Corporate Priorities 2021-22

SickKids’ corporate priorities encompass the strategic activities that the organization will focus human, technological, and financial resources on in the fiscal year ahead. With our strategic plan in mind, priorities are developed in collaboration between SickKids’ leadership team and a broad range of stakeholders. Leaders work with their teams to align staff goals to these priorities. Below is an outline of the corporate priorities for fiscal year 2021/22.

Individualize Child and Youth Health Care

Precision Child Health

Launch network to facilitate coordination of new translational research
Develop core frameworks (legal/risk/privacy, ethics, data governance)
Develop scientific and business plans for first wave of translational platforms

Precision Child Health

Following stakeholder engagement sessions in winter 2021, the PCH team is finalizing their first strategic plan. As a change agent for child and youth health sciences, PCH work in the year ahead will include launch of a network to facilitate coordination of new translational research, and development of core frameworks, scientific and business plans to drive partnership-based transformation to individualized paradigms of care.

Artificial Intelligence in Medicine for Kids

Fund, build, and operationalize the AI Sandbox

Artificial Intelligence in Medicine for Kids

In alignment with our enterprise-wide data strategy, the AIM initiative will focus on funding, building, and operationalizing an AI sandbox. As it is established, this sandbox will allow a growing number of talented specialists to access SickKids data and will provide an environment for them to begin connecting and building models to bring AI to life.

Develop an innovative infusion therapies strategy

Develop an innovative infusion therapies strategy

Increasing numbers of patients are receiving novel, life-saving therapies via new types of infusions, with this care having substantial upstream and downstream resource impacts at SickKids. With increasing numbers of infusion-based therapies being developed by private industry and funded by governments, SickKids will be establishing a program-based approach to safely deliver these drugs and provide care for patients in a way that is flexible to adapt as volumes grow over time.

Create a Seamless Child and Family Experience

Lead/partner in the development of the regional maternal/child health network

Lead/partner in the development of the regional maternal/child health network

SickKids is partnering in the development of a new maternal, neonatal, and paediatric health network in the Toronto region. Working closely with partners like the GTA Paediatric Chiefs, Kids Health Alliance, maternal health colleagues, and Ontario Health, this network will aim to better plan and coordinate services. 2021/22 will focus on collaborative design and development to this emerging network leverages existing structures and adds value to the region.

Integrate current and operationalize new virtual care solutions

Integrate current and operationalize new virtual care solutions

Accelerated by the COVID-19 pandemic, there has been a substantial expansion of virtual care services. Work in 2021/22 will focus on integrating existing virtual care services to streamline user experiences for patients, families, and providers. Additionally, we will continue to explore opportunities to establish novel virtual care solutions, such as remote monitoring, that benefit those we serve.

Advance Mental Health Strategy implementation plan

Advance Mental Health Strategy implementation plan

COVID-19 has exacerbated demand for child and youth mental health services. To meet the increasing demand for integrated physical, mental, and behavioural health services, SickKids has launched a comprehensive Mental Health Strategy. In 2021/22, mental health leaders and colleagues across SickKids will collaborate to identify initial priorities and projects, and advance implementation of this important work.

Complete Connected Care phase two proposal and align with next steps for home care delivery for select populations

Complete Connected Care phase two proposal and align with next steps for home care delivery for select populations

SickKids’ Connected Care program has been supporting paediatric home and community care services for almost four years now and will be developing a proposal to present a vision for Connected Care phase two. Closely related to this work, SickKids is exploring the possibility of delivering home care services for select populations and will align future directions for Connected Care with recommendations stemming from this work.

Ensure Quality and Accountability in Everything We Do

Ensure accreditation readiness

Ensure accreditation readiness

In the lead up to SickKids’ on-site survey with Accreditation Canada in October 2021, and well beyond it, teams across the organization will work vigilantly to ensure comprehensive, modernized quality and safety standards and systems are in place at every level of the organization.

Pandemic vigilance and recovery (surgical and mental health backlogs)

Pandemic vigilance and recovery (surgical and mental health backlogs)

With the strain that the COVID-19 pandemic has placed on children, youth, families, and health workers, continued pandemic vigilance and recovery will be top of mind for SickKids, particularly in the areas of surgery and mental health where backlogs have accumulated. As COVID numbers in hospital ICUs and the community recede, SickKids will implement strategies to meet the needs of those we serve, safely and efficiently.

Choosing Wisely: Expand resource stewardship in paediatrics by growing internal and external communities of practice

Choosing Wisely: Expand resource stewardship in paediatrics by growing internal and external communities of practice

As the first paediatric hospital to be designated a Level 3 Choosing Wisely Canada Hospital, SickKids continues to eliminate low value or wasteful care through organizational leadership, mentorship, and culture change. In 2021/22, the team will be shifting focus to growing internal and external communities of practice, further expanding resource stewardship in paediatric care, inside and outside our walls.

Re-establish learning cycles and accountability for Error Prevention, Leadership Methods, and Fair and Just Culture training

Re-establish learning cycles and accountability for Error Prevention, Leadership Methods, and Fair and Just Culture training

Disrupted by the pandemic in 2020, in 2021/22 SickKids will re-establish learning cycles for the training programs that underpin continued success as a high-reliability organization, and efforts to eliminate preventable harm.

Integrate Caring Safely and Daily CIP programs

Integrate Caring Safely and Daily CIP programs

Advancement of work to better integrate Caring Safely and Daily CIP programs will aim to reduce duplication and harness synergies to eliminate preventable harm and foster continuous improvement, in lockstep.

Promote civility, respect, professionalism, and engaging learning environments

Promote civility, respect, professionalism, and engaging learning environments

We will continue to model and promote civility, respect, professionalism, and engaging learning environments. With the amount of pressure and angst encountered by our staff, patients, and families this past year, it is of critical importance that we keep our eye on the ball with how we conduct ourselves as professionals, and how we treat each other in these challenging times.

Unleash the talent of our people

Develop an equity, diversity and inclusion (EDI) strategy

Develop an equity, diversity and inclusion (EDI) strategy

Having recruited SickKids’ inaugural Executive Lead for Equity, Diversity, and Inclusion in early 2021, the organization will be working to develop an EDI strategic plan. This plan will strive to ensure that all individuals and groups are represented, welcomed, valued, respected, and heard at SickKids.

Support staff emotional health, resilience, and wellness

Support staff emotional health, resilience, and wellness

At SickKids, people are our greatest resource. With the immense demands that health workers have faced over the course of the COVID-19 pandemic, spanning personal and professional lives, safeguarding the wellness of the paediatric workforce is essential. In addition to a range of existing programs to support our staff, and based on extensive data collection and staff consultations, SickKids is developing a Staff Wellness Strategy that will encompass proactive initiatives to safeguard wellness, and downstream initiatives to meet the physical health, mental health, and supports needs of our employees. A comprehensive approach to support resilience and recovery, along with leadership at every level of the organization, will be necessary to restore the wellness of our people.

Support staff through the pandemic with appropriate policies and programs

Support staff through the pandemic with appropriate policies and programs

With the immense demands that health workers have faced over the course of the COVID-19 pandemic, spanning personal and professional lives, extending existing or implementing new policies and programs to support staff through a sustained recovery is of paramount importance. SickKids leadership is committed to supporting, recognizing, and rejuvenating our health care heroes.

Advance a performance and development culture

Advance a performance and development culture

SickKids’ Staff Performance Management Program is focusing on areas that staff, through our most recent Employee Engagement Survey, let us know are important to them. Leaders continue working with their teams to align their goals to our corporate priorities, making connections between individual staff contributions and SickKids’ vision of the future; resources and education will be made available to staff to help build consistent performance and development knowledge and skills across the organization.

Attract talent to address key priorities and new challenges

Attract talent to address key priorities and new challenges

With child and youth health systems worldwide undergoing a period of transformation at the confluence of human-centred design, compassion, data-driven decision making, and emerging technologies, SickKids will continue to vie for top talent to retain its position as a leading global paediatric academic health sciences centre.

Build an academic health sciences centre for the future

Advance data strategy

Collect, analyze, and action social determinants of health and equity data

Advance data strategy

A foundational element of many aspirations in SickKids 2025, we will continue to advance an enterprise-wide data strategy, integrating data assets across research, education, clinical services, and operations. In 2021/22, an important aspect of this work will focus on collection of equity and social determinants of health data to assist in our aim of transforming care from the genetic code to the postal code.

Modernize and enhance technology and information systems

Deliver on Epic roadmap
Refresh medical devices/technology
Develop an enterprise cloud services strategy
Support workplace transformation

Modernize and enhance technology and information systems

Modernized technology and information systems are critical enablers of SickKids’ operations and strategic aims. We will continue to advance our Epic roadmap, an effort central to the modernization our operations since 2018. Additionally, in 2021/22 we will refresh medical devices and technology across the organization and develop an enterprise cloud services strategy to harness the power of big data. These modernization efforts will support the transformation of how we work across SickKids as our campus redevelopment starts to become reality.

Project Horizon

Advance Patient Support Centre construction
Submit stage 2 Functional Programming for hospital redevelopment

Project Horizon

SickKids will continue to advance Project Horizon, our multi-year campus redevelopment project. With construction of our Patient Support Centre underway, a physical manifestation of years of work, planning efforts will continue toward future construction of the Peter Gilgan Family Patient Care Tower.