1. UHN Strategic Planning Introductory Presentation
This presentation is meant to:
Be an introduction to the strategic planning process,
Provide an update on what is happening with our 8 Areas of Focus and,
Outline preliminary concepts related to UHN’s future direction (vision)
Spring 2017

2. Milestones Jan. 2016 Sep. 2015 Nov. 2015 Nov. 2016
Areas of Focus Defined
Organizational Renewal Launched at Town Hall Meeting
Sep. 2015
Nov. 2015
Governance and Management Refresh
Nov. 2016
Purpose, Values & Principles Launched
We began our journey of renewal in September 2015 with the launch of UHN’s new organizational structure
During the months that followed, we focused on implementing this new structure and refreshed UHN’s Board of Trustees (renaming the Quality Committee to the Safety and Quality Committee, creating the Education Committee, changing meeting format and preparing for Board Chair transition)
In January 2016, realizing that we had a gap between the old strategic plan and when we would begin our new strategic planning process, we created 8 Areas of Focus to capture the work underway on areas that required our attention (e.g. Caring Safely, IT Transformation, etc.)
Creating 8 Areas of Focus and not launching immediately into strategic planning gave us time to focus on refreshing our Purpose, Values & Principles 2

3. Our Purpose, Values & Principles…
…will be the bedrock on which we will create our Strategic Plan
…will guide how we plan, allocate resources, manage performance, and behave as an organization
Defining our Purpose, Values and Principles took nine months to formulate and the process engaged all UHN stakeholders, including our patients
The PVP provides the foundation on which we will build our strategic plan and how we will operate the organization 3

4. Our Purpose, Values & Principles…
Purpose: Transforming lives and communities through excellence in care, discovery, and learning
Primary Value: The needs of patients come first
Values:
Safety: I take personal responsibility for patient and workplace safety
Compassion: I have care and concern for others
Teamwork: I am committed to supporting my colleagues
Integrity: I conduct myself with integrity
Stewardship: I use resources wisely
When I live these words… I am living UHN’s values 4

5. Milestones Jan. 2016 Sep. 2015 Nov. 2015 Nov. 2016 Jan. 2017
Areas of Focus Defined
Organizational Renewal Launched at Town Hall Meeting
Sep. 2015
Nov. 2015
Governance and Management Refresh
Nov. 2016
Purpose, Values & Principles Launched
Jan. 2017
Strategic Planning Begins
Now that the PVP has been defined, we have turned our attention to the next milestone in our journey of renewal: Strategic Planning 5

6. Strategic planning is an organization’s process of defining its priorities.
This will guide decisions on allocating resources to achieve the organization’s vision and mission and ensure that employees and stakeholders are working towards common goals.
Definition of Strategic Planning provided 6

7. Situational Context for This Strategic Plan
A high level plan providing a framework for directional alignment that will take place over months
Allows for bandwidth constraint related to the degree and extent of organizational change currently underway:
New organizational structure with new Executive Team
Caring Safely safety transformation
Operational excellence quest – implementation of E&Y operational review recommendations
Finance transformation
Enterprise risk – elevation and maturation
Infrastructure review underway
UHN Digital – IT transformation
Research finance restructuring 7

8. UHN Strategic Plan (October 2017)
What the Plan Is…
A framework to align programs and sub units over time
Everyday priorities and strategic goals for the future
High level milestones (3, 6 and 9 years)
Deliverables and activities to achieve 3 year milestones
What the Plan Is Not…
A detailed roll-up of program and sub unit business plans 8

9. Work That Will Occur After October 2017
Programs and sub-unit plans (over months)
Research and Education strategic plan formulation
Research strategy will include:
A sustainable business model for research and innovation
Future recruitment
Aligning fundraising with research strategic aims 9

10. Key Aspects of UHN’s Strategic Planning Process
Direction
Driven institutionally to align sub-units
Strategic Themes
Priority setting to align and orient
Vision
Quantum leaps
Execution Framework
Rigorous
Time to Completion
9 months
Horizon
3 year plan – 2030 horizon
These are some of the key aspects about how we are approaching the process this time
Execution Framework – feedback we received on our previous strategic plan signaled that we need a more robust execution framework for this plan (it was suggested that the last strategic plan was invisible and was not a living document) 10

11. Strategic Planning Process
Phase 1 Oct – Dec 2016
Phase 2 Jan – Mar 2017
Phase 3 Apr – May 2017
Phase 4 Jun – Sep 2017
Phase 5 Oct 2017 – onwards
Launch of Purpose, Values & Principles
Review of previous strategic plan, SWOT, environmental scan
Leadership Retreat
Initial discussion on Mission, Vision & ‘Big Dot’ Goals
Introduction of ‘Big Dot’ goals to the Board
Stakeholder communication launched
Board Retreat
Further refinement of Big Dot Goals and Mission
Refreshed Areas of Focus* for 2017/18
Board confirmation on strategic direction
Refine deliverables for Big Dot Goals and Foundational Activity and stress test against available capacity and resources
Refine market analysis
Further engage Foundations
Further Board engagement
Finalize Mission and Vision
Board approval
Publish and communicate the Plan
Develop execution framework and scorecard
Master facilities and financial planning
Formulate 2018/19 Operating Plan
Programs and sub-units begin to align strategies to plan
There are many different ways to approach strategic planning – we have chosen a five-phase design
Our planning approach is to develop a high-level corporate plan centered on transformation that also provides an integrated planning framework to facilitate organizational alignment
Our plan will focus on today (a subset of our Areas of Focus) and tomorrow (long-range, directional goals with a 2030 timeframe)
As you can see, we are currently in phase three, hoping to launch our strategic plan in October, after which sub-units/programs can refresh their plans
A lot of the work to date has focused on reviewing our previous strategic plan, completing a Strengths, Weaknesses, Opportunities and Threats assessment and conducting an Environmental Scan to inform a series of discussions on the future of UHN with the Board, senior management and other leaders throughout the organization
Through these discussions, initial direction and tentative goals have been further refined 11

12. Refreshing and Redefining our Areas of Focus
CARING
SAFELY
PATIENT
EXPERIENCE
People and culture
TEAM
ENGAGEMENT
Clinical Optimization
Operational excellence 
Five Areas of Focus in 2017/18
Research and education goal setting will be rolled into the strategic planning process
Four Areas of Continuous Focus in 2018/19 and beyond
IT Transformation will transition into a bigger, long-range goal in the new Strategic Plan
As you know, in 2016/17, our work at UHN was focused on these eight Areas of Focus
These areas are foundational and critical to UHN’s success as we embed these priorities into our everyday work
(Animation on click – 3 areas disappear) A lot of the work related to these areas has been completed this year, so we are refreshing and redefining our Areas of Focus to these five areas for 2017/18: Caring Safely, Patient Experience, People and Culture (formerly Team Engagement), Operational Excellence (formerly Clinical Optimization), and IT Transformation
(Animation on click – IT Transformation disappears) These 5 areas will then be reduced further to 4 and incorporated into our Strategic Plan for 2018/19 and beyond. The refreshed 4 Foundational Elements will ensure that we are focused on UHN priorities for today and tomorrow. IT
TRANSFORMATION
MICHENER
INTEGRATION
RESEARCH AND
INNOVATION
PVP AND STRATEGY 12

13. Summary of Strategic Planning Components
PURPOSE, VALUES & PRINCIPLES
The Why
MISSION
The What
VISION
The Where
STRATEGIC PLAN
The How
MASTER FACILITIES & FINANCIAL PLANS
Refreshing our PVP has helped us answer the why – why do we exist as an organization? What are we here to do?
(Animation on click) We have now moved into the early phases of establishing “the what” and “the where” as we move into our strategic planning process – which takes us from January to October 2017
After we have our strategic plan we can then focus on developing master facilities and financial plans to help us achieve our goals
(Animation on click) The next few slides will take us through preliminary work related to our vision; our vision will be based on our long-range goals which will reflect the needs of society in 2030
(January – October 2017) 13

14. Starting Point – UHN is a National Asset
We have a responsibility to find cures and solutions, while preparing for our exciting future
UHN is a national asset – our work has an important impact locally, regionally and around the world
This comes from our shared commitment to transform lives and communities through excellence in care, discovery and learning
We have a responsibility to find cures and solutions, while preparing for our future 14

15. What will Health Care Look Like in the Future?
Knowledge & Learning
Empowered Patients
Health Human Resources & Work Environment
Population Health
Open access
Decentralized learning
Life long learning
Cognitive flexibility
Personal ownership of health data
Personalization of care delivery
Shared decision making
Cognitive computing and artificial intelligence
Working in virtual/ simulated environments
Funding health of populations
Longitudinal health
Payment for health outcomes
We have been collecting, refining and assessing ideas that will speak to our identity and societal responsibility
When we began this process we asked ourselves:
What will health care look like in the future?
What problems will society be struggling with?
(Animation on click): And where will UHN fit in this ecosystem? 15

16. Big Dots: Vision for 2030 A UHN term Transformational
Inspirational and aspirational
Commensurate with UHN’s role as a national asset
Meant to directionally orient and align the organization
Big Dot goals reinforce one another
To help us plan for our vision of UHN in 2030 we have identified three long-range, directional goals we feel will be critical to work towards
They have been termed, “Big Dots” – this is purely a UHN term
These dots are meant to provide us with a vision that will orient the organization, shape the health care system and address the future needs of Canadian society
Our vision will be based on these three “Big Dot” goals 16

17. Introducing the ‘Big Dots’
The Health of Our Population
Digital and Technology Enabled Health Care
Accelerating Mission Alignment for Societal Impact
2030
9 Years
6 Years
The “Big Dots” will be the spotlight we have on UHN’s future: where do we want to be in 2030?
These three Big Dots were developed based on the preliminary strategic planning work completed in Phase 1, including having a detailed understanding of the strategic directions of peer global Academic Health Science Centres
The Big Dots have been further refined and validated through ongoing discussions within UHN, with the Board, with stakeholders and with industry leaders during Phases 2 and 3
This vision will be supported through three, six and nine-year milestones, in the form of successive strategic plans, which will support the long-term vision
These milestones will allow us to align with Big Dot goals, while being able to adapt to changes in the health care environment
The milestones will be reviewed and refreshed on an annual basis to ensure we are meeting the demands of the shifting health care environment
3 Years 17

18. ‘Big Dots’ Timeline Quantum Leaps Reinforcing Aspirational
2018
2030
2021
Quantum Leaps
3 Year Detailed Plan
Reinforcing
The Health of Our Population
Digital and Technology Enabled Health Care
This graphic helps to illustrate that we will backcast from our 2030 goals to today
We will have greater clarity and therefore be able to formulate a detailed plan for the next 3 years less clarity but high level milestones for the next 6 and 9 years
(Animation on click) The current strategic plan we are developing will come into effect in April 2018 and take us to 2021
This is the first strategic plan on the road to 2030
Accelerating Mission Alignment for Societal Impact
Aspirational
Vision for Internal & External Stakeholders 18

19. UHN’s Strategic Plan Will Set Priorities for Today and Strategic Goals for Tomorrow
Foundational Elements
Strategic Areas – Big Dots
Accelerating Mission Alignment for Societal Impact
The Health of Our Population
CARING
SAFELY
PATIENT
EXPERIENCE
Digital and Technology Enabled Health Care
People & culture
Operational excellence  19

20. Summary There is still much work to do:
Generate the detailed plan for the next 3 years for Foundational Elements and Big Dots
Organizational communication plan has been initiated and will be continuous
The UHN Strategic Plan will be a guiding and orienting framework, used to align future clinical/department strategic plans 20

21. Town Halls to update the organization on process so far
for key readings and learnings
At Renewing UHN.ca you will also find more information on Strategic Planning and key readings, such as the review of the previous strategic plan and the environmental scan 21