June 17, 2026
To the communities we serve,
My appointment as Supervisor requires me to provide both an interim report and final report to the Ministry of Health and the public. Today, the Ministry of Health released my Supervisor’s Interim Report as we also announce recruitment for a new Board of Directors at London Health Sciences Centre.
The report is difficult to read. It is also necessary to read. It details significant governance failures, leadership instability, financial challenges, and breakdowns in oversight that developed over many years and ultimately resulted in provincial supervision.
Over the past two years, we have been transparent about these issues, the lessons learned, and the work required to address them. As Supervisor, I believe it is important to acknowledge these realities openly and candidly. I know our patients, families, donors, partners, and community members heard about them over the past two years and it is critical that we rebuild community trust in LHSC. That can only be done through honesty, accountability, and meaningful action.
At the same time, one of the report's most important conclusions deserves equal attention. Despite these challenges, the quality of care provided by LHSC's physicians, dentists, midwives, employees, learners, and volunteers remained strong. Patients continued to receive high quality care, research and innovation continued to advance, and our teams remained focused on the people who depend on us every day.
The report reaches a clear conclusion:
"LHSC maintained high quality care and research excellence despite a prolonged period of governance failure, leadership instability, and financial mismanagement. These failures were not the result of frontline staff or clinical leadership, but rather stemmed from systemic breakdowns in governance, oversight, and executive accountability over more than a decade."
That finding matters. It recognizes the professionalism, dedication, and resilience of the people who continued to deliver exceptional care while the organization itself faced significant challenges.
Importantly, the report is not only about where we have been. It is also about the work underway to ensure these failures cannot happen again.
Over the past two years, LHSC has:
- Redesigned its governance framework, including strengthened Board structures, enhanced director education, clearer accountability, and stronger committee oversight.
- Reduced and streamlined management structures, including a reduction of more than 50 per cent in executive leadership positions and simplified reporting relationships.
- Restored independent internal audit oversight and expanded whistleblower reporting mechanisms to strengthen accountability, transparency, and fraud prevention.
- Updated procurement, contracting, and conflict of interest processes to improve oversight and compliance.
- Introduced post-employment restrictions for designated leadership positions.
- Implemented stronger financial controls, including enhanced budget oversight, monthly financial review processes, and comprehensive cash flow management.
- Advanced nearly 200 recommendations arising from independent organizational reviews and extensive feedback from staff, patients, families, and community members.
- Improved patient and family issue resolution through greater involvement of executive and clinical leadership.
- Rebuilt, strengthened and modernized critical partnerships with St. Joseph's Health Care London and Western University to strengthen patient care, education, research, and regional planning.
- Established new transparency initiatives, including monthly public Community Update Meetings and open media question and answer sessions.
- Introduced a more disciplined, data driven approach to workforce planning that aligns staffing and resources with patient needs and service demands.
If you would like to read the full 40-page report, you can find it on the Ministry of Health website.
Renewing LHSC's Board of Directors
One of the key findings identified throughout this process was that LHSC's governance structure lacked the processes, policies, oversight, training, and role clarity necessary to support effective governance.
Over the past two years, we have worked to rebuild that foundation. We have redesigned governance structures, implemented best practice policies, strengthened accountability mechanisms, and developed a comprehensive orientation and education program for future Board members.
As a result, we are now ready to take the next major step in LHSC's renewal.
Today, applications open for a new Board of Directors. This Board will play a critical role in helping guide LHSC's future and ensuring the organization remains accountable to the patients, families, staff, physicians, learners, and communities it serves.
If you’re ready to help guide decisions that affect care, people, and the future of our organization, apply today to be considered to take a seat that matters as a member of the LHSC Board of Directors.
Board recruitment does not mean that our work is complete, but LHSC has made significant progress and we’ve established the necessary foundations to begin a return to traditional governance. Through this work, we will establish a governance model that is transparent, accountable, and built to support one of Canada's largest academic health sciences centres for years to come.
As we reach this important moment, I want to acknowledge the members of LHSC’s Community Advisory Committee (CAC), who shared their time, experiences, and perspectives to help ensure the needs and priorities of our community were considered during this transitional period. With the recruitment of a new Board, the CAC has completed its mandate and will conclude its work.
What's Next?
Supervision was never intended to be permanent. While important work remains, we have a clear path forward. Our next phase of work will focus on three priorities:
In the near term, we will continue strengthening LHSC's financial position, recruit and onboard a new Board of Directors, and complete the renewal initiatives identified through our organizational review and community engagement efforts.
Following that, we will recruit a permanent President and CEO, develop a new strategic plan informed by our community, and advance critical infrastructure investments.
Over the longer term, we will strengthen LHSC's position as a leader in patient care, education, research, and innovation, deepen collaboration with regional partners, and continue building a high performance culture that reflects the expectations of the communities we serve.
My role as Supervisor is to help stabilize and strengthen the organization. As governance responsibilities transition back to a renewed Board, that role will continue to evolve.
Before supervision can conclude, LHSC must demonstrate sustained success in several key areas, including effective governance, stable leadership, independent oversight, strong financial management, and durable partnerships that support long term organizational stability.
Until then, I remain committed to ensuring LHSC completes this transformation and emerges stronger than it was before.
With the right foundation, the right leadership, and the continued dedication of our physicians, staff, learners, and volunteers, LHSC is becoming a stronger, more accountable, and more sustainable organization that is better positioned to serve patients and families across southwestern Ontario.
Thank you for your continued trust and support.
Together, we are building a stronger future for LHSC and the communities we serve.
Sincerely,
David Musyj
Supervisor
London Health Sciences Centre
519-870-2999
david.musyj@lhsc.on.ca