Governance in the transformational journey toward integrated healthcare: The case of Ontario

• Published in: Journal of information technology teaching cases Vol. 14; no. 1; pp. 24 - 36
• Main Authors: Dong, Linying, Sahu, Roshan, Black, Rod
• Format: Journal Article
• Language: English
• Published: London, England SAGE Publications 01.05.2024; Sage Publications Ltd
• Subjects: Health care expenditures; Health care industry; Health Services; Interoperability; Large scale integration; Quality of care; Ontario Canada; Canada; Healthcare; IS management and governance; interoperability; digital health; healthcare transformation; Health IS
• ISSN: 2043-8869; 2043-8869
• DOI: 10.1177/20438869221147313

Ontario, the most populous province and the main driver of economic growth in Canada, has been plagued by rising healthcare costs and declining health quality. Firmly believing that care integration is integral to health quality and efficiency of the healthcare system, the Ontario government has embarked on its journey of healthcare system transformation. The case, by taking a snapshot of its transition from the Local Health Integration Network (LHIN) model to the Ontario Health Team model, offers insights into the governance of the LHIN model as well as the initiative of integrating a myriad of healthcare information systems to support care integration. After 12 years’ controversial operation of LHINs, the government dissolved the organization and announced its plan to switch to the Ontario Health Team model. Under the new model, Ontario Health Teams would be responsible for providing a full and coordinated spectrum of care for patients, especially those with complex care needs. Would this round of transformation and emphatic focus on digital health lead Ontario one step closer to integrated care that Ontarians have been chasing for so long?