letters downtown vision

8/3/2019 Letters Downtown Vision

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ffiLon,don Health

Sciences Centre

August 29,z9tt

Honourable Joseph Fonta naMayor, City of London300 Dufferin AveLondon, Ontario N6A 419

Dear Mayor Fontana:

on behalf of London Health sciences centre (LHsc), thank you for organizHall with Jeff Fielding Amit Chakma and yourself to discuss

I was delighted to receive an invitation to collaborate with the CÍty of London and the University ofwestern ontario (uwo) in the creation of a synergistic, innovatíve initiatíve between the Educatjon andHealth Care sectors. This strategic partnership would potent¡ally be sited in downtown London.

LHSC looks forward to ongoing discussions with the leaders of uwo and'the city of London to make this

possibility a reality. Harnessing our collective strengths can only produce pos¡tive results.

This letter indicates the interest of LHSC in moving forward to further explore potential excit¡ngopportunities.

Yours truly,

Office of the president

800 Commissioners Road EastLondon, Ontario, Canada N6A 5W9Tel 519.685.8462

Fax 519.6€5.8225

&nfidsntlal

President and CEO

London Health Sciences Centre

nie Adamson, MScN, FCCHSE, FCCHSE

,th-e recent meeting at Citynri



May 3, 2011

OnTTce oF THE PRESIDENTRooM H1006lOOi F.ANSHÀWE COTLECE BOULEVA.RDP.O. Box 7005LONÐON, ONTARIO NSY 5R6TEL: 519-452-4200

Mayor Joe Fontana

and Members of City CouneilCity of Lsndon300 Dufferin AveLondon, OntarioN6A 419

?.. fkDear Mayor Fo¿:f'øÍña: f 'RE

Fanshawe college would rike to thank you and c¡uncil, as well as your

_#MWA..[gsffi .rrcontinuingsupporrroraíË@tiëd#áhËr;.'P-"e-rr-6r'Fflä.Àëêffiffif,õiffiFinalization of the agreement by Fanshawe and the City willallow us to move fon¡rard w¡th this pioiect.

This project is a maior undertaking for the College. We face rnany risks anduncertainties venturing off our main campus witñ a project of this rnagnitude andcomplexity. ln orderto mitigate these risks and manage these unceñainties,Fanshawe will need to be able to acquire property thaimeets its operational and duediligence requirements at reasonable prices (consistent with our 2ò10 Business planassumptions) and make certain that acquisition and renovation costs and their timingand scheduling remain in close alignment with the availability of sources of

financing, including the City's grant commitments, donor contributions and otherfunding sources. T.o Þ" more specific, so that the College can appr.opriately managethe risk associated with the availability of the various sources of funding that arenecessary to support project expenditures, we will be pacing investment into theprojectwithin available funding. While it took some tìme for-us to work through theserisks and uncertainties with City administration in reaching a mutually benefiCiafagreement, Fanshawe College was then and continues to remain fully committed tothis project.

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!9tt l to: Mayor Joe Fontana and City Councit

ln anticipation of finalizing an agreement with the City, Fanshawe started theprocess of property.acquísition many months ago. Wô have optioneo ãir."st oneproperty located in the heart of the District and áre now conduðting our due diligenceinvestigations in connection with this property, lf the condition of t-he property isfavourable in meeting our operationaiand due diligence requirements, ile should bein a position to close on this.prgperty within the ne-rt few months. While the propertyis located in the District and is largeþ vacant, it will not be a heritage property asdefined in the agreement. Fansháwe has had discussions and made reasonableattempts to negotiate with owners of other properties located in the District and wenow anticípate that it may take considerable time and effort to complete heritageproperty acquisitions in the District. Because of the high costs of renovation, we willproceed cautiously,on these heritage properly acquisitions. As well, we wíll ôngacquire properties that can be purchased at reasonable prices consistent with theCollege's 2010 Business Plan assumptions.

Because of the t¡me that it has taken to finalize this agreement we now anticipate thefirst students will be enrolled in the school in the fall õf 2019.

We look forward to working with you towards making the Downtown School ofApplied and Performance ArIs a success story for Fânshawe College and the City ofLondon.

Sincerely, I

Yì"-\Howard W. RundlePresident



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MUSEUM12 September 2011

Jeff Fielding

CAO, C¡ty of LondonP.O. Box 5035

London ON N6A 419

LONDONwhere art and history meet

'yt'lFurther to our August 22nd meeting r wanted to foilow-up with thís r"üeüg"ËG vo,rúfl1o_¿ate'on'what we have been doing as the "London At The Forks" steering committee to ensure that this project isin the mix when it comes to discussing future downtown ¡nitiatives.

As discussed we have had numerous meetings this past year with senior city of London administrators,Middlesex county, Fanshawe college, uwo, and the ciÇ of London planning Department, to discuss therevitalization of the Forks of the Thames. our intention is that initiative will transform the forks into thedefining site for London- Thís multi-use, downtown area will celebrate the history and beauty of theforks of the Thames, as well as utilize, convert, and construct facilities and attractions that will add tothe quality of life for Londoners

and visitors.

"London At The Forks" will convert the forks into a vibrant people-place destination; a hub that willtransform the area into a place to meet, play, walk, skate or bíke, offering places to eat, drink and relax.A range of attractions will make it a focal point for the celebration of our heritage, giving appropriaterecognition to London's history as a military base, a once-prospective capital of Upper Canada, andhighlight its historic importance in agriculture, education, sports, the arts, and business.

lnnovation and creativity transform economies and cultures worldwide. This particular inítiative will be acatalyst to enhance the quality of tife for Londoners and visitors and will provide a major draw to

downtown London, offering new opportunities for Londoners and visitors to get involved, as well asmaking the forks a major year-round gathering place for culture and relaxation. lt will engage London,smany new diverse communities with London's art and heritage, with each other, and with thecommunity

We look forward to discussing this further with you.

J.rF

*TTY OF LONDON3AO'S OFFTCE

RECEIVED

sEP 1 0 201i

9ÌRED TO..IUEM RÊFERN,AU¡

L

i.;iÀCTHCN.NFORMATION

..rÈÀr! 1.^ :

fe,ehd David Leighton

421 Ridout Street North, London, Ontario, Canada N6A 5H4t 519.661.0333 î 519.661.2559 www.museumlondon.caRegistered Charity No. 1 07642258-RR000 l



tttt¡ni¡Wø,¡¡eaüthand,lo0gFTer¡ti Caro

Otfce:of tte ¡¡fri*er

1 0ù Floor, Heph.rm Block80 G¡osvenor St¡eerToror¡to ON UZ¡ Z.C+Tel a16-3?/<S0OFax 41&32&1571www.health.gov.on.ca

sep 0 2 10fi

lllnlstère dã la Santéet des Sotns ¿e-fonguecur{e

Bùreau du rninÌstre1 0' étage, édiflce Heobum8Q rueGrosveno¡TorontoON MZAzC4Îét 4f6a32?^4300Tétéc 4fÈæ6-1571ww.r.health, gov. on.ca

Mr. Peter Johnson

Board ChairLondon Health Seier,rces eentrep00 Commissioners.Rã:á4, Éa.t, F.o Box so10London ON NOA SWg

oear Ø.f?lam pleaseo to co¡jlr* r!le.\4!ry:!ry_gf t"tth and Long-Term cäre,s (the ministry) supporrof the South Street Hospital $SH) Site oecomm¡ss¡oniñg and Demotiiion ÞË;i;ã'-'-Phase B Capital Projects.

The g^ovg-mment recogn¡zes the importance of the decommissioning and demolition of theSS.H Site |s qe last remaining phase of the redeve{opment *n"rtoiJr'ãilonoon Healthöctences uentre.

The proiect will be subject to Legislative approprialion and all applicable approvals of theminístry.

The ministry will continue to work with your hospital on üre planning and imptementation ofthese two þroþcts

I wish you and your Board every success.

Sincerely,

HLT:C3065F1-2011-699

Deb MatthewsMinister

c: Jèffrey Low, Board,Chair, South West Local Heafth lntegration l{etworkBonnie Adâmson, Preiident and Chief Executive Officer, l-ondon Health Sciences

Centre

1r7r.or (09þ4Ì



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2ôS Groevenqr S., F.O"Bo¡ ffi7;London. ON. N6A4\ptìÈ1.: r5l9r6ffi;*1tû.oot, gdaæ

s_qplgmþgf 1er_40#,_ _

His wor.ship lvtaysr Forrtane &Members, London Cig eouncif

Csrporetion of thai €fty,cif Londron300 D$ff,erifi A,v€nuêlondon, OntarioN6A 4tg

Eêar tûlayqr Fcntana & CÍty Council Mernbers,

Innovatíon- Ìfsthe lifeblood of ah'¡r ci$. lt is the differen€e between nredioerity and success,between s.tatus quo and s,trong growth. ln n ovatio n creates, business opportun ities,employrne-nt and prosperity, ánd enrri'ches the quaÌ'rty of life fo,r ever,yone. lt attrects nêwcapital inves-tr*ent and or¡tsta"nding talen! leverages oppo,rtunity; and, ,pt its very nature, f.u,els

the cycle of resource attraction further. lt is what wijl make London; Ontario a.vtbrantcommunity over the next 25 yeare

This pl'oposaf,offers an opportunity for the City of London ts'make a well-plactg.invesirn:ent inrnedical innovati.sn, ànd çtr,r c.gfitmuníty, through st. Josephts ilealth car¿ Lgndon,

St. Joseph's hasbeen an innovator Ín health eare for more than 125 years with globel, nationalaiid communttr¡:irnpaût- irnpaät encornp-assing both {eading.edge têchnology a¡td the care andcompassion far which St. f$eBhis is rerlowned. FoÉ exauple, St Josephb was tihe fkst hospitolin Canodo to use ultrasound írnaging and Magnefic Resonsnce lmaging (MRU, both nowessential, everyday tools in nredícal care around the world. At the same tlrne, we were the firsthospital organi¡ation in Canadã'to c.arefor peop3e of all agesi'hlith H,M Thisl$an example of theblend of science and sor¡f on which S1; Joseph's was founded and through wh{th it contïnues toftourish today.

Today, St. Jo5gph's.is At a pivotal time in its evolution. We have trangfor:med o.ur roles, our

facjlities, and,our purpo,Se. Vrle,are redefìning whatit means to be a hospital asthe needs ofour comrnunit\l grow and chan:æ. lnnovalion and commu.ntty are at the heart of the revolution

in caretaking place acÊo,ss St. Jôseph"s,

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wè ask the corporation of the city of London to ¡nvest in two tnnovation streams in which theCity of London can plar¡ a lead role with anticipated benefit for years to come. An investmentthat will foster and support innovation in healthøre technology, spawn new companies,contribute to London's economy, reduce healthcare costs, and keep Londoners, indeed allcanadlans, healthier and more productive throughout their lives. with this letter, we introducea proposal requesting a total of 510.3 M for tu¡o tnnovatlon Streams in¡

. Care lnnovatlon for Healthy Communities. Sg.7Mo Medical Device tnnovatlon - $1.6M.

This is a unique opportunity for the City of London to support ¡nnovat¡on and growththroughout our community by fostering leading-edge health research and ctinical innovation.These initiatives are in full alignment with our health and academic partners as we worktogether with the University of Western Ontario, London Health Sciences Centre and others tobuild a new vision for London as a leading Academic Health Sciences Network nationally.

st, loseph's Health cqre London - Redefiníng the Future of Health care

Hospitals were once focused almost exclusively on treat¡ng acute illness and injury. Today,chronic disease - the kind that people live with and health professionals manage for years -accounts for more than half of all healthcare spending. Almost 80ø/o of Ontarians over the age

of 45 have a chronic condition, and of those, about 70% suffer from two or more chronicconditions. Chronic disease is a special challenge in the southwest, where the incidence ofchroníc bronchitis, high blood pressure, heart disease, arthritis and rheumatism, and diabetes is

higher than the provincÍdl over6ge, offectlng 7 ín 4 of us.

When poorly-managed, chronic diseases lead to absenteeism, serious complicat¡ons,hospitalization, high use of health care and social support resources, poor quality of life, and

untimely disability and death. Well managed, they need not stand in the way of full andproductive llves in our community.

With an annual operating budget of S430M and more than 4,440 staff members, St. Joseph'sprovides a unique cadre of specialized programs and services across fìve major sites - St.

Joseph's Hospital, Parkwood Hospital, Mount Hope Centre for Long Term Care, and Regional

Mental Health Care, London and St. Thomas. Many of our services are designed to keep people

out of conv€ntional acute care hospitals by helping them manage chronic conditions effectively

at home and in the community. These programs include internat¡onally-recognized surgical and

imaging services, teams and technologythat have combined to make hospital stays obsolete in

many areas of advanced acute care. Other programs are focused on helping people from

across the regon recover from devastating acc¡dents and illness and restore their ability to live

to their fullest. And still others offer the full range of expert, compassionate teams to help

people live their final days in dignity and comfort'

For Díscusslon: Initiol Proposal to the Corporatîon oÍthe Cíty of London

SL Joseph's Heolth Cdre¡ London - RedefÍníng the Future ol Health Care



our renewed vision reflects st' Joseph's new place as the specialty hospital organization of thefuture: From the shortest visit to the longest stey, we earn complete confidence ln the core weprovide, and moke a losting difference in the quest to tíve fuily.

lnnovation Stream #1¡

Clìnlcal Research Centre at St. Joseph,s HospitalUnder the guidance of the Lawson Heatth Research lnstitute, the future St. Joseph,s HospitalClínicql Research Centre will serve as a hub for hospital-based research in several

vital areas ofchronic disease. Hospital-based research ls truly "bench to bedside -and back.,, Scientificinvestigation is inspired by issues faced by patients and healthcare providers every day. Thediscoveríes made by researchers in the hospital-based lab are put to immediate use at thepatìent bedside, improving lives and advancing care treatments.

lf we can provide the right environment for London-based researchers to ftourish, we arm themto compete nationally for external funding opportunities. Virtually all funds provided to theLâwson, including those raised by our Foundation, are.matched through external sources. Thisdernonstrates the power of the investment in local hospital-based research at Lawson.

The goalof the new 18,000-square-foot dedícated Clinical Research Centre will be tosubstantially reduce the complications resulting from chronic diseases, improve quality of life,

and prevent hospital re-admissions. Unlike most research programs, the proposed hub ísclosely linked with Canadian and international industry who will not only evaluate latestmedical technologies in London, but will engage ln joint research and development that willcreate both jobs and the potential for new small to medium sized enterprises, Given the newmandate of St. Joseph's in the regional healthcare system, there is the opportuníty tocoordinate and rapidly develop a unique ctuster of programs addressing the management andcontrol of chronic díseases such as diabetes, cardiovascular disorders, eye disease,degenerative bone conditions and fractures, which collectively account for over half of thecurrent expenditure in the hospitalsystem. Each of these programs has a strong research arm

with linkages to the medicaltechnology industry, and they are underpinned by Canada's largestresearch group in molecular diagnostic imaging. We have the opportunity to connect the.

component parts into an integrated centre within a new physical environment that willfacilitate the rapid testing of ideas and technologles from our own researchers, and from global

industry and will create new high quality jobs. The Clinical Research Centre at St. Joseph's

Hospital is a project that builds on London's outstand¡ng international reputation for health

research - which is often a well-kept secret right here at homel

The potential impact of an investment in research efforts in London is enormous. Successful

innovations will find their way quickly into clinical use, helping to keep patients healthy and

productive, and reducing costs for the health system. An established reputation for research

Care lnnovation for Healthy Communities

For Dísanssion: lnitìal Proposal to the Corporatlon olthe Cí'ty of London

St. loseph's Health Core, London - Redefinlng the Future of Health Core



excellence coupled with this new and relevant centre, will act as a magnet for exterñal funding,clinicaltrials, physicians and other highly-trained professionals. Discoveries also lead toeconomic opportun¡t¡es including spin-off companies that help to support more research andcontribute to the economy. A dedicated centre with a unique research focus such as thisattracts interest, talent and external funding.

An example of this is the prototype upon which it is based - the equaily innovative AgingRehabilitation & Geriatric care centre (ARGC) at St. Joseph's parkwood Hospital. Fosteringsynergy by bringing researchers together in one state-of;the-art facility, the Centre hasgenerated extraordinary research output - 80 peer-reviewed publications and more than 200

national and international presentat¡ons in the past year. Moreover, the ARGC alone dttractedmore thqn 52tvt ¡n clínicaltriols revenue and S33M in peer-reviewed grants in 2O09/20.101 Thislevel of output and resource attraction is the result of a research entity funded entirely throughlocal sources and opened just five years ago.

The Clinical Research Centre at St. Joseph's Hospital has similar potential to attract funding andhighly-qualified personnel, create jobs and economic growth, and irnprove the quality of life forpeople in London. Considerthat:

¡ Researchers at Lawson and elsewhere in London generate more than 70 inventions a year,the second-highest number in Ontario.

o 7Ùo/o of research funding is used for salarieso ln total researcþers at Lawson and its London partners atüact more than SZzO lv¡ in

research fundingo Lawson Health Research lnstitute alone employs 90 PhD scientists, more than 200 clinician

scientists, and a total of 1200 staff; it is a major economic driver of London's growingbiornedical reputation.

Moleculor ImdgingMolecular imaging is the next frontier of medical diagnostics in which short-lived and saferadioactive tags are attached to molecules that will target and revealdiseased tissues in fine

detaif not just the anatomy but the biochemistry and even altered gene expression; all non-invasively. This allows sub-types of disease to be identified rapidly and the correct medicationsor other interventions applied on a more indívÌdualized basis. The Lawson lmaging Group has a

long history of innovation and delivered the first MRI image in Canada. Four years ago theywere awarded SZ+V! from the federal government to cornpletely upgrade their technologies to

develop the imaging technlques of the future. This included the installation of a cyclotron atSt.Joseph's, one of only five in Canada, to create the isotopes, and a radio-pharmacy laboratory tocreâte new biomarkers. ln partnership with a private sector distributor, this facility now

operates as a business to supply the growing market of radioactive tracers for molecular

imaging across Ontario.

For Dîscusslon: Inltldl Proposat to the Corpotatlon of the Cíty oÍ London

SL Joseph's Health Care, London - RedeJínln1 the Futurc ol Health Core



The unique assembly of the latest in imaging equipment and the reputat¡on of the lmagingGroup at St' Joseph's Hospita l, now ronks os one of only fìve such world closs sítes in the world.An example of this reputat¡on is evident in the Lawson-lmaging group,s pending .ppli."'""''-'with the federal government to serve as the national rreal{uarters for a new network formolecular imaging (MiNETland has requested $esn¡ to be iatched to S44M uf industries. tfsuccessful, London will be the hub of a network of cyclotrons and laboratories with 16 locationsfrom vancouverto Montreal that will determine and share best practice for manufacturing, willenable consistent distríbution of products for customers, will be a one-stop shop for paftnerindustry, and will organize a nationaltraining network for the next generation of ,c¡entists anotechnicians. A goalof the network is to devetop new imaging isotopes generated from

cyclotrons that previously required nuclear reactors, such as those produced at Chalk River,where supply was compromised in 2010.

lmaging is a modality that now serves as the centerp¡ece of medical diagnostics, and is utilizedin virtually all medical disciplines. St. Joseph's new C/inico I Research Centrewiil serve as animportant place where the lmaging Group can continue to advance its work in the treatment ofchronic and other diseases.

One such innovation made possible through past investment in imaging at St. Joseph,s is thedevelopment now undenvay of a specialized new Breost Csre Centre. This initiative is a primeexample of how care practices can, and should, change to put patient needs first by focusìng onaccess and wait times, and by creat¡ng one place for diagnosis, treatmenf support andtechnology.

Breast cancer rates in the south western Ontario region are on the rise; indeed, currentvolumes are 55% over past trends. St. Joseph's new Breast Care Centre will be uniquelydesigned by the clinical care teams, involving the co-location in one purpose-built facifity ofboth the imaging and surgery clinical teams. The blend of good process, strong talent andtechnology has enabled St. Joseph's to design a unique Canadian model that will dramaticallyreduce wait times for women requiring serv¡ces, from screening and diagnosis through surgerythereby reducing the stress of waitlng for results and undergoing treatment. Iåe uniqueoppraoch being taken by the surgicdl and diognostìc imoging team at St. Joseph's ín the designof this new Centre wil[ moke it a Canadian fîrsl rîght here Ín London.

Didbetes CoreConsidered to now be reaching 'epidemiC tevels across the globe, diabetes is a major healthrisk worldwide. The diabetes centre at St. Joseph's is a regional specialìst facility which has

been a clinicaltrials centre for all major drug innovations in diabetes control for the last 20years. Recently, it became one of three national trials hubs to be funded by the Juvenile

For Ðîscussîon: lnìtîal Proposal to the Corporotion of the CIW oÍ London

St. Joseph's Health Care, London - Redefiníng the Future of Hedlth Cdre



Diabetes Research Foundation for innovative clinical testing of interven tions originatinganywhere in the world from the Foundation's research netirork. Diabetes w¡ll bã a major focusof work in the new centre, and ínclude a new approach of how molecular imaging can be usedto develop a more personarized approach to diabetes contror,

Cd rd ia c Rehabl I ltaüon p ro g ra mslated to move from London Health sciences centre to St, Joseph,s Hospital in 2013, thisprogrem is a natlonal leader in the provision of individually-tailored rehabilitation designfollowing heart attâck and has developed information run.g.r"na *;;i;il;effectivetyrnonitor patient recovery as they teave the hospitalto the community care services. This has

resulted in a substantial reduction in hospital readmission and second heart attacks, and theapproach is now being adopted as the provincial standard. As one of the key research studypods in the new St. Joseph's Clinical Research Centre, this area is deemed to be an area of greatpotential for research advancement.

Me nta Health Red evelop me ntln the way that today's surgical technique has been transformed by advances such asminimally-invasive robotic surgery, mental health care in Ontario is just now experiencing itsown evolution in care approach. Mental illness affects as many as 1 in 4 Canadians in a varietyof forms. Along with the immediate impacts on those afflicting and their families, mentalillness also has an enormous impact on communities in terms of social services, and lostcorporate productivity. ln 2009, London City Police responded to 1GO6 mental health calls forservice; that compared to 1537 motor vehicle colllsions. Mental heatth care 13 a communityissue that impacts city service.

The way in which mental health care is provided is changing. A focus on hope, heqtth andrecovery is changing care approaches, and transformingthe patient environments in which careis delivered.

With one of the largest mandates in Ontario, St, Joseph's Heatth Care London is rebuilding twomentalhealth care facilities in our region--a 156-bed facility in London which will replaceRegional Mental Health Care, London, formerly known as

theLondon Psychiatric

Hospital; andan 89-bed forensic facility in St. Thomas. New facilities featuring brigh! open and therapeuticpurpose-built spaces that support th¡s new approach to care will replace the current 7S-yearold London facility, and offer an innovative new care environment for those with persistentrnental illness in our community.

A significant ¡nvestment is being made by the provincial government for these new facilitieswith a combined funding model of close to $18, Of the total, 516 M is required to be raised

locally.

For tiscussîan: lnítidl Proposal to the Corporotion of the CIty of LondonSt, Joseph's Heolth Core, London - Redeflnlng the Future of Heolth Core



An investment ¡n the Innovation Streom #I:require the following:

Clinícal Research Centre

o Equ¡pmentI m a gi n g (, b reost, ch ro n ic d is eo sijthe, mãd ca t

lnnovation Stream #2: Medical Device lnnovation

fMg¡tal Health Care Redevelopment

Building on its historic environment of medical inquiry, 5t. Joseph's Hospital is also becoming anationally-recognized hub for medical device innovation, lnnovation Stream #2 focuses onMedical Device lnnovation and involves two of St. Joseph's pinnacle surgery rn¿ tre.ti*iprograms - St. Joseph's Hand & Upper Limb Centre (HULC) and the lvey Eye lnstitute, canada,slargest eye treatment centre. Both world-renowned as centres of excellence in care, teachingand research, a new thrust in medical device innovation will not only advance care, but willattri¡ct further education, research and econornîc interest nationally and even internationally.

orthopedîc EngÍneerlng Loboratory - surglcal MechatronícsSt. Joseph's hosts one of North America's most acknowledged group in specialized hand andupper limb surgery. This group has, for many years, devetoped new devices for orthopedicimplants and replacement joints, new ptacement toots, and new fixatives to prevent devicefailure, This has been achieved with an in-house bioengineering fabrication and testing facilityoperated jointly with the UWO Faculty of Engineering, This facility is slated to be doubled in sizegiven the industry dernand for partnerships in research and developrnent, for testing facilitiesand for a linked clinicaltrials environrnent.

Aphthalmology Devíces Testîng Program

The lvey Eye lnstitute at St. Joseph's Hospital is one of Canada's largest, and has become apreferred centre for industry to showcase and test new technologies associated withophthalmic diagnostics and treatments. This is complemented'with a basic science laboratorythat is able to explore the molecular and cellular changes associated with eye disease, and theeffectiveness of interventions. A national opportunity exists to leverage the lvey's clinical scopeand serve as a test centre for new technologies and modalities associated with Canada's eyecare industry an industry that is also at the forefront of caring for an aging population.

Sub-totol for Innovotîon Stredm #i

Care lnnovatìon for Healthy CammunÍtíes would

For Díscussîon: InÍtÍal Proposol to the Corporatlon oÍthe CIty of LondonSt. toseph's Health Care, London - Redefiníng the Future of Health Care



Surgical Mechantronics to advance

A UnÍque QpportunÍty

ln 1999, the city of London became one of the first communities in ontario to support hospltalredevelopment with a generous commitment of $15M (of which S4.5M was designated for st.Joseph's Health Care London), toward a $330M project. IJltimately, thot investmint leveragedslq b¡il¡on Ín construct¡on costs and eguîpment purchosps ocross London's acute care hospítals,including St. Joseph's,Hospital. Now that,s ROI!

Today, you have another opportunlty to be at the forefront in supporting health careinnovation as a key part of London's econorny, growth and well-being. By investing 510.3 M inthese exciting new innovation streams, you wilt be helping to fueljob creatíon, economicgro\ffth, lnfrastructure development for the future, and improve the health and quality of life ofcitizens.

This package of funding priorities for 5t. Joseph's Health Care London represents a portionof aS40-50M capital campaign in development at St. Joseph's for more than a year. Confidentiaily,

community leader Jeff Macoun, Senior Vice'President at London Life has volunteered to servingas Chair for this campaign, the largest of its kind in the history of our orgânization. With the fullsupport of both the hospital and Foundation Board of Directors, we conducted a communityfeasibility study earlier this spring and there is very strong community support for the strategicpriorities outlined in this inltial proposal. More on the results of this Study can be shared in theformalproposal.

Addit¡onally, we are currently in confidential dialogue with other private sector funders aboutthese and other funding priorities at present. Some have indicoted thot our diologue cannot

advonce witltout knowíng whatthe cÍty commitment to these priorîtíes will be. We belìeve thato city commítment to this reseorch ond clinicøl platform at St. Joseph's will inspire other privatecomm¡tments.

St. Joseph's is proud to be a part of London's fabric and future, We are the specialty hospitalofthe tomorrow, right here at home today. We are dedicated to the finest care, teaching and

research teams. We are focused on regaining, sustaining and improving health while helpingpeople live to their fullest, no matter the circumstances. And with oulpartners, we are on themove to re-ignite London's rightful place as a centre of health care excellence and communityvitality.

surgical best practice

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For Díscussíon: InÍtÍal Praposøl to the Corpordtîon of the Cíty of LondonSt. Joseph's Health Core, London - Redefinlng the Future oÍ Heolth Cøre



London's large medical research leadership through such entities as St. Joseph,s and theLawson Health Research lnstitute has developed largely without city support, but has beenrecognized by private funders in its own community and beyond . We osk the cíty to nowconsîder o leadershíp gút to support this ímportant |ocol.economic driver,

"Care" has always been Ín our name. And, so is "London". We remain committed to doing thebest for our cornmunity now and long into the future, and invite our community to make a well-placed investment in that future. We look forward to present¡ng a full proposal with moredetails about the two lnnovation Streams and their potential impact on the future of ourcommunity.

Sincerely,

f az/-u,2./.t¿ hWGillian Kernaghan, MD, CCFP, FCFP

President & Chief Executive OfficerSt. Joseph's Health Care London

Mr, teff FieldingCh i ef Ad m in istrotive Offi ce rCorporatìon of the City of London

Michelle M. CampbellPresident & Chief Executive OfflcerSt. Joseph's Health Care Foundation

For Dlsansslon: lnltløl Proposal to the Corporatíon of the City of London

St, toseph's Hedlth Care, London - ßedefining the Future of Hedlth Care



September 22,ZOLL.

MayorJoe Fontana:

sometime ago, a group from The Grand Theatre, including Deb Harvey, Gerald slemko and Ron Koudysmet w¡th you to present a vision for an Arts centre in downtown London. This letter outlines The GrandTheatre's vision for that initiative.

The most recent announcement of Fanshawe's School for the Applied and performance Arts supports therevival of the downtown and offers a significant boost to a robust and vibrant arts district in our core.

The Grand Theatre is a signature arts property in the downtown and a leading, professional theatre thatproduces and presents world class entertainment for London and the region.

Like so many other organizations, The Grand Theatre has expansion needs and a vision that we believe

both complements and enhances London's cultural landscape and the Cit/s current plans to makeLondon a leading Canadian city. The Grand Theatre represents 100 years of history and is an icon in thec¡ty's arts community. The Grand cannot move and yet it must grow.

The Grand Theatre is proposing an expanded arts centre at our current location using the back parking lotoff Dufferin Street. This would involve a partnership with Sifton Properties and possibly the acquisition ofFarhi properties along Richmond Street. We have had preliminary discussions with these parties and withthe Ci$s partic¡pat¡on we feel we can bring this vision to reality. The scale of such an endeavour wouldprovide a cultural experience that warrants a commitment by Londoners and visitors alike. The objectiveis to ensure London becomes a cultural destination.

This expansion would include a much needed rehearsal space, expanded Wardrobe facilities, a new 400-seat theatre and a 1200-seat performance hall.

This combination of multiple art venues under one roof would offer London a signature arts centre thatwould attract people, make a statement about London's investment in the arts, enhance therevitalization of the downtown, and allow for partnerships with professional and amateur artsorganizations. ln today's environment, organ¡zations must structure their business model to providecost-effective and efficient delivery of services, and we feel this proposal will provide the synergy neededto create a destination venue and a successful arts district in a vibrant downtown.

471 Richmond Street, London, Ontario, Canada NóA 3E4 Phone: 519.672.9030 Fax 519.672.2620Box Office: 51 9.67 2.8800 1 .800.2ó5. 1 593 grandtheatre.comCharitable Registration Number 11921 4278 RR0001



The Grand Theatre needs additional rehearsal space as do many other arts organizations. A 400-seattheatre is needed in the community as there are no other fully functional theatre-s of this size, and it is aspace that could be used by The Grand, local amateur theatre companíes, orchestra London, uwotheatre and music programs and Fanshawe college as they develop their downtown Theatre Artsprogram.

The need to replace centennial Hall is not a new idea. we recommend that a 1200-seat performancehallbe attached to The Grand to facilitate a closer relationship among performing arts organizations and to

realize operat¡onal cost savings through shared services, including Box office, administration, marketingand fundraising.

The opportunity to invest in a signature arts propefi that would facilitate partnerships andcollaborations with organizations including The Grand Theatre, Orchestra London, Fanshawe College, theUniversity of Western Ontario and local arts organizations through the creation of a multi-use facility, is asound and visionary investment ¡n London's cultural future. We have had numerous discussions wíthprivate sector donors and they strongly support a more unified effort among arts organízations thatdemonstrates collaboration and cooperation, rather than a fragmented, individual approach.

The Grand Theatre is a cultural icon in the downtown core. As such, it is perfectly positioned to beexpanded into such a multi-use facility. The Grand has had a decade of positive seasonal operations, andhas successfully completed two major capital projects since 2008 that invested SsM in The GrandTheatre's infrastructure. The Grand Theatre has proven itself to be a good business partnerand a strongcultural leader.

A project of th¡s magnitude will require collaboration with existing land owners, the City, the provincialand federal governments, and the pr¡vate sector. We believe that we can build a very compelling casethat demonstrates the value of rnultiple partnerships in bringing to reality a world class arts centre whichwill provide tangible benefits to London. ,

We appreciate you considering this proposal asretains and inspires people and businesses.

cc

Jeff Fielding

lFoundation Board

471 Ríchmond Street, London, Ontario, Canada Nó43E4 Phone: 519.672.9030 Fax:519.672.2620Box Offi ce: 51 9.67 2.88OO 1 .800.2ó5. 1 593 grandtheatre.comCharitôble Reg¡stration Number 11921 4278 RR0001

part of the vision to make London a city that attracts,

,nILúickle

Executive D

/).JAØ*,Mfl^Artistic Director



28 September 20l l

His Worship Mayor FonÞnaCþ oflondonP O Box 5035

Loredon, Ontario CanadaN6A 4L9

Dear Mayor Fontana,

The Bo,æd of Direotors of King's University College hereby st:aæs its ínterest in wolking withthe cÍty of London to explore the possibility of estãblishing a Kiag"s dow¡rtowr carqpus.

King's University College's particular interest lies in the possibi'lity of locating proposed futureprogramming on a downtown campus, with an eventual enrolment of up to lSé -fuli-time an¿part-tir,ne students.

Sineerely,

ffi6rhair

Mr. JeffFis.trdiqg, eA'O., Cfu of London

letters downtown vision

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