1. Board Orientation 2015 Stonegate and TC LHIN Strategic Plans

2. Strategic Planning Our last planning exercise was completed in September 2012 with strategic directions developed until 2015. We plan to engage in another strategic planning process over the next few months.

3. Stonegate CHC Strategic Plan 2012-2015 We will increase our client base and continue to evolve programs and services to meet client needs. – Increase the number of Family Practice clients while maintaining our existing high standard of quality care. – Continue to implement meaningful and appropriate community programs responsive to changing community need. – Use innovative approaches to expand the number of programs to respond to local needs. – Reduce the wait-time from intake to admission to Family Practice

4. Strategic Directions 2012-2015 We will ensure a stable home for our organization – Identify all possible viable locations for Stonegate CHC; secure location(s) – Develop a contingency plan to maintain services to existing clients and to include a funding plan to preserve, where possible, continuity of access by clients in the event of a move.

5. Strategic Directions 2012-2015 We will maintain our current funding and seek funding needed to meet requirements. – Maintain LHIN funding – Develop and execute an annual funding plan (includes grants, fundraising, etc.) – Develop and execute a capital funding plan – Develop and execute a funding plan to ensure continuity of access by clients in the event of a move

6. Strategic Directions 2012-15 We will implement diverse community engagement strategies. – Increase community awareness – Develop a communication strategy to keep the community informed in the event of a move – Maintain Board to Board relationships

7. Strategic Directions 2012-15 We will strengthen our capacity in order to be a more effective and efficient organization – Increase program and service capacity by increasing partnerships – Successfully implementation of electronic client record – Successfully implementation of accounting software

8. Toronto Central LHIN (local health integration network)

9. TC LHIN Fund 90% of our operations - $2.9 Million Contract is called an MSAA – Multi Sector Accountability Agreement. Negotiate annually for accountability indicators – performance on cancer screening, influenza immunization, panel size (the number of clients seen by an MD or Nurse Practitioner (NP) in two years.

10. TC LHIN Is funded by the Ministry of Health ($4 Billion) has the highest concentration of health services in Ontario with more than 170 health service providers delivering 210 programs. is responsible for planning, integrating and funding local health services that meet the needs of 1.2 million residents and thousands of other Ontarians who come to Toronto for care.

11. New CEO On August 14, 2015 a new CEO was announced: Susan Fitzpatrick Previously Susan was an Associate Deputy Minister to the Minister of Health – knows the Ministry very well. Is familiar with Community Health Centres Is data driven

12. TC LHIN Strategic Plan Toronto Central LHIN’s strategic plan will be guided by three overarching goals: – A Healthier Toronto – Positive Patient Experiences – System Sustainability

13. Four Strategic Priorities Four strategic priorities that will guide investments and activities to drive the reforms needed to achieve our goals: – Designing Health Care for the Future – Taking a Population Health Approach – Transforming Primary Health and Community Care – Achieving Excellence in Operations

14. Goal: A Healthier Toronto Move from health planning that only considers those who come through our doors. Look for people who are not connected and offer care that prevents declining health Plan for the entire population in our catchment Improve not only health care, but health Recognize the impact of the social determinants of health Targeted solutions that improve health equity

15. Positive Patient Experiences Our goal is to create a patient experience that is: – Seamless where transitions are barrier free across sectors and facilities. – Supported by open and effective communication between patient and provider as well as across providers – Culturally appropriate and culturally competent – Inclusive of family, caregivers, across all generations

16. Goal: System Sustainability Tight fiscal environment Presents opportunities to explore innovation Care must happen at the right place, at the right time Need careful, data driven capacity planning and design that fully leverages our resources across the entire health care spectrum. Enhanced performance measurement, reporting and performance management will help to safeguard quality

17. Strategic Priority: Designing Health Care for the Future Move beyond looking at discrete events of patient care to the whole patient journey Redesign through collaborative, multi-sector tables to deliver more effective, integrated and seamless care. Seamless flow of information and warm handoff of patients. Reach beyond clinical interventions to capture many facets of the patient experience. Measure the integration of care

18. Elements of the Strategic Priority Align funding mechanisms and service design with specific targets for improved patient outcomes. Engage diverse populations in service redesign Work with health service providers to reorganize the system Integrate the patient experience by allocating funding to the patient journey Leverage funding to encourage HSP alignment with broader health care objectives. Encourage strategic integration of services.

19. Strategic Priority: Taking a Population Health Approach Improve the health status of the population as a whole as well as its many sub-populations Good health is more than the absence of disease Take into consideration the social determinants of health. Need partnerships outside of health care – housing, employment, etc.

20. Strategic Priority: Transforming Primary Health and Community Care Invest in infrastructure for community care Engage primary health providers in shared accountability for patient outcomes Empower patients Build common infrastructure, common spaces, shared services for IT – bring providers together Target funding to drive strategic integrations.

21. Strategic Priority: Achieving Excellence in Operations Enhance data and analytics Evaluation methodologies Community engagement with priority and at risk populations. Policy and strategy frameworks - funding reform and driving strategic integration Cross sectoral partnerships.