Setting priorities for
today and Tomorrow
Our journey of renewal began by re-visiting UHN’s Purpose, Values & Principles and asking:
- Why does UHN exist?
- What is our impact on the world?
- What are our core values?
- What are the behaviours that align with our values and support our purpose?
In November/December 2016 UHN’s new Purpose, Values & Principles (PVP) were unveiled at celebrations across the organization.
Now that we have collectively identified what our Purpose, Values and Principles (PVP) are, it’s time to turn our attention to the second part of this Area of Focus – Strategy. We are now coming together to set new coordinates for our internal GPS at UHN and the strategic plan will provide us with the map to get there. To do this, we must focus on setting priorities for the organization.
Through our Areas of Focus we have already identified our priorities for today. Current work underway is focused on establishing our vision for tomorrow by creating long-range goals, set on a 2030 time frame, which will help us shape the health care system and address the future needs of Canadian society. Once we have formulated these long range goals, we will then bring this work together with our Areas of Focus to formulate our Strategic Plan, which will also include a detailed roadmap for the next three years.
During this process we will be collecting, refining, reassessing and building ideas into our Strategic Plan. Keep checking this page during the strategic planning process for updates and key materials (available under “Useful Links”).
what is Strategic Planning?
Strategic planning is an organization’s way of defining its priorities. The plan helps guide decisions on allocating resources to achieve an organization’s vision, and ensures employees and stakeholders are working towards common goals.
Develop a detailed three-year strategic plan, incorporating long-range goals set on a 2030 time frame
- Update organization on process at UHN’s Annual General Meeting (AGM)
- Stress test Big Dot goals and foundation activity against available capacity and resources
- Further Board of Trustees engagement
- Finalize Mission and Vision
- Board approval
- Refine deliverables for Big Dot Goals and Foundational Elements
- Strategic Plan communications and engagement
- Develop execution framework and scorecard
Q3 and onwards
- Begin master facilities and financial planning
- Formulate 2018/19 operating plan
- Programs and sub-units begin to align to the strategic plan
Great strides have been made in the development of UHN’s new strategic plan over the last quarter. Following the May 17th UHN Board of Trustees meeting, where Trustees approved the direction of the proposed plan, teams were heavily engaged in developing a three year road map for UHN priorities including draft goals, milestones and deliverables. This roadmap, and UHN’s corporate strategy as a whole, captures aspirational, quantum leap goals set on a 2030 horizon (referred to as Big Dots), while also articulating work associated with critical foundational elements – enablers necessary that support UHN’s core business (referred to as Foundational Elements). In addition to roadmap development, Q1 involved extensive engagement across the organization, including Dr. Peter Pisters providing an update on strategic planning processes during the June 2017 Annual General Meeting. These trends will progress into Q2 as roadmaps will continue to be refined and engagement activities will continue to broaden across the organization.
- Goals, milestones, and deliverables were drafted by working groups, facilitators, and leads for Big Dots and Foundational Elements
- Board of Trustees approval received to move forward with the direction of the strategic plan
- At the Annual General Meeting, Dr. Pisters gave a report to the organization on the strategic planning progress to-date as well as the work to follow
- “Stress testing” of deliverables will engage the Executive Team in the feasibility of the proposed work plan
- Expansion of engagement activities over the course of Q2 to further refine work plan as well as mission and vision statements
President and CEO
- Mike Nader
- David Jaffray
- Brad Wouters
- Brian Hodges
- Mary Gospodarowicz
- Pauline Pariser
- Lori Seeton
- Barry Rubin
- Winnie Au
- Helen Chan
- Andrea Etherington
- Margaret Kinyanjui
- Fatima Sheriff
- Matthew Kelsey
- Aubrey Chiu
- Belinda Bien