Purpose
The MLPCN Executive Council leads and manages the MLPCN on behalf of its members, to fulfil MLPCN’s vision, mission and strategic plan.
The Executive Council will:
- Inform and engage local primary care colleagues by sharing relevant MLPCN updates, gathering feedback and sharing key messages through formal and informal channels, and exchanging insights using strategic communications and engagement tactics.
- Create and support formal and informal mechanisms for strategic communications and active engagement of local primary care practitioners enabling input and feedback to the MLPCN related to primary care delivery.
- Serve as a resource to the local primary care community.
- Maintain regular and intentional engagement with key system-level organizations to foster cross-sectoral collaboration, knowledge exchange, and shared strategic direction, and support alignment with provincial priorities and advance integrated, person-centred care across the health system (see Appendix C).
- Inform MLPCN members periodically of developments involving or impacting local primary care
- Provide advice and strategic direction on the planning, development, and implementation of specific primary health care initiatives to the MLOHT, using input from local primary care clinicians.
- Provide advice and strategic direction on the alignment of primary care clinicians and organizations to improve system integration, advocate for enhanced patient care and clinician sustainability.
- Represent the MLPCN in interactions with other agencies, associations, or organizations.
Membership
- Executive Council is composed of elected and appointed members, selected through a transparent and inclusive process
- Membership is skills-based and reflects the diverse experiences, roles, and perspectives required to support the health and evolving needs of primary care in Middlesex-London.
- Executive Council members are expected to have an active professional role within the Middlesex London primary care system.
- The skills’ matrix considers provider type, practice and funding models, language, rurality, indigeneity, leadership experience, practice experience, etc.
- The structure and composition of the Executive Council will be periodically reviewed to:
- ensure ongoing responsiveness to system transformation and member needs; and,
- ensure the desired skills matrix and regional diversity is appropriately represented
- To encourage renewal of the Executive Council’s membership, members are encouraged to serve on the Executive Council for no longer than six years
Election process – Executive Council members
- A skills matrix will be used as a method of determination to ensure the MLPCN represents the Middlesex London primary care catchment and the skills needed to effectively represent the network.
- A nomination working group led by the Past Chair will review candidates and their self-assessed correlation with the skills matrix. The group will present a slate of candidates for election.
- Elections are conducted via virtual or electronic voting
Voting and non-voting members
Click on the boxes below to see the voting and non-voting groups represented on Executive Council.
Voting members
- Family physician (3)
- NP (2)
- Western University appointed full-time clinical academic family physician practicing within a core teaching clinic or NP affiliated Labatt School of Nursing (1)
- Primary care organization (leadership/Executive Director) (1) *
- Patient family caregiver (1-2) *
- Chair or Delegate of the Department of Family Medicine, Western University (1)
- Member-at-large (inter-health professional) (0-1) *
- Note: The election/selection process timelines may vary by membership category.
Non-voting members
- Primary Care Transformation Lead
- Clinical Team Project Assistant
- Clinical Lead, Speciality Care, Middlesex London Ontario Health Team
- Clinical Lead, Primary Care, Middlesex London Ontario Health Team
- Other primary care organization (leadership/Executive Director) (1-5)
- Resident/NP student (1-2)
Chair, Vice Chair, and Past Chair
The MLPCN Executive Council operates on a structured leadership succession model, fostering continuity, mentorship, and organizational stability. Each year, a Vice Chair is elected by the voting members of the Executive Council, and then progresses through a three-year leadership cycle:
- Vice Chair (Year 1)
- Chair (Year 2)
- Past Chair (Year 3)
This rotational structure supports sustained leadership development and ensures that organizational knowledge and strategic momentum are preserved. To maintain seamless transitions, nominations and planning for the Vice Chair position should begin before the conclusion of each term year.
Each role is expected to reflect the voice and priorities of primary care providers and to actively promote equity, collaboration, and shared leadership.
Select the boxes below to find out more about each role.
Chair
Term: 1 year
Accountability: Executive Council
Role overview:
The Chair leads the MLPCN Executive Council, promoting collaborative, effective, and inclusive governance. As the primary spokesperson and strategic facilitator, the Chair oversees the execution of Council priorities aligned with MLPCN’s mandate, working through and in partnership with the Primary Care Transformation Lead to ensure effective operationalization of Council direction.
Key responsibilities:
- Governance & Leadership
- Facilitate orderly Executive Council meetings, ensuring agendas are action-oriented, and time is managed effectively, with agenda development, follow-up, and action tracking supported by the Primary Care Transformation Lead.
- Uphold inclusive participation, creating space for diverse perspectives, and equitable contributions.
- Strategic Oversight
- Monitor the effectiveness of the Council’s governance practices and propose improvements when needed.
- Ensure MLPCN’s activities and decisions remain aligned with its strategic vision and values.
- Provide strategic oversight to the Primary Care Transformation Lead
- Collaboration & Representation
- Work collaboratively with the Primary Care Transformation Lead and Clinical Team Project Assistant to plan meetings, events and Council workflows, ensuring alignment between Council direction and operational execution.
- Represent the Executive Council in external forums, stakeholder discussions, and system-level engagements.
- Succession Planning
- Support the development of the Vice Chair to prepare for future leadership
Vice Chair
Term: 1 year
Accountability: Chair and Executive Council
Role overview:
The Vice Chair provides operational and strategic activities, supporting their development and preparation for the Chair’s position. They assist the Chair in conducting orderly meetings.
Key responsibilities:
- Meeting Support
- Support the Chair in preparing and facilitating meetings and assume meeting leadership in their absence.
- Strategic Readiness
- Participate in agenda planning, event coordination, and other key activities with the Chair and support staff.
- Gain familiarity with Council operations, MLPCN governance processes, and strategic priorities in preparation for assuming the Chair role.
- Participate in periodic planning and debrief discussions with the Chair and Primary Care Transformation Lead to build familiarity with operational oversight responsibilities.
- Leadership Development
- Engage in mentorship opportunities with the Chair and Past Chair to support leadership growth.
Past Chair
Term: 1 year
Accountability: Executive Council
Role overview:
The Past Chair provides historical insight, strategic continuity, and mentorship to support the Chair and Vice Chair. This role anchors the leadership cycle, ensuring that transitions are smooth, and institutional knowledge is preserved.
Key responsibilities:
- Mentorship & Advisory
- Offer strategic advice and guidance to the Chair and Vice Chair based on prior experience.
- Serve as a resource for navigating complex discussions or organizational challenges.
- Continuity & Context
- Contribute historical and contextual insights informing the Council and supporting decision-making.
- Provide historical context on prior operational decisions and governance-operations boundaries to support the Chair and Primary Care Transformation Lead.
- Support documentation and knowledge transfer to incoming leaders.
- Succession & Orientation
- Assist in onboarding and orienting the incoming Vice Chair.
Accountability & Reporting Relationships
- The Primary Care Transformation Lead is accountable to the MLPCN Executive Council.
- The Chair provides day-to-day strategic oversight to the Primary Care Transformation Lead on behalf of the Executive Council, including priority-setting, alignment with Council direction, and serving as the primary point of escalation.
Liaison roles – non-elected
Designated Liaison roles ensure timely, relevant, and meaningful communication between the MLPCN and the groups they represent. They promote strong coordination and alignment across key system initiatives and may vary in number based on evolving priorities. These roles serve as vital connections between the MLPCN, primary care colleagues, and broader health system partners, initiatives, and working groups.
Selection process
- Individuals filling Liaison Roles may be drawn from the Executive Council or the broader MLPCN membership, based on capacity, expertise, and interest. Flexibility in assigning each Liaison Role ensures appropriate representation while fostering leadership opportunities across the network.
- Flexibility in assigning each Liaison Role ensures appropriate representation while fostering leadership opportunities across the network
Key responsibilities
- Information Sharing
- Communicate updates, priorities, and developments from the assigned initiative or organization back to the Executive Council.
- Alignment & Integration
- Ensure that MLPCN activities remain informed by and aligned with broader system transformation efforts and evolving health system priorities.
- Strategic Input
- Offer relevant insights and recommendations to the Executive Council based on developments in their liaison area.
- Highlight emerging opportunities or risks that may require Council attention.
- Reporting
- Provide regular brief updates to the Executive Council, either verbal or written, depending on the nature and frequency of developments in their liaison area
Current liaison areas
- Liaison roles are reviewed and updated as system needs evolve. The current liaison areas include both specific partner organizations and thematic system transformation domains.
Partner organizations and
stakeholder groups
- Middlesex-London Health Unit (MLHU) – 2 liaison
- Community Paramedicine – 1 liaison
Clinical lead areas/system
transformation initiatives
- Digital Strategy – 1 liaison
- Communications and Engagement
- Access & Attachment
- SCOPE (Specialist + Primary Care Outreach)
- ICP (Integrated Care Pathways – COPD/CHF)
- Health Pathways
- Governance Working Group
Ontario health Team (OHT )
involvement
- OHT Action Teams – Co-leads and general members
Additional notes
- Term: Liaison roles are not permanent appointments and may be reassigned based on organizational needs, evolving priorities, or changes in capacity.
- Alternates: Where appropriate, Liaisons may designate an alternate to attend meetings or relay updates if unavailable.
- Support will be provided to ensure Liaisons are adequately informed and connected to their respective groups, including onboarding, access to key documents, and staff coordination if needed.
- Liaison roles may evolve over time based on the priorities of the MLPCN and system transformation efforts.
- Liaison roles are intended to support two-way communication and alignment between the MLPCN and partner initiatives. Liaisons are supported through orientation, access to relevant information, and coordination support, and are expected to operate within MLPCN-approved priorities and direction. Decisions requiring formal endorsement or commitment are brought back to the Executive Council.
Reporting and Meeting Structure
The MLPCN Executive Council is accountable to the broader MLPCN membership, ensuring its work reflects the collective priorities of local primary care providers.
Meetings
- The Council meets monthly for 90 minutes, at a time that supports provider participation.
- Ad hoc meetings may be scheduled as needed.
- Agendas and materials will be shared in advance via email.
Attendance
- Meetings may be held virtually, in person, or in hybrid.
- Members are expected to attend at least 75% of scheduled meetings.
- If unable to attend, members should notify the Chair; alternates may attend for information-sharing purposes.
- If a member fails to meet the expected attendance requirement, the Chair will meet with them to review expectations, discuss their ongoing commitment, and determine whether continued membership on the Executive Council is appropriate.
Guests
- Guests may be invited to provide updates or subject matter expertise.
- Guest attendance is by invitation and non-voting.
Decision-making and governance
Collaborative decision-making
The Executive Council uses a consensus-based, collaborative decision-making model, allowing members to express levels of agreement on a continuum rather than through binary voting. This approach supports inclusive, transparent, and well-informed decisions.
Quorum
A quorum is reached when 50% plus one of voting members are present. A quorum is required for any meeting to be considered formal and for decisions to be recorded.
Resourcing
The MLPCN Executive Council is supported by resources—such as staff time, administrative support, and infrastructure—provided by member organizations and participating members, in alignment with collective capacity.
The lack of compensation should not be a barrier for participation in the work of the MLPCN. Individuals who are not otherwise supported to participate (e.g. by their employer), will be offered compensation for their time.
Terms of Reference Review
The Terms of Reference will be reviewed annually by the Executive Council and may be amended by consensus to reflect evolving needs, priorities, and system context.
Appendix A – Definitions
- Consensus:
A collaborative decision-making approach where all members work toward a solution that is acceptable to the group, even if not everyone’s first choice. The goal is collective support and minimal resistance. MLPCN uses a consensus scale that allows members to express varying degrees of agreement or concern (e.g., full support, support with reservations, stand aside, or block). - Quorum:
The minimum number of voting members is required to hold a formal meeting or make binding decisions. For the MLPCN Executive Council, quorum is defined as 50% plus one of the voting members. - Voting Member:
A Council member with formal decision-making rights. Voting members are typically representatives of organizations or roles identified in the MLPCN governance structure. Guests and liaisons do not have voting rights unless otherwise specified. - Ad Hoc Meeting:
A meeting scheduled outside of the regular monthly cycle, convened to address urgent or time-sensitive issues. - Amendment:
A formal change to the Terms of Reference, which must be reviewed and approved by the Executive Council. - Resourcing:
Support provided by MLPCN member organizations or individuals, including staff time, administrative assistance, technical support, or other contributions that enable the effective functioning of the Executive Council.
Appendix B – MLPCN Strategic Plan
Vision
Improve and enable accessible, quality, and person-centered healthcare across Middlesex London through a network that connects, supports and empowers primary care providers.
Mission
Bring together primary care providers voices to identify priorities, co-create and advocate for solutions, and work with OHT partners to:
- Improve Access to person-centered primary care the delivery of person-centered healthcare.
- Improve Provider Experience
- Optimize System Utilization
Strategic Plan
View the complete 2025/26 MLPCN Strategic Plan here.
Appendix C – Ongoing Engagement Framework with Partner Representatives
The Executive Council will participate in periodic system-level engagement meetings with representatives from provincial and regional partners. These structured touchpoints ensure two-way communication and strategic alignment across all primary care delivery models and professional associations..
Participating organizations Include:
- Alliance for Healthier Communities
- Association of Family Health Teams of Ontario (AFHTO)
- Indigenous Primary Health Care Council (IPHCC)
- Nurse Practitioner-Led Clinic Association (NPLCA)
- Nurse Practitioners’ Association of Ontario (NPAO)
- Ontario College of Family Physicians (OCFP)
- Ontario Health – West Region (OH West)
- Ontario Medical Association (OMA)/SGFP
- Ontario Primary Care Council (OPCC)
- Note: Participation may expand or adjust based on evolving system structures or emerging partnerships.
The touchpoints aim to:
- Facilitate strategic alignment
Share updates, policy directions, and strategic developments from MLPCN and partner organizations to ensure consistency with provincial and regional goals. - Strengthen collaboration
Promote relationship-building, mutual understanding, and coordinated approaches among various models of primary care and professional groups. - Enhance system integration
Identify opportunities for innovation, shared advocacy, and harmonization of care pathways across sectors and jurisdictions.
Representation and reporting
The Executive Council may designate specific members or delegates to attend these system-level engagement meetings on its behalf.
Expectations of designated representatives:
- Act as informed representatives of MLPCN’s interests and priorities
- Share relevant meeting insights with the Executive Council
- Collaborate constructively with external stakeholders
- Flag issues or opportunities requiring Council input or decision-making
Appointment and role considerations
- Selection process:
Representatives may be self-nominated, appointed by the Executive Council, or identified collaboratively with relevant stakeholders based on expertise, role, and capacity. - Voluntary participation:
Participation is voluntary and based on member availability and interest. - Voting status:
Individuals holding liaison or representative roles do not hold a vote on the Executive Council unless they are also formal voting members. - Role evolution:
As system priorities shift, the scope and structure of liaison and representative roles may be reviewed and revised to ensure continued relevance and impact.