Page 34 - CEO Orientation

Current Workforce Landscape

Organization Population Management Research Nursing Total Payroll Union Non-Union
(% of total) (% of total) Staff Costs/Year (% of total) (% of total)
(% of total)

St. Michael’s 5,800 3% (175) 10% (574) 1761 (30%) $327,010,900 51% (2,942) 49% (2858)
St. Joseph’s 2,851 3.1% (90) n/a 954 (33%) $143,527,000 69% (1,955) 31% (896)

Providence 1,201 4% (50) n/a 192 (16%) $ 64,303,608 64% (769) 36% (432)

This proposal for voluntary integration is based on the assumption that all three organizations’ sites will
remain in place and will continue to service each local community. Clinical program and medical
department integration has not been reviewed. To facilitate integration of the three organizations, the
Human Resources team considered the following impacts:
 Common management structure thereby enabling further investment in frontline patient
services
 Integrated support services model with efficiencies in duplication of roles in support services.
 Opportunities to develop multi-site leadership roles in support services.
 Salary disparity between like roles in support services at the staff level.
 Labour implications under Public Sector Labour Relations Transition Act.
 Potential for increased anxiety, turnover and disengagement of staff during a period of change
and transition.
 Impact of integration on the employment status of staff who currently work at all sites.
 Impact of geography across the three sites and the need to leverage communications
technology.

To help address these important considerations, a change management and leadership development
plan will be established as part of transition preparedness. Risk issues and our planned mitigations
related to human resources have been identified and can be found within our risk assessment in section
4.7 of this document.

4.4 FINANCE
A key objective of the integration review was to examine whether the three organizations could
operate more efficiently under a common management structure thereby sustaining and enabling
investment in patient services. Specifically, we believe we can avoid duplication and reduce costs by
restructuring corporate and support services at the three organizations and considering a new way
to manage administrative functions. The new health network’s long-term goal is to create
efficiencies and value enabling re-investment of savings to where it matters most: patient care.

A review was also conducted on the organizations’ financial positions finding all had positive cash

Our Shared Purpose: Advancing the Health of Our Patients and Our Urban Communities Page | 26