PHC Strategic Plan in Action

Medical Staff Engagement and Strategic Pillars

Providence's 7-year strategic plan is guiding decisions and priorities across our organization. Medical Staff are invited to help apply it in a practical way to our daily work and patient care, and to advance ideas to support its goals.

Medical Staff: Your unique insights are needed to define department / division-specific actions to move our strategic plan forward.

Four physician-led ‘strategic pillars’ with medical staff advisory teams have been created to give you a meaningful voice in this process, and to connect you with an ecosystem of supports for your specific ideas.

What is the strategic plan (Mission Forward)?

In 2019, Providence Health Care set out its foundational principles and high-level strategic directions and goals, to help chart our organization’s way forward over the next seven years.

In the next seven years we will also be designing and building a care campus, medical centre and hospital (The New St. Paul’s) that will help us focus and pursue our strategic goals. Here’s what it’s all about:

Another piece of related work for Mount Saint Joseph’s (MSJ) Clinical and Master Plan wrapped up in Spring 2020.

The pillars will enable stronger representation, collaboration and two-way communication among physicians, clinical and corporate leaders around the work to move Providence forward.

  • They are connecting physicians with particular skills or knowledge to the relevant organizational projects, and attaching medical priorities to those areas
  • These roles are funded by the PHC Physicians & Surgeons Association (PASS) Facility Engagement Initiative.
How are physicians and medical departments involved in making the plan happen?

Clinical, physician and corporate leaders have been working together to identify the most important work to happen first to move us towards our goals, and to develop a list of initial accomplishments that will guide the actions we need to get right in our first year.

  • This collection of work takes into consideration what we know about our current organizational capacity, available budget, our in-flight priorities and the window of time we’ve given ourselves to complete these actions.
  • This not meant to be an exhaustive list of all the work going on in the organization. It is meant instead to highlight the main things we are striving to accomplish to advance towards our 7-year goals.
  • Essentially, what are the jobs that need to be done today to get us to where we want to be tomorrow?

As part of this work, Medical Staff leadership has arranged for:

1. A physician lead for each of the four strategic directions (and MSJ Planning which is now complete)

The Consultant Leads, along with PHC VP Sponsors and medical staff advisors are representing the voice of medical staff in the implementation of PHC’s Strategic Plan and MSJ planning, and play a key role in representing medical staff and influencing our future.

  • These roles will enable stronger representation, collaboration and two-way communication among physicians, clinical and corporate leaders around the work to move Providence forward.

2. Developing metrics

  • Forming working groups
  • Formulating “SMART” objectives and identifying appropriate metrics

3. Piloting processes with the Surgery Program

  • Collaboration with Program Physician Director and Program Director
  • Test framework for discussions “what does this mean for our program/division?”
  • Leverage division structure and Dept. of Orthopedics
The Surgery Program Pilot

The Surgery Program Pilot

The objective was to pilot a collaborative planning process with medical staff and clinical operational leadership, supported by the Program Director and Physician Program Director.

  • Planning discussions were held from June to mid-September with each Surgery Division (6) and the Department of Orthopedics.
  • The purpose was to identify what achievement of PHC’s seven-year goals would look like for each Division/Department, and what actions would best support implementation of our 2019/20 accomplishments to advance our strategic direction goals.
  • The key learnings from this pilot were presented to the Senior Leadership Team (SLT) and Division heads in mid-September, and included ideas about clinical service distribution and collaboration, and medical staff resource planning. If you would like a copy, contact Josephine Jung, Corporate Director, Strategic Management.

Strong focus on CST’s successful implementation, one of our key Quality-Forward 2019/20 accomplishments, is needed by all those involved over the next few months. To limit demands on clinical leadership during this time, no program areas will be proactively approached to engage in this work at this critical juncture in the CST project.

Helpful documents:

Background: Physicians weigh into the 7-year plan

Throughout the fall of 2018 and into 2019, more than 120 Providence Health Care physicians met to discuss priorities to submit to PHC’s strategic plan.
At our “Building Our Future” event, a diverse group of physicians from across Providence ranging from surgeons to radiologists came together with other medical staff and PHC leaders to share perspectives, ideas, and goals in five main areas:

  • Provision of exceptional care and outcomes
  • Integration of clinical care, research, and teaching
  • Our people and workplace
  • Seamless care between acute care and community care
  • Maintaining our unique culture

Their discussion generated a number of goals and ideas that were put forward for consideration as part of our organization’s 7-year plan. Read more here: Physicians weigh into the 7-Year Plan>

In early 2020, our Strategic Pillar consultant leads and medical staff advisors embarked on a roadshow to introduce our strategic pillars to medical departments and divisions,  answer your questions, and find out how you would like to be engaged and/or represented in this work as it moves forward. Here is your feedback:

  • 33% were unaware of the Pillars
  • 42% were somewhat aware of the Pillars
  • 19% were very aware of the Pillars
  • 11% have participated in one or more Pillar related activity (strategic planning, developing metrics)
  • 19% have read about the Pillars on the PHC website or via the 59 Sec Update

Medical Staff Preferred Level of Engagement re: Advancement of Strategic Pillars (option to select 1 or more choices):

  • 61% would like to remain informed (email, meetings)
  • 48% would like to be consulted/give feedback; 25% would like to be involved (planning/policy making)
  • 26% would like to collaborate (share in decision making)
  • 20% would like to be empowered (identify issues, solutions, actions)

Your feedback is shaping our next steps and plans. Keep your eye on this web space and stay tuned and watch the 59-Second Update for upcoming opportunities to be involved in conversations and have your voice heard!

Connect with physician-led strategic pillars





Funding for physician leadership in this pillar is provided by the PHC Physicians and Surgeons Association (PASS) and SSC Facility Engagement.