1 2017-2019
As we set the goals within the existing ambitious strategy, we realized that we needed to fine-tune our approach, connect it to the frontline and to prioritize. As we worked with our teams the original six aspirations became four themes and within each theme we focused in on eight strategic priorities that would have the most positive impact on our patients and families, staff, partners and health system.
2 2019-2020
We began a new process with our staff and physicians, creating Strategic Placemats within each of our nearly 150 teams. We asked them what they were already doing to support the strategic priorities, and what they felt was important to address moving forward. We continued to measure our progress and set the stage for our next iteration of our strategy informed by the information from the placements, best practice reviews, government priorities and input from our stakeholders. The arrival of COVID-19 detoured our plan of launching our new strategic planning approach, but did not stop our journey.
3 2020-2021
While the pandemic continued, our people and their response showed how quickly we could adapt to ensure continued safe care of our patients and families. We innovated daily, meeting the pandemic head-on by creating a testing centre and a vaccine clinic, going out into the community to help our colleagues where they were needed, and continuing to move new initiatives forward, in spite of COVID.
4 2021
We continued to respond to the ebb and flow of the new pandemic landscape, however, IWK leadership never lost sight of the future. We pooled information from our placemat sessions, patient and staff virtual focus groups, and recommendations from surveys with patients and families as well as staff. Guided by these voices we developed our new, more agile approach to strategy and a three-year framework to guide us on the road forward.
In 2019 the IWK began the work to refresh our five-year strategic plan by challenging ourselves to consider a different way to think about strategy; one focused not only on how to frame but also how to implement our ambitious thinking. What emerged from numerous conversations and an understanding of best practices was the decision to be more agile and responsive to current priorities while at the same time ensuring long-term aspirational goals are in place. Our intention is not just to say what we want to do but to achieve positive impact.
Early in this journey, it became clear that a move from a rigid five-year planning cycle to a more iterative approach adopting the principles of continuous improvement was necessary. This meant the engagement approach to inform the plan also needed to change. Historically, extended planning sessions held every five years informed strategic plans. Teams were brought together for discussions, input was taken away for consideration and a plan emerged; sometimes shared for confirmation and revision, sometimes shared as complete.
The new way of thinking about strategy has included thoughtful discussions about our purpose, values and future directions as one step in the process. To undertake the new rhythm of a continuous improvement approach we realized that ongoing engagement, input and reflection was necessary. This was accomplished by weaving together multiple conversations, interactions and touchpoints that are a part our usual way of working together in teams and programs. Information shared from team meetings, quality and safety work, business planning, our feedback lines, patient and family experiences, In the Loop for staff, surveys and requests to address team concerns all painted the complex picture of current and future priorities for consideration.
The past 18 months, shaped by the realities of a global pandemic, has been a particularly challenging time to embark upon strategic planning. At the same time the pandemic backdrop has informed our strategy by crystalizing what is most important to us, our priorities and how we chart the road forward as a leading, responsive and agile organization.
As we launch the IWK Strategy 2021-2024: The Road Forward we look forward to continuing our journey with each of you on the path toward our purpose “To passionately pursue a healthy future with women, children, youth and families in all their diversity though excellence in care; research and innovation; and applied learning”.
President & CEO
Chair, Board of Directors
Catherine Woodman, Board Chair
Our Purpose
To passionately pursue a healthy future with women, children, youth and families in all their diversity through excellence in care, research and innovation and applied learning.
Our Values & Commitments
Making things better
We’re here to make a difference. We are invested in listening, reflecting and working together. We are fully committed to excellence and having a positive, meaningful impact.
Acting from the heart
Generosity, empathy, and kindness are the core of who we are. We are fueled by connection, warmth and compassion, positivity and friendliness.
Driven by learning
Our drive to learn and be our best comes from a spirit of collective curiosity and imagination. We’re motivated by excellence and big ideas. We dare to dream and see the possibilities.
Tackling our challenges
Our commitment, dedication and resilience guide us through adversity. We use flexibility, creativity and adaptability to find solutions to our challenges. No matter how difficult the path, we lead by persevering and helping each other weather any storms.
Optimizing our potential
We realize greatness as we work together to co-create our present and our future. Recognizing the contribution we all have to offer, we build upon one another’s strengths toward achieving our shared vision and goals. As we work collaboratively, we share our uniqueness and our diverse perspectives as a beacon to improve and move forward.Cultivating belonging
We co-create the conditions for belonging so all of us can thrive. Committed to equity, fairness and diversity, we accept and value all people. As we nurture safe and brave cultures, we develop open and inclusive relationships where everyone is invited to meaningfully contribute.
Priorities & Objectives
Partnership & Advocacy Leading as a system partner
and advocating for women, children
and families
- Create a shared understanding, and top-to-bottom alignment on the future of IWK Health’s age mandate
- Develop a province-wide plan for the implementation of transformational health services across the continuum of MHA intensive services
- Create an equitable, respectful and welcoming IWK Health that cultivates belonging for all
- Improve equitable access to care for women and gender-diverse populations
- Begin to establish IWK Health as Canada’s Maritime Hub for precision medicine
& Applied Science Transforming care through integrated,
internationally recognized research
- Strengthen the system to support capacity building with the Research & Innovation teams
- Create a coordinated approach that supports our learning health system
value and managing risk
- Implement a principles-based operational program for space and equipment
- Prepare the organization to respond to the climate crisis and to champion Nova Scotia’s Climate Change Plan for Clean Growth
High Reliability Organization Providing safe, high quality care
through connected leadership and
robust quality improvement
- Increase access to care by reducing organizational wait times in priority areas
- Adopt a system that enable teams to identify and monitor their own outcome measures connected to IWK Health’s strategic priorities
- Engage our team members to understand current HHR challenges and to inform the plan for change
Performance & Updates
