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

Q & A

Q:Do you have a family member that is currently living in a long-term care facility?

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*

GUIDESession One: Toronto’s Economic Climate & Healthcare System

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”

ProvidenceA Pillar in the Community

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%

REACHSession Two: Values & Sustainable Change

SHOE

SHOE

tewardship

olistic care

utreachveryone, every time

We Believe:“Values are the specific angles used to implement change.

The change occurred as a result of the high priority of the values.”

The Lean Method:

Josie Walsh Kiichiro Toyoda

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.

OTHERSSession Three: Influential Parties

“. . . 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

Work RelationshipsSession Four: Cultural Nuances

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.

TRANSFORMSession Five: Holistic Transformation

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

HOWSession Six: Recommendations

SWOTAnalysis

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

ADPIEThe Nursing Process

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

AIDETPatient Experience

AIDE

cknowledgentroduceuration

hankTxplanation

A formula for effective patient communication(Crestwood Medical Center)

Recommendations3

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/>.