News and Updates

We've designed a number of ways to connect with, and listen to, as many voices and ideas as possible. We can't thank everyone enough for being part of building our 7-year vision.

But we can definitely share the journey!

Stay tuned to this page for the news and updates that capture our story to Providence 2026.


We've designed a number of ways to connect with, and listen to, as many voices and ideas as possible. We can't thank everyone enough for being part of building our 7-year vision.

But we can definitely share the journey!

Stay tuned to this page for the news and updates that capture our story to Providence 2026.


  • ED staff add their insights

    about 1 month ago
    Ed pop up dec42018 feature

    With 12 hours of work behind them or 12 hours still ahead, a group of ED staff carved out time on December 4 to discuss what’s working, what’s not, and bring their valuable ideas, insights, and compassion for the people they serve to the table.

    Here are some* high-level comments that we heard:

    • To be world class we need more in-person engagement between senior leadership and the frontline so that senior leaders can see and better understand what’s happening for staff, and frontline staff can better understand/know what the big vision is that’s driving the organization. There’s more value to...

    With 12 hours of work behind them or 12 hours still ahead, a group of ED staff carved out time on December 4 to discuss what’s working, what’s not, and bring their valuable ideas, insights, and compassion for the people they serve to the table.

    Here are some* high-level comments that we heard:

    • To be world class we need more in-person engagement between senior leadership and the frontline so that senior leaders can see and better understand what’s happening for staff, and frontline staff can better understand/know what the big vision is that’s driving the organization. There’s more value to these exchanges happening face-to-face.
    • Recruitment is important – but we also need to build on and invest in the people that are here.
    • Work enhances life -- not the other way around. We need to change the traditional approach. Give people the hours they need and they will stay.
    • Burnout is an issue. Overtime is almost the same as sick time. Staff work overtime because they want to support the department, but then they're burnt out and get sick. It creates a cycle.
    • St. Paul’s is the only hospital with social justice as our mandate. It's pretty unique. It's why I chose to apply to and work at this hospital.
    • When I worked overseas, the organization gave everyone who worked in the city an extra $200-pounds /month because it was so expensive to work there. Vancouver is getting to that point, too. The stipend didn’t cover expenses but the gesture made a difference.
    • We need to do more advertising on social media – I see ads for Fraser all across my social media. Take advantage of where people already are.
    • Developing our own robust debriefing system would be beneficial. Right now, following a traumatic event, it's actually Victims Services with VPD that get brought in.
    • We need someone with addictions medicine training on the floor 24/7. We constantly have patients to refer but have to keep people in the ED overnight until the RAAC opens the next morning.
    • In 7 years, the DTES might not exist as we currently know it -- how will that impact our special populations? How are we keeping our eyes on the next thing?
    • SafeRide only runs until 2am and then our patients have nowhere to go. We need more wraparound systems to support these patients -- otherwise they leave, and they're back at the ED that next night.
    • What is in place to support our staff’s mental health and wellness, like a gym? Is there a plan for this for the new hospital?
    • What about a satellite pharmacy in the ED?
    • What's the plan to get through the next 7 years until we move, infrastructure-wise?
    • We need to better connect emergency care to what's happening in addictions research. To be aware of new techniques and findings that are being used to care for our patents with substance-use disorder would innovate what we’re currently doing. We could be at the forefront of this – people already want to copy our ABSU [Adult Behavioural Stabilization Unit] model.

    * please note: this is a high-level summary; all sentiments discussed were fully captured by facilitator Josephine Jung, corporate director, Strategic Management.


    This recent session with ED staff is part of a series of facilitated engagement sessions across PHC where employees, patients, residents, family members, clinicians, researchers and volunteers are invited to weigh in on the creation of a new 7-year strategic plan (2019 - 2026) for the organization.

    Do you have ideas that you’d like to contribute to our pursuit of world class? Tell us online until December 31st! https://bloomprovidencehealthcare.org/

    Registering to join the conversation online also gets your name added for a huge prize draw happening the week of December 10. Don’t miss out on your chance to win a dinner with Fiona, an Amazon Echo, an espresso maker and so much more! See what's up for grabs.

  • Crosstown Joins the Conversation

    about 1 month ago
    Crosstown engagement feature

    On December 3, Crosstown staff and medical staff used their shift change as an opportunity to congregate in the clinic waiting room and discuss important questions about Providence’s future. The conversation was lively and the comments exemplified why Crosstown staff are the very best at what they do: they are always advocating for their patients, and know the tools they need more of to deliver the best treatment to their patients.

    Here are some* of the ideas and comments that Crosstown staff added to our pursuit of world class.

    On December 3, Crosstown staff and medical staff used their shift change as an opportunity to congregate in the clinic waiting room and discuss important questions about Providence’s future. The conversation was lively and the comments exemplified why Crosstown staff are the very best at what they do: they are always advocating for their patients, and know the tools they need more of to deliver the best treatment to their patients.

    Here are some* of the ideas and comments that Crosstown staff added to our pursuit of world class.

    • Why do we work here? Because it’s a necessary area – as staff we have a feeling that we need to be here. We have to be. If not us, who? The patients need us.
    • We're limited by funding by the number of people we serve; we currently serve 130 – but have a 500-person waiting list. We could be serving 4x the number of people.
    • Substance use is a health problem and can be managed and is part of the continuing of care. We manage diabetes with insulin; we can manage substance use with medication.
    • It would be great to be able to offer primary care to our patients, in addition to the treatment that we offer here.
    • What’s needed for us to be world-class? A new facility that is purpose-built and would serve the expansion of the program. The current location is ideal -- a renovation, maybe, or a new location but Crosstown needs to stay in this neighbourhood.
    • Develop closer partnerships with housing, Vancouver Police Department, overdose prevention sites, drug court, InSite, etc.
    • Listen to staff in order to stay innovative.
    • We need to provide a platform for greatness - allow people to grow and flourish.
    • There needs to be a policy mandating everyone to take trauma-informed care -- security, medical staff, clinical staff. Everyone.
    • As of May 19, 2018, Health Canada has given us permission to transport and offer diacetylmorphine (prescription heroin) to all clients so, for example, a surgery patient can have medication delivered to them. We would like diacetylmorphine to be accessible to clients who need it in all health authorities.
    • Two years ago, no one here had employment. Now, it's very common for our patients to be employed. We're scheduling appointments around their work. In 7 years, these are the stories we’ll be telling more of – we're seeing this as our patients’ future now.
    • Crosstown saves lives. So we need more Crosstown.

    * please note: this is a high-level summary; all sentiments discussed were fully captured by the table facilitators!

    Do you have ideas that you’d like to contribute to our pursuit of world class? Tell us online! https://bloomprovidencehealthcare.org/Registering on Bloom adds your voice to this important conversation, and enters your name in a draw to win some excellent prizes. See what’s up for grabs: https://bloomprovidencehealthcare.org/story-page-test/news_feed/add-your-voice-win-a-prize

  • MSJ Staff embrace opportunity to guide our next 7 years

    about 2 months ago
    File3 2

    Mount Saint Joseph Hospital was hopping with engagement activities on Wednesday, November 28!

    The morning and afternoon saw open forum sessions, where lead facilitators Caitlin Grisack, coordinator, Psychological Health & Safety, and Jody Sydor-Jones, corporate director, Mission, Reconciliation & Volunteer Resources, connected with more than 40 MSJ staff – thank you so much to everyone who make the time to attend!

    In addition, the ED staff at MSJ welcomed an early morning pop-up session (AKA: questions and candy) led by Winston MacKenzie, manager, Decision Support, and Elizabeth, corporate director, Care Delivery Integration & Transformation, where meaningful conversations were had around...

    Mount Saint Joseph Hospital was hopping with engagement activities on Wednesday, November 28!

    The morning and afternoon saw open forum sessions, where lead facilitators Caitlin Grisack, coordinator, Psychological Health & Safety, and Jody Sydor-Jones, corporate director, Mission, Reconciliation & Volunteer Resources, connected with more than 40 MSJ staff – thank you so much to everyone who make the time to attend!

    In addition, the ED staff at MSJ welcomed an early morning pop-up session (AKA: questions and candy) led by Winston MacKenzie, manager, Decision Support, and Elizabeth, corporate director, Care Delivery Integration & Transformation, where meaningful conversations were had around quality, safety, and compassion. Big thanks to all staff and medical staff who started your morning with us!

    Here are just a few* of the thoughts that were heard around the tables on the big themes that will guide our organization’s work over the next 7 years:

    · Little things create the big things. It matters how you say good morning.

    · How do we make caring so palpable that you can almost chew on it upon entry to any of our sites?

    · We want everyone to understand and feel that we embrace a culture of inclusiveness. If I was new to this city, I would choose a hospital that catered to my language.

    · There needs to be more flexibility, especially for those with aging parents -- when you know things are taken care of at home, you can focus at work.

    · How we treat each other, how we treat our patients, intentionally weeding out the things that take us off of our vision – this is what will keep us unique.

    · We need to look at how we can create smoother transitions into acute care, if that is where someone needs to be cared for, and if they’re better cared for at home, we need to support that transition better, too. It only takes a little bit of extra time to make a good transition happen.

    · What about a seniors’ rapid access clinic with a dedicated discharge team that could be access without our seniors having to come to ED?

    · As we strive for innovation, we need to evaluate what’s working and what isn’t -- we're good at introducing new things but are they benefiting us in the way that we think they are, or at all?

    · What do we to do to keep ourselves caring and empathetic as the volumes and complexity continues to build?

    · If we want to be world-class, we can't just stay focused on what happening here – exceptional things are happening in the world. We need to expand and see what's working elsewhere.

    · We need to get better at translating knowledge – we’re doing a lot of fantastic research and have access to very current best practice. We need to get good at pulling that into our practice. What about creating a role for champions and respected leaders who can get people excited about new research, and support staff to really embrace best practice and mobilize it across the organization?

    * please note: this is a high-level summary; all sentiments discussed were fully captured by lead and table facilitators!

    This pop-up was part of a series of engagement activities happening across PHC where employees, patients, residents, family members, clinicians, researchers and volunteers are invited to weigh in on the creation of a new 7-year strategic plan (2019-2026) for the organization.

    Have an idea you want heard? Head to Bloom to offer up your feedback and have your name entered to win some really great prizes (check out the list of what’s up for grabs!).

    See photos from the morning and afternoon sessions:


  • The 7-Year Plan: physicians weigh in

    about 2 months ago
    Phc physicians weigh in   1

    On November 22, more than 100 physicians met for an evening to discuss their priorities for Providence’s strategic plan for the next seven years. A diverse group of physicians from across Providence ranging from surgeons to radiologists came together with other medical staff and Providence leaders. They shared perspectives, ideas, and goals in five main areas:

    • Provision of exceptional care and outcomes
    • Integration of clinical care, research, and teaching
    • Our people and workplace
    • Seamless care between acute care and community care
    • Maintaining our unique culture

    The passionate discussion generated a number of goals and...

    On November 22, more than 100 physicians met for an evening to discuss their priorities for Providence’s strategic plan for the next seven years. A diverse group of physicians from across Providence ranging from surgeons to radiologists came together with other medical staff and Providence leaders. They shared perspectives, ideas, and goals in five main areas:

    • Provision of exceptional care and outcomes
    • Integration of clinical care, research, and teaching
    • Our people and workplace
    • Seamless care between acute care and community care
    • Maintaining our unique culture

    The passionate discussion generated a number of goals and ideas that will be put forward for consideration as part of the 7-year plan.

    Some reflections include:

    • “There was tons of energy in the room. There was enthusiasm around long term plans, as well as some simple, quick wins that we can build on to harvest that energy, and keep it going forward. – Dr. Neil Wells, President, Medical Staff Association
    • “It was inspiring to hear directly from so many of our medical staff as we develop our plan, and to see 100+ PHC physicians actively engaged in the discussions.” - Deborah Mitchell, VP, Organizational Strategy & Partnership
    • We had to keeping talking louder to hear over the next table. People have things to say and are excited that someone is listening.” – Dr. Chantal Leger, President, PHC Physicians & Surgeons Society

    Physicians who were not able to attend the Nov 22 event are urged to contribute in 1 of 2 ways by December 15:

    Submit your own ideas directly online at Bloom >

    Meet with colleagues in small physician groups. Here’s how.


  • OR Staff Weigh-in On Our Pursuit of World Class

    about 2 months ago
    Img 20181127 090539

    Tuesday, November 27, saw facilitators Miriam Stewart, chief clinical planning officer, St. Paul’s Redevelopment, and Elizabeth Stanger, corporate director, Care Delivery Integration & Transformation, spending the morning in the OR's staff lunchroom for a come-and-go pop-up session (AKA: questions and candy) around our new strategic plan.

    Operating Room staff were great to swing by, grab a chocolate or granola bar, and offer their thoughts on the big themes that will guide our organization’s work over the next 7 years.

    Here are just a few* of the highlights:

    • Staff work as a team here - there’s not a lot of hierarchy...

    Tuesday, November 27, saw facilitators Miriam Stewart, chief clinical planning officer, St. Paul’s Redevelopment, and Elizabeth Stanger, corporate director, Care Delivery Integration & Transformation, spending the morning in the OR's staff lunchroom for a come-and-go pop-up session (AKA: questions and candy) around our new strategic plan.

    Operating Room staff were great to swing by, grab a chocolate or granola bar, and offer their thoughts on the big themes that will guide our organization’s work over the next 7 years.

    Here are just a few* of the highlights:

    • Staff work as a team here - there’s not a lot of hierarchy between the team members whether it’s a nurse, surgeon, or porter.
    • It would be great to have more part-time positions for people who don't want to work full-time; it would allow more flexibility, and would be a huge step in the right direction.
    • The environment is very welcoming -- new people are shown a lot of patience and the teaching is constant. Surgeons maintain a good attitude to teach new people or help out those who are struggling. Staff in general is very willing to help one another out.
    • When planning the new St. Paul’s, input from clinical staff needs to be incorporated – not just asked for and then discarded. Something as minor as the height of a counter can make a huge difference.
    • I enjoy it here. Regardless of the task, I enjoy it because I like the people.
    • If it's a good room and people feel appreciated, it's easier to learn -- you're not worried about stepping on eggshells.
    • A friend just had surgery here and because of the very positive experience, she's considering health care as a profession.
    • Team Leaders help staff and work directly in the room -- in other places I’ve worked they're doing paperwork and not connected to the work their staff are doing. It makes such a difference to have leadership be tapped into the work being done.

    * please note: this is a high-level summary; all sentiments discussed were fully captured by Elizabeth and Miriam!

    This pop-up was part of a series of engagement activities happening across PHC where employees, patients, residents, family members, clinicians, researchers and volunteers are invited to weigh in on the creation of a new 7-year strategic plan (2019-2026) for the organization.

    Have an idea you want heard? Head to Bloom to offer up your feedback and have your name entered to win some really great prizes (check out the list of what’s up for grabs!).


  • St. Paul's and Hornby staff share their valuable insights

    about 2 months ago
    Elaine julie st.paul'sforum nov23

    On Friday, November 23, and Saturday, November 24, staff from St. Paul’s and Hornby came together to share their thoughts on the creation of PHC’s new 7-year strategic plan.

    Julie, a patient of the hospital for more than 20 years, also joined the conversation, offering observations based on her positive experiences with Providence and providing a warm reminder of the importance of our patient-centred work. A volunteer with the organization also participated in the forum, adding insightful suggestions based on experiences both as a family member of someone in our care, and as a volunteer.

    Several key insights* came up...

    On Friday, November 23, and Saturday, November 24, staff from St. Paul’s and Hornby came together to share their thoughts on the creation of PHC’s new 7-year strategic plan.

    Julie, a patient of the hospital for more than 20 years, also joined the conversation, offering observations based on her positive experiences with Providence and providing a warm reminder of the importance of our patient-centred work. A volunteer with the organization also participated in the forum, adding insightful suggestions based on experiences both as a family member of someone in our care, and as a volunteer.

    Several key insights* came up during the session when participants were asked to consider the big themes that will guide our organization’s work over the next 7 years.

    • Housing, childcare and parking are significant hurdles for staff.
    • The opioid crisis is taking a toll on our nursing staff; the responsibility falling on staff to prove their anguish needs to be looked at.
    • While we are excellent at pushing the envelope and are known for our innovation, we need to make sure we are still taking care of the basics.
    • To be the best we need to get the best, and provide the best service. Best means: clean, timely and efficient, getting to the bottom of the issue as soon as possible, valuing communication and prioritizing it with patients and their family.
    • We often work in our silos and feel like we don't have time to contribute or don't know where to share ideas and feedback – if there was a clear channel for staff to contribute and see a change, that would be powerful.
    • We need to talk to our patients not as patients, but as people.
    • Our patient population feels very comfortable in our current facility at St. Paul’s. Are we still going to feel as accessible to the most vulnerable people if our campus at Station Street is state-of-the-art and brand new? How comfortable will our patients feel coming through the doors of the new site?
    • We need to explore how we define compassionate care and have a clear process to flag when it’s not happening.
    • We used to have the Sisters living here, which brought a real presence. Being faith-based sets us apart.

    * please note: this is a high-level summary; all sentiments discussed were fully captured by the table facilitators!

    This recent Open Forum was part of a series of facilitated engagement sessions across PHC where employees, patients, residents, family members, clinicians, researchers and volunteers are invited to weigh in on the creation of a new 7-year strategic plan (2019-2026) for the organization.

    Share your ideas on how to we should move forward as an organization at one of these upcoming Town Hall or Open Forum events.

    See photos from this engagement session below.


  • Add your voice, win a prize!

    about 2 months ago
    Prizes! our pursuit of world class

    We know that helping to build a shared vision of Providence 2026 is motivating – but we also know that prizes are pretty compelling, too!

    To sweeten the strategic planning pot we have rolled out a heap of prizes, including the chance to win tickets to a Canucks game, an Amazon Echo and, most recently added, a seat at a group dinner with our CEO and President, Fiona Dalton!

    Our final draw date is December 14, so there’s still plenty of time to win.

    Register on Bloom and/or attend any of the Open Forums and Town Halls to add your...

    We know that helping to build a shared vision of Providence 2026 is motivating – but we also know that prizes are pretty compelling, too!

    To sweeten the strategic planning pot we have rolled out a heap of prizes, including the chance to win tickets to a Canucks game, an Amazon Echo and, most recently added, a seat at a group dinner with our CEO and President, Fiona Dalton!

    Our final draw date is December 14, so there’s still plenty of time to win.

    Register on Bloom and/or attend any of the Open Forums and Town Halls to add your voice to the conversation, and your name to the prize draw!

    Prizes for registering on Bloom and engaging in our pursuit of world class

    · Vancouver Canucks Game Tickets for two

    · Expresso Machine (Breville Café Roma)

    · New York Times 1-Year Subscription

    · Dinner with Fiona Dalton, PHC’s President & CEO (multiple winners for same dinner)

    · Professional Family Photoshoot

    · Amazon Echo ($75 value)

    · Amazon Kindle E-Reader

    · VanDusen Festival of Lights Tickets for two

    · Chapters Gift Cards ($50)

    · Walmart Gift Cards ($10 value each)

    · Starbucks Gift Cards ($10 value each)

    · Amazon Gift Cards ($10 value each)

    · iTunes Gift Cards ($10 value each)

    · Toys R Us Gift Cards ($25 value each)

    · $75 gift card for jewellery from a local jeweller Mindan http://www.mindans.com/

    · Dublin Calling Restaurant Gift Cards ($25 value each)

    If you have any questions or feedback regarding our pursuit or world class, or strategic planning at Providence, please be in touch: Providence2026@providencehealth.bc.ca.

    Be sure to launch in Chrome, and be sure to bring your big ideas: bloomprovidencehealthcare.org

  • Youville and Parkview add their voice to our pursuit of world class

    about 2 months ago
    Img 20181122 144343

    The common room at Youville Residence was warm and lively on Thursday, November 22, with residents and staff coming together for a Town Hall meeting, and the opportunity to weigh in on 4 important questions about Providence’s future:

    • What makes us unique and irreplaceable?
    • What does PHC need to do to ensure compassion, social justice, innovation, and exceptional care come alive in the work that we do?
    • How do we make PHC the best place where the best people want to work, learn, serve and stay?
    • Building on PHC's world-class reputation, how do we sustain and...

    The common room at Youville Residence was warm and lively on Thursday, November 22, with residents and staff coming together for a Town Hall meeting, and the opportunity to weigh in on 4 important questions about Providence’s future:

    • What makes us unique and irreplaceable?
    • What does PHC need to do to ensure compassion, social justice, innovation, and exceptional care come alive in the work that we do?
    • How do we make PHC the best place where the best people want to work, learn, serve and stay?
    • Building on PHC's world-class reputation, how do we sustain and further grow this reputation over the next seven years?

    Following an opening from interim site leader Arif Padamshi, lead facilitator and strategic planning core team member Elizabeth Stanger set the context for the afternoon’s discussion, emphasizing the pre-work that had gone into the design of the session and the questions being asked.

    The conversation was then turned over to the 25+ people in attendance. Several insightful comments and ideas came up during the session when participants were asked to consider the big themes that will guide our organization’s work over the next 7 years.

    • As a physio, I feel very supported by my manager and allied staff; it's a great place for support in terms of workload and professional development.
    • I feel like Providence cares about the people; I get that sense here.
    • I really appreciate the autonomy; you're not “only” an RCA here.
    • In other places, you spend a lot of time filling out paperwork. One thing I really like about working here is that we actually get to spend time with the people who live here.
    • Leadership needs to stay strong in the face of adversity, and also maintain the focus on resident and patient-centred care.
    • Spontaneous recognition is meaningful -- when management just comes up to you and acknowledges your hard work, that goes a long way.
    • Incentive and rewards would help with retention like if we set team or site-wide goals that, if we accomplished it, everyone got rewarded.
    • There’s feeling of team here -- it's a community.
    • I just love looking after our residents. I don't look after my own parents so it means a lot to me to look after the people here.
    • We are the best people to refer other people. I want to keep my workplace in good hands, so I would never refer someone who is bad.
    • Being open, creative and forward thinking is what’s needed to make sure we achieve world class.

    Sarah Boon, rehab assistant, summed up the hour+ discussion up eloquently with her closing remarks, thanking the engagement team for the opportunity to contribute, and extending a big thanks to the residents and staff who not only made time to attend, but also offered up an additional 15-minutes of their time to be able to discuss one more question.

    Do you have ideas you’d like to contribute to any of the above questions? Weigh in online on Bloom, or attend any of the upcoming forums and open town halls.

    Thanks so much to everyone for being part of our pursuit of world class.

    See photos from the Nov. 22 event below.


  • Holy Family gets another chance to join the conversation

    about 2 months ago
    Img 6315


    Following a successful Town Hall meeting last week, staff, residents, patients and family members at Holy Family Hospital had another chance this week to come together and voice their opinions on the future of Providence Health Care.

    On Tuesday, November 20 an Open Forum event took place at Holy Family where facilitators encouraged participants to share their thoughts on the creation of PHC’s new 7-year strategic plan.

    Several key points came up during the session when participants were asked to consider the big themes that will guide our organization’s work over the next 7 years.


    Following a successful Town Hall meeting last week, staff, residents, patients and family members at Holy Family Hospital had another chance this week to come together and voice their opinions on the future of Providence Health Care.

    On Tuesday, November 20 an Open Forum event took place at Holy Family where facilitators encouraged participants to share their thoughts on the creation of PHC’s new 7-year strategic plan.

    Several key points came up during the session when participants were asked to consider the big themes that will guide our organization’s work over the next 7 years.

    • There is a strong culture of collaborative care and mutual respect.
    • We all value the team work and the focus on holistic care.
    • Staff wellness and work-life balance are important.
    • The organization must treat us with respect and compassion in order to be our best as employees.
    • New employees receive a good orientation and onboarding, but would like a formal way to receive feedback from their managers.
    • We must maintain and accelerate as a world-class rehab hospital that serves the growing, vulnerable, elder population around the province.
    • Consider ways to retain staff with the high cost of living in Vancouver.
    • There is some uncertainty around the fate of the site.
    • Amazing work is being done here and we have a huge amount to offer our population and Providence.

    This recent Open Forum was part of a series of facilitated engagement sessions across PHC where employees, patients, residents, family members, clinicians, researchers and volunteers are invited to weigh in on the creation of a new 7-year strategic plan (2019-2026) for the organization.

    Share your ideas on how to we should move forward as an organization at one of these upcoming Town Hall or Open Forum events.

    See photos from the Nov. 20 event below.


  • Holy Family residents and staff gather to share their ideas

    2 months ago
    Hf town hall 2


    Holy Family Hospital’s residents and staff gathered together on Thursday, November 15 to share their ideas on how Providence Health Care can continue to move forward as a health care leader and bring value to those we serve.

    The recent Town Hall meeting at the assisted living residence was part of a series of facilitated engagement sessions across PHC where employees, patients, residents, family members, clinicians, researchers and volunteers are invited to weigh in on the creation of a new 7-year strategic plan (2019-2026) for the organization.

    The Holy Family Town Hall meeting continued the ongoing engagement activities with Providence...


    Holy Family Hospital’s residents and staff gathered together on Thursday, November 15 to share their ideas on how Providence Health Care can continue to move forward as a health care leader and bring value to those we serve.

    The recent Town Hall meeting at the assisted living residence was part of a series of facilitated engagement sessions across PHC where employees, patients, residents, family members, clinicians, researchers and volunteers are invited to weigh in on the creation of a new 7-year strategic plan (2019-2026) for the organization.

    The Holy Family Town Hall meeting continued the ongoing engagement activities with Providence people, including staff members, residents, volunteers and more. Facilitator Chantal Normand began the meeting by introducing the launch of Bloom and Providence’s new 7-year strategic plan.

    More than 40 people gathered to share their ideas and thoughts about the future of Providence. A key theme that was pervasive across the group discussions was the following: ensuring staff have access to resources, tools, and opportunities in order to provide world-class care to those we serve.

    Another sentiment that Holy Family residents and staff shared was their connection to each other and a genuine care for their colleagues, patients, residents, volunteers and staff.

    Based on the discussion, it’s clear that the organization’s Mission, Vision and Values are held in high regard at Holy Family Hospital and Providence people are keen to strengthen the organization’s unique identity.

    Contribute your ideas on how to we should move forward as an organization at one of these upcoming Town Hall or Open Forum events.