Page 32 - CEO Orientation

 One MAC reporting to the board
o Composition: MAC Sub-Committee Chairs, Chief of Department from the Providence
site, MSA Executive, with other members to be defined (the intent is that the MAC
composition would include a physician lead with a department or MAC Sub-Committee
role from each of the three sites).
 One MSA Executive
o The roles of President, Vice-President, and Secretary of MSA would be from each
hospital site on a rotating basis.
OTHER CONSIDERATIONS

Current financial arrangements for physicians will continue and academic affiliation agreements will be
maintained on a site basis. A common standard for quality was noted as a key pillar moving forward to
optimize the integration and a key responsibility of the MAC. The MAC will facilitate opportunities to
share best practices and common quality improvement structures across the new organization.

 The structure of the MSA and the process to elect MSA executives will be developed as part of
preparing for the transition.

 There is a risk that this governance model for physicians may create silos that impede
integration. In order to ensure opportunities for integration continue to be considered, formal
mechanisms of communications are being considered including medical leadership retreats,
joint meetings of site MAC sub-committees, rotating representation on site MAC executive,
common MAC sub-committees for quality, bylaws, etc.
 The medical staff model will also be impacted by the executive team structure, particularly the
roles of CMO/VP Medical and Chief of Staff.

4.2 INFORMATION SYSTEMS AND TECHNOLOGY

Information systems and technology are a critical enabler and a key building block for the proposed
health network. Information systems will support quality of care improvements creating a better patient
experience. Integrated corporate systems will also enable operational efficiencies.

St. Michael’s is a recognized leader in this area, achieving a HIMSS 6.2 rating (Healthcare Information
Management and Systems Society), one of the highest for academic hospitals in Ontario. St. Joseph’s
has also had good success with the implementation of their electronic record system having achieved a
HIMSS 5.2 rating. St. Michael’s expertise is currently being leveraged by St. Joseph’s through a shared
leadership model, which could be extended to Providence.

Providence has an identified gap in information systems and technology as outlined in its Information
Management Supporting Plan. Information systems and technology are dated and in need of
replacement. The organization has strategically grown working capital for the purpose of investing in a
new core clinical system. Joining the health network will enable Providence to fully implement a new
health information system by March 2020.

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