Thank you.

I'm delighted to be here today

It's a privilege to be here representing the government of Ontario, as your Minister of Health and Long Term Care. And with each passing hour I'm becoming more aware of the challenges that go with that job.

Yes, the challenges are immense. But the simple fact is that I was honoured when the Premier called me and asked me to serve in this portfolio.

I honestly believe I've landed the best job in government. And I'm energized by the knowledge that every single person in Ontario wants me to do well.

I'm also delighted to have the support and the assistance of the Ontario Hospital Association. Less than two weeks into my new job, this is already my fifth opportunity to spend time with the OHA. I value your input and your expertise. And I appreciate the encouragement that I've received from many of you over the four days of this convention.

It's also been very helpful to me to spend time with the leadership of the OHA: your new president, Hilary Short; outgoing Chair Mary Lapaine; and new Chair Tony Dagnone.

All have been helpful in getting our relationship off to a good start. And I'm glad we'll have the chance to work together in the years ahead.

It's clear to me that the OHA and the Ontario Ministry of Health and Long Term Care share similar goals. First and foremost, providing the citizens of Ontario with the best possible health care.

We all recognize the need to invest in every part of the system, including health promotion. We all want greater stability. We all want a relationship of co-operation and collaboration. The past four days have convinced me that we're going to work very well together.

I also know that we're coming out of some challenging times. The past year has been tough - and no one knows that better than you. SARS tested our health care system like it hasn't been tested in recent memory. And we've all learned from the experience. I'd like to extend my very personal 'thank you' to all who helped us through this crisis.

What I'd like to speak about this morning are some of my values, my ideas, and some of the goals I'd like to pursue.

I don't have all the answers - I'm not even going to pretend that I do. But I would like to talk to you about the broader values and beliefs which guide me and the Dalton McGuinty government.

Let me tell you a little more about where I come from. I became active in politics because of Pierre Trudeau - his last campaign in 1980 was my first campaign. And in the years since then, I've had the opportunity to work - and to learn from - people like Herb Gray, David Collenette, Hugh O'Neil, Barbara Hall and David Peterson.

In 1999 I had the privilege of running for office under the leadership of Dalton McGuinty. And that same year, I experienced the thrill of being elected, a thrill which was only eclipsed by Dalton McGuinty's phone call four years later inviting me to serve in his cabinet.

In addition to political work, I've also been active in other types of 'campaigns,' the most inspiring being the campaign to save the Wellesley-Central Hospital.

After finishing my work for Herb Gray, I returned to Toronto to manage this effort. I've never been more proud, or seen a stronger community commitment, than that which fueled the Wellesley's "Staying Alive" campaign.

At the Wellesley I learned an essential lesson : that a community's pride in its hospital is directly proportional to a hospital's respect for its communities.

For me, the Wellesley continues to serve as a model for how a hospital can connect with the community it is mandated to serve. And I'm delighted that St. Mike's, my local hospital, has been influenced by the values and the culture of the Wellesley.

Today, Dr. Charlie Guiang, who practices at St. Mike's clinic on Sherbourne Street, is my doctor. And it certainly doesn't hurt that St. Mike's community efforts are inspired by the leadership of Dr. Phillip Berger, one of my health care heroes.

I'm someone who is very idealistic about Canada's public health care system. I admire the principles on which it was founded: the vision of one quality health care system for all - regardless of age, income, ethnicity, or where someone happens to live.

For me, medicare - our system of public health care - is the best expression of Canadian values.

It's a tremendously powerful symbol, and it's certainly one of the key values of the McGuinty government. That's why a commitment to medicare was a key part of our election platform.

But medicare is more than just a symbol. It's a tremendous force for good in our society.

My riding of Toronto Centre-Rosedale is home to some of the richest people in Canada. And too many of the poorest. They may not shop at the same stores. They may not eat the same foods. They may not attend the same houses of worship. But when the issue is health care, I believe each and every one of them is entitled to the same level of quality and service. And that level of care is first-class !

Let me tell you a bit more about the values of the McGuinty government.

We believe in a public health care system. A single-tier, universal health care system, accessed on the basis of need, not on the basis of want or who one might happen to know.

We believe in a system where quality patient care and improved system outcomes - not shareholder returns - are the primary objectives.

We believe that government has not only a role in society, but a responsibility. And nowhere is this responsibility more evident than in the provision of health care services.

Fulfilling this responsibility, and others, is going to test our resolve. It will test our creativity, our skill, and our self-discipline.

Like many principles, they're easy to adhere to when things are good. It's when times are tough that principles are put to the test.

After last Wednesday's announcement about the size of the provincial deficit the Tories left behind, I think it's pretty clear that we're in for such a test.

A $5.6 billion deficit is something none of us was expecting. It will demand attention. But we cannot and we will not allow it to distract us from our priorities. The pace of change may be slower, but we will keep our commitments.

As I learn more about our health care system, I'm struck by its complexity. And frankly, I'm often left wondering how much of a "system" it really is.

One thing which is already clear to me is that in order for any real progress to be made, new relationships, based on good will and common values must be established.

We need a new spirit of common purpose within the walls of Queen's Park, and on the floor of the Ontario Legislature. As an opposition backbencher for the past four years, I was often frustrated at how health care players avoided informing me of issues affecting my own riding. That's not in anyone's best interests - and I say that even though I'm now on the other side of the floor.

I encourage you to connect with the MPP for your riding, regardless what party they belong to. If we are to succeed, all MPPs must be better informed on health care issues. If those of you in this room establish good working relations with your MPP, we will all benefit.

I'm also looking forward to a new era of co-operation with Ottawa.

Ontario's health care system will need more support, and we believe that the best way to get this support from our federal partners is to show them that they're getting good value for money. We can't simply go looking for a "hand-out." We have to attract investment the old-fashioned way -- by earning it.

And earlier this week, I think we saw some progress on this front, with Minister Manley's announcement that approximately $2 billion in new health care funding for the provinces now seems more certain.

I don't think there's any doubt that this change of position can, in part, be credited to Ontario's new co-operative approach.

Finally, a new spirit of co-operation and common purpose is also essential between my Ministry and Ontario's hospitals. I will bring this about.

The government of Ontario will continue to actively support and work with hospitals throughout the province, and we will give even greater attention to ways in which to improve our health care.

There's no great mystery about to achieve that. Time after time, in review after review, that much has been made clear. There have been enough studies to fill a library. And while, yes, there are some differences among them to be sure, the recommendations share a common theme and point to a common way forward.

From provincial reviews, such as that led by Don Mazankowki in Alberta or Michel Clair in Quebec, to those at the national level - by Michael Kirby, the Prime Minister's National Forum on Health, and of course the Romanow Commission on the Future of Health Care - we know the course that we must set.

It is a course of consumer-centred reform within a framework of public health insurance, with accountability, system integration, and enhanced efficiency as key objectives.

We have the roadmap. Let's get started !

I will move quickly and decisively to make Ontario's health care system more effective and more accountable.

By ”effective” I mean more responsive to patient needs, with more timely care, and a new emphasis on innovation.

Just last week, we took a step in this direction with a $9.5 million investment for two new medical linear accelerators at the University Health Network's Princess Margaret Hospital. These machines permit high-precision, image guided radiation therapy. They will allow Princess Margaret to treat patients more accurately, and with greater success. And they shorten the treatment cycle.

To me, that's a good investment. And we will continue to invest wisely, in urban centres, in rural areas, and in the northern parts of our province.

Another important part of making our system more effective is ensuring that everyone is able to work effectively.

Restoring the pride and confidence of our front-line health care workers is an important test, and something I will treat as an early priority. And better working conditions are part of that equation.

Health care is delivered by people - and it's our job to make sure they have a safe and supportive working environment.

That's why last week's funding announcement also included money for patient lifts to help lighten the daily burden of nurses and aides. All the innovation in the world won't help if we don't get the ’human resources’ piece right.

In addition to making our health care system more effective, we also have to make it more accountable.

We're here to introduce a new era of accountability.

To me, ’accountability’ means being answerable for our actions, not just our good intentions. I believe we need clearer performance targets, greater transparency, and better lines of communication.

We need to make better use of existing resources, and we need greater integration. Too often we have hospitals working in isolation, losing opportunities to share information and to work in a complimentary way. It's time to actually transform our health care system into a ”system.”

In Windsor we're seeing an inspiring example of two hospitals putting their competitive past behind them and working together to enhance delivery of care and to bring their deficits under control. And the big winners are, of course, the people of Windsor.

In Ottawa, we've seen the integration of cardiac care across a number of hospitals. Again, the winners are the people who depend on these hospitals.

And in Grey Bruce, they're developed a common information technology system that better serves the needs of their diverse, rural community.

It's time to start measuring investments against results. Because at the end of the day, we all answer to the same boss -- the 12 million people of Ontario. And they deserve to know how their money is being spent.

That's why this government is committed to establishing an Ontario Health Standards Council - a commitment contained in our campaign platform.

This Council will provide the public with clear reporting on our progress - and our shortcomings too - and will complement the important work of the National Health Council, which we fully endorse and support.

The Premier has asked me to come forward with nominees for the National Health Council, which we are working on as I speak. Ontario will be accountable, and our support for the National Health Council is early evidence of our accountability.

I'm ready to do my part. I want to find new and innovative ways to consult with you and others in the health sector. And I will take decisive action - because decisive action is needed.

As I said a moment ago, my priorities are to make Ontario's health care system more effective and more accountable.

I'm confident that, working together, we will succeed.

In the past, we were often preoccupied with day-to-day concerns. Crisis management is an important part of our job, and it's something we've done well. But it's not our only job. We have to make time to focus on the bigger picture.

If I can use a hockey analogy, I think we've spent a lot of time ”looking down at the puck.” I don't know how many of you in this room still lace them up for a game of hockey from time to time. But I sure know what happens to players in my league when they come across the blue line with their head down, looking at the puck.

It's time to look up. To look beyond the immediate, short-term problems and see the bigger picture. It's time to use the ice and use our teammates more effectively.

I'm not afraid to go into the corners – and I'll certainly go into the corners on your behalf, and on behalf of the people of Ontario.

But for us to succeed, we have to work as a team.

Ladies and gentlemen, although I'm still a rookie, I'm proud to be part of this team. And I look forward to working with every one of you.

Thank you.

Speaking Notes to Ontario Hospital Association 7 pages | 30K | PDF format

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November 2003