PHC 7-Year Strategic Plan

Putting our Plan into Action

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A new 7-year strategic plan has been set out for Providence to guide decisions and priorities across our organization. Many physician priorities are included in the plan, and will unfold as we put it into action in our everyday work.

Our new strategic plan

MISSION: FORWARD sets out foundational principles and high-level strategic directions, supported by aspirational goals, to help chart our organization’s way forward over the next seven years.

The goals are just the start of actions and a way to organize our efforts moving forward. The work has now started to bring the plan to life and apply it in a practical way to our daily work. Physician leadership is working to map key physician priorities to the plan and define department / division-specific actions.

Determining what we need to accomplish in 2019/20 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 over next two years to move us towards our goals, and to develop a list of first-year 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

More about the Surgery Program Pilot

In April 2019, the Surgical Program’s leadership Dr. Jock Reid (put in his title) 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 in mid-September, 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.

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. 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: