Our performance

St. Joseph's is committed to achieving the highest performance, transparency and accountability in all we do. We are proud of our reputation as one of the leading academic health care organizations in Ontario — including our recognition with a prestigious quality workplace award and our top ratings for inpatient satisfaction.

We report our performance in various key areas, including patient safety regularly and welcome your feedback on how we can provide you better information.

Accreditation Canada

As part of our commitment to quality and patient safety, every four years St. Joseph’s participates inAccreditation Canada accreditation program to evaluate our performance against national standards of excellence.

Accreditation Canada Required Organizational Practices examine various aspects of health care from patient safety and ethics, to staff training and partnering with the community. The accreditation process itself helps us to define, measure, and improve the quality of our care and services.

In 2019 St. Joseph’s was awarded Accreditation with Exemplary Standing. This outstanding achievement illustrates our commitment to quality and excellence in the care we provide our patients.

As noted by Accreditation Canada, a decision of “Accredited with Exemplary Standing” means an organization has attained the highest level of performance and quality in achieving the majority of required elements in the accreditation program.

We look forward to our next survey.

Learn more about our 2019 survey

Best Practice Spotlight Organization

St. Joseph’s Health Care London is proud to be recognized as a Best Practice Spotlight Organization by the Registered Nurses Association of Ontario (RNAO) since 2009.

As a Best Practice Spotlight Organization, St. Joseph’s is committed to the continued implementation of RNAO Best Practice Guidelines (BPG’s) within our organization. BPG’s are systematically developed recommendations that assist clinical professionals in delivering the best possible care to their patients and clients with the goal of:

  • Improving patient care
  • Reducing variation in care
  • Transferring research evidence into practice
  • Promoting nursing knowledge base
  • Assisting with clinical decision making
  • Identifying gaps in research
  • Stopping interventions that have little effect

Many of St. Joseph’s areas of care have initiated practice changes to reflect in part or in whole standards identified within BPG’s. Some of the BPG’s implemented at St. Joseph’s include:

Visit the RNAO websitefor a complete list of BPG’s.

Budget

St. Joseph’s Health Care London continues to be one of Ontario’s most complex health care organizations today, providing support through a truly unique mix of clinical care and service to a wide range of stakeholders.

We acknowledge our important obligation to maintain excellence in care while continually seeking ways to do things better. It is St. Joseph’s goal to continue in this approach through rigorous financial practices, built on those of our founders, the Sisters of St. Joseph, and we continue in their tradition of careful planning.

Summary of facts about St. Joseph’s

  • A teaching and research-based hospital
  • Comprised of: St. Joseph’s Hospital, Parkwood lnstitute, Southwest Centre for Forensic Mental Health Care, Mount Hope Centre for Long Term Care, and 12 team and service locations across the region
  • Major roles in: day and short stay surgery; complex chronic disease management; specialized mental health care; rehabilitation; complex continuing care; palliative care; long-term care; and veterans care
  • Affiliated with Western University, provides student learning experiences for students from colleges and universities around the world

Lawson Health Research Institute - the research arm of St. Joseph’s and London Health Sciences Centre

St. Joseph’s Health Care Foundation - grants funds to advance patient care, comfort and innovation through donor support for equipment, environments and research not funded via governments. Donor resources do not support annual operations.

Facts and Stats

Financial Statements

View the archives of our full audited financial statements:

Green Energy Act

Encouraging the reduction of greenhouse gas emissions from public buildings

The Green Energy Act – O.Reg 397/11 was repealed with Bill 34, Green Energy Repeal Act, 2018. Provisions regarding energy and greenhouse gas emission reporting and conservation demand management plan were re-enacted in the Electricity Act, 1998. The requirements for reporting are much the same as the former Green Energy Act (listed below).

The energy conservation and demand management plan must comply with any requirements prescribed by regulation and must include the following information:

  1.  A summary of annual energy consumption for each of the public agency’s prescribed operations.
  2.  A description and a forecast of the expected results of current and proposed activities and measures to conserve the energy consumed by the public agency’s prescribed operations and to otherwise reduce the amount of energy consumed by the public agency, including by employing such energy conservation and demand management methods as may be prescribed.
  3.  A summary of the progress and achievements in energy conservation and other reductions described in paragraph 2 since the previous plan.
  4.   Such additional information as may be prescribed by regulation.

St. Joseph’s Health Care London will be updating its conservation demand management plan for July 1, 2019. The conservation demand management plan as well as the annual energy and greenhouse gas reporting can be found below:

For a copy of the longer form Ministry of the Environment submission, please contact Communication and Public Affairs

Related:

Health Quality Ontario 

To provide the public access to easy-to-understand hospital performance information, Health Quality Ontario maintains a website to provide information about hospitals for the general public.

Through public reporting on the quality of health care in Ontario, HQO provides an opportunity to learn more about how hospitals are performing by location, type of care, indicator or hospital name. The HQO site also features information on the quality of care at long-term care and home care settings in addition to the hospital sectors.

Like all public reporting on health system performance, the site strives to inspire improved transparency and performance, and strengthen the public’s confidence in Ontario’s hospitals. Ontario hospitals operate in one of the most demanding health care accountability systems in all of Canada, and HQO is another way for hospitals to demonstrate openness and transparency to their communities.

For more information, visit HQO website.

Hospital Parking Directive

The Ontario Hospital Parking Directive outlines reporting requirements relating to parking revenues, expenses and how funds generated from parking operations are used by the hospital.

St. Joseph's operates several parking facilities across the organization and reinvests all funds generated into the current and future capital requirements of St. Joseph's parking facilities.

For the year ended March 31, 2020, St. Joseph's parking facilities financial information is as follows:

  • Parking revenues: $3.884 million
  • Parking expenses including labour, maintenance and utilities$1.664 million
  • Capital expenditures on parking facilities$0.531 million
  • Parking surplus restricted for future capital requirements$1.688 million

Hospital Service Accountability Agreement

St. Joseph's Hospital Service Accountability Agreement (H-SAA) with the South West LHIN, as well as the H-SAA Extension/Amending Agreements are available by selecting the links below. Copies of the original signed versions can be obtained by contacting us.

Quality Improvement Plan

At St. Joseph’s, quality improvement is an ongoing priority that helps us enhance patient care, achieve better clinical outcomes and increase patient satisfaction.

Our Quality Improvement Plan provides a meaningful way for us to clearly articulate our accountability to our community, patients and staff and outline our top improvement targets and initiatives for the year. They are also an integral part of our strategic plan.

In 2010 the Ontario Government passed the Excellent Care for All Act. As part of this act, Ontario hospitals and long term care facilities are required to develop and post Quality Improvement Plans using a specific format provided by the Ontario Health Quality Council.

Progress Reports

Wait times

On Oct.; 24, 2005 the Ministry of Health and Long Term Care launched a website that publishes data on wait times for key surgical procedures at Ontario hospitals. Measuring hospital specific wait times will give hospitals and the government a fact-and-evidence basis from which we can identify ways to increase efficiency and standardize best practices, and target funding to improve patient access.

By visiting the Ministry of Health and Long Term Care's wait times site, Ontarians can see how long patients are waiting for treatment in the five key services that are part of the government's Wait Time Strategy: cataract surgery, cancer surgery, hip and knee replacements, select cardiac procedures and MRI and CT scans.

Wait times are categorized on the website by procedure, hospital and Local Health Integration Network (LHIN), beginning with data as of July 2005. This information is updated regularly.

The public release of this data is a positive step in our efforts to measure and reduce wait times and improve the quality of patient care. Our hospital is working hard to serve our patients well. At St. Joseph's, we have implemented a number of initiatives to help shorten wait times for all procedures and we will continue to evaluate our progress in this regard.