Hearts and Minds: The Critical Role of How Values Create a Quality Organization Dianne Doyle President & CEO, Providence Health Care

2 Our Vision Driven by compassion and social justice, we are at the forefront of exceptional care and innovation.

3 Vision : Embedded in Organizational Culture Providence Health Care Vision DVD

4 The Health Care Challenge Revenue Growth – 3% Education Growth – 3% Health Growth – 8% Balanced Budget Other spending reaches zero by 17/ % -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 04/0505/0606/0707/0808/0909/1010/1111/1212/1313/1414/1515/1616/1717/18 YEAR PERCENT Total Health Education Other 41.6% 53.6% 71.3% 27.0% -0.6% 16.6% 28.4%

5 Ministry of Health : Services Sustainability Balance

6 Ministry Considerations : Priorities for Sustainability Least Expensive Most Expensive Most Expensive Least Expensive

7 Regional Challenge 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% < Total VCH % Population Growth from 2004

8 Regional Context Lower Mainland Consolidation Provincial Consolidation Clinical and Systems Transformation Regional Programs and Departments Service Planning & Site Differentiation Deficit Management Demand Pressures

9 Organizational and Staff Issues Mental, Physical, Spiritual Fatigue Increasing Workload Decreasing Resources Work-Life Balance Health Sector Changes Pressure To Be “Innovative ” Personal/ Professional Development/ Career Path Meeting Future Needs

10 PHC Challenge Align 2 Realities 1.Expectation of Society >Faith Based Organization >Legacy of Sisters >Separate Corporate Entity as an Affiliate 2.Expectations of Ministry of Health & Health Authorities >System Integration >Admin / Support reductions/consolidation

11 Who We Are: Key Statistics 6,000 staff 1,000 physicians 2,400 students 1,400 volunteers Inpatients & residents >1,494 beds >646 acute care >700 continuing care >76 rehabilitation >60 assisted living >12 hospice Academic Health Science Centre with PHC Research Institute > $800M+ budget

12 St. Paul’s Hospital Mount Saint Joseph Holy Family St. Vincent’s: Honoria Conway - Heather St. Vincent’s: Brock Fahrni Youville Residence St. Vincent’s: Langara Where We Are Plus seven community dialysis clinics, one urban health clinic “Providence Crosstown Clinic” & operators of St. Michael’s Centre in Burnaby Marion Hospice

13 Who We Are: Values Rooted in History & Organizational Culture

14 Who We Serve: Populations of Emphasis People with HIV/AIDS People with CARDIOVASCULAR & PULMONARY Risks & Illnesses People with RENAL Risks & Illnesses People with COMPLEX NEEDS IN AGING People with MENTAL HEALTH & ADDICTIONS People with Complex Medical & Social Needs URBAN HEALTH Focus on integration of care, teaching and research Interdependent programs with strong linkages

15 The Providence Plan

16 Leadership Imperative Articulate Vision Align Strategies Develop Capacity – of leaders, individuals, teams Enable Achievements

17 People Drive Organizations A nation’s (organization’s) culture resides in the hearts and in the souls of its people. Mahatma Gandhi

18 Our Foundational Imperative  Vision  Value staff  Live our values  Promote shared history

19 Values Drive Care Delivery Integration of Spirituality & Health >Research and teaching >Partnerships and collaborations >Hospice and End-of-Life Care >Pastoral Care Ethical behavior & decision making Celebration of history, identity

20 Getting the Best Out of People Hire for fit Orientation/Welcome People Strategy: >People development, career advancement, education >Leadership capacity building >People engagement and meaningful participation opportunities >Employee wellness >Recognition >Performance Management

21 Building PHC’s Culture of Innovation, Excellence & Enabling Change An intentional strategy >takes time >sustained over time and people Enabled by appropriate structures and processes Characterized by a willingness to take risk and fail vs. being risk averse Focuses on sustainment Supported by continuous improvement and adaptation of methods and tools Celebrated

22 PHC’s Vision to Action Change Leadership Enabling Structure Stakeholder Engagement

23 Measuring Our Work, Our Progress & Our Success Numerous measurement strategies: >Productivity/Effectiveness measured through balanced scorecard process; benchmarking initiatives [national and provincial]; partnership with region to review program and service effectiveness, etc. >Staff, patient, public satisfaction surveys

24 “LIVE OUR MISSION EVERYDAY” PERFORMANCE INDICATORS

25 Peer Awards and Recognition 2012 Canada’s Top 10 Most Admired Corporate Culture Award BC’s Top Employer Award past 5 years Named Best Employer for New Canadians past 5 years Four straight years of 3M Awards of Excellence

26 Sustainability & Excellence “Be the change you wish to see in the world.”

27 Questions?