Introduction to the Organization
Providence is a Catholic healthcare organization in Toronto specializing in rehabilitation, palliative care, long-term care, and community initiatives. As a holistic health care organization, it provides world-class health care with a human touch. Healthcare executives were increasingly aware that Ontario’s patient-flow and care model needed to be drastically improved, with shorter wait times, higher quality and treatment standards, smoother handoffs, and better use of limited resources. Josie Walsh is one of the major stakeholders in the company since she is the president and CEO (“Boldly go,” 2017). In addition, Beth Johnson, a chief communications officer, has contributed significantly to the company’s development.
Challenges and Recommendations
The global financial crisis significantly impacted Providence Healthcare and the Canadian medical field in 2008. This led to decreased hospital performance, and the budget needed to be appropriately allocated. However, back then, Providence Healthcare did not have a strong leader who could be accountable for solving these issues. After the CEO was charged with gross carelessness, blatant fraud, and massive greed (“Boldly go,” 2017), the organization’s authorities elected a chief nurse, Josie Walsh, as a leader with enough experience to fix the situation. She had received accolades from both internal and external stakeholders, most notably for her bravery, collaboration, accountability, and honesty.
It was recommended that patient flow and care models be enhanced by doing numerous things. For example, it was suggested to reach out to individuals in intensive care to help them plan their recovery before they start a rehabilitation program. In addition, modifying treatment experience at Providence could be used to better reflect the requirements of patients and their families when they return home and continue their recovery. The staff was proposed to manage the handoffs and transitions in patients’ care so that they have a small, linked clinical team that can guarantee them therapy on time. Finally, patients needed to be contacted after discharge to make sure they are safe at home.
Indicators of Success
The primary indicator of success was a balanced budget established by meeting the abovementioned goals, which Walsh and her team achieved. Moreover, the organization’s CEO would preserve their position for several years, as the previous ones were fired due to inconsistent work with the budget. Medical staff’s active participation in improving care quality was another indicator of success. It could be measured by estimating the number of discharged patients and their outcomes. Obtaining input and ideas through various channels to keep stakeholders informed and involved would help evaluate general productivity.
Anticipated Outcomes
One of the significant anticipated outcomes was a balanced budget, which was achieved by Walsh’s wise actions. The other expected result was a reduced turnover rate that hit only one percent by the end of the period. 90% of the senior management staff have been with Providence for over ten years (“Boldly go,” 2017).
In addition, it was anticipated that the average number of patients would be reduced from 100 to 21, which was possible because of the medical staff’s boosted performance (“Boldly go,” 2017). The number of discharged patients was significantly higher after Walsh’s initiative. Staff satisfaction was the primary anticipated outcome due to better working conditions. Finally, the workforce productivity and financial indicators were higher than usual, making Walsh’s contribution valuable.
Reference
Boldly go: Character drives leadership at Providence Healthcare. (2017). Ivey Publishing.