Page 75 - CEO Orientation
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1.0 WELCOME
The meeting was called to order at 7:31am by P. Gordon who then opened with prayer.
2.0 DECLARATION OF CONFLICT OF INTEREST
No conflicts were declared.
3.0 CEO REMARKS
Changes to the director roles across the sites were rolled out last week and will take effect Dec.
nd
2 . Some directors have been given new roles with added responsibilities, some had few
changes and others will leave the network. The vice-presidents spoke to affected staff
individually and some staff members have been provided additional time to consider their
offer. A communications plan has been prepared. All impacted staff have been and will
continue to be treated respectfully during this process.
o Meetings with directors, managers and staff are also underway to further clarify the
portfolios, roles and responsibilities. Special FAQs, orientation sessions, and toolkits for
the directors are also being developed to assist them with their new roles and preparing
for the next phase of changes at the management level (expected to occur in February).
o It was noted that regular integration updates are provided to leadership staff at all sites
on a weekly basis through a “Leadership Links” email.
4.0 TRANSITION UPDATE
st
The Oct. 31 executive retreat included participation from the clinical vice-presidents to allow
them to be fully informed of the corporate changes and the impact on their portfolios. Clinical
operating models are now under development with support from EY and also include directors
and other key clinical staff. As the Transition Office continues to evolve it will support the re-
design of the operating models to ensure consistency across the network.
The updated financial impact summary was reviewed. The total integration savings was
originally projected at $4.05M. This has now been updated to include all outstanding invoices
and Day 1 severances, changes to VP compensation and director-level restructuring, etc. and
the savings are now at $3.92M.
o Much of the focus now is on establishing portfolio-specific targets to help identify the
pathway to achieve greater savings. This will be included as part of the development of
the corporate operating models and will help create the necessary behavioural changes
that will facilitate new ways of thinking and doing things.
Each group is also reviewing what policy harmonization needs to be undertaken. Many have
specific functional requirements as well as regulatory/legislative requirements and these must
all be taken into consideration.
Similarly, consideration is being given to how to integrate all the operational committees and
decision-making structures at the three sites. Currently each site is still operating
independently in many ways but as the directors become more corporate the need for separate
committee meetings at each site will diminish. The local structures will need to be reorganized
to reflect and work within the corporate model as the final governance system is established.
Consideration is also being given to address issues related to the distance between the three
sites. A. Trafford’s team is looking at technological options available.
Integration Committee Minutes – Nov. 28, 2017 Page 2
