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Develop a detailed three-year strategic plan, incorporating long-range goals set on a 2030 time frame

Q1
  • Update organization on process at UHN’s Annual General Meeting (AGM)
Q2
  • Stress test Big Dot goals and foundation activity against available capacity and resources
  • Further Board of Trustees engagement
  • Finalize Mission and Vision
  • Board approval
Q3
  • 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.

Achievements

  • 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

Attention Needed

  • “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

Past Reports:

Peter Pisters

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