Lozon Jeffrey C, Alikhan L Miin
President and Chief Executive Officer, St. Michael's Hospital.
Healthc Pap. 2007;7(3):52-9. doi: 10.12927/hcpap..18758.
Tilson and Berkowitz review the Institute of Medicine reports that catalyzed the serious re-examination of the United States public health enterprise. For Canada, a similar catalyst stemmed from the lessons learned during the 2003 severe acute respiratory syndrome outbreak. While strong policy statements of commitment to strengthen the public health system are a necessary first step to stewarding change, they are insufficient without defined accountabilities, operationalized relationships and supporting legislation. Investments in critical enablers of sustainable reform, such as inter-sectoral partnerships, human capacity building and an electronic backbone, are also required. To support the value added by public health functions and services, both from a health benefit and economic perspective, a performance management system is necessary. While the 2004 establishment of the Public Health Agency of Canada was a progressive step, persistent political will and leadership are required to ensure this agency's effectiveness and preparedness before the next crisis hits.
蒂尔森和伯科维茨回顾了美国医学研究所的报告，这些报告推动了对美国公共卫生事业的认真重新审视。对于加拿大来说，类似的推动因素源于2003年严重急性呼吸系统综合征疫情期间吸取的教训。虽然做出加强公共卫生系统的有力政策声明是推动变革的必要第一步，但如果没有明确的问责制、可运作的关系和支持性立法，这些声明是不够的。还需要对可持续改革的关键推动因素进行投资，如跨部门伙伴关系、人力能力建设和电子支柱。为了从健康效益和经济角度支持公共卫生职能和服务所带来的附加值，绩效管理系统是必要的。虽然2004年加拿大公共卫生局的成立是一个进步，但在下一次危机到来之前，需要持续的政治意愿和领导力来确保该机构的有效性和应对能力。
