The Providence Plan Q&A

The Providence Plan Questions and Answers

What work are you asking us to do for the next two years?

Through collaboration and input from PHC leaders, physicians and researchers, SLT has decided on three Critical Areas of Focus over the next two years (2017/18 and 2018/19). These should be your primary focus over the next two years.

These Critical areas of focus will guide the work PHC will commit resources to as required, and that will take precedent when it comes to prioritizing work. These three areas were selected from the organizational priorities for 2017/18 and 2018/19.

So for example, if you have two conflicting meetings in your calendar; one is related to CST and the other has to do with renovating the space on your unit, you can confidently make the decision to attend the CST meeting.

How will the Providence Plan change the work that I do and the current projects I’m working on?

Much of your current work will complement and align with this plan. Many of the initiatives within the plan are well underway from the last three-year cycle and will continue uninterrupted. 

That’s actually the strength of setting up our next two years based on our current commitments and near-term major projects. These critical priority areas are based on work we’re already doing.

Pulling them out and highlighting them as critical is simply meant to assist people in making decisions around where to focus their effort, and making sure everyone is on the same page about what needs to get done.

Our goal is for SLT to support leaders and their staff at all levels in the organization in having conversations about their work and assist them in choosing priority activities and saying no to those activities that are lower priority.

How was the Providence Plan developed?

It was developed through collaboration and input from PHC leaders, physicians and researchers.

Our plan was also developed to align with plans at the Ministry of Health and Vancouver Coastal Health.

What if our program/department operational plan has already been developed and we want to continue moving forward with them?

Alignment between program and department plans and the Providence Plan is critical to ensuring we collectively attain our organizational, patient and resident care goals.  For programs that have already developed their plans, we expect that they will re-visit it and ensure that it demonstrates where the program supports the Critical Areas of Focus and Organizational Priorities. 

What are the next steps?

We need you to start spreading the word about the way forward with our leaders and staff. For our organization to succeed in what we’re planning for these next two years, knowing the why, understanding the “what” and buy-in on the “how” needs to occur.

Every one of us — as PHC leaders, employees, physicians, researchers and volunteers — needs to know our mission, vision, values, and strategies so we can understand how our role fits into the “big picture” — and also how critical our day-to-day activities are to our success as and organization.

Each critical area and organizational priority will be broken out into specific plans, targets and actions (Storyboards). We are on the threshold of significant change and transformation, and ask that everyone commit to being involved, thinking differently and taking action.

This next stage of the Providence Plan establishes a way forward – the who, how and what it will take to move us closer to realizing our Vision of being an organization that is driven by compassion and social justice at theforefront of exceptional care and innovation.

Further Background

What is a strategic plan?

PHC’s Vision statement is our intended destination and our Strategic Plan (called “The Providence Plan”) is our vehicle for getting there. This plan is a roadmap that will guide and focus us toward achieving our three Critical Areas of Focus and our Organizational Priorities.

Our Providence Plan, which has guided us through significant projects, announcements, and operational work since 2012, will continue to guide us until 2018/19.

Regular strategic planning is necessary to better identify the challenges, priorities and strategies (that align with our mission, values, as well as provincial and regional priorities) to meet our commitments and obligations to the people we serve.  Strategic planning will be monitored and evaluated over the next two years and revised as needed. It is also assumed that the strategic plan will need to be flexible to accommodate changes in our internal or external environment to ensure that PHC continues to move in the right direction.

What are the components of a Strategic Plan?

Mission – Defines the organization’s purpose, describes what the organization does and for whom.

Vision – Defines where the organization wants to be in the future.

Values – Defines the organization’s basic philosophy and ideals; the “soul” of the organization.

Strategic Direction – Defines the overarching priorities that will help the organization achieve its Vision.  Each has their own set of measurable aims, objectives, activities and measures. 

Priority – Priorities are high level areas of focus that drive the planning process and establish the key directions for change for PHC; it is how we have chosen to bring the organization’s vision to life.

Critical Area of Focus – A Critical Area of Focus must be successfully achieved within a specified amount of time, no matter what. Our ability to deliver an area is imperative and so PHC will commit resources to these critical areas as required, and they will take precedence when prioritizing our work.These three areas were selected from the organizational priorities for 2017/18 and 2018/19.

Goals – Goals are high level descriptions of the priority. They are aspirational, and describe the outcome we are trying to achieve.

Objectives – Objectives describe what will success look like. We use the “SMART” Objectives Framework - specific, measurable, achievable, realistic, time bound.

Tactics/Activities/Projects – Tactics/activities/projects describe how we will succeed and include key work that is required to advance the objectives.

Performance Indicators – Performance indicators evaluate the success of the tactic/activity/project (aligned with our Balanced Score Card). Performance indicators are also used to monitor performance over time and identifying when/where there are issues.

Foundational strategies – Areas that are building blocks and fundamental to everything we do.  These are areas that we have already achieved broad organizational impact and are integrated into the day-to-day work but still have objectives and activities associated with them as they will continue to evolve with the organization.

Storyboards – Document that describe the background, the problem, the analysis, the action/implementation plan and the metrics for each strategic direction.