Queen's Health Sciences- Radical Collaboration 2026 - Strategic Plan | Faculty of Health Sciences

Meet our new strategic plan:

Radical
Collaboration
2026

Queen’s Health Sciences (QHS) has been a global leader in health sciences education and research for more than 150 years. As the hub for an interconnected academic health sciences network in Eastern Ontario, QHS is a leading force in preparing the next generation of health scientists, partnering to improve health in local and regional communities and driving world-renowned research that asks and answers the most pressing questions in health sciences.

View the Queen's Health Sciences plan

View the School of Medicine Plan

Guiding Principles

Equity, diversity, inclusion, Indigeneity, and accessibility

Interprofessional and
cross-disciplinary

Authentic focus on what
communities need

Excellence in research,
education and service

Physical space, resources and supports to enable our work

Strategic Priorities

Interdisciplinary Research

Leverage our unique interdisciplinary strength to discover and share solutions to the world’s most pressing questions in the health sciences.

Intensify and incentivize collaboration to foster knowledge translation and interdisciplinary research
Improve the organization and efficiency of existing research resources
Instill a shared sense of purpose around solving pressing big questions about human health

Integrated Health Sciences Education

Create an unprecedented focus on interdisciplinary education that includes shared curricula and team-based learning and develops practitioners and scientists who can work and lead anywhere

Develop cross-program and interdisciplinary experiences that integrate Schools, programs and other learning environments that enhance learning and build competency
Develop community-integrated education opportunities that enable learners to develop capacity to practice in diverse environments while also meeting community health needs
Foster a culture of mutual respect, exploration and experience before learners commit to professions or specialties

Clinical Impact in the Community and Beyond

Partner to create a regional approach to academic health sciences with excellent clinical care that responds to community needs.

Expand partnerships across the region to improve access to care and specialists
Enable learners to develop skills and knowledge in diverse contexts, with opportunities for placements in learners’ home communities
Develop clinical, research, and education projects that respond to community needs

Commitment to Equity, Diversity, Inclusion, Indigeneity and Accessibility (EDIIA)

Transform internal structures for accessibility, inclusivity and belonging while embedding equity, inclusion and anti-racism into education, research and care.

Embed EDIIA principles into our culture, research, and education in all dimensions, to create a culturally safe, inclusive environment
Foster continual learning and unlearning among learners, staff and faculty
Develop learners who provide equitable, culturally safe care, and scientists who do research that is informed by EDIIA principles to enable better care and outcomes for all

Nurturing Culture and Thriving People

Create a nourishing, supportive environment for learners, staff, faculty and partners so that we can be and work at our best.

Build and renovate physical spaces that support radical collaboration
Grow a culture of collaboration, support and community that actively prioritizes student, staff and faculty wellness and fosters engagement
Amplify our focus on lifelong learning and professional development to sharpen our research, education and clinical excellence

Commitment to financial stewardship

Commitment to financial stewardship aims to attain a sustainable balanced budget.

Annual cycle for strategic performance

Step 1: May to August

Identification of projects for consideration
Review of internal and external environments
Confirmation of projects
Identification of project leads and exec leads

Step 2: September to December

First draft of annual plans
Consultation with collaborators and service units
Budget development

Step 3: January to April

Finalization and approval of annual plans
Finalization and approval of budget

Step 4: May onward

Projects start
Quarterly reporting to QHS Executive
Annual reporting to QHS community

Step 1: May to August

Identification of projects for consideration
Review of internal and external environments
Confirmation of projects
Identification of project leads and exec leads

Step 2: September to December

First draft of annual plans
Consultation with collaborators and service units
Budget development

Step 3: January to April

Finalization and approval of annual plans
Finalization and approval of budget

Step 4: May onward

Projects start
Quarterly reporting to QHS Executive
Annual reporting to QHS community

Current Priority Projects (Alphabetical)

Administration restructuring

One-year outcome: Explore the centralization of QHS service units

Adopt activity-based budget model

One-year outcome: Implement activity-based budget model across QHS

Balance budget

One-year outcome: Identify and implement tactics to achieve balanced budget for 25/26

Clinical trials unit

One-year outcome: Business plan developed, and initial funding secured

Core research facilities

One-year outcome: Core facilities identified, organized and controls, and budgets established

EDIIA admissions renewal

One-year outcome: Create an implementation plan and timeline for EDIIA admission pathways into the MD program

Educational services alignment

One-year outcome: Explore models for shared services for education and implementation timeline

Elentra consortium decision

One-year outcome: Determine which learning management system to use for QHS

Health Home for Kingston Area

One-year outcome: Implement education plan to integrate learners with Health Home operations

New building for QHS

One-year outcome: Identify principal donor, rezoning completed, recognized in QU capital plan

Nursing expansion

One-year outcome: Plans finalized for lab renovation and curricular renewal for undergraduate nursing ready for approval

Orientation of department heads

One-year outcome: Host two orientation sessions for SOM department heads, explore QHS-wide expansion

Queen's Lakeridge Health MD Family Medicine program

One-year outcome: Transition from project to regular program operations, complete 4-year curriculum

Consolidate regional education

One-year outcome: Explore the consolidation of regional education operations

Research excellence clusters

One-year outcome: Research excellence clusters etablished with defined short and long-term goals

Adopt strategic performance process

One-year outcome: See first round of projects through to Q4 reports

Wayfinding for priority buildings

One-year outcome: Enhance front entrance accessibility in five priority buildings, including digital signage to align with QU policy

Weeneebayko Health Education Campus

One-year outcome: Specialized high skills major at one high school with admission support service and governance structure