People Forward

PHC Strategic Plan in Action

Resources & opportunities for medical staff



The big picture: What do we want to achieve?

Through Inspiring People & Teams, we are aiming to achieve these goals:

  • Be the organization of choice, with a focus on attracting, developing, engaging, and retaining our people.
  • Engage and empower our people in meaningful ways and nurture a culture where every voice is heard.
  • Prioritize the health, safety and wellness of our people.
  • Ensure each of us understands how our work connects to Providence’s Mission, strategic directions and goals.

Why this?

We are only as good as our people.

  • We need to support each other better.
  • We need to include each other, connect with each other, empower each other and recognize each other, formally and informally.
  • We also need to build flexibility into our work and our schedules. We need to create space for innovation, ideas and change — from the labs to the kitchens, to the nursing stations, to the boardroom.
  • And we also need to extract meaning and fulfillment from our work, which includes having the resources and support to feel good about what we do.

What will change?

The foundation of how we approach relationships and teamwork is grounded in our Mission, Vision and Values. Integrity, trust and respect are three core values and are a perfect starting point on which to build inspiring people and teams.

In working together, we will undertake projects that move the dial forward on making our work lives more fulfilling, less stressful and more supportive.

Real advances like developing ways to

  • make scheduling more flexible
  • creating a wellness strategy that puts our well-being first, and
  • finding ways to improve the quality of life for those of us with long commutes, young families and aging loved ones.
  • finding ways to empower each of us to use Providence’s mission, vision and values as a springboard to give back to the communities we care about.

Through these actions, we will feel more connected to each other, to the people we serve and to the value of our work.

What’s the bottom line?

We know that providing the best care to the people we serve depends on our own health and wellness. The better we feel at work, the better we can care for others. This reality empowers us all to think of self-care and social connections as essential to our work. This is about creating work places where we can all grow, thrive and flourish.

Read more about our Providence Strategic Plan at

How are medical staff involved in this work?

We are looking forward to inspiring and attracting the best teams to Providence, and especially at how that will look for physicians. We are involving medical staff in discussions and ideas that we can put into action.

How can we…

  • Make Providence a great place to work?
  • Be the organization of choice to attract, develop, engage & retain physicians?
  • Engage and empower you in meaningful ways, and understand how our work connects together across the organization?
  • Prioritize the health, safety and wellness of our physicians, and embed it in our culture, so we can deliver care in a healthy way?

We look forward to continuing to work with you to develop this priority.

You can also help us achieve our initial goals in this pillar to develop a plan to improve our wellness and well-being:

  • Address physician & staff burnout
  • Increase flexibility for people in the workplace
  • Improve engagement

Interested in joining our discussions? Connect with us here>

WELCOME FROM OUR PILLAR TEAM! Our physician leaders and advisors are representing medical staff in key areas of our strategic plan.

IHI’s Joy in Work: Barriers and strategies to thrive at work

IHI White Paper Framework For Improving Joy In Work – Read here> Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for Improving Joy in Work. IHI White Paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2017.
With increasing demands on time, resources, and energy, and poorly designed systems of daily work, health care professionals are experiencing burnout at increasingly higher rates. Those same issues sap joy in work.

Joyful, productive, engaged staff feel both physically and psychologically safe, appreciate the meaning and purpose of their work, have some choice and control over their time, experience camaraderie with others at work, and perceive their work life to be fair and equitable.

The Institute for Health Care Improvement (IHI) recommends a framework for organizations to address issues that drive burnout, and create a healthy and joyful work environment – all while delivering high-quality patient care. Read here>

Mayo: Nine strategies to promote engagement & reduce burnout

“Engagement is the positive antithesis of burnout and is characterized by vigor, dedication, and absorption in work.”
A landmark Mayo Clinic study reveals that organizational-driven efforts which address workplace drivers of burnout (e.g. work flow, efficiency, technology) and provide opportunity for self-care – can reduce burnout and promote engagement.  Read more >

Ref: Mayo Clinic, Executive Leadership and Physician Well-being: Nine Organizational Strategies to Promote Engagement and Reduce Burnout

PASS Engagement Projects: Physician-led projects in our pillar>

COVID-19 Wellness Toolkit for PHC Medical Staff See here >

CMPA Physician Wellness provides resources for physicians beyond medical-legal assistance and provides advisory services in addressing physician stress. View resources >

Doctors of BC Physician Health Program, Midwives and Nurse Practitioners professional association supports >

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