Tetley Reads the Tea Leaves: Government Directions & Enablers for our Members Presentation to Member...

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Tetley Reads the Tea Leaves: Government Directions & Enablers for our Members Presentation to Member Boards October 2014

Transcript of Tetley Reads the Tea Leaves: Government Directions & Enablers for our Members Presentation to Member...

Page 1: Tetley Reads the Tea Leaves: Government Directions & Enablers for our Members Presentation to Member Boards October 2014.

Tetley Reads the Tea Leaves:

Government Directions &Enablers for our Members

Presentation to Member BoardsOctober 2014

Page 2: Tetley Reads the Tea Leaves: Government Directions & Enablers for our Members Presentation to Member Boards October 2014.

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Outline

• Part I: What we are Hearing from Government

• Part II: Enablers for Strong Member Centres

Page 3: Tetley Reads the Tea Leaves: Government Directions & Enablers for our Members Presentation to Member Boards October 2014.

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The Premier’s commitments

Primary Care Guarantee• Ensure everyone has PC

provider by 2018o Focus on rural, northern and

growing communitieso Improve retention &

recruitment of PHC teamso Allocated $20M to the

Guarantee

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The Premier’s commitments

Culture of Health & Wellness • Appointed an Associate

Minister for LTC & Wellnesso Develop a strategy on wellnesso Healthy Kids Strategy

• Develop Community Hubs

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Minister of Health and LTCMandate Letter:3 priority goals:

Right care, right time, right place Efficient and transparent system Healthier lifestyles for Ontarians

3 priority areas:Putting patients at the centerMoving forward on

accountability/transparencyCollaborate on shared

responsibilities across gov’t

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Lead on Mental Health and Addictions• Next phase of Mental Health & Addictions Strategy

will focus on adults• Announcement expected in November• $16M over 3 years announced for Supportive

Housing so far

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Other Mandate Letters

• Long Term Care and Wellness– LTC facilities – Health and wellness: healthy kids; smoke free Ontario– Health and Wellness Strategy

• Francophone Affairs– Enhance health related services in French

• Aboriginal Affairs– Urban Aboriginal Action Plan

• Community and Social Services– Drive transformation of social assistance

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Other Mandate Letters

• Poverty Reduction– Reduce child poverty– Employment and income security– Plan to end homelessness– Use evidence-based social policy

• Children and Youth– Lead Aboriginal and Youth Strategy– Youth Suicide Prevention Initiative

• Housing and Municipal Affairs– Expand supportive housing for MH&A– Set housing need metrics with goal to end homelessness

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Insights to Minister Hoskins

• Medical Tourism• Pharmacare• Transparency re inspections

and investigations for clinics• Move from specialty clinics to

ambulatory care

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New Deputy Minister’s vision for Ontario health care system

• A fully integrated and cost effective system.

• By 2019 Ontario will have the highest quality and most cost effective health system, as measured against international performance metrics.

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What else is happening?

Rural Health Strategy• Community Health Ontario (CHO) develop a Rural

Health Strategy Paper

• Participated in OMA/OHA process– “Rural Health Hubs Framework for Ontario” paper is being

released by end of October

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What’s missing from our perspective:

• Commitment to address persistent health disparities and inequities

• Explicit recognition of the determinants of health• No plan for population health• No vision and strategy for primary health care

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ENABLERS FOR STRONG MEMBER CENTRES

MOHLTC must take action

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1. CompensationGoal: To address serious retention/recruitment issues, compensation packages must be funded equitably and competitively relative to other providers in the health system.

• Includes benefits (pension) and wages• Strategy for all Staff

AOHC actions:• Advocacy work at political level with AFHTO, NPAO• Supporting members to hold MPP meetings, with webinar and lobby

materials.• For more information: http://www.screencast.com/t/4cAH9yPP2bP

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Minister on Retention and Recruitment

…..Primary care faces challenges – “including recruitment and retention of staff” … “this is very much front of mind for me

… You need the flexibility to grow and change with your communities.

….I value the work you do and I know it’s not easy

….I know gov’t has a bigger role to play with you …. To make sure you have resources and talent to do this work.

AFHTO Conference, Oct 15 2014

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2. CapitalGoal: To enable integrated programs and services, community capital policies and processes must be changed so that allocations of funding enable building specifications that match program and service needs and targets for growth, and progress in a timely manner.

• MOHLTC has agreed that there is a misalignment with capital policies and MOHLTC integration vision.

AOHC actions:• Advocacy with MOHLTC staff and political staff• For assistance: [email protected]

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3. Base Funding Increases

Goal: To support increased costs for operations and increased programs and services mandated by the MOHLTC and the LHINs, the Ministry must increase base funding including allocation for information management related expenses.

• LHINs are not approving across board base funding increases

• Current 5-6% community fund going to community support

AOHC Actions:• Focus in 2014-15 = IM/IT• Please complete survey

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4. Right Mix of ProvidersGoal: To ensure our Model of Health and Wellbeing can employ the most appropriate mix of providers, policy changes must be made so administrators have increased flexibility for hiring the right mix of providers to match community and regional needs.

What AOHC is doing:• Need to develop strategy with members.

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5. Rostering to the Centre

Goal: To strengthen interprofessional teams, prevent complex and time-consuming administrative challenges, improve the accuracy of provincial databases and avoid double-counting, all insured and non-insured clients must be rostered to the Centre, not a provider.

What AOHC is doing:• CHC & AHAC ED Network strongly endorsed a position on

“no rostering to the provider” at Oct meeting.• Working group of AHACs, CHCs, CFHTs and NPLCs will be

established

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Enablers where AOHC members must reconfirm our commitment

Information Management Strategy V2• To continue to connect to system

Costing methodology• So we understand value, cost and appropriateness of our

services and impact on health outcomes

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QUESTIONS