Ontario Agency for Health Protection and Promotion Update on Agency Implementation

1. Ontario Agency for Health Protection and PromotionUpdate on Agency Implementation Presentation for: ALPHA June 10, 2008

3. Creation of the Ontario Agency for Health Protection and Promotion 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.

4. Agency Implementation Task Force MANDATE “To provide scientific and technical advice for those working to protect and promote the health of Ontarians” VISION “We will be an internationally recognized centre of expertise dedicated to protecting and promoting the health of all Ontarians through the application and advancement of science and knowledge” MISSION “We are accountable to support health care providers, the public health system and partner ministries in making informed decisions and taking informed action to improve the health and security of all Ontarians, through the transparent and timely provision of credible scientific advice and practical tools.”

5. Legislated Objects of the Agency • To provide scientific and technical advice and support to the health care system and the Ontario Government. • To develop, disseminate and advance public health knowledge, best practices and research. • To inform and contribute to policy development. • To develop, collect, use, analyse and disclose data. • To undertake, promote and co-ordinate public health research. • To provide education and professional development. • To establish, operate and maintain laboratory centers. • To serve as a model for bridging infection control and occupational health and safety. • To undertake research related to evaluation modes of transmission of febrile respiratory illness and the risk to health workers. • As directed by the CMOH, to provide advice and support in emergencies.

6. AITF – Approach to Validation of Core Model Approaches Enablers & Infrastructure Governance Lessons learned from other jurisdictions Legislation Role definition & MOUs Roundtables and targeted sessions Partnerships Commissioned Research Human Resources Communications Multi stakeholder Reference Panel IT

7. Key Directions AGENCY 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

8. The Agency Nexus

9. Board Update Founding Board appointed in the summer of 2007: • Dr. David Walker – Chair; • Dr. Terry Sullivan – Vice-chair; • Dr. Michael Christian; • Judith Tompkins; • Dr. Richard Massé, and; • Dr. Liana Nolan; • The selection process for the remaining seats on the Board commenced in January 2008. • Recommendations forwarded to the Minister in March 2008. • The Board has been regularly since September 2007. • The start-up phase is focused on governance (i.e. MOU, conflict of interest guidelines, first by-laws) and labs transfer. • Board participated in its first strategic planning session in November 2007. • A second strategic planning session focused on labs occurred in January 2008. • A retreat to start development of the Agency’s first strategic plan is planned for later this month.

10. 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

11. Strategic Plan • Will build on previous consultations • Start with broad range of draft objectives • Ensure opportunity for further input • Realistic expectations • Pace of activity to match resources • Engagement with new CMOH • Key issues to consider in the strategic plan • Broader agency objectives vs laboratory • Academic/research vs government/field • Infectious disease vs chronic disease • Balance between local and regional priorities and emerging provincial priorities

12. Staffing • Vivek Goel announced as the Agency’s inaugural President and CEO on March 4, 2008. Official start date is July 1, 2008. Working a few days a month on behalf of the Agency until July. • Kathryn Bouey appointed as Transition Lead and Chief Negotiator representing Agency interests in the transfer of the Ontario Public Health Laboratories to the Agency. • Transition Expertise has been retained for facilities, IT/KM, HR/ Change Management, Policies/MOU, and Legal. • The Agency has retained Knightsbridge Executive Search as a partner in the recruitment of the Agency’s senior management team. The Agency is currently recruiting Senior Administrative Leaders: • Vice-President and Chief Administrative Officer and 3 direct reports • Chief Financial Officer • Chief Human Resources Officer • Chief Information Officer • First recruitment ad appeared in the Globe and Mail on April 25th • Ad copy will also appear in the Longwoods e-Letter, CCHSE, and the Ontario Health Promotion E-Bulletin • Careers tab on the Agency website: www.oahpp.ca

13. Top Level Staffing Model

14. Transition and Start up Activities • A Transition Team has been established to assist with implementation of several key initiatives, including the continued development of the Agency's governance, accountability and administrative structures and policies. • Its current focus is working with the Ministry of Health and Long-Term Care on plans and agreements necessary for the proposed transfer of the Ontario Public Health Laboratories to the Agency later this year involving over 600 staff and 12 locations. (Fall 2008) • It is also addressing longer-term initiatives such as lab reform, information management and technology, and facilities planning. • Temporary project space at 415 Yonge Street, 16th floor • Moving to interim head office at 480 University Avenue in the Fall • Negotiations are proceeding between ORC and Alexandria Real Estate Equities, Inc (the MaRS developer for Phase II) for a permanent home for the Agency and Central Public Health Laboratory

15. 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