Skip to main content

interview

See the interview here:     https://www.tvo.org/video/prog...turing#disqus_thread

What struck me in the discussion, which was quite straight forward on the big aims front, was that the health ministry continues to frame care without taking into account the need for inter-ministry collaboration if we are ever to actually address the downstream from the hospital issues - Social deterrents of health - access to transpo, housing (beyond a nursing home) etc.

The mental health commission's "Out of the Shadow's" made it clear that this is critical to successful integration and addressing: rehabilitation, recovery, wellness and effectively managing success in acute care situations.  https://sencanada.ca/content/s...ep02may06part1-e.pdf

Attachments

Images (1)
  • interview
Last edited by Registered Member
Original Post

Replies sorted oldest to newest

Thanks for posting this. It was well worth my 28 minutes to watch it.  I really enjoy having the opportunity to have "both sides of the coin" presented to me and a civil conversation between people with two different perspectives on an issue.  In today's world everything seems to be about who can yell the loudest or be the rudest "bully" in an effort to sway opinion.  Change is so difficult.  Healthcare change can be very emotional and political.  It was nice to watch this very polite debate.

 

In discussing the effect of closing the LHINs and creating the 35 MY CARE AGENCIES we also need to consider the fact that in addictions especially, the funded model is contracting out many functions to NPOs that are registered charities. Should the government funding terminate to a registered charity because the decisions will be made by the local politicians under the new system, there will be a greater burden placed on those funding the private donations.

Sustainability of a registered charity will be determined by political alliances.

The formerly LHIN funded staff will loose seniority because they will be forced change employer under this new system.

Many years ago I was the auditor for both the regional and local municipal library. I wondered why the Real Estate was being sold off and checked to see who was on the board of directors. To my surprise there were 3 city counselors on the board and 3 appointed members. The legislation allowed this.  We should assume that the same thing is going to happen with the MY CARE AGENCIES. 

Thanks for sharing Bill - I thoroughly enjoyed this debate and have a few thoughts on this... 

It's difficult to know how the new Ontario Health will work out - only time will tell. I agree with Bob in that the implementation of this new system must be precise and highly detailed. Also, I found it interesting when Michael pointed out that there needed to be a focus on a bottom-up (patient-centered) approach as opposed to a top-down approach. Is it more important to centre our attention on the executive/management level that is being cut or should we be paying more attention to the increase in care each patient is now expected to receive?

On that note as well, I liked the discussion around where these 30 leading teams would ideally be located - around the patients/people or around the service providers?

Interested to see how this all turns out!

Admin at Windsor Addictions RAAM Clinic posted:

In discussing the effect of closing the LHINs and creating the 35 MY CARE AGENCIES we also need to consider the fact that in addictions especially, the funded model is contracting out many functions to NPOs that are registered charities. Should the government funding terminate to a registered charity because the decisions will be made by the local politicians under the new system, there will be a greater burden placed on those funding the private donations.

Sustainability of a registered charity will be determined by political alliances.

The formerly LHIN funded staff will loose seniority because they will be forced change employer under this new system.

Many years ago I was the auditor for both the regional and local municipal library. I wondered why the Real Estate was being sold off and checked to see who was on the board of directors. To my surprise there were 3 city counselors on the board and 3 appointed members. The legislation allowed this.  We should assume that the same thing is going to happen with the MY CARE AGENCIES. 

The intent or is it rhetoric of "local decision" in the context of closing the LHIN's is now framed as occurring with the care groups/organizations? This will cloud, fog accountability measures I think as when was the last time you were able to have an organization's Board shift beyond their own silo and organizational imperative of, "everything is going well?"  

Its interesting if we can step out of the immediate push and pull going on to note that the former government with its new funding plan for the ministry was going to put $'s into researching and advancing health governance, recognizing that its important to address this.  It would be useful to somehow get our hands on the policy papers of the ministry that were informing this direction.  It could help us further with setting the context. 

Anyone good at "access to information requests" though what would be more useful to dialogue on the topic would be to have someone from the ministry of health simply post/share it somehow.  Ok, so much for my understanding of realpolitik and "open governments", which btw in my mind applies to governments of all stripes, at least at the moment.  Still it is fun to aim for.

Useful snapshot of the governance challenges of health teams model between the age old silos of Hospitals and Community agencies by Bob Bell former deputy minister of health in Ontario.

...

The teams have responded to a “low rules environment” in these applications. Teams describe how they will govern their service planning, describe how they will integrate care for patients and how they will measure success without clear expectations from the ministry.

 

The lack of clear direction suggests that the ministry plans to review concepts from providers across the province to develop policy around provincial health care reform.

Given the lack of resources for planning OHT’s, it was expected that most teams would be led by hospitals since they have the largest budgets within potential OHT partners. Indeed, 23 of the 31 teams proceeding to OHT designation are led by hospitals. ...

See the article here

 https://www.thestar.com/opinio...ned-for-failure.html

Here is a link to Bob Bell's website/bloghttps://drbobbell.com/

 

Add Reply

Post
CAMH Logo

This website has been funded by a grant from the Government of Ontario.
The views expressed do not necessarily reflect those of the Government of Ontario.
×
×
×
×
Link copied to your clipboard.
×