ffi

Lon,don Health Sciences Centre

Office of the president 800 Commissioners Road East

London, Ontario, Canada N6A 5W9 Tel 519.685.8462
Fax 519.65.8225

August

29,z9tt

Honourable Joseph Fonta na Mayor, City of London 300 Dufferin Ave

London,

&nfidsntlal

Ontario N6A 419

Dear Mayor Fontana:

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

,th-e

recent meeting at City

nri

was delighted to receive an invitation to collaborate with the Cty of London and the University of western ontario (uwo) in the creation of a synergistic, innovatve initiatve between the Educatjon and Health Care sectors. This strategic partnership would potentally be sited in downtown London.
I

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 postive results.
LHSC looks

This letter indicates the interest of LHSC in moving forward to further explore potential excitng

opportunities.
Yours truly,

nie Adamson, MScN, FCCHSE, FCCHSE President and CEO London Health Sciences Centre

OnTTce oF THE PRESIDENT

RooM H1006
P.O. Box 7005

www.fanshawec.ca

lOOi F.ANSHWE COTLECE BOULEVA.RD

LONON, ONTARIO NSY 5R6

TEL: 519-452-4200

May 3, 2011

.
Mayor Joe Fontana and Members of City Couneil City of Lsndon 300 Dufferin Ave London, Ontario N6A 419 Dear Mayor Fo:f'a: RE

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Fanshawe college would rike to thank you and cuncil, as well as your
{'P-"e-rr-6r'Ffl.ffiffif,iffiFinalization

_#MWA..[gsffi .rrcontinuingsupporrrora@tid#hr;. of the

agreement by Fanshawe and the City will allow us to move fonrard wth this pioiect. This project is a maior undertaking for the College. We face rnany risks and uncertainties venturing off our main campus wit a project of this rnagnitude and complexity. ln orderto mitigate these risks and manage these unceainties, Fanshawe will need to be able to acquire property thaimeets its operational and due diligence requirements at reasonable prices (consistent with our 210 Business plan assumptions) and make certain that acquisition and renovation costs and their timing and scheduling remain in close alignment with the availability of sources of financing, including the City's grant commitments, donor contributions and other funding sources. T.o " more specific, so that the College can appr.opriately manage the risk associated with the availability of the various sources of funding that are necessary to support project expenditures, we will be pacing investment into the projectwithin available funding. While it took some tme for-us to work through these risks and uncertainties with City administration in reaching a mutually benefiCiaf agreement, Fanshawe College was then and continues to remain fully committed to this project.

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Communty Draen

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Student Focused

!9tt l to: Mayor

Joe Fontana and City Councit

ln anticipation of finalizing an agreement with the City, Fanshawe started the process of property.acqusition many months ago. W have optioneo ir."st one property located in the heart of the District and re now conduting our due diligence investigations in connection with this property, lf the condition of t-he property is favourable in meeting our operationaiand due diligence requirements, ile should be in a position to close on this.prgperty within the ne-rt few months. While the property is located in the District and is large vacant, it will not be a heritage property as defined in the agreement. Fanshwe has had discussions and made reasonable attempts to negotiate with owners of other properties located in the District and we now anticpate that it may take considerable time and effort to complete heritage property acquisitions in the District. Because of the high costs of renovation, we will proceed cautiously,on these heritage properly acquisitions. As well, we wll ng acquire properties that can be purchased at reasonable prices consistent with the College's 2010 Business Plan assumptions. Because of the tme that it has taken to finalize this agreement we now anticipate the first students will be enrolled in the school in the fall f 2019. We look forward to working with you towards making the Downtown School of Applied and Performance ArIs a success story for Fnshawe College and the City of London.

Sincerely, I

Howard W. Rundle President

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Dlrectorjot Eduqetign Oirector;sf ,Edubqtion for the Tirdmes.! Thameg Valley Distr:it,Sohooi Board; I can,share witn vou my belief thi tne Boardls wetl positin.to=";;il;i;";i"l'*',;;;; the Bgard,'is pqsit positi've manr; .l1l,9j'r-.hl,! #li Ij:Jli'flJ!t;t::"19r'# 'r:i:l.l^";'itiond't-o;contrnqtg'in a

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u"condary S9ho9-i is.located jry tfre downiown aiea as s,some- of.our Ait"nnl.to":, Ep cation,sites,. B oth .offer exceptior.a iea inir: .off er exceptior.al I ea rni ng opp.qrtunities{or studenis. would b.e .' . r, pleased tolbecpmg invotved jn'funher g oppor:tuhti .discussions,regBr:ding the exitjng opporunes +t^+ ^,],^L '^: Ca rhpr,rs ^:;.iir...-.at s ch' ^,*^-. ,:'. couid'generate

ln collaboration:with bpth Fanshdwe ColJeqe and thg Un n collabortion,with both.F9n1h.dwe ColJege anq mg Unive-rsity of Western Ontar:i the unlveisity westrn ontario, .witlr both ?n:ngwe Loilege e p:meT gf ? lowntown Edugplignal emoys,has tfre, potential of being' ntial ing'both: .' .inn"ovatve.and a 'strg,ng attraction.:to New Canadians and their.families. ' '

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MUSEUM LONDON
12 September 2011

*TTY OF LONDON 3AO'S OFFTCE

RECEIVED

where art and history meet

sEP 1 0
9RED TO

201i

Jeff Fielding
CAO, Cty

of London

P.O. Box 5035

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London ON N6A 419

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Further to our August 22nd meeting r wanted to foilow-up with ths r"eg"G vo,rfl1o_ate'on' what we have been doing as the "London At The Forks" steering committee to ensure that this project is in 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 ci of London planning Department, to discuss the revitalization of the Forks of the Thames. our intention is that initiative will transform the forks into the defining site for London- Ths multi-use, downtown area will celebrate the history and beauty of the forks of the Thames, as well as utilize, convert, and construct facilities and attractions that will add to the quality of life for Londoners and visitors. "London At The Forks" will convert the forks into a vibrant people-place destination; a hub that will transform the area into a place to meet, play, walk, skate or bke, offering places to eat, drink and relax. A range of attractions will make it a focal point for the celebration of our heritage, giving appropriate recognition to London's history as a military base, a once-prospective capital of Upper Canada, and highlight its historic importance in agriculture, education, sports, the arts, and business. lnnovation and creativity transform economies and cultures worldwide. This particular intiative will be catalyst 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 as
making the forks a major year-round gathering place for culture and relaxation. lt will engage London,s many new diverse communities with London's art and heritage, with each other, and with the

community
We look forward to discussing this further with you.

e,eh
f
d David Leighton
421 Ridout Street North, London, Ontario, Canada N6A 5H4

t 519.661.0333

519.661.2559 www.museumlondon.ca

Registered Charity No. 1 07642258-RR000 l

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sep 0 2 10fi

HLT:C3065F1-2011-699

Mr. Peter Johnson Board Chair London Health Seier,rces eentre p00 Commissioners.R:4, a.t, F.o Box so10 London ON NOA SWg

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lam pleaseo to cojlr* r!le.\4!ry:!ry_gf and Long-Term cre,s (the ministry) supporr of the South Street Hospital $SH) Sitet"tth oecommssonig and Demotiiion
Phase B Capital Projects.

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The g^ovg-mment recognzes the importance of the decommissioning and demolition of the SS.H Site |s qe last remaining phase of the redeve{opment *n"rtoiJr'ilonoon Health ctences uentre. The proiect will be subject to Legislative approprialion and all applicable approvals of the minstry. The ministry will continue to work with your hospital on re planning and imptementation of these two rocts
I

wish you and your Board every success.

Sincerely,

Deb Matthews Minister

c:

Jffrey Low, Board,Chair, South West Local Heafth lntegration l{etwork Bonnie Admson, Preiident and Chief Executive Officer, l-ondon Health Sciences Centre

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His wor.ship lvtaysr Forrtane

Csrporetion of thai fty,cif Londron 300 D$ff,erifi A,vnu london, Ontario

N6A

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Ear tlayqr Fcntana & Cty Council Mernbers,

Innovaton- fsthe lifeblood of ah'r ci$. lt is the differene between nredioerity and success, between s.tatus quo and s,trong growth. ln n ovatio n creates, business opportun ities, employrne-nt and prosperity, nd enrri'ches the qua'rty of life fo,r ever,yone. lt attrects nw capital inves-tr*ent and ortsta"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.vtbrant community over the next 25 yeare
This pl'oposaf,offers an opportunity for the City of London ts'make a well-plactg.invesirn:ent in rnedical innovati.sn, nd tr,r c.gfitmunty, through st. Josephts ilealth car Lgndon,
St. Joseph's hasbeen an

innovator n health eare for more than 125 years with globel, national aiid communttr:irnpat- irnpat encornp-assing both {eading.edge tchnology atd the care and compassion far which St. f$eBhis is rerlowned. Fo exauple, St Josephb was tihe fkst hospitol in Canodo to use ultrasound rnaging and Magnefic Resonsnce lmaging (MRU, both now essential, everyday tools in nredcal care around the world. At the same tlrne, we were the first hospital organiation in Canad'to c.arefor peop3e of all agesi'hlith H,M Thisl$an example of the blend of science and sorf on which S1; Joseph's was founded and through wh{th it contnues to ftourish 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 redefning whatit means to be a hospital asthe needs of our comrnunit\l grow and chan:. lnnovalion and commu.ntty are at the heart of the revolution in caretaking place aco,ss St. Jseph"s,

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the corporation of the city of London to nvest in two tnnovation streams in which the with anticipated benefit for years to come. An investment that will foster and support innovation in healthre technology, spawn new companies, contribute to London's economy, reduce healthcare costs, and keep Londoners, indeed all canadlans, healthier and more productive throughout their lives. with this letter, we introduce a proposal requesting a total of 510.3 M for tuo tnnovatlon Streams in
ask

City of London can plar a lead role

. o

Care lnnovatlon

for Healthy Communities. Sg.7M

Medical Device tnnovatlon - $1.6M.

This is a unique opportunity for the City of London to support nnovaton and growth throughout 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 work

together with the University of Western Ontario, London Health Sciences Centre and others to build a new vision for London as a leading Academic Health Sciences Network nationally.
st, loseph's Health cqre London

Redefinng the Future

of

Health care

Hospitals were once focused almost exclusively on treatng 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 80/o of Ontarians over the age of 45 have a chronic condition, and of those, about 70% suffer from two or more chronic conditions. Chronic disease is a special challenge in the southwest, where the incidence of chronc bronchitis, high blood pressure, heart disease, arthritis and rheumatism, and diabetes is higher than the provincdl over6ge, offectlng 7 n 4 of us.

When poorly-managed, chronic diseases lead to absenteeism, serious complicatons, 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 and productive llves in our community.

With an annual operating budget of S430M and more than 4,440 staff members, St. Joseph's provides a unique cadre of specialized programs and services across fve 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 convntional acute care hospitals by helping them manage chronic conditions effectively at home and in the community. These programs include internatonally-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 accdents 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 Dscusslon: Initiol Proposal

to the Corporaton othe

Cty

of London

SL Joseph's Heolth Cdre London

Redefnng the Future

ol Health Care

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

lnnovation Stream #1 Care lnnovation for Healthy Communities

Clnlcal Research Centre at St. Joseph,s Hospital Under the guidance of the Lawson Heatth Research lnstitute, the future St. Joseph,s Hospital Clnicql Research Centre will serve as a hub for hospital-based research in several vital areas of chronic disease. Hospital-based research ls truly "bench to bedside -and back.,, Scientific investigation is inspired by issues faced by patients and healthcare providers every day. The discoveres made by researchers in the hospital-based lab are put to immediate use at the patent bedside, improving lives and advancing care treatments. lf we can provide the right environment for London-based researchers to ftourish, we arm them to compete nationally for external funding opportunities. Virtually all funds provided to the Lwson, including those raised by our Foundation, are.matched through external sources. This dernonstrates the power of the investment in local hospital-based research at Lawson. The goal of the new 18,000-square-foot dedcated Clinical Research Centre will be to substantially reduce the complications resulting from chronic diseases, improve quality of life, and prevent hospital re-admissions. Unlike most research programs, the proposed hub s closely linked with Canadian and international industry who will not only evaluate latest medical technologies in London, but will engage ln joint research and development that will create both jobs and the potential for new small to medium sized enterprises, Given the new mandate of St. Joseph's in the regional healthcare system, there is the opportunty to coordinate and rapidly develop a unique ctuster of programs addressing the management and control of chronic dseases such as diabetes, cardiovascular disorders, eye disease, degenerative bone conditions and fractures, which collectively account for over half of the current 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 largest research group in molecular diagnostic imaging. We have the opportunity to connect the. component parts into an integrated centre within a new physical environment that will facilitate 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 outstandng 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

For Dsanssion: lnital Proposal to the Corporatlon olthe C'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 exteral funding, clinicaltrials, physicians and other highly-trained professionals. Discoveries also lead to economic opportuntes including spin-off companies that help to support more research and contribute to the economy. A dedicated centre with a unique research focus such as this attracts interest, talent and external funding. An example of this is the prototype upon which it is based - the equaily innovative Aging Rehabilitation & Geriatric care centre (ARGC) at St. Joseph's parkwood Hospital. Fostering synergy by bringing researchers together in one state-of;the-art facility, the Centre has generated extraordinary research output 80 peer-reviewed publications and more than 200 national and international presentatons in the past year. Moreover, the ARGC alone dttracted more thqn 52tvt n clnicaltriols revenue and S33M in peer-reviewed grants in 2O09/20.101 This level of output and resource attraction is the result of a research entity funded entirely through local sources and opened just five years ago. The Clinical Research Centre at St. Joseph's Hospital has similar potential to attract funding and highly-qualified personnel, create jobs and economic growth, and irnprove the quality of life for people in London. Considerthat:

o o o

Researchers at Lawson and elsewhere in London generate more than 70 inventions a year,

the second-highest number in Ontario. 7o/o of research funding is used for salaries ln total researcers at Lawson and its London partners atact more than SZzO lv in research funding 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 growing biornedical reputation.

Moleculor Imdging Molecular imaging is the next frontier of medical diagnostics in which short-lived and safe radioactive 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 noninvasively. This allows sub-types of disease to be identified rapidly and the correct medications or other interventions applied on a more indvdualized basis. The Lawson lmaging Group has a long history of innovation and delivered the first MRI image in Canada. Four years ago they were 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 to crete 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 Dscusslon: Inltldl Proposat to the Corpotatlon of the Cty o London RedeJnln1 the Futurc ol Health Core SL Joseph's Health Care, London

technicians. 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.

The unique assembly of the latest in imaging equipment and the reputaton of the lmaging Group at St' Joseph's Hospita l, now ronks os one of only fve such world closs stes in the world. An example of this reputaton 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 for molecular imaging (MiNETland has requested $esn to be iatched to S44M uf industries. tf successful, London will be the hub of a network of cyclotrons and laboratories with 16 locations from vancouverto Montreal that will determine and share best practice for manufacturing, will enable consistent distrbution of products for customers, will be a one-stop shop for paftner industry, and will organize a nationaltraining network for the next generation of ,centists
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lmaging is a modality that now serves as the centerpece of medical diagnostics, and is utilized in virtually all medical disciplines. St. Joseph's new C/inico I Research Centrewiil serve as an important place where the lmaging Group can continue to advance its work in the treatment of chronic and other diseases.
One such innovation made possible through past investment in imaging at St. Joseph,s is the development now undenvay of a specialized new Breost Csre Centre. This initiative is a prime

example of how care practices can, and should, change to put patient needs first by focusng on access and wait times, and by creatng one place for diagnosis, treatmenf support and technology.
Breast cancer rates in the south western Ontario region are on the rise; indeed, current volumes are 55% over past trends. St. Joseph's new Breast Care Centre will be uniquely designed by the clinical care teams, involving the co-location in one purpose-built facifity of both the imaging and surgery clinical teams. The blend of good process, strong talent and technology has enabled St. Joseph's to design a unique Canadian model that will dramatically

reduce wait times for women requiring servces, from screening and diagnosis through surgery thereby reducing the stress of waitlng for results and undergoing treatment. Ie unique oppraoch being taken by the surgicdl and diognostc imoging team at St. Joseph's n the design of this new Centre wil[ moke it a Canadian frsl rght here n London. Didbetes Core Considered to now be reaching 'epidemiC tevels across the globe, diabetes is a major health risk worldwide. The diabetes centre at St. Joseph's is a regional specialst facility which has been a clinicaltrials centre for all major drug innovations in diabetes control for the last 20 years. Recently, it became one of three national trials hubs to be funded by the Juvenile

For scusson: lntal Proposal to the Corporotion of the CIW o London St. Joseph's Health Care, London - Redefinng the Future of Hedlth Cdre

Diabetes Research Foundation for innovative clinical testing of interven tions originating anywhere in the world from the Foundation's research netirork. Diabetes wll b a major focus of work in the new centre, and nclude a new approach of how molecular imaging can be used to develop a more personarized approach to diabetes contror,
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following heart attck and has developed information run.g.r"na *;;i;il;effectivety rnonitor 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 the approach is now being adopted as the provincial standard. As one of the key research study pods in the new St. Joseph's Clinical Research Centre, this area is deemed to be an area of great potential for research advancement.
Me ntaI H ealth Red evel op me nt ln the way that today's surgical technique has been transformed by advances such as minimally-invasive robotic surgery, mental health care in Ontario is just now experiencing its own evolution in care approach. Mental illness affects as many as 1 in 4 Canadians in variety a of forms. Along with the immediate impacts on those afflicting and their families, mental illness also has an enormous impact on communities in terms of social services, and lost corporate productivity. ln 2009, London City Police responded to 1GO6 mental health calls for service; that compared to 1537 motor vehicle colllsions. Mental heatth care 13 a community issue that impacts city service. The way in which mental health care is provided is changing. A focus on hope, heqtth and recovery is changing care approaches, and transformingthe patient environments in which care is delivered.

slated to move from London Health sciences centre to St, Joseph,s Hospital in 2013, this progrem is a natlonal leader in the provision of individually-tailored rehabilitation
design

With one of the largest mandates in Ontario, St, Joseph's Heatth Care London is rebuilding two mentalhealth care facilities in our region--a 156-bed facility in London which will replace Regional Mental Health Care, London, formerly known as the London Psychiatric Hospital; and an 89-bed forensic facility in St. Thomas. New facilities featuring brigh! open and therapeutic purpose-built spaces that support ths new approach to care will replace the current 7S-year old London facility, and offer an innovative new care environment for those with persistent rnental illness in our community.
A significant nvestment is being made by the provincial government for these new facilities with a combined funding model of close to $18, Of the total, 516 M is required to be raised

locally.

For tiscussan: lntidl Proposal to the Corporotion of the CIty of London St, Joseph's Heolth Core, London - Redeflnlng the Future of Heolth Core

An investment n the Innovation Streom

require the following:

Clincal Research Centre

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fMgtal Health Care Redevelopment Sub-totol for Innovoton Stredm #i

lnnovation Stream #2: Medical Device lnnovation

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

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orthopedc Engneerlng Loboratory - surglcal Mechatroncs of North America's most acknowledged group in specialized hand and upper limb surgery. This group has, for many years, devetoped new devices for orthopedic implants and replacement joints, new ptacement toots, and new fixatives to prevent device failure, This has been achieved with an in-house bioengineering fabrication and testing facility operated jointly with the UWO Faculty of Engineering, This facility is slated to be doubled in size given the industry dernand for partnerships in research and developrnent, for testing facilities and for a linked clinicaltrials environrnent.
St. Joseph's hosts one

Aphthalmology Devces Testng Program The lvey Eye lnstitute at St. Joseph's Hospital is one of Canada's largest, and has become a preferred centre for industry to showcase and test new technologies associated with ophthalmic diagnostics and treatments. This is complemented'with a basic science laboratory that is able to explore the molecular and cellular changes associated with eye disease, and the effectiveness of interventions. A national opportunity exists to leverage the lvey's clinical scope and serve as a test centre for new technologies and modalities associated with Canada's eye care industry an industry that is also at the forefront of caring for an aging population.

For Dscusson: Intal Proposol to the Corporatlon othe CIty of London St. toseph's Health Care, London - Redefinng the Future of Health Care

Surgical Mechantronics to advance surgical best practice

almalogy Devices Testi lgb,lgtal lor tnnovaton Stream A Unque Qpportunty

#i

ln 1999, the city of London became one of the first communities in ontario to support hospltal redevelopment 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 leveraged slq bilon n constructon costs and egupment purchosps ocross London's acute care hosptals, including St. Joseph's,Hospital. Now that,s ROI!
Today, you have another opportunlty to be at the forefront in supporting health care innovation as a key part of London's econorny, growth and well-being. By investing 510.3 M in these exciting new innovation streams, you wilt be helping to fueljob creaton, economic

gro\ffth, lnfrastructure development for the future, and improve the health and quality of life of citizens.

This package of funding priorities for 5t. Joseph's Health Care London represents a portion of a S40-50M 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 serving as Chair for this campaign, the largest of its kind in the history of our orgnization. With the full support of both the hospital and Foundation Board of Directors, we conducted a community feasibility study earlier this spring and there is very strong community support for the strategic priorities outlined in this inltial proposal. More on the results of this Study can be shared in the

formalproposal.
Additonally, we are currently in confidential dialogue with other private sector funders about these and other funding priorities at present. Some have indicoted thot our diologue cannot advonce witltout knowng whatthe cty commitment to these priortes will be. We beleve that o city commtment to this reseorch ond clinicl platform at St. Joseph's will inspire other private commtments.
St. Joseph's is proud to be a part of London's fabric and

future, We are the specialty hospitalof the 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 helping people live to their fullest, no matter the circumstances. And with oulpartners, we are on the move to re-ignite London's rightful place as a centre of health care excellence and community vitality.

For Dscusson: Intal Praposl to the Corpordton of the Cty of London St. Joseph's Health Core, London - Redefinlng the Future o Heolth Cre

London's large medical research leadership through such entities as St. Joseph,s and the Lawson Health Research lnstitute has developed largely without city support, but has been recognized by private funders in its own community and beyond . We osk the cty to now consder o leadershp gt to support this mportant |ocol.economic driver, "Care" has always been n our name. And, so is "London". We remain committed to doing the best for our cornmunity now and long into the future, and invite our community to make a wellplaced investment in that future. We look forward to presentng a full proposal with more details about the two lnnovation Streams and their potential impact on the future of our community. Sincerely,

Gillian Kernaghan, MD, CCFP, FCFP President & Chief Executive Officer St. Joseph's Health Care London

az/-u,2./.t

hW

Michelle M. Campbell President & Chief Executive Offlcer St. Joseph's Health Care Foundation

Mr, teff Fielding

Ch i ef

Ad m i n istrotiv e Offi ce r

Corporaton of the City of London

For Dlsansslon: lnltll Proposal to the Corporaton of the City of London St, toseph's Hedlth Care, London - edefining 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 Koudys met wth you to present a vision for an Arts centre in downtown London. This letter outlines The Grand Theatre's vision for that initiative.
The most recent announcement of Fanshawe's School for the Applied and performance Arts supports the revival 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 that produces 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 make London a leading Canadian city. The Grand Theatre represents 100 years of history and is an icon in the cty'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 lot off Dufferin Street. This would involve a partnership with Sifton Properties and possibly the acquisition of Farhi properties along Richmond Street. We have had preliminary discussions with these parties and with

the Ci$s particpaton we feel we can bring this vision to reality. The scale of such an endeavour would provide a cultural experience that warrants a commitment by Londoners and visitors alike. The objective is to ensure London becomes a cultural destination.
This expansion would include a much needed rehearsal space, expanded Wardrobe facilities, a new 400seat theatre and a 1200-seat performance hall.

This combination of multiple art venues under one roof would offer London a signature arts centre that

would attract people, make a statement about London's investment in the arts, enhance the revitalization of the downtown, and allow for partnerships with professional and amateur arts organizations. ln today's environment, organzations must structure their business model to provide
cost-effective and efficient delivery of services, and we feel this proposal will provide the synergy needed to create a destination venue and a successful arts district in a vibrant downtown.

471 Richmond Street, London, Ontario, Canada NA 3E4 Phone: 519.672.9030 Fax 519.672.2620 Box Office: 51 9.67 2.8800 1 .800.25. 1 593 grandtheatre.com
Charitable Registration Number 11921 4278 RR0001

The Grand Theatre needs additional rehearsal space as do many other arts organizations. A 400-seat theatre is needed in the community as there are no other fully functional theatre-s of this size, and it is a space that could be used by The Grand, local amateur theatre companes, orchestra London, uwo theatre and music programs and Fanshawe college as they develop their downtown Theatre Arts program.
The need to replace centennial Hall is not a new idea. we recommend that a 1200-seat performance hall be attached to The Grand to facilitate a closer relationship among performing arts organizations and to realize operatonal cost savings through shared services, including Box office, administration, marketing and fundraising.

to invest in a signature arts propefi that would facilitate partnerships and collaborations with organizations including The Grand Theatre, Orchestra London, Fanshawe College, the University of Western Ontario and local arts organizations through the creation of a multi-use facility, is a sound and visionary investment n London's cultural future. We have had numerous discussions wth private sector donors and they strongly support a more unified effort among arts organzations that demonstrates collaboration and cooperation, rather than a fragmented, individual approach.
The opportunity
The Grand Theatre is a cultural icon in the downtown core. As such, it is perfectly positioned to be expanded into such a multi-use facility. The Grand has had a decade of positive seasonal operations, and has successfully completed two major capital projects since 2008 that invested SsM in The Grand Theatre's infrastructure. The Grand Theatre has proven itself to be a good business partnerand a strong cultural leader.
A project of ths magnitude will require collaboration with existing land owners, the City, the provincial and federal governments, and the prvate sector. We believe that we can build a very compelling case that demonstrates the value of rnultiple partnerships in bringing to reality a world class arts centre which will provide tangible benefits to London. , We appreciate you considering this proposal as part of the vision to make London a city that attracts, retains and inspires people and businesses.

ickle

,nIL
Executive D

*,Mfl^
Artistic Director

/).JA

lFoundation Board
cc

Jeff Fielding

471 Rchmond Street, London, Ontario, Canada

Box Offi ce: 51 9.67 2.88OO
1

N43E4 Phone: 519.672.9030 Fax:519.672.2620

.800.25. 1 593 grandtheatre.com

Charitble Regstration Number 11921 4278 RR0001

28 September 20l l

His Worship Mayor Fonna

C oflondon
N6A 4L9

P O Box 5035 Loredon, Ontario Canada

Dear Mayor Fontana,

The Bo,d of Direotors of King's University College hereby st:as its nterest in wolking with the cty of London to explore the possibility of estblishing a Kiag"s dowrtowr carqpus.

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

Sineerely,

ffi6r
Chair

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