

• MOHLTC grant approvals announced.

March 1, 2018 –May 8, 2018 (Phase 1)

• MOHLTC conducted a more detailed review of the Annual Service Plans to assess alignment with the Ontario Public Health Standards (Standards), and inform areas of improvement for 2019 and program specific reporting requirements.

• MOHLTC feedback provided to boards of health.

May 2018 –September 2018 (Phase 2)

8

The 2018 Annual Service Plan was the

first time that the MOHLTC required boards of health to

describe the complete picture of programs and

services being delivered, demonstrate that programs align with

community priorities, and demonstrate the

use of funding per program and service.

There was substantial variation in how boards of health submitted content in the 2018 Annual Service Plans including: type and degree of content provided, naming conventions of programs/interventions, which programs were included under each Standard, and funding sources for programs.

Due to the variation noted above, 2018 content and data provided in the Annual Service Plans was reviewed in depth in order to inform areas of improvement for 2019 and future years. Some gaps, challenges, and improvements were also identified.

9

2018 Annual Service Plans: Background (cont’d)

Total budgeted costs of approx. $952.5M

(100% costs; provincial and municipal portions)

82.81%

17.19% Program Costs

Indirect/AdministrativeCosts

Organized according to the 4

Foundational Standards and 9

Program Standards

• Over 1,800 Program Plans submitted

(range of 31 to 85 per board of health)

• Over 5,000 Interventions identified

(range of 65 to 417 per board of health)

Staffing includes a total of 7,731 FTEs

6,885

Program Related

Staff

846

Office of the MOH/

Administrative Staff

Key cost drivers/budget items include:

salaries/wages, benefits, and other

expenditures (e.g., travel, professional

services, program expenses, offset revenues)

64.05%17.11%

18.84%

Salaries/ Wages

Benefits

Other Expenses

2018 Annual Service Plans: At-A-Glance*

*As submitted by boards of health. 10

11

StandardTotal Budget by

Standard (at 100%)

% of Total

Budget

Total FTEs by

Standard

% of Total

FTEs

Foundational Standards $74,418,241 7.81% 774 10.01%

Chronic Disease Prevention and Well-Being $85,018,923 8.93% 612 7.91%

Food Safety $53,190,929 5.58% 468 6.05%

Healthy Environments $22,684,916 2.38% 203 2.63%

Healthy Growth and Development $105,249,939 11.05% 934 12.09%

Immunization $48,416,921 5.08% 513 6.63%

Infectious and Communicable Diseases Prevention

and Control$171,446,531 18.00% 1378 17.82%

Safe Water $22,847,438 2.40% 205 2.65%

School Health $133,086,890 13.97% 1191 15.40%

Substance Use and Injury Prevention $72,406,508 7.60% 608 7.87%

Indirect Costs (Administration & Office of the MOH) $163,685,930 17.19% 846 10.94%

TOTAL $952,453,165 100.00% 7,731 100.00%

2018 Annual Service Plans Overview:

Total Budget and FTEs by Standard*

*As submitted by boards of health.

12


Total FTEs by Job Category*

Medical Officers of Health (34 FTEs), 0.4%

Associate Medical Officers of Health (37 FTEs), 0.5%

Chief Nursing Officers (31 FTEs), 0.4%

Program Directors/Managers (643 FTEs), 8.3%

Public Health Nurses (2,201 FTEs), 28.5%

RNs/RPNs/NPs (238 FTEs), 3.1%

Health Promoters (356 FTEs), 4.6%Public Health Inspectors

(957 FTEs), 12.4%

Dentists/Dental Hygienists/Dental Assistants

(377 FTEs), 4.9%

Epidemiologists (82 FTEs), 1.1%

Dieticians/Nutritionists (182 FTEs), 2.4%

SFO/Tobacco positions (142 FTEs), 1.8%

Other Program Staff (e.g., project officers, students, etc.) (1,639 FTEs), 21.2%

Administrative Staff (including Directors &

Business Administrators) (812 FTEs), 10.5%


13

Overview of board of health populations, including unique challenges and risks with population size and density, geography, demographics, socio-economic factors,

Indigenous populations, etc.

Health issues/priorities, including obesity, tobacco and cannabis use, alcohol use, healthy eating, physical

inactivity, diabetes, infectious diseases, chronic diseases, mental health, oral health, etc.

Priority populations, including Indigenous peoples, low income, seniors, visible

minorities, etc.

Demonstrated linkages to community partners, local

municipalities, and stakeholders.

Data to support priorities (e.g., rates

of falls, prevalence of asthma).


Community Assessments

Many boards of health identified the following in their Community Assessments:

14


Foundational Standards

Public health surveillance and evaluation activities.

Use of data to measure, monitor, and report on health issues, including social determinants of health and health

inequities.

Collaborating with key partners, in particular the LHINs.

Decreasing health inequities, identifying priority populations, collaborating with community partners and members of

marginalized communities.

Consideration of a health equity lens in priorities, programs, and evaluation.

Advocacy and promotion of health equity, internally and externally.

Building capacity in program planning processes, evaluation, and evidence-

informed decision making.

Professional development opportunities, knowledge exchange, and quality public

health nursing practice.

Quality and transparency; continuous quality improvement.

Emergency preparedness and response activities, business continuity planning.

Training and awareness of the organizations emergency response plan, as

well as continuous updates to the plan in collaboration with key partners.

Identification of health hazards and risks.

Population Health Assessment Health Equity

Effective Public Health Practice Emergency Management

Many boards of health identified the following under each Foundational Standard:

15


Standards and Program Plans*Standard Program Plans (Samples) Standard Program Plans (Samples)

Chronic Disease

Prevention and Well-

Being

• Active Living

• Built Environment

• Diabetes Prevention

• Menu Labelling

• Skin Cancer Prevention

Infectious and

Communicable Diseases

Prevention and Control

• Infection Prevention and Control

• Infectious and Communicable

Diseases Prevention and Control

• Rabies Prevention and Control

• Tuberculosis Prevention and Control

Food Safety• Food Safety

• Enhanced Food Safety – HainesSafe Water

• Drinking Water Program

• Enhanced Safe Water

• Recreational Water

• Small Drinking Water Systems

Healthy Environments

• Climate Change

• Health Hazards

• Healthy Built and Natural

Environments

School Health

• Healthy Smiles Ontario

• Healthy Schools

• Immunization

• Mental Health

• Vision Health

Healthy Growth and

Development

• Breastfeeding/Infant Feeding

• Family and Reproductive Health

• Healthy Families

• Healthy Child Development

• Prenatal Health

Substance Use and Injury

Prevention

• Alcohol and Substance Use

Prevention

• Harm Reduction (including Harm

Reduction Program Enhancement)

• Falls or Injury Prevention

• Road and Off-Road Safety

• Tobacco Control/Smoke-Free

Ontario Strategy programs

Immunization

• Adverse Events Following

Immunization

• Vaccine Preventable Diseases

• Vaccine Storage and Handling


Overall Strengths:

Generally good community assessments; provided sufficient data and information to

understand the communities and populations in board of health areas.

Many boards of health demonstrated that the information is used to inform program and

service delivery, and that programs and interventions align with the Standards.

Overall Areas of Improvement:

Require more detail on key health priorities (including new and emerging priorities), unique

risks, and priority populations (including Indigenous populations and populations relevant to

tobacco control), including supporting data.

Demonstrate linkage of the community assessments to program and service delivery

decisions, and how programming addresses priorities and needs.

Require more consistent data and narrative content, including how information is organized.

16

2018 Annual Service Plans MOHLTC Feedback:

Community Assessments

Overall Strengths: Enabled the MOHLTC to better understand the complete picture of programs and services

boards of health are delivering in the context of the Standards, better monitor the amount of

resources public health units are investing against the outcomes of those programs, and make

more informed/equitable funding decisions.

Generally good program plans; provided sufficient level of detail to understand the community

needs and priorities under each Standard, and collaboration with key partners.

Many boards of health demonstrated alignment with the requirements of the Standards.

Overall Areas of Improvement: Require consistency of program names and interventions, including ensuring program names

are not more suitable as interventions (and vice versa).

Require identification of specific key partners instead of high level sector partners (i.e., “X

specific” family health clinic versus health care providers), and more details on program plans

(i.e., descriptions, objectives, interventions) and priority populations, including linkages to

priorities in the community assessments.

Ensure inclusion of program plans for each program boards of health plan to deliver as well as a

health equity lens across all programs in the Annual Service Plan.

Ensure programming is implemented according to the requirements of the Standards and

Protocols (e.g., School Health – Vision) and inadmissible expenditures are not reflected in

budgeted expenditures (e.g., Healthy Babies Healthy Children Program, programming related to

advocacy activities).17

2018 Annual Service Plans MOHLTC Feedback:

Program Plans

18

Total Funding

$728.7M

$130.9 M

$561.2 M

2018 Public Health Funding Approvals:

Overview

2018 MOHLTC grant

approvals announced on

May 8, 2018.

$31.4M

Additional

Funding$15.3M Base

$16.1M One-Time

$16.1M

$712.6M

One-Time

Base

19

Program/InitiativeBase

FundingDescription

Mandatory Programs (cost-shared) $14.5M

Up to 3% growth funding allocated to 36 boards of

health to support implementation of the modernized

Standards.

Healthy Smiles Ontario Program (100%) $0.6M

Allocated to 9 boards of health to support the provision

of dental treatment for children and youth, from low-

income families, who are 17 years of age or under.

Indigenous Communities (100%) $0.1MAllocated to 1 board of health to transition in a diabetes

prevention program for Indigenous Communities.

MOH/AMOH Compensation Initiative (100%) $0.1MAllocated to 1 board of health to support new budgeted

AMOH positions.

TOTAL $15.3M


Base Funding (Additional)

Program/InitiativeOne-Time

FundingDescription

Mandatory Programs (100%) $6.0M

Allocated to 21 boards of health to support extraordinary costs and

projects/initiatives associated with the implementation of the modernized

Standards.

Indigenous Communities (100%) $2.4MAllocated to 6 boards of health to support enhanced engagement with

Indigenous communities.

Capital (100%) $1.8MAllocated to 14 boards of health to support capital and infrastructure

improvement projects.

Immunization/Infectious Diseases (100%) $1.1M

Allocated to 12 boards of health to support extraordinary costs associated

with delivering the immunization program and infection prevention and

control initiatives under the modernized Standards.

Northern Fruit and Vegetable Program (100%) $1.1M

Allocated to 5 boards of health to support increasing consumption and

awareness of fresh fruits and vegetables, healthy eating and physical

activity education to school-aged children and their families, on and off

reserve, in Northern Ontario, and engagement activities.

Healthy Growth/School Health (100%) $0.9M

Allocated to 12 boards of health to support implementation activities related

to school health and vision screening requirements under the modernized

Standards.

Healthy Menu Choices Act (100%) $0.5M

Allocated to 8 boards of health to support extraordinary costs associated

with enforcement of requirements under the Healthy Menu Choices Act,

2015.

Healthy Smiles Ontario Program (100%) $0.4MAllocated to 6 boards of health to support extraordinary and other program

costs associated with delivering the Healthy Smiles Ontario Program.


One-Time Funding

20

21

Program/InitiativeOne-Time

FundingDescription

Needle Exchange Program Initiative (100%) $0.4MAllocated to 9 boards of health to support extraordinary and other

program costs in the Needle Exchange Program.

Vaccine Refrigerators (100%) $0.3M

Allocated to 13 boards of health to support the purchase of new purpose

built vaccine refrigerators used to store publicly funded vaccines under

the immunization program.

Public Health Inspector Practicum Program (100%) $0.3MAllocated to 24 boards of health to support the creation of public health

inspector practicum positions.

Vector-Borne Diseases Program (100%) $0.1MAllocated to 2 boards of health to support enhanced mosquito surveillance

and other program costs.

Other Projects/Initiatives (100%) $0.8MTo support various projects/initiatives related to the delivery of public

health programs and services.

TOTAL $16.1M


One-Time Funding (cont’d)

Funding is subject to the Public Health

Funding and Accountability Agreement.

All boards of health received an Amending

Agreement with their 2018 public health

funding letters.

Amendments were made to ensure

alignment with the modernized Standards

and Accountability Framework (i.e.,

requirements that are now included in the

Standards have been removed from the

Accountability Agreement), and

incorporate flexibility to better enable

boards of health to achieve contracted

deliverables and outcomes.

22


Accountability Agreement

23

Article/Schedule Key Changes

Background• Information regarding the modernized Standards and Public Health Accountability

Framework were added.

Article 1:

Interpretation and Definitions

• Ontario Public Health Standards was replaced with Ontario Public Health

Standards: Requirements for Programs, Services, and Accountability.

• Ontario Public Health Organizational Requirements was replaced with

Organizational Requirements.

• Definitions for “Budget”, “Board of Health Funding Year”, “Ministry Funding Year”,

“Maximum Base Funds”, “Maximum One-Time Funds”, and “Performance

Variance” were added.

• Definitions for “Compliance Variance”, “Performance Variance”, and “Tangible

Capital Asset” were removed.

Article 3:

Term of this Agreement• Removal of the sign-back requirement by the Board of Health and MOHLTC,

when Schedules are amended/replaced.

Article 4:

Grant

• Removal of the provision that the MOHLTC may withhold 1% of payments if

quarterly and year-end reports are not submitted on time and/or interest is not

reported in a manner requested by the MOHLTC. Already covered in

Accountability Agreement.

• Removal of the provision that a Board of Health must report revenue in

accordance with the direction provided in writing by the Province.


Accountability Agreement (cont’d)

24

Article/Schedule Key Changes

Article 5:

Performance Improvement

• Performance improvement section was revised to ensure alignment with the

Public Health Indicator Framework (i.e., references to performance targets,

including Schedule D, was removed).

Article 6:

Acquisition of Goods and

Services, and Disposal of Assets

• Removal of the asset management and disposal provisions.

• Now captured in organizational requirements.

Article 12:

Termination on Notice

• The Board of Health may also now terminate the Accountability Agreement or a

specific Program at any time upon giving at least 120 days’ notice to the

MOHLTC.

Schedule A:

Grants and Budget

• Grant approvals for public health programs were bundled in order to provide a

Board of Health with the flexibility to expense base funding to March 31st, and

move approved funding from one funding source/program to another (upon

request and approval from the MOHLTC).

Schedule C:

Reporting Requirements• Reporting requirements were amended to align with the new accountability

reporting cycle as part of the Public Health Accountability Framework.


Accountability Agreement (cont’d)

25

Purpose:

Provide interim information on program achievements and finances.

Identification of risks, emerging issues, changes in local context,

and programmatic and financial adjustments in program plans.

Contents:

Quarterly financial forecasts on program plans included in the

Annual Service Plan, including variance explanations and one-time

funding.

Program activity information.

Risk management report.

Doses administered for vaccine programs.

Q1FinancialProgram

Risk

Q2FinancialProgram

Risk

Q3FinancialProgram

Risk

Q4FinancialProgram

Risk

May 2, 2018

May 31, 2018(ext. from April 30th)

Target Release to Field:

Due to MOHLTC:

July 6, 2018

July 31, 2018

September 28, 2018

October 31, 2018

December 21, 2018

January 31, 2019

2018 Standards Activity Reports:

Overview

NOTES:

• Program activity information is only required for Q4 in 2018; Some program information may also be required for Q3 in future years.

• 2018 is a transition year - MOHLTC will consider extending timelines where appropriate.


Risk Management Report

• To report to the MOHLTC, in a standardized manner, a summary of the residual risks managed at each board of health.

• To enable the MOHLTC to identify and manage risks that may impact its ability to achieve public policy and business objectives.

Purpose

• Calculates the overall risk exposure of each of the risks identified by the board of health based on its likelihood and impact; it also requires boards of health to report on key mitigation activities, implementation owner, and timing.

Content

• Annually as part of the 3rd Quarter Standards Activity Report.

Timing

• The risk management report focuses on residual risk and therefore, to complete the report, boards of health should already have risk management processes in place to identify, monitor, and respond to risks as required in the Standards/Organizational Requirements.

• 2018 is a transition year - risk reporting processes and templates may be further refined and incorporate ongoing process improvements.

Overall Comments

26

27


Risk Management Report (cont’d)

Enter a reference number and a brief

description of the risk including cause,

event, and potential impacts

Select a risk category

(definitions found in appendix

A - Risk Categories)

Select risk likelihood

and impact rating

(1, 2 or 3)

Likelihood Scale:

1 = Unlikely to occur;

2 = Is as likely to occur as not to occur; or,

3 = Is almost certain to occur.

Impact Scale:

1 = Negligible impact;

2 = Notable impact on time, cost or quality; or,

3 = Threatens the success of the objective.

Calculated based on the inputted values for likelihood and

impact

Low = Risks that do not exist or are of minor

importance and not likely to significantly affect

the achievement of objectives;

Medium = Risks that are moderate threat to the

achievement of objectives; or,

High = Risks that are significant threat to the

achievement of objectives.

RISK PRIORITIZATION MATRIX

State the risk control method(s) and process(es) that are in

place (or will be implemented) to minimize the risk

identified, the implementation owner and the target

implementation date

Select from the drop-down list the status of the mitigation

activities. There are 5 options in the list: complete, ongoing,

on-track, behind, and not started.

Ref.

#

Des

crip

tion

Cate

gory

Like

lihoo

dIm

pact

Ove

rall

Risk

Ra

ting

Key

Risk

M

itig

atio

ns

Risk

M

itig

atio

n O

wne

r

Targ

et D

ate

Mit

igat

ion

Stat

us

A B C D E G H I JF = D x E

1

Many public health unit staff are eligible for

retirement within the next 3 to 5 years, including

several staff in Senior Management level positions.

Loss of corporate history may occur.

People / Human

resources3 2 High

A small working group of the Executive Team has been

established and is updating the Succession Plan with a

focus on modernizing recruitment strategies and

reviewing the organizational structure.

Manager,

Human

Resources

1-Jun-18 Complete

28

2018 Annual Report and Attestation:

Overview

Target Release: December 31, 2018

Due: April 30, 2019

Narrative Report on the Delivery of Public Health Programs and Services

(Key Achievements)

Year-End Settlement Report

Year-End Report on Program Outcome

Indicators

Attestation on Organizational

Requirements andProgram Specific

Requirements

Annual Report and Attestation

Describe the complete picture of the programs and services being delivered by boards of

health within the context of the Standards.

Identify the gaps in service delivery and how these are being addressed through the use of local

assets and partnerships.

Demonstrate that board of health programs and services align with the priorities of their

communities, as identified in their population health assessment.

Show how boards of health use population health information to identify local health needs and

priority populations for each program area.

Identify the approach used to establish program delivery priorities.

Demonstrate accountability for planning.

Ensure boards of health are planning to meet all program requirements in accordance with the

Standards.

Ensure there is a link between demonstrated needs and local priorities for program delivery.

Demonstrate the use of funding per program and service.

Ensure appropriate allocation of resources for the delivery of programs and services.

Support program costing analysis (i.e., value for money) and understanding of variation in costs

for different service models.29

2019 Annual Service Plans:

Objectives

30


Proposed ApproachCurrent State:

• Population health assessments

were not yet available for all

programs in all boards of health.

• Variation in how programs were

organized. No standardization in

Chart of Accounts.

• Boards of health respond to the

Standards coming into effect.

Projected State:

• Population health assessment

data is used more widely in

program planning but is not

complete.

• Based on lessons learned from

first year, template is adapted to

support use of common

categories for program

descriptions and financial

information.

Projected State:

• Population health data is used to

determine program priorities in all

programs.

• Trends in population health

assessment data are beginning

to be available.

• Boards of health make changes

to financial recordkeeping to

support common approach to

reporting.

CQI

2018

Boards of health provide:

• Description of population health

status and needs for each

standard, based on available

data;

• Narrative information on all

programs of public health

interventions, based on current

service delivery approach; and,

• Financial information showing

proportion of funding allocated to

each program.

Boards of health provide:

• More completed population health

assessments in some or all

program areas and demonstrate

how this informed program

priorities;

• Program descriptions based on

standardized categories within

programs; and,

• Financial information showing

proportion of funding allocation to

each program.

CQI

2020 - 2022

Determine whether boards of

health can provide:

• Information on population

health needs and use of

data to support decisions

on priorities; and,

• Detailed descriptions of

program delivery,

including costing and

outcomes.

2019

31


Key Changes

Entering narrative is more flexible (no character limitations).

Worksheets easier to scroll through (boards of health can define the structure based on need).

Instructions have been expanded / clarified where appropriate.

More detail provided on intent of each section and admissible expenditures.

More detailed direction provided to clarify the type of content required.

Sections removed as information no longer required (e.g., indicators of success).

Budget worksheets improved to align with overall changes to the template.

Additional cost categories and staffing have been added.

Format improvements such as adding rows to provide more space.

User

Friendly

and

Streamlined

Better

Instructions

Community

Assessment

and

Program

Plans

Budget

Worksheets

32

Purpose

PHU

Level of

Control

Timeline

Reporting

Frequency

Reporting

Organization

Document board of

health action in areas of

public health

responsibility, as

articulated in the

Standards

Immediate

Standards Activity

Reports

Board of Health to

MOHLTC

Measure progress in

areas of public health

responsibility, as

articulated in the

Standards

Assess public health’s

contributions to

population health

outcomes

Short-Term Long-Term

Complete control of

activity indicators

Direct control of

outcomes

Influence on

outcomes

Program Activity

Information

Program

Outcome

Indicators

Contribution to

Population Health

Indicators

Annual Report

and Attestation

Annually or

as data is available

Board of Health to

MOHLTC

Board of Health or

MOHLTC

Attestation

Board of health

attestation on the

Organizational

Requirements, as well

as program specific

requirements

Immediate

Complete control

Annual Report

and Attestation

Board of Health to

MOHLTC

Public Health Reporting Activity and

Indicator Reporting

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Other Key Public Health Related Actions / Initiatives

Other Key Public Health

Related Actions / Initiatives

Additional 2018-19

One-Time Funding

Public Health Capital

Funding

MOH / AMOH

Compensation

Initiative

Funding for Electronic

Medical Records

Broader Public Sector

Executive Compensation

Audits

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September / October 2018

• Release of the 2018 3rd Quarter Standards Activity Report Template, including Risk Management Report (due October 31, 2018).

• Release of the 2019 Annual Service Plan and Budget Submission Template (due March 1, 2019).

Fall / Early Winter

• Release of the 2018 4th Quarter Standards Activity Report Template, including Program Activity Information requirements (due January 31, 2019).

• Release of the 2018 Annual Report and Attestation Template (due April 30, 2019).

Next Steps

NOTE: Ongoing training will be provided to public health units on all accountability reporting tools.

Questions?

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Mailing Address:

Accountability and Liaison Branch

Population and Public Health Division

393 University Avenue, Suite 2100

Toronto, Ontario M7A 2S1

Elizabeth Walker

Phone: (416) 212-6359

E-mail: [email protected]

Brent Feeney, Manager,

Funding & Oversight Unit

Phone: (416) 212-6397


Funding & Oversight Unit Team

Sanchia Cunningham, Senior Financial & Business Advisor

Phone: (416) 314-2139


Yolanda Drapiewski, Senior Financial & Business Advisor

Phone: (416) 327-7797


Sandra Han, Senior Financial & Business Advisor

Phone: (416) 314-1050


Angela Leal, Senior Financial & Business Advisor

Phone: (416) 326-2088


Sharona Liberman, Senior Financial & Business Advisor

Phone: (416) 212-6580


Hassan Parvin, Funding & Accountability Analyst

Phone: (416) 314-1042


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MOHLTC Contact Information
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

Public Health Accountability and Reporting · 2018. 12. 4. · Public Health Accountability and...

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