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”.