Measures of Success in Healthcare Change

Boldly Go Case Study

Section 1 – Introduction to the Organization

· Providence Healthcare is a leader in rehabilitation, palliative care, long-term care, and community programs, providing inpatient and outpatient care to more than 5,000 individuals annually.

· The organization includes six rehabilitation units, one palliative care unit, outpatient clinics, the Cardinal Ambrozic Houses of Providence with 288 residents needing long-term care, and an Adult Day Program.

· Providence Healthcare was established by the Sisters of St. Joseph in 1857 and has a strong value of compassionate care and responsive innovation.

· The organization has 1,100 employees and physicians, 350 volunteers, and an annual income of $88.5 million as of 2013/14.

· Key leaders include CEO Josie Walsh, who is recognized for her courage, collaboration, accountability, and integrity, and Chief Communications Officer Beth Johnson, who manages the communications and engagement strategy. Other key leaders include Lean Corporate Lead Thelma Horwitz, now Director of Quality and Process Improvement, and Dr. Peter Nord, Vice President and Chief Medical Officer (Weil & Reddin, 2017).

Section 2 – Leadership Problems/Issues Facing the Organization

· The organization is facing a need for major change to ensure its future, requiring strong leadership to navigate this \\\\\\\"tsunami of change.\\\\\\\"

· CEO Josie Walsh needs to lead the organization through this period of transformation, requiring courage, collaboration, accountability, and integrity.

· There is a need for clear, compelling, and consistent leadership communication to manage the change effectively.

· The organization is highly unionized and diverse, with a wide range of health care professionals, which could present challenges in implementing change.

· There is a need for leaders to be visibly accountable, with Walsh making herself accountable in various ways, such as holding monthly town hall meetings and being transparent about the changes she was leading.

Section 3 – Recommendations

· Dedicate a team of health professionals for each patient to provide consistent, coordinated patient care.

· Partner with acute care hospitals and embed a patient flow coordinator from Providence at each hospital to ensure smooth patient transition.

· Share planning and programs with Community Care Access Centres to ensure patients are thoroughly prepared and supported for care when they leave Providence.

· Cultivate a strong sense of accountability in leadership, as it aligns with the culture of Providence and is crucial for implementing change.

· Celebrate employee-driven quick wins throughout the project to boost morale and engagement.

Section 4 – Metrics or Indicators of Success

· Measure the number of monthly town hall meetings and transparent acts (direct communications, virtual, written, digital) about the changes.

· Measure the number of stakeholder consultations and surveys given and use these instruments to gauge understanding and support of the transformation and to gain alerts of areas that needed attention.

· Measure progress via Lean methodology, weekly checkpoint meetings with staff, and through a scorecard with 17 performance indicators shared with front-line staff, management, the board\\\\\\\'s Safety and Quality Committee, and the full board of directors.

· Use patient surveys to gauge the level of consistent, coordinated patient care, a key indicator of success.

· Evaluate the smoothness of patient transition, another key indicator of success, via partner surveys (Oikonomou et al., 2020).

Section 5 – Anticipated Outcomes

· Improved patient care: By maintaining a dedicated team of health professionals for each patient, the organization is expected to provide more consistent, coordinated patient care, leading to improved patient satisfaction and health outcomes.

· Smooth patient transitions: By continuing the partnership with acute care hospitals and embedding a patient flow coordinator from Providence at each hospital, the organization is expected to ensure smoother patient transitions, reducing wait times and improving patient experiences.