How did you identify and decide the members of your team?

The G&A OHT partnership has evolved from many years of local collaboration.  With the advancement of OHTs, the Sub-Region Leadership Table very naturally evolved. After three levels of partnership were collaboratively developed, existing partners self-selected their level of partnership. We have representation from all partners that are required to care for our Year 1 populations and anticipate no issues securing partnership from all who are needed to support our full attributed population.

Homewood Health Centre (HHC) has refrained from joining as a Core Partner, due to perceived legislative barriers (Bill 74 33(1), Subsection (2) (g) & (h)). As a key provider of MH&A services in the G&A OHT, HHC’s contribution to and participation in transforming the MH&A service is critical.  We have and will continue to partner with HHC through the design and implementation of the MH&A work stream to achieve full integration of MH&A services across all providers in the G&A OHT.

The WWLHIN also refrained from joining as a Core Partner due to challenges related to attaining board chair endorsement/signature. The LHIN remains a committed partner to the H&CC transformation. (Figure 12).

Mango Tree FHT has realigned as a collaborative partner for this submission phase but remains committed to service integration.

As mentioned in Section 1.1 a separate EOI is being developed in Rural Wellington to serve a portion of the population attributed to the same network as the G&A OHT.  We have expressed our receptiveness to a partnership that best meets the needs of patients and residents in Guelph & Wellington, pending the Ministry’s direction.   Our strategic advantages ideally position us to care for our Year 1 and full-attributed populations.  First, and foremost, we have a demonstrated history of trust and trusted, collaborative partnerships that has resulted in significant advancements in the way in which we work to enhance the health of the population we collectively serve. This foundational trust and collective commitment to our common purpose (i.e. improving the health of our population) is unique and invaluable as evidenced through the progress we have already made towards becoming a fully designated, mature OHT.  Second, our strong primary care foundation (97% attachment rate, 100% of primary care providers have access to interdisciplinary teams) is a critical advantage as we enter this transformation whereby we can immediately, in Year 1, integrate additional functions of a fully integrated, comprehensive primary care team. The common Electronic Medical Record (EMR) across our primary care providers gives us a significant advantage from a digital communication and integration perspective.  Finally, we are very privileged and pleased to have significant physician interest to be involved in our OHT – our hospital, primary care and specialist physician leaders are very supportive of our OHT plans. In response to their interest and support, the hospital physicians and Guelph FHT physicians have endorsed the creation of a combined Medical Staff Association that will include specialists, hospitalists and primary care physicians. The breadth of the physician support and interest in the G&A OHT is a huge advantage as we move towards designation and maturity

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