AASIF KHAKOO 788 Logan Avenue Toronto Ontario M4K 3C9 ∙ (416) 461-9599 ∙ email: akhakoo@sympatico.ca

HEALTHCARE EXECUTIVE

With over 17 years experience working in healthcare, I bring a strong results-driven, visionary and passionate leadership, with a

proven history of collaborating with diverse stakeholders including patients, clinicians, & government officials, to increase the

quality of programs and services, remove barriers to access, as well as improve utilization of resources.

Strategic & Operational Planning

Partnership Development

Commitment to Humanitarian Principles

Reporting & Support to the Board of Directors

Team-Based Staff Culture

Media Relations & Advocacy

Cross-Continuum Sector Influence

Accountability & Communications

Capital Planning & Financial Models

PROFESSIONAL EXPERIENCE

SOUTH EAST TORONTO FAMILY HEALTH TEAM February 2014 – October 2016 East Toronto Health Link

As an early adopter in the Toronto Central LHIN, the East Toronto Health Link provides strong leadership on multiple fronts

including the establishment of innovative service models in one of the largest geographies of complex patients with highest rates

of multi-morbid psychosocial and medical needs; leading care coordination; and sustaining partnerships across diverse sectors.

Director, Health Link

Reporting to the Executive Council & partnering with the Executive Director, responsibilities included providing leadership for

access, coordination & transformation of care for complex patients and their families as well as inspire an inclusive & thoughtful

approach to patient identification, primary care attachment & care coordination through a collaborative governance structure.

Strategic Leadership & Innovation

Led the development & successful execution of the Health Link's annual business plan, operational budget and

performance indicators in order to advance the vision for integrated care, patient independence & improved outcomes

Grew internal & external partnerships comprising key healthcare & social service agencies across the continuum of care

including Cota, LOFT and WoodGreen leading to full participation in Health Link activities including coordinated care plans

Successfully advocated for East Toronto to trial an innovative electronic care coordination system introduced by the Ministry

of Health and Long-Term Care, and as a result, published the first electronic coordinated care plan in Ontario in 2015

Led the development & spread of an innovative and provincially endorsed Advance Care Planning (ACP) model and

associated electronic modules consistent with legal and clinical best practices

Integrated Program Development

Jointly with patient and family representatives, physicians and hospital leadership, developed an integrated healthcare &

social services program that directly addressed needs of complex patients, which was deemed as a promising and leading

practice by Health Quality Ontario

Negotiated addition of dedicated resources from healthcare partners to provide transitional case management & care

coordination services to complex patients identified in the hospital Emergency Department and physician practices

DIXON HALL February 2013 – December 2013

Dixon Hall is a multi-service agency in downtown Toronto, offering a wide range of programs and services including seniors

health care, employment, housing, settlement, and music as well as social programs for children & youth in the community.

Director, Operations (Contract)

Reported to the Executive Director and as a Senior Management member, key responsibilities included managing all internal

operations, supervising all program Directors and Information Technology staff, and infusing a culture of integrated program

planning & performance management, while preparing for a voluntary integration with Mid-Toronto Community Services.

Strategic Planning & Community Development

Strategically positioned the organization to effectively function as a key community development agency working with

diverse and marginalized individuals including youth at risk, homeless, and seniors toward building stronger and resilient

communities, as well as ensuring development of sustainable internal and external partnerships

Financial Planning & Performance Management

Spearheaded the development & implementation of performance metrics for all programs & services to ensure

accountability and adherence to organizational strategies and goals

Led the development of financial models & program budgets including financial and statistical forecasts

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WOODGREEN COMMUNITY SERVICES 2010 – 2012

WoodGreen is a United Way agency with 36 locations and over 650 staff serving patients across the GTA. It is one of the largest

social service agencies in Toronto with a budget of over $37m.

Director, Corporate Development (Contract)

Reporting to the President & CEO, responsibilities included leading all aspects of capital planning including capital design &

redevelopment, financing, & working closely with stakeholders including Infrastructure Ontario and Waterfront Toronto.

Financial & Capital Planning

Managed the review, decision-making and approval processes for the development and implementation of a joint supportive

housing and long-term care facility on the waterfront, and affordable housing units in the West Don Lands post-Pan Am

games, while working closely with Infrastructure Ontario, Waterfront Toronto and City officials

Led the development of various financial models for the disposition of a legacy property on Queen St., as well as pre- &

post-construction operating plans for various capital projects

Accountability

Conducted a review of all internal core processes to analyze their effectiveness in meeting various standards, and customer

expectations; recommendations were presented to the Management team

WOMEN’S COLLEGE HOSPITAL 2008 – 2009

Women's College Hospital is a teaching hospital affiliated with University of Toronto, dedicated to achieving leadership in

women's health in an ambulatory care setting.

Director, Health Information

Reporting to the Vice President Quality, Equity & Performance, led the management of health records, admitting & decision-

support functions with direct responsibility for 20+ unionized & management staff.

Financial Planning

Developed financial targets for the department consistent with hospital’s strategic objectives, which provided a sustainable

operational and financial model, financial transparency and balanced budgets

Provided leadership in the management of multiple Service Level Agreements with Sunnybrook Health Sciences Centre

Human Resource & Performance Management

Developed departmental performance management standards, which immediately improved stakeholder responses and

customer service, lowered patient wait-times, improved privacy measures, and enhanced quality of service

Immediately provided stability & structure to department operations including implemented human & financial resource

management strategies, developed more collegial union relations, which reduced recurrent grievances to zero, and

addressed enterprise risk issues such as privacy breaches and lowering transcription turn-around times by 50%

ONTARIO LONG TERM CARE ASSOCIATION 2004 – 2008

OLTCA is the largest long-term care association in Ontario with 440 members, who serve 70,000 residents. It is the only association

that represents a full complement of operators: not-for-profit, private, charitable & municipal long-term care homes.

Director, Financial Policy and Planning

Reporting to the Executive Director, key responsibilities included providing policy, planning and advocacy leadership in the areas

of financial management, human resources and e-health. Also, built and maintained strong relationships with key senior

bureaucrats at the Ministry of Health and Long-Term Care, Local Health Integration Networks (LHINs) and Infrastructure Ontario.

Accountability & Reporting Standards

Lead responsibility for negotiating new Service Accountability Agreements with LHINs

Spearheaded the introduction of Management Information System (MIS) for long-term care including development of

standards and chart of accounts leading to greater accountability

Social Marketing

Successfully completed a bid for $250,000 from the Nursing Secretariat to investigate nursing perceptions in long-term care

and to develop a social marketing campaign

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Financial & Capital Planning

In collaboration with senior Ministry officials and Association staff, developed and implemented capital renewal program for

35,000 long-term care beds with new design & retrofit standards and increased funding. The resulting capital and funding

recommendations were broadly implemented in the sector

Directed the development of annual Results Based Operating Plan advocating for sector-wide resources as well as financial

accountability measures, which provided a basis for further negotiations with government leading to sector-wide

enhancements to funding & human resources

Actively involved with Ministry staff, LHINs, and other stakeholders in evaluating alternative funding mechanisms including

Health Based Allocation Methodology (HBAM)

CHEFURKA CONSULTING INTERNATIONAL LIMITED 2003 – 2004

CCIL specializes in acute care, primary care, mental health & addiction sectors. It provides strategic recommendations regarding the

operational viability of health care facilities and assists in translating architects’ designs into operationally & clinically viable programs.

Management Consultant (Contract)

Recruited by the Principal/Director, responsible for developing operational studies, functional programs, financial models, and

strategic plans; conducting facility assessments; as well as developing funding proposals.

Strategic and Capital Planning

Developed Strategic Plans, Functional Programs & Master Plans for various hospitals including, Lakeridge Health

Corporation, Kingston General and Sudbury Regional

Provided capital planning advice consistent with the capital branch of the Ministry of Health and Long-Term Care

Financial Modeling & Forecasting

Led the development of post-divestment financial & operational models for Regional Mental Health Centre at St. Joseph’s

Health Care London

CENTRE FOR ADDICTION AND MENTAL HEALTH 2001 – 2003

CAMH is Canada's largest mental health and addiction teaching hospital, as well as one of the world's leading research centres

combining clinical care, research, education, policy development and health promotion.

Director, Administrative Operations

Reporting to the Office of the President, led strategic and operational projects in collaboration with the Senior Management team,

managed fiscal accountability issues and provided oversight for capital planning initiatives, as well as providing staff support to

Board Committees including Audit & Finance and Governance.

Strategic Planning

Led and facilitated all aspects of a strategic management process including evaluating existing corporate strategies,

assessing the health care environment and developing future trends, setting goals and strategies, and conducting regular

assessments based on environmental changes

Provided strong project management support including negotiation and communication strategies

Collaboration with Internal and External Stakeholders

Closely worked with Senior Management team, clinicians, and front-line unionized staff to ensure strong collaboration in

planning and decision-making toward achievement of corporate goals and priorities

Facilitated collaboration and encouraged partnerships with other teaching and community hospitals and community

agencies in order to advance CAMH’s mission and for an effective service delivery model for patients

Operational & Capital Planning

Directed the development of annual hospital operating plans with active participation in the annual budget and capital

planning processes, including providing senior staff support to the largest hospital redevelopment project in Canada at the

time and developing viable capital funding models

Financial Planning

Identified & led a team of senior Directors in evaluating 21 ‘Other Vote’ community programs, resulting in recommendations

to the Senior Management and Ministry that achieved over $1 million savings and improved program performance

Recommended multiple cost saving & efficiency initiatives to reduce the operating deficit by 5%

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EDUCATION AND PROFESSIONAL DESIGNATIONS

Rotman Executive Program 2015

Certified Management Accountant – CMA Ontario 2011

Comprehensive accelerated CMA Program

CMA Strategic Leadership Program

Certified Healthcare Executive – Canadian College of Health Leaders 2009

Masters in Health Administration – University of Ottawa 1998

Administrative Residency in the Planning Department at Toronto’s St. Michael’s Hospital

Bachelor of Science, Honours (Specialist Human Biology) – University of Toronto 1996

Undergraduate Research in Pathology at Mount Sinai Hospital

SPEAKING ENGAGEMENTS & CONFERENCE PRESENTATIONS

Health Quality Ontario: Health Links Leadership Summit – Transition from Hospital to Community (2016)

Hospice Palliative Care Ontario: Putting the Pieces Together – Panel Discussion and Presentation (2016)

Family Medicine Teaching Unit – Michael Garron Hospital (2016)

Complex Continuing Care Quarterly Meeting – Michael Garron Hospital (2016)

Complex Patient Identification and Care Coordination Webinar – Health Quality Ontario (2016)

Electronic Coordinated Care Planning Webinar – Orion Health (2015)

Care Coordination and Electronic Coordinated Care Tool in East Toronto: Canada Health Infoway Partnership Conference (Vancouver, 2015)

Advance Care Planning: Health Quality Transformation, Health Quality Ontario Annual Conference (2015, 2014)

Ontario Health Links: Building a Coordinated Care System for the Frail Elderly, Presented to Delegation from New Zealand – Health Quality Ontario (2015)

Integrating and Aligning Patient’s Continuum of Care – Michael Garron Hospital Research & Innovation Fair (2015)

Advance Care Planning and Goals of Care: Taking Care of our Vulnerable Seniors Living in LTC Homes Clinical and Ethical Issues in Geriatric and Long-Term Care, Baycrest Health Sciences (2015)

Building a Coordinated Care System in East Toronto for Frail Elderly – Regional Geriatric Program of Toronto, Sunnybrook Health Sciences Centre (2015)

Quality Improvement: East Toronto Health Link and Care Coordination – Drugs and Therapeutics Conference, Vaughan Estate (2015)

Blitzing Integrated Care for Super Complex Patients, Panel Discussion and Presentation: Association of Family Health Teams of Ontario (2015)

My Values, My Wishes, My Plan: e-Module for Inter-professional Teams Toward Effective ACP Conversation with Patients – Association of Family Health Teams of Ontario (2015)

Confused and Lost, Where do I Begin Navigating the Health Care Labyrinth – Association of Family Health Teams of Ontario (2015)

Advance Care Planning Resources and Tools by East Toronto Health Link – Toronto Central LHIN Clinical Leadership Committee (2015)

Coordinating Care Planning in East Toronto Health Link - Association of Family Health Teams of Ontario (2014)

Ontario Health Links – Emerging Leaders Forum (2014)