PHC Strategic Plan in Action

Medical Staff & making our plan real

Providence's 7-year strategic plan will guide decisions and priorities across our organization moving forward. Work has started to bring the plan to life and apply it in a practical way to our daily work and patient care.

Physician leadership has been mapping key physician / patient care priorities and defining department / division-specific actions. At the same time, a formal process has been established to engage medical staff to provide ideas, expertise and direction along the way.

Meet our physician pillar teams here >

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. Here’s what it’s all about:

Physicians weigh into the 7-year plan
Physician strategic pillar leads & advisory committees represent medical staff
How are Medical Staff engaging in the plan?
Determining what we need to accomplish to advance our strategic direction’s seven-year goals

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

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

In April 2019, the Surgical Program’s leadership Dr. Jock Reid (Head of the Department of Surgery) and Darlene Emes (Program Director) initiated strategic planning conversations to align the current and future work of the Surgery program with our strategic plan.

The objective was to pilot a collaborative planning process with physician 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 and included ideas about clinical service distribution and collaboration, and physician resource planning. If you would like a copy, contact Josephine Jung, Corporate Director, Strategic Management.

A strong focus has been on CST’s successful implementation, one of our key Quality-Forward 2019/20 accomplishments. 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. If you would like further information on starting to prepare for your own program planning, please contact Josephine Jung, Corporate Director, Strategic Management.

Helpful documents:



Examples of how some of the priorities put forward by physicians apply to the strategic plan: