red consulting case
TRANSCRIPT
RC
RED CONSULTING INC.Providence Healthcare Engagement:
“Helping People. Healing Lives.”
March 23rd, 2016
Meet the Team:
Adajee OdusanyaMarketing Manager5+ Years Experience
Marissa James, RNSenior Nursing Liason6+ Years Experience
Jennyce Barrow, RNDirector of Nursing Services3+ Years Experience
Brian JohnsonSenior Financial Consultant7+ Years Experience
Brandon DanielHealthcare Operations Director4+ Years Experience
1
Growth
Born in the Age of Significant OpportunitiesCompany timeline
5
1113
1721
1857, the Sisters of St.
Joeseph opened the doors to the
House of Providenc
Economic Downturn The goals of
TbyD were embedded in the strategic plan
Time to shine as a multilayer commitment.
Time to Shine
1850s 1920s 1960-80s 2004-07 2008 2010 2010-20152013-2014
2007 Providence celebrated over 150 years of service
Josie Walsh becomes CEO and
implements “Time to
Shine” 5 year plan.
TbyD was implemented throughtout Providence.
Had an annual
income of $88.5 million
1929 The beginning
of the Great
Depression
1962 Moved its present site. At this time, the focus of care changed to
residential care for elderly and
sick and the name was changed to
Providence Villa and Hospital.
2004 the name was changed to Providence Healthcare.
Problem Statement:Providence Healthcare is looking to sustain the momentum and build the future of Providence. The company is faced with the challenges associated with expansion and advancement.
1. Cost
2. Meeting the needs
3. Sustaining the values
4. Community collaboration
5. Continuous communication
AgendaThe GROWTH MODEL
The GROWTHModel
G R O W HTGUIDE
Toronto’s Economic
Climate and Healthcare System
REACHValues and
Sustainable Change
OTHERSInfluential Parties
WORK RELATIONSHIPSCultural Nuances
TRANSFORMHolistic
Transformation
HowRecommendations
Instructions
Open your browser and log on to:
kahoot.ithttps://create.kahoot.it/?_ga=1.128759563.647389118.1458506032&deviceId=cd4e8e72-b940-449f-840f-946b92b2a185#survey/00b8c622-ac90-4d51-adea-55c037c787b8
*Please listen for the rest*
Location Focus:Toronto, Ontario
• The current population of Toronto is: 2.6 million
• The median age: 39.2
• Household consists of: 2.46
• Most of Toronto’s inhabitants are “Baby Boomers”
Healthcare Expenses:• Canada’s Healthcare Expenditure = 10.96% of GDP• $219.1 billion• $6105 per person
• According to the OECD, Canada has a high income level
• The total health expenditure is the sum of public and private health expenditure. It covers:- The provision of health services (preventative and curative)- Family planning activities- Nutrition activities- Emergency aid designated for health
Healthcare Expenses Continued:• Hospitals, drugs and physicians services account for the largest shares of health
dollars.H= 29.5% P= 15.5% D= 15.7%
• Population aging has been a cost driver in healthcare spending for Canada.
• In comparison the U.S. healthcare expenditure= 17.5% of GDP• $3.2 trillion• $9086 per person
H= 29.5% P= 15.5%D= 15.7%
We Believe:“Values are the specific angles used to implement change.
The change occurred as a result of the high priority of the values.”
Cornerstones
to TbyD
Collaborations
Fostering relationships
between stakeholders
Communication a top priority
Engaged Staff
Align priorities with ministry of health and long-
term care
CornerstonesTransformation by Design
* These were essential, because they involved all entities that would allow the official
implementation to take place.
“. . . With more Canadians living past 80, and an aging population that's expected to quadruple by 2051, the number of senior housing options has grown dramatically.” – A guide to Senior Housing
• Government - Regulatory Environment
• Competitors
• Consumers10%
20%Government
Competitors
70%Consumer
Company Culture: “Helping People. Helping
Lives.”
Cultural Context:Providence placed a strong emphasis on living their values:“Collaboration and inclusiveness is part of our culture.”“Strong values of compassionate care and responsive innovation.”
Staffing:“Commitment to staff well-being and growth helped build engagement and move forward.”“Stuck to the bottom-up approach to engage staff and build buy-in.”
Providence Healthcare Strategy:Transofrmation by Design: “Improve Patient Flow”• Proactivity in care• Redesigning the care experience• Meeting the diverse needs of patients, families,
staff, partners and professionals.
26
Others3. Identify influential parties
Work Relationships4. Understand cultural nuances
Reach2. Understand values and
sustainable change.
Guide1. Understand global and local
economic climate
Transform● Brand Re-positioning● Build Consumer Confidence● Strategically build market-share
Strengths:• Patients Come First
• Great History and Reputation (known brand)
• Value Based
• Management Willing to Develop Leaders
• Willing to Change
Strengths Continued:• Leadership Ability
• Communication Between All Levels
• Great Relations Between Stakeholders (TbyD)
• Ability to Meet the Diverse Needs of:
Patients, Families, Donors and Healthcare Partners
• Efficient Use of Budget
Weaknesses:• Lack of Liaison Connection Between Hospital and Community
• Ranked #53 out of 306 hospitals in Canada
• Access to Quality and Timely Data
• Management for 10+ years
“It’s a truism in change management that the older the organization, the
slower it is to change”.
• Financial Instability
Opportunities:• Willing to Collaborate with Others
• Implementing e-health that’s affordable (attract new patients)
• Build a long-term capital redevelopment plan for infrastructure
• Partner with Providence Healthcare Foundation
• The Emerging Leaders Program
Threats:• Competitors in a Small Economy
(difficulty establishing strategic differentiation)
• The Economic Factors: State of the Economy
• Third-party consumer and vendor relationships
A is for Assessment
• Patient (Providence Healthcare) goes in for annual physical
• Vitals: T: 100.0, RR: 18, Pain: 3/10, HR: 70, BP: 130/60
• Expresses desire to change lifestyle
• Presents with fatigue and malaise
D is for Diagnosis
Readiness for enhanced knowledge and communication
• TbyD: Workers are aware of strategic plan, have been trained, and are ready to implement new ideas
Risk for Caregiver role strain
• Closed off• Downsizing
Readiness for enhanced self-health management
Pis for Planning
Readiness for enhanced knowledge and communication
• Develop education plan
Risk for Caregiver (Employee) role strain
• Set up employee support group
• Reward worthy employees and units (Quarterly and annual checks)
Readiness for enhanced self-health management
• Self-assessments
• Allow employees to set personal and unit goals
I is for ImplementationReadiness for enhanced knowledge and communication
• Teach patient signs and symptoms of condition
• Teach patient effective communication techniques
Risk for Caregiver (Employee) role strain
• Referrals to support groups
• Discuss effective ways of handling stress
Readiness for enhanced self-health management
• Pill box organizer
• Checklists for self-care measures
• Daily routine/schedule for ADLs
E is for Evaluation
• Evaluate client at follow-up visit with Primary Care Physician
• Determine if goals were half-way met or fully met
• Edit and update new goals as needed
• Edit and update medications as needed
AIDE
cknowledgentroduceuration
hankTxplanation
A formula for effective patient communication(Crestwood Medical Center)
Higher Quality
Improved processes, facility and interactions
• Continued education• Newsletters• Feedback (surveys)• Thank you letters and
Follow-up calls
• Social media• Community
engagement/outreach• Continue to utilize
volunteers
Sources
"A Brief History of Lean." A Brief History of Lean. Lean Enterprise Institute. Web. 20 Mar. 2016. <http://www.lean.org/WhatsLean/History.cfm>.
BCMJ. "Statistics Canada: Almost 5% of Seniors in Long-term Care." BC Medical Journal 54.9 (2012): n. pag. Web. 20 Mar. 2016.
“Canada.” Canada. The World bank group. Web. 13 Mar. 2016 http://data.wordbank.org/country/canada
"Canadian Health Care: Health Care and Politics." Canadian Health Care: Health Care and Politics. N.p., n.d. Web. 13 Mar. 2016.
"Guide to Patient and Family Engagement." Agency for Healthcare Research and Quality. N.p., Oct. 2014. Web. 13 Mar. 2016.
"Guide to Seniors Housing in Canada | Retirement in Canada." A Place for Mom. Web. 20 Mar. 2016.
Kliff, Sarah. "Everything You Ever Wanted to Know about Canadian Health Care in One Post." Washington Post. The Washington Post, 1 July 2012. Web. 13 Mar. 2016.2013. Web. 20 Mar. 2016. <http://www.thecanadianencyclopedia.ca/en/article/great-depression/>.
Sources
Providence Healthcare Operating Plan 2015/2016 Fiscal Year. Toronto: Providence Healthcare, 30 Mar. 2015. PDF."Scotiabank Learning Centre." Providence Healthcare. N.p., n.d. Web. 13 Mar. 2016.
Stacey, C.P. "Second World War (WWII)." The Canadian Encyclopedia. Ed. Richard Foot. Historic Canada, 15 July 2013. Web. 20 Mar. 2016. <http://www.thecanadianencyclopedia.ca/en/article/second-world-war-wwii/>.
Struthers, James. "Great Depression." The Canadian Encyclopedia. Ed. Richard Foot. Historic Canada, 11 July 2013. Web. 20 Mar. 2016. <http://www.thecanadianencyclopedia.ca/en/article/great-depression/>.