SickKids’ corporate scorecard is a tool to measure progress against our five-year strategic plan. Key performance indicators (KPIs) are metrics in the corporate scorecard that are refreshed on an annual basis. Each KPI has a specific definition to support measurement, individuals accountable for performance, and targets to motivate the organization. Corporate scorecard results are reviewed quarterly by SickKids’ senior management team, on a fiscal year basis, with actions taken when necessary to ensure performance remains on track. As part of a broader enterprise-wide approach to performance management, the corporate scorecard is a valuable tool to help SickKids deliver on the promise of SickKids 2025.
KPIs below are colour coded as green (meets or exceeds target), yellow (approaching target), red (below target), or grey (not reported or baseline data collection).
Individualize Child and Youth Health Care
To unlock the potential of Precision Child Health, SickKids will invest in the human and technical capabilities necessary to harness the power of big data, advanced analytics, and artificial intelligence. Our first crucial step will be implementing a data management system for the linkage of data from multiple sources. Translating this data into insights using artificial intelligence, we will enhance care for newborns, children, and adolescents. Efforts will rely on a renewed focus as a children’s research hospital. By increasing child and family engagement in research, enhancing educational initiatives, and improving the visibility of research in our physical spaces, all children will gain the opportunity to contribute to and the right to benefit from research.
Number of SickKids patients receiving sequencing at SickKids for clinical care
Sequencing types included: Whole Genome Sequencing (WGS), Whole Exome Sequencing (WES), Panels reported from WES, RNA sequencing
Number of samples receiving sequencing for research at SickKids
Sequencing types included: Whole Genome Sequencing (WGS), Whole Exome Sequencing (WES), Panels reported from WES, RNA sequencing Target: 2950
SickKids will work closely with health and social services organizations to build capacity for high-quality paediatric care, improve transitions to community and adult services, and support regional/provincial paediatric system development. Where appropriate, we will pursue structural collaborations and other forms of integration to unlock value and address system gaps in primary care, urgent care, and home care. Through care delivered connected digital and physical spaces, a renewed focus on integrated mental health care, and advocacy on equity and the social determinants of health, we aim to create more seamless health care experiences for all children and families.
Ensure quality and accountability in everything we do
SickKids will advance all dimensions of quality including safety, timeliness, effectiveness, efficiency, equity, and patient-centredness. According to their preference, we will engage children and families in decision-making for care, education, and research with a spirit of respect, communication, and partnership. Principles of equity, diversity, and inclusion will be reflected in partnership efforts with advisors, including targeted recruitment of vulnerable populations. Building on existing efforts to promote safety, SickKids will endeavour to be a high-reliability organization where no patient, family, or staff member has to bear the burden of preventable harm. Improvement science will be leveraged to advance a culture of continuous improvement with a focus on waste elimination, efficiency, and resource stewardship to maximize patient benefits, staff experience, and financial health.
Cumulative fiscal year rate of select current hospital acquired conditions (HACs) reported on the hospital Harm Index Report/1000 patient days
Including: SSI, CLABSI, PU, ADE, CAUTI, Falls, SE
Excluding: Serious Safety Events, VAP Target: 1.25
SickKids’ staff are our most valuable asset. We will create a more equitable, diverse, and inclusive environment that empowers all staff and mobilizes the range of ideas, talent, perspectives, and experiences critical to excellence in child health. Progress in the workplace will be balanced by an emphasis on emotional health and well-being where employees are provided with the skills and resources necessary to build the resilience and self-awareness to sustain happy and productive lives, at work and at home.
Number of peer support activations (1:1 outreach, Critical Incident Stress Management (CISM), or other) stemming from a request that is initiated by staff or at the request of a third party for a group/team, or on behalf of an individual staff member, or identified through occasional walkabouts through units/departments
Number of safety reporting system complaints coded to professionalism and respect (staff-to-staff)
Inclusion criteria: Number of safety reports, including any from whistleblowing system, received on respect, civility, or harassment Target: 47 (Target set to encourage increase in reporting)
SickKids will advocate with provincial and federal governments for stable funding to meet the unique physical, mental health, and psychosocial needs of children and families, as well as to establish sustainable, multi-year funding strategies. Where possible, SickKids will leverage our core competencies to pursue revenue generating opportunities locally, nationally, and internationally. Through a renewed focus on industry partnerships and commercialization, we will remove barriers and fast track promising discoveries to generate financial returns for the organization. SickKids Foundation is a critical partner in our mission of Healthier Children. A Better World. To advance this shared commitment, SickKids will continue to collaborate with the Foundation in aligning strategic priorities with fundraising strategies, and in bringing hope to children and families on a global scale.
Build an academic health sciences centre for the future
As a critical underpinning of Precision Child Health, we will integrate data assets across the SickKids enterprise to deliver value to patients and families, staff, partners, and government. In parallel, we will optimize Epic and business intelligence systems and invest in digital solutions to support clinical care, education, research, operations, and transition to an agile work environment. Project Horizon, SickKids’ campus redevelopment plan, will deliver upgraded facilities as well as physical and technological infrastructure to ensure SickKids remains a world-class leader in paediatric health care. Recognizing the importance of environmental factors in the health of children and future generations, SickKids will act as responsible stewards of a healthy planet.