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David Musizi, the hospital's chief executive officer of 17 years, spoke with the London Free Press on Wednesday to discuss next steps.
Published on May 22, 2024 • Read in 5 minutes
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Windsor Regional Hospital CEO David Musizi begins his new role as acting CEO of London Health Sciences Centre this week. Pictured May 17, 2024. (Dan Janis/Postmedia Network)
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Southwestern Ontario's largest hospital, London Health Sciences Centre, mired in controversy and saddled with large debts, has appointed Windsor Regional Hospital CEO David Mshizi as acting chief executive indefinitely. was appointed. LHSC is more than $76 million in debt, spent nearly $500,000 last year sending executives on junkets around the world, and is facing a Department of Health investigation and the death of Jackie Schleifer, who remains on administrative leave. This led to Chief Executive Taylor's sudden resignation. Msizi, who has 17 years' experience as a hospital chief executive, spoke to the London Free Press to discuss next steps.
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Q: There has been a suggestion that the Ontario Ministry of Health has asked you to reorganize the London Health Sciences Centre. Is that true?
A: No. The (LHSC) board lobbied me and the (Windsor Regional Hospital) board. Is the Ministry of Foreign Affairs aware of this appointment? of course.
Q: Can you talk about the department's investigation into the situation at LHSC?
A: I am aware of that and I am aware that it is ongoing. I have nothing to do with this. I have not been brought in as part of the investigation or to deal with it. I have not yet heard anything about the scope beyond the policy regarding expenses and travel.
Q: What do you plan to do at LHSC?
A: There is no written agenda or mandate from the Ontario government or the ministry other than to bring stability and build strength. That's the goal. What I try to do from the beginning is listen. I sent out requests to 100 of his people inside and outside the organization to meet with him one-on-one. Ask five simple but important questions. I've asked this question every two years for the past 17 years as CEO of Windsor Regional.
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Q: What are those five questions?
A: The five questions I ask are:
What things don't work well at London Health Sciences Center? What things to start doing at London Health Sciences Center? What things to stop doing at London Health Sciences Center What is your general advice?
I will edit it on a confidential basis and share it with individuals. The purpose is to listen, there is no agenda.
Q: It's fair to say LHSC has received criticism for spending. The deficit has grown by about $30 million in one year, compared to a surplus just a few years ago. Are you looking at the budget and reining in spending?
A: Yes, that's true. But the numbers for an organization of this size pale in comparison to most other organizations in Ontario. The situation facing the London Health Sciences Center is not unique and by no means unique. Obviously they are looking to address the deficit situation and I have already been briefed on the work they are doing. That's a big number, but given the circumstances, it's nothing special.
Q: Windsor Regional has a balanced budget.
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A: Right now. Going into this year based on inflation expectations, I would be very surprised if any hospitals in Ontario are achieving a balanced budget this year.
Q: There's been a lot of talk about LHSC spending nearly $500,000 on executive travel in 2023, is it fair to say this won't happen on your watch?
A. I have no travel plans and have never experienced anything like that while working at Windsor Regional. My job now is to look forward, not backward. Of course, we have learned from the past not to repeat it, so we will do that.
Q: It has been pointed out that LHSC is top-heavy, with many senior managers. His website at LHSC lists 22 of his names. Did you know this? Also, are you concerned?
A: That will be part of the information we get in the coming weeks, but without knowing the details, we have to remember the scale of the London Health Sciences Centre. We're one of the largest hospitals in Ontario, so we have a lot of senior leadership. The job is to see if it matches up with comparable hospitals. It's too early to speculate whether it's too high or too low, but why not consider it? Of course.
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Q: You have a track record of managing costs and senior management numbers, so I think that will apply here as well.
A: I think the reason I was brought in was because of what I went through. I went through a very difficult time. On my desk is a metal weight with a quote from Winston Churchill written on it: “When you're going through hell, keep going.” I've had it for 30 years and will probably continue to have it tonight. This is nothing new, but is there a magic wand that will solve today's medical problems? No, nobody does.
Q: Did you know that an employee who worked for a consulting firm contracted with LHSC has been hired into a senior management position at LHSC?
A: I don't know about that.
Q: There is talk that CEO Jackie Schleifer Taylor and other senior executives are also taking extended leave. This is a wake-up call for his LHSC management system.
A: Senior management costs are a major issue in hospital medicine. You need to consider this in relation to the size of your organization. One wrong decision can cost a lot of money. We want to make the right decisions.
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Q: Are you interested in becoming the permanent CEO of LHSC?
A: I have no intention of doing this job full-time. Throughout my career, I have had many opportunities to take on various jobs, but I have turned them down. I have a girlfriend who is 84 years old. I was headhunted the last time this job was available, but I didn't apply. I have no intention of applying again.
Q: How long will my work here last?
A: I will be here as long as the LHSC Board of Directors wants me to be here. Even if they need me, I'm here.
Q: Are there oversight powers from the Ministry of Health to remove the board if necessary? Was it offered to you?
A: No, I'm not here as a supervisor. It wasn't discussed.
Q. LHSC has begun the process of separating services it shared with St. Joseph's Health Care, resulting in cost savings for both hospitals. Would you consider reconnecting services?
A: I'm setting up a meeting with (St. Joe's CEO) Roy Butler. I don't know the history of it all. I hope to learn a lot, but any form of closer relationship will certainly be valuable.
ndebono@postmedia.com
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