Proposed Ontario Agency for Health Protection and Promotion Update on Agency Implementation

1. Proposed Ontario Agency for Health Protection and PromotionUpdate on Agency Implementation Presentation for: Ontario Society of Nutrition Professionals in Public Health Annual Conference June 1, 2007

2. Creation of the Ontario Agency for Health Protection and Promotion Background • Numerous external reports recommended the creation of a public health agency for Ontario including: • Naylor Report (Oct’03), Walker Interim Report (Dec ’03), Campbell Reports (Apr.’04, Dec ‘04), Walker SARS Expert Panel Report (Apr ’04), Haines Report (Jul ’04), Walker Legionnaire’s Report (Dec ’05), CMOH 2005 Annual Report. • Common to all reports was the need to establish arm’s-length body with focus on provision of scientific and technical support to: • Government; • Public Health Units; and • Front-line Care Workers.

3. Creation of the Ontario Agency for Health Protection and Promotion Agency Implementation Task Force (AITF) • AITF was established in January 2005 to advise the Ministry on the design, development and implementation of a public health agency for Ontario. • AITF provided Ontario a final report in March 2006 providing recommendations on the governance, mandate, vision, organizational design and functions of an Agency for Ontario.

4. 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. • Bill 171 • Second Reading on April 2, 2007 (completed) • Standing Committee on Social Policy April 23-24, 2007. • Clause-by-Clause Reading on May 7, 2007 • Third Reading on May 31, 2007 (completed)

5. Rationale for Creation of Agency • Common to all reports was recognition of the need to establish arm’s-length body with focus on provision of scientific and technical support to: • Government • Public Health Units • Front-line Care Workers • Agency would: • Provide scientific and technical support • Ensure collaboration and maximise use of resources and minimise duplication • Fill gaps in existing public health system • Strengthen innovation and research in public health • Coordinate and harness expertise across the province • Provide a centre of excellence • Allow government to focus on stewardship and accountability • Allow for nimble responses and agility in critical analyses and response functions where called upon by the Chief Medical Officer of Health

6. Conceptual Framework for Agency

7. Agency Government Chair Board Minister of HealthPromotion Minister of Healthand Long-Term Care Standing Committees Key Directions Governance CEO Strategic Planning CMOH / ADM • CMOH Functional Relationships • - Working Relationship with CEO • - Sits on Strategic Planning Committee • Activates Agency participation in times of • emergency or exigent circumstances • Non-voting Board member Scientific Advisory Public Health Division Audit

8. Key Directions Public Health Units Health Care Providers Partner Ministries CLIENTS AREAS OFSPECIALISATION Infectious disease and infection prevention and control Health promotion, chronic disease and injury prevention Environmental health • Surveillance and epidemiology • Research • Knowledge exchange • Laboratory services • Professional development • Communication Support in Emergency and Exigent Circumstances FUNCTIONS

9. Key Directions Funding • Multi-year funding (at least $45M + OPHL) • Hold 3rd party funds • Access supplementary funds in emergency/exigent circumstances Accountability • Memorandum of Understanding (MOU) • Reporting (Annual Report submitted to the Minister for tabling in the Legislature) Working with Partners • MOHLTC to coordinate process for other ministries to work with the Agency • Agreements to formalize partnerships with ministries/organisations Research and Knowledge Exchange • Province-wide network for research, training and knowledge exchange • 3-year research agenda for public health

10. Key Directions CMOH Roles • Formal liaison between Agency and ministries • Ensure establishment of Inter- and Intra-Ministry Committees to set provincial priorities for the Agency • Attend Board meetings (no vote) • Member of Strategic Planning Committee of the Board • Activate Agency involvement in emergency or urgent circumstances Proposed Government Roles • Core corporate and stewardship functions for Public Health retained by MOHLTC including: • Policy and Legislative Development • Ensure compliance and accountability with standards and guidelines • Public Health HR planning, assessment and training • Emergency management activities • General health communication to practitioners, professionals, public and media • Fund public health units and health care facilities and ensure accountability • Maintain direct relationships with federal departments except when delegated to the Agency

11. Key Directions Proposed Government & Agency Roles in an Emergency • Overall lead is Emergency Management Ontario • MOHLTC leads health components through existing structure • Communication to stakeholders resides with leading ministry • Agency functions as activated within overall emergency management framework (at initiation of Chief Medical Officer of Health/Executive Emergency Management Committee) Strengthen and Align Ontario Public Health Laboratories • Proceed in line with operational review recommendations • Co-locate core Central Public Health Laboratories functions with the Agency • Restructured Ontario Public Health Laboratories with greater emphasis on advanced testing • Phased Transition Plan and Lab Transition Team (coordinate move, information system, manage HR support) – full transition goal 2008/09

12. Agency Strategic Plan Development Task Force recommended approach for the Agency to develop their Strategic Plan Intra-Ministry Committee - identifies MOHLTC priorities for Agencyconsideration Inter-Ministry Committee - identifies Ministries priorities for Agencyconsideration • Field Input through surveys, regular for a and needs analysis: • - Public Health Units • Organisations • RICNs • Etc. AgencyStrategic Planning Committee - reviews input from Ministry Committees - recommends Strategic Plan for Board Approval Agency Board of Directors - approves Strategic Plan AgencyStrategic Plan Approved - provided to MOHLTC through an annual business plan - implemented by Agency

14. Board and CEO in place (focus on start-up operations) Year 1 (07/08) Senior leadership in place and staff recruitment underway; capacity for resources in infectious diseases and response in emergency and exigent circumstances; OPHL transfer anticipated Year 2 (08/09) Agency in operation in key areas – providing scientific and technical expertise in all areas of specialization Year 3 (09/10) Implementation – Key Milestones

15. Immediate Next Steps Recruit Board • Screening Panel struck to short list Board candidates for the Minister’s consideration • Chaired by Dr. David Walker • Screening potential names based on a competency matrix • Screening Panel supported by executive search services Recruit CEO • International search • Executive search services secured to assist with recruitment