Message from CHEO's Board of Directors
The mission of CHEO is to make it easier for children and youth across our region to get the specialized care they need when they need it. Our 2024–29 strategy guides that work and keeps us focused on what matters most.
We know families, especially those navigating complex challenges, need timely, well-coordinated care. That’s why we’ve been working closely with partners across the health system to reduce wait times and improve access, particularly for children and youth from diverse and underserved populations.
We also recognize that delivering on our strategy depends on our people. This year, we continued to invest in a strong, supportive culture where our staff, medical staff, learners and volunteers feel valued, empowered and equipped to provide the best possible care.
There has also been important progress in reimagining the spaces and systems that support care at CHEO. This year, we opened a new parking garage to make visits a little easier for families. We also broke ground on our Integrated Treatment Centre and are already seeing that vision begin to take shape. Alongside ongoing improvements to our digital and clinical systems, these investments help create a more connected, modern health system and approach to care.
Caring for children also means caring for the world they will grow up in. As such, sustainability remains a key part of our work. By the end of 2025, we reached a 30 per cent reduction in greenhouse gas emissions — an important milestone as we work toward our goal of net zero by 2050.
Our reconciliation work also remains incredibly important. We are working to create environments that welcome Indigenous voices and recognize their value. This means building cultural safety into the foundation of our organization, and continuing to advance reconciliation through meaningful, sustained action.
Through innovation, collaboration, and a shared commitment to getting better every day, we are reimagining how pediatric care can be delivered. As the pediatric specialized care centre for Canada’s capital with a significant catchment area, we are helping shape a system that is more personalized, accessible, and equitable for every child and youth we serve.
As we look ahead, we remain grounded in our vision to ensure the best life for every child and youth. It is a commitment that continues to guide and inspire every we do.
Dr. Vera Etches
President and CEO, CHEO
Jim Armour
Chair, CHEO Board of Directors
CHEO's Strategy: 2024-29
After extensive consultation with more than 1,600 staff, medical staff, learners, volunteers, children, youth, families and community partners, the CHEO Board of Directors adopted CHEO’s 2024-29 Strategy — a roadmap to guide our work over the next five years.
Our destination is ambitious but simple: by 2029 it will be easier and quicker to access safe, inclusive and leading-edge care at CHEO and in our community thanks to strengthened teams and partnerships.
The excellent care we provide will be fueled by the research, innovation and improvement that we all do. All of this and more will be accomplished in newly redeveloped spaces that are being designed and built in the years ahead to meet the needs of the children and youth that we serve, our growing team and community.
CHEO by the numbers
Visits
Total number of visits at CHEO: 693,088
Total number of outpatient visits: 619,004
| Clinic, service or program | Total visits |
|---|---|
| Ambulatory Care | 209,971 |
| Development and Rehabilitation (CTC) | 77,531 |
| Genetics | 15,114 |
| Medical Imaging | 97,761 |
| Emergency Department | 67,101 |
| Home and Community Care | 39,278 |
| Inpatient admissions | 6,983 |
| Hematology/Oncology | 17,616 |
| Mental Health | 31,631 |
| Neurodevelopmental Health | 35,276 |
| Surgery | 12,108 |
Financial Operating Statement
CHEO Financial Operating Statement
April 1, 2025 - March 31, 2026
| Revenue | Percentage |
|---|---|
|
Ministry of Health and Ontario Health Funding |
57% |
|
Other Funded Programs |
21% |
|
Other Revenue |
11% |
|
Patient Services |
10% |
|
Amortization of Deferred Contributions for Equipment |
1% |
Total revenue (in thousands): 574,098
| Expenditures | Percentage |
|---|---|
|
Salaries and Benefits |
53% |
|
Other Funded Programs |
22% |
|
Supplies and Other Expenses |
16% |
|
Medical, Surgical & Laboratory Expenses |
4% |
|
Drugs and Medical Gasses |
3% |
|
Amortization of Equipment |
2% |
