hearts and minds: the critical role of how values create a quality organization dianne doyle...

Hearts and Minds:The Critical Role of How Values Create a

Quality Organization

Dianne Doyle

President & CEO, Providence Health Care

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Our Vision

Driven by compassion and social justice,

we are at the forefront of exceptional care

and innovation.

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Vision: Embedded in Organizational Culture

• Providence Health Care Vision DVD

• http://www.youtube.com/watch?v=9S4qVQGrSwA

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The Health Care Challenge

Revenue Growth – 3%Education Growth – 3%Health Growth – 8%Balanced BudgetOther spending reaches zero by 17/18

100.0%

-10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18

YEAR

PER

CEN

T

Total

Health

Education

Other

41.6%

53.6%

71.3%

27.0%

27.0%

-0.6%

16.6%

28.4%

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Ministry of Health:Services Sustainability Balance

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Ministry Considerations:Priorities for Sustainability

Least Expensive

Most

ExpensiveMost

Expensive

Least Expensive

7

Regional Challenge

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

<65

65+

75+

85+

Total

VCH % Population Growth from 2004

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Regional Context

• Lower Mainland Consolidation

• Provincial Consolidation

• Clinical and Systems Transformation

• Regional Programs and Departments

• Service Planning & Site Differentiation

• Deficit Management

• Demand Pressures

9

Organizational and Staff Issues

Mental, Physical,SpiritualFatigue

IncreasingWorkload

DecreasingResources

Work-LifeBalanceHealth

SectorChanges

PressureTo Be

“Innovative”

Personal/ProfessionalDevelopment/Career Path

MeetingFutureNeeds

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PHC Challenge

Align 2 Realities

1. Expectation of Society

> Faith Based Organization

> Legacy of Sisters

> Separate Corporate Entity as an Affiliate

2. Expectations of Ministry of Health & Health Authorities

> System Integration

> Admin / Support reductions/consolidation

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Who We Are: Key Statistics• 6,000 staff

• 1,000 physicians

• 2,400 students

• 1,400 volunteers

• Inpatients & residents>1,494 beds>646 acute care>700 continuing care>76 rehabilitation>60 assisted living>12 hospice

• Academic Health Science Centre with PHC Research Institute

• > $800M+ budget

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St. Paul’s Hospital

Mount Saint Joseph

Holy Family

St. Vincent’s: Honoria Conway - Heather

St. Vincent’s: Brock Fahrni

Youville Residence

St. Vincent’s: Langara

Where We Where We AreAre

Plus seven community dialysis clinics, one urban health clinic “Providence Crosstown Clinic” & operators of St. Michael’s Centre in Burnaby

MarionHospice

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Who We Are: Values Rooted in History & Organizational Culture

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Who We Serve: Populations of Emphasis

People with

HIV/AIDS

People with

CARDIOVASCULAR

& PULMONARY

Risks & Illnesses

People with RENAL

Risks & Illnesses

People with

COMPLEX

NEEDS IN

AGING

People with

MENTAL HEALTH

& ADDICTIONS

People with

Complex Medical &

Social Needs

URBAN HEALTH

Focus on integration of care, teaching and researchInterdependent programs with strong linkages

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The Providence Plan

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Leadership Imperative

• Articulate Vision

• Align Strategies

• Develop Capacity – of leaders, individuals, teams

• Enable Achievements

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People Drive Organizations

A nation’s (organization’s) culture resides in the hearts and in the souls of its people.

Mahatma Gandhi

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Our Foundational Imperative

Vision

Value staff

Live our values

Promote shared history

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Values Drive Care Delivery

• Integration of Spirituality & Health

>Research and teaching

>Partnerships and collaborations

>Hospice and End-of-Life Care

>Pastoral Care

• Ethical behavior & decision making

• Celebration of history, identity

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Getting the Best Out of People

• Hire for fit

• Orientation/Welcome

• People Strategy:

> People development, career advancement, education

> Leadership capacity building

> People engagement and meaningful participation

opportunities

> Employee wellness

> Recognition

> Performance Management

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Building PHC’s Culture of Innovation, Excellence & Enabling Change

• An intentional strategy

>takes time

>sustained over time and people

• Enabled by appropriate structures and processes

• Characterized by a willingness to take risk and fail vs.

being risk averse

• Focuses on sustainment

• Supported by continuous improvement and adaptation of

methods and tools

• Celebrated

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PHC’s Vision to Action

• Change Leadership

• Enabling Structure

• Stakeholder Engagement

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Measuring Our Work, Our Progress & Our Success

Numerous measurement strategies:

>Productivity/Effectiveness measured through balanced scorecard process; benchmarking initiatives [national and provincial]; partnership with region to review program and service effectiveness, etc.

>Staff, patient, public satisfaction surveys

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“LIVE OUR MISSION EVERYDAY” PERFORMANCE INDICATORS

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Peer Awards and Recognition

• 2012 Canada’s Top 10 Most Admired Corporate Culture Award

• BC’s Top Employer Award past 5 years

• Named Best Employer for New Canadians past 5 years

• Four straight years of 3M Awards of Excellence

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Sustainability & Excellence

“Be the change you wish to see in the world.”

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Questions?