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Commission on the Reform of Ontario's Public Services

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Executive Summary<br />

The old system and an ideal reformed system are laid out in <strong>the</strong> accompanying charts.<br />

General Approach<br />

� Interventi<strong>on</strong> after a problem occurs<br />

� Acute care<br />

� Hospital-centric<br />

� Silos<br />

� Resource-intensive minority <strong>of</strong> patients in regular<br />

system<br />

� Accept socio-ec<strong>on</strong>omic weaknesses<br />

� Extraordinary interventi<strong>on</strong>s at end <strong>of</strong> life<br />

Hospitals<br />

� Draw patients to hospitals<br />

� Historical cost plus inflati<strong>on</strong> financing<br />

� Managed through central government<br />

� Homogeneous, all trying to <strong>of</strong>fer all services<br />

L<strong>on</strong>g-Term Care, Community Care and Home Care<br />

� Not integrated, underfunded and weight <strong>on</strong><br />

l<strong>on</strong>g-term care<br />

Physicians and O<strong>the</strong>r Pr<strong>of</strong>essi<strong>on</strong>als<br />

� Not integrated with hospitals and o<strong>the</strong>r sectors<br />

� Work al<strong>on</strong>e or in groups<br />

� Mostly fee-for-service funding<br />

� Few standards for medical approaches/c<strong>on</strong>duct <strong>of</strong><br />

practice<br />

� Unclear objectives and weak accountability<br />

� Inefficient allocati<strong>on</strong> <strong>of</strong> resp<strong>on</strong>sibilities<br />

Pharmaceuticals<br />

Current System<br />

� Little cost discipline from governments<br />

� Cost <strong>of</strong> plans to private employers driven in good<br />

part by employees<br />

Transforming to <strong>Reform</strong>ed System<br />

� Health promoti<strong>on</strong><br />

� Chr<strong>on</strong>ic care<br />

� Patient-centric<br />

� Co-ordinati<strong>on</strong> across a c<strong>on</strong>tinuum <strong>of</strong> care<br />

� Dedicated channels for <strong>the</strong> resource-intensive<br />

minority<br />

� Address socio-ec<strong>on</strong>omic weaknesses<br />

� Pre-agreements <strong>on</strong> end-<strong>of</strong>-life care<br />

� Keep patients out <strong>of</strong> hospitals<br />

� Blend <strong>of</strong> base funding and pay-by-activity<br />

� Regi<strong>on</strong>al management<br />

� Differentiati<strong>on</strong> and specializati<strong>on</strong> al<strong>on</strong>g with<br />

specialized clinics<br />

� Integrated with weight <strong>on</strong> home care<br />

� Integrated with primary care being <strong>the</strong> hub for<br />

most patients<br />

� Work in clinics<br />

� Blend <strong>of</strong> salary/capitati<strong>on</strong> and fee-for-outcomes<br />

� Evidence-based guidelines (through quality<br />

councils)<br />

� Objectives from regi<strong>on</strong>al health authorities and<br />

accountability buttressed by electr<strong>on</strong>ic records<br />

� Allocati<strong>on</strong> in accordance with respective skills and<br />

costs; and where feasible shifting services to<br />

lower-cost care-providers<br />

� Cost discipline through purchasing power,<br />

guidelines for c<strong>on</strong>duct <strong>of</strong> practice<br />

� Greater c<strong>on</strong>trol exercised by employers<br />

19

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