Kiran Kumar

Lead oversight of all community, primary care, and long-term care health system
providers in Ontario Health West (integration of 4 former local health integration
networks) including funding allocation, contract development, performance monitoring
and risk assessment.

Currently manage staff team of 10 people throughout southwestern Ontario in
a hybrid environment
 Accountable for the oversight of $2.3b in transfer payment funding in both the
Ministry of Health(MOH) and Ministry of Long-Term Care(MLTC)
 Negotiate service accountability agreements across multiple health sectors and
Ontario Health Teams(OHT) – OHW holds the largest number of such
agreements amongst all regions in the province
 Develop and facilitate performance frameworks across the health system as an
enabler to integrated care and improved patient flow
 Responsible for the successful transfer of 51 Family Health Teams and 6 Nurse
Led Practitioner clinics into OHW representing $150m+ in transfer payment
dollars in FY 23/24
 Expertise in health system planning within primary care(CHCs, FHT, NPLCs),
community support services, mental health & addictions, and long-term care
 Provide expert advice to both Ministry of Health (MOH) and Ministry of Long-
Term Care (MLTC) as it relates to health system funding and program
implementation
 Oversaw business and cultural integration of 4 former LHINs into OHW and
the integration of policies and procedures
 Responsible for the deployment of $30m+ dollars in net new funding in FY
23/24 to the community/long-term care sectors
 COVID response lead in the rapid deployment of health system funding and
support during the pandemic thus enabling HSPs across OHW to continue
maintaining operations for patients and clients
 Oversaw deployment of pandemic pay and personal support worker wage
enhancement across 250 HSPs to support province’s mandate to support HHR
 Provide expert advice to the Ontario Health West executive and Ontario
Health corporate team with respect to system performance and risk and project
planning
 Review and develop recommendations with respect to capital projects in
partnership with the MOH and MLTC

 Issues management lead in the identification, management, and mitigation of an
array of issues
 Lead on Auditor General of Ontario recommendations
 Regional corporate audit finance lead and Enterprise Risk Management lead
 Key participant in inter-regional and provincial committees on provincial funding
frameworks

Please refer to CV for further details.

 Managed and supported a portfolio of over 80 health service providers to help
advance the strategic aim of the Hamilton Niagara Haldimand Brant LHIN from
a performance and accountability lense
 Led Long-Term Care Service Accountability Agreement(LSAA) provincially
 Collaborated with providers to successfully negotiate and manage performance
and accountability agreements
 Identified, assessed, and mitigated system-wide risk issues from an ALC lense
 Worked collaboratively in knowledge-based teams focused on quality
improvement across health care providers
 Led development of Quality Improvement plans in community sectors
 Analyzed local services, researched best-practices, and developed
recommendations for system improvement and enhancement
 Facilitated performance improvement plans across multiple sectors to drive
system improvement and accountability
 Co-led the development of the International Agricultural Worker program
 Provided advice to regional and provincial tables on health system performance
and improvement
 Member of core team to support OHT integration agenda into OHW

 Diverse portfolio with oversight for risk management and mitigation, resolving
privacy related matters with vendors and patients, emergency preparedness
 Functioned as primary liaison with insurers and legal counsel with respect to
hospital claims including investigations into matters
 Contract review and negotiation, RFQ development, addressing FOI requests
 Facilitate timely resolution of safety recalls
 Key member of quality-of-care reviews and implementing recommendations
 Projects completed include developing board quality work plans, reviewing and
developing a performance measurement framework at the board and executive
level, and developing an education session with respect to improved
governance at the board quality level, developing processes for smoother
patient flow
 Responsible for Freedom of Information requests

 Provided analytical support through data collection and value-added analysis to
improve hospital performance
 LEAN trained and facilitated quality improvement that has led to tangible
results in various clinical and non-clinical areas
 Assumed a quality and patient safety leadership role in the Peri-Op/Surgical
programs - facilitated corporate strategy in introducing patients to quality
councils
 Portfolio consisted of Peri-Op, MSK, General Surgery and Ophthalmology
 Co-chair of the 25-member corporate Surgical Quality Committee, whose
mandate is to plan, facilitate, and monitor quality improvement processes in
alignment with the strategic priorities
 Member of the hospital’s strategic planning committee
 Experienced in benchmarking exercises, program transfers, physician
evaluations
 Recruited, supervised, and mentored MBA students from McMaster’s HSM
Program
 Facilitated and collated results for physician performance appraisals in
conjunction with Medical Affairs
 Led responsible programs through two accreditation cycles (2008, 2011)
 Developed and launched balanced scorecards organizationally and pioneered
first versions of physician scorecard
 Participated and led various quality of work life/service excellence corporate
initiatives including the St. Joe’s Leadership Convention Planning Committee
 Other programs supported include Complex Continuing Care, Rehabilitation,
Woman’s/Infants
 Implemented electronic survey tool organizationally