1. Facilitated Discussion on Voluntary Integration
The ECC Board Meeting
May 2018

2. Guiding Principles for Integration
“The potential of integration is in its ability to address both sides of the value equation – improving health outcomes and the experience of care for those using the health system, while at the same time reducing duplication or lack of coordination that can lead to unnecessary costs.”
Toronto Central LHIN ‘Voluntary Integration Roadmap’ page 2

3. Context for Integration
“Before considering potential transactions, it is critical that Board members and executives take stock of their own organization’s progress in achieving its vision and mission, effectiveness (e.g. client outcomes, service quality), internal strengths and challenges, as well as emerging client and community trends and other external factors affecting the future.”
Woodgreen ‘From Strategy to Implementation’ page 6

4. The ECC Mission and Vision
Mission The ECC improves infant, child, youth and family well-being by providing effective community based mental health and autism services. Vision Children, youth and their families succeeding in their daily lives.

5. Integration Is More Than Just Mergers
Additional Considerations for Integration
Degree of Integration
Linkage (ad hoc)
Coordination
Structured Collaboration
Program/Service Transfer
Full Integration
Limited or informal connections, network
One time / ad hoc working arrangement
Ongoing formal partnership/coordination agreements within a system
Program/service level
No structural changes
Ongoing formal collaboration agreements within a system
Standardization along care pathway, shared services
Brands remain separate
Formal transfer, merge or amalgamation of program services
May include back office services/functions as well as clinical
Creation of single system of care
Based on Kodner’s model

6. Domains to Consider Access Quality Property Infrastructure
Toronto region
Woodgreen 6, 7 8,

7. Scenario 1: Coordination
Ongoing formal partnership/coordination agreements within a system
Program/service level
No structural changes
How would this scenario affect The ECC’s:
Sustainability?
Quality of care? (access; wait times)
Alignment with vision/mission?

8. Scenario 2: Structured Collaboration
Ongoing formal collaboration agreements within a system
Standardization along care pathway, shared services
Brands remain separate
How would this scenario affect The ECC’s:
Sustainability?
Quality of care? (access; wait times)
Alignment with vision/mission?

9. Scenario 3: Full Integration
Creation of single system of care
Could involve The ECC becoming part of a larger entity; The ECC absorbing a smaller entity; a merger of two like-sized entities to form a new entity
How would this scenario affect The ECC’s:
Sustainability?
Quality of care? (access; wait times)
Alignment with vision/mission?

10. Implementation Timeline
2018
2019 Q1 Q2 Q3 Q4 Q1 Q2
Create a shared understanding of the benefits of integration
Strategy & Readiness
Initial Discussions

11. The Political Landscape
Scenario 1: The Song Remains the Same
Scenario 2: Change at Queen’s Park
Under this scenario, the current government is re-elected
The pro-integration climate prevails and perhaps intensifies
In Scenario 2, a new government is elected
The new government pauses or reverses direction via integration
In either scenario, The ECC must be able to clearly articulate its position and demonstrate the Board has done its due diligence in considering integration.
The ECC Board should also consider if, when and how to engage with the candidates for the ridings it encompasses.
The Board should also consider how and when to make its initial approach to newly elected (or re-elected) MPPs.