In an auditor general report, released in December, they found high CEO salaries, high administrative costs and a level of care that varies widely across the province of Ontario. Having given authority to individual LHINs to make decisions in local regional care, there is much discrepancy.
• Costs that CCACs considered to be for
“direct patient care” included items that
did not involve direct interaction with
patients, such as service providers’ overhead
• CCAC CEOs’ salaries up 27% between 2009
• Not all CCAC CEOs followed the common
compensation framework designed specifically
for them; service-provider CEOs
followed different frameworks.
• CCAC nurses and therapists were better
paid than their service-provider counterparts
in the year ending March 31, 2014.
• No cost/benefit analysis of CCAC nurses
directly providing services under three
new programs (rapid response, mental
health and addiction, and palliative care)
was prepared before the programs were
launched, and the effectiveness of these
programs has not been evaluated.
• Billing rates for the same service categories
varied by service provider and
• Service providers use a variety of clinicalcare
protocols; use of outcome-based
pathways do not always result in cost savings.
I seldom agree with Denley, but he makes some excellent points.
We lack staff, they are hard to find: PSWs, nurses, and palliative physicians, for example.
Unfortunately, the provincial government’s latest proposals are closer to tweaking than they are to the fundamental change the sector requires. The biggest change on offer is eliminating the Community Care Access Centre boards and transferring their responsibilities to the boards of the Local Health Integration Networks.