Page 12 - CEO Orientation

 Enhancing our academic and education mandate by offering opportunities for medical, nursing
and health professional learners to train in a variety of care settings.
 Using our roles as Toronto Central LHIN resource hospital partners to improve population health
outcomes.
 Reinvesting in front-line care through a minimum of annualized savings and reinvestment
opportunity between $8.8 million and $14.3 million.

Quality and patient safety will also advance through the sharing and adoption of standard care protocols
and best practices, improved care transitions and integrated IT systems that increase communication
between providers. Instead of duplicating process design initiatives, we will be able to share and
incorporate learnings that result from patient case reviews, and provide greater access to data that can
inform quality improvement across the health network. Our knowledgeable physicians, clinicians and
staff will work together to design a comprehensive network of care around the patient and family that
spans the full spectrum of care from primary care, secondary community care, tertiary care, quaternary
care services to post-acute through rehabilitation, palliative care and long-term care.

By becoming an integrated health network, the organizations also believe we can become a stronger
voice within the City of Toronto and Toronto Central LHIN for community population health specifically
focused on patients’ social determinants of health like greater access to housing, nutrition and mental
health and addiction services for the marginalized populations we serve.

Together, the organizations are best positioned to deliver on the province’s population health mandate
to help patients and their families obtain better access to a more local and integrated health care
system and improving the patient experience, thereby delivering higher-quality care. This integration
will be the beginning of a new and stronger multi-provider health network that will be open to other
partnerships enabling even greater improvements in coordination of care.

A Collaborative Journey
In September 2016, the boards of St. Joseph’s and St. Michael’s announced their intent to explore
creating a health network that would provide value to patients, their communities and the broader
health system. In February 2017, it was announced that Providence had joined as a founding member of
the potential new network. A Joint Board Steering Committee comprised of members from the boards
of directors of all three organizations was established to provide oversight and guidance on the
integration analysis. The joint board formed working groups to assess the benefits and risks of
integration, including in the areas of patient care, finance, information systems and technology, human
resources, research and education, and medical staff models, the findings of which are outlined in this
proposal. The joint board’s work also included identifying a governance model for a new health network.
During this process, the Joint Board Steering Committee and members of all three organizations’ senior
management teams informed stakeholders of the integration exploration, and invited feedback on how
a new health network would benefit patients and the system.

Our Shared Purpose: Advancing the Health of Our Patients and Our Urban Communities Page | 4