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.


  • A big bucket – but an exciting one!

    4 months ago
    Mentor mechanics small

    This week in engagement findings: learning, mentorship, growth, and innovation

    The research that was done in the lead-up to last fall’s engagement – i.e., reviewing of previous surveys, reports, assessments, stats, etc. – informed the themes captured in the 5-minute(External link) and 15-minute summaries(External link) and gave insight into the areas where you’ve already told us that PHC is doing well, where PHC can get better, and ideas you had to bridge the gap between.

    Using these insights, four questions were crafted to dig a bit deeper into some of the areas where we needed more of your input to...

    This week in engagement findings: learning, mentorship, growth, and innovation

    The research that was done in the lead-up to last fall’s engagement – i.e., reviewing of previous surveys, reports, assessments, stats, etc. – informed the themes captured in the 5-minute(External link) and 15-minute summaries(External link) and gave insight into the areas where you’ve already told us that PHC is doing well, where PHC can get better, and ideas you had to bridge the gap between.

    Using these insights, four questions were crafted to dig a bit deeper into some of the areas where we needed more of your input to help put together a 7-year plan that will pave the way to Providence 2026. Those questions explored our people, our vision, our uniqueness, and our pursuit of world class.

    This week we’re shining a light on another consistent bucket of feedback that we heard from you last fall: PHC’s attitude towards continual learning, mentorship, growth, and innovation.

    Big bucket, right?

    But it all kind of makes sense grouped together because a culture where every person can learn, grow, imagine and bring forward new ideas, and feel like their voice is heard and that they’re being invested in, seems like the type of world-class organization that can make the biggest difference to the people we serve. And that feels like a place where we would all want to work and stay and tell our talented friends about.

    So win-win-win, really.

    During engagement activities, the need and desire for research to be part of everyone’s job came through clearly. More specifically, the need to be inclusive (e.g., having everyone who works here the opportunity to be directly involved in research, formalizing patient involvement in research), the need to look beyond our own walls to see best practice, and the need for rapid knowledge translation to the bedside were some of the top soundbites. There was also a great sense of pride associated with our research success.

    And when it comes to education, you shared about the need for ongoing professional development to not only benefit our patients and residents, but also as a way for you to feel invested in and valued by PHC. As testament to the importance of learning and research, the ask for more education and more resources to support educational and research endeavours came up 30+ times alone in the responses you gave to the “world class reputation” question.

    But, enough summarizing – let’s hear some of the particular insights and ideas that you had to say during last fall’s strategic planning engagement activities:

    • “We need to continue to build on education and networking with other centres and countries on how we disseminate information. Increasing our ability and capacity to translate knowledge, we have world class researchers and research programs, and the latest evidence from universities, but no good vehicle to share these learnings and put them into practice.” – MSJ Open Forum
    • “Encourage and support nurse-driven research initiatives to create an environment of growth and improvement, and motivate peer-led change.” – Bloom comment
    • “The fact that we have education, research and clinical care is really powerful because education and research drive those questions of “why” when it comes to care. And instead of just answering “because that’s how we do it” we are forced to think about it. And that’s what we want to be: a thinking organization.” – President & CEO Fiona Dalton
    • “It’s about answering a specific problem or question like Dr. Montaner did with HIV/AIDS – not setting up a research centre for the sake of research but to solve a problem that requires research. Research should be solving a problem.” – SPH Open Forum
    • “Create an innovation ecosystem – not a centre or an office or a room or a wall – an ecosystem that has everything to enable innovation. Access advisors, find out where the money is, have “hack-a-thons,” design thinking workshops and innovation capacity building series so that you have an environment that enables innovation.” – Corporate Services Open Forum
    • “Look at global research into Elder Care that goes beyond first world examples. There are many different approaches that might be valuable if we explore a wider range of research into practices happening across the globe.” – Youville Townhall
    • “Promote PHC as a "living lab": small enough to be nimble AND academically influential enough to have a big impact. Have a can-do attitude!” – SPH Heart Centre staff member (via Bloom)
    • “I love that everybody is consistently learning. People say to me “oh, you’re new and you’re learning; we are learning, too.” – Unit Coordinator, MSJ
    • “I’ve worked at many sites across PHC – Holy Family, MSJ, St. Paul’s – and the amount of collaboration stands out. There is a strong focus on multidisciplinary assessments, opinions, and while there is a strong medical model, there is a “bottom-up trend” where input is solicited and valued. We need to build on this.” – Social Worker, SPH
    • “Formalize patient involvement in research. Create a form that can be given out to all inpatients and out patients asking if they would like to be part of a research project.” Physician, SPH
    • “Ending up in the OR was my goal. I am working towards being a nurse. You can tell that people who work here want to be here; it’s not just the money. They support my education goals – they want to help you get to where you want to be. People are very approachable, more of a team effort; don’t just do the work and go home. Everyone is willing to share what they know. It’s a caring environment, and a great place to learn.” – OR Porter, SPH
    • “I appreciate and value the opportunity to teach and mentor others. Holy Family Hospital is a teaching facility with many new grads and practicum students.” – Staff Member, HFH
    • “Train more leaders, not just CNLs and CNEs. There are significant gaps between front line nursing staff and leadership roles, and minimal support to build nursing staff up.” – MSJ Open Forum
    • “Abolish the travel ban – we need to network and gain knowledge from other world-class facilities.” – LMC Lab Focus Group
    • “People want more time to take courses – as an educator I hear that a lot. How can we have education days? A simulation lab would be really nice. Having time away from patient care for learning is key – you don’t absorb and learn as much in a 20 minute in-service while you are still caring for patients as if you are away in a classroom.” ICU Pop-up, SPH
    • “If we had a trainer who was accredited by BCIT, we could provide clinical placements and retain graduate techs that way.” Lab Pop-up, SPH

    That we nurture innovative ideas and find ways to support disruptive ones, that everyone who works here everyone sees their job as not just as doing the work but also thinking how do we do what we do a bit better – how transformative would that be for the people we serve, not just here but around the world?

    We’re on a journey to some pretty exciting things over the next seven years – thanks for being part of it and weighing in on our way forward. Your input has been captured, summarized and shared with senior leaders to help validate the work we need to focus on to reach 2026 the Providence way.

    If there’s anything missing in the high-level findings above, please don’t hesitate to be in touch.

    Providence2026@providencehealth.bc.ca

    See you back here on March 29 for our next round of engagement data highlights to be posted!

    And if you haven’t had a chance to read up on what we have already shared around quality, safety, experiences and outcomes, and what's working and not working for the people who work here, don’t wait another minute!


  • It's All About You

    4 months ago
    Engagement findings group image 1

    This week in engagement findings: It's All About You

    The research that was done in the lead-up to last fall’s engagement – i.e., reviewing of previous surveys, reports, assessments, stats, etc. – informed the themes captured in the 5-minute(External link) and 15-minute summaries(External link) and gave insight into the areas where you’ve already told us that PHC is doing well, where PHC can get better, and ideas you had to bridge the gap between.

    Using these insights, four questions were crafted to dig a bit deeper into some of the areas where we needed more of your input to help...

    This week in engagement findings: It's All About You

    The research that was done in the lead-up to last fall’s engagement – i.e., reviewing of previous surveys, reports, assessments, stats, etc. – informed the themes captured in the 5-minute(External link) and 15-minute summaries(External link) and gave insight into the areas where you’ve already told us that PHC is doing well, where PHC can get better, and ideas you had to bridge the gap between.

    Using these insights, four questions were crafted to dig a bit deeper into some of the areas where we needed more of your input to help put together a 7-year plan that will pave the way to Providence 2026. Those questions explored our people, our vision, our uniqueness, and our pursuit of world class.

    Today we are sharing the second round of insights and themes that you shared throughout last fall's engagement activities. In short? It's all about you.

    Another theme that we heard across all levels of the organization, in pretty much every conversation that was had was around the absolute need to take care of those who are taking care of others.

    We also heard that you’re all working really hard, that recognition is so important, and that your health, safety and wellness needs prioritizing. And we heard that you love it here. PHC’s deeply embedded history and commitment to its values creates a caring culture where you feel like part of a family.

    You talked about a need for flexibility, better access to mental health resources and counselling, and a rising cost of living, cost of parking, cost of child care – so while you love it here, it’s starting to add up and feel a bit unsustainable.

    We’re only as world class as those who live and breathe the work. If the people who work here don’t understand where their work fits, or feel invested in or taken care of, any visioning about our world-class possibilities is for not.

    What we came away from those conversations knowing is that if we want to retain the best (AKA: you!) and attract the best (i.e., tell your friends!) then we need to have the resources in place for you to feel heard, like your work has meaning, and that you have the supports in place for you to feel, do and be your best.

    Here’s more of what you had to say about what it’s like to work here, what’s being done well, and how and what can be done to take better care of one another.

    • “I love it here. I really think it’s the people and the culture. It’s a commitment and passion for patients and for looking after the vulnerable. Most of the nurses and staff here really do live those values.” – SPH OR Nurse
    • “Staff need a fitness centre, food (good food), tech amenities, wellness resources, showers, more secure bike storage. Promote wellness to avoid burnout and stay renewed.” – Allied Services staff member
    • “Work-life balance, especially for mothers, is lacking. It's hard to maintain this balance if there are no part time roles. I'm actually leaving tomorrow because of it.” – SPH staff member
    • “The orientation at Providence is the best. It was inspiring, thorough. At other organizations, it doesn’t hit you in the heart.” – St. John’s Hospice staff member
    • “People have chosen to resign here because of the parking issue. People are coming at 6:10 am to find parking for their 7 am shift.” – SPH staff member
    • “Envision it as a community, more than just a hospital with child care and pet care and transportation. If we ever get the daycare issue worked out we will be a magnet for staff.” – SPH staff member
    • “You are not only an RCA here – you are part of a team.” – Youville RCA
    • “Staff is what makes this place great and unique – but they are overworked.” – Honoria Conway Townhall
    • “Dedicated and protected wellness time; supports and incentives for physical health, happiness, and resilience.” – PHC Physician
    • “The resource allocation is not matching the needs. We’re doing too much in too little time. This is going to be a barrier. We were never budgeted that society would live into their 90s.” – Hornby staff forum
    • “It’s hard to be compassionate when you’re on your feet for 12 hours.” – COG Discussion
    • “Everyone’s voice is taken into consideration here.” – Renal program staff member
    • “My worry is all the things that are happening – CST, Redevelopment, etc. How are we going to do it “all” given time and resources?” – COG Discussion
    • “Foster personal relationships, mentorship, collaboration, hubs – a culture of belonging.”– PHC Physician
    • “Leaders should say, ‘here’s what we need to achieve – now you guys solve this.’” – Staff forum
    • “Taking care of the staff will maintain the reputation we have.” – SPH Heart/ Lung pop-up
    • “Can ‘acceptable behaviour’ be defined and the consequences of not behaving in that manner be consistent across the organization?” – Medicine unit pop-up
    • “What needs to be looked at more closely is the organization’s expectations on the workload that people carry. I don't know how we expect people to compassionate and caring when they working all of these hours.” – PHC Patient
    • “What about dorms or shuttle services to help retain and attract new staff?” – Staff forum
    • “Values are something that are part of who we are – it’s not something you learn. Ensure that we hire people who live our values.” – Youville staff member
    • “When people are doing something right, acknowledge it.” – SPH staff member
    • “Having enough support staff would be helpful. It’s all about the staffing level.” – MSJ staff member
    • “There’s better communication in PHC; less hierarchy. All team members feel valued and equal and have a say in the patients’ and residents’ care.” – HFH Open Forum

    We’re on a journey to transform health care by 2026, and we’ll do it by working together to tackle the areas where we need to improve, and celebrating where we’re shining.

    Thanks to everyone who took the time to share; your input was captured, summarized and shared with senior leaders to help validate the work we need to focus on for the next 7 years.

    If there’s anything missing in the high-level findings above, please don’t hesitate to be in touch.

    Providence2026@providencehealth.bc.ca

    See you back here on March 15 for our next round of engagement data highlights to be posted!

    And if you haven’t had a chance to read up on what we shared around quality, safety, experiences and outcomes, don’t wait another minute! Get the scoop

  • Were you part of the 40%

    5 months ago
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    Here are 5 things to know about where we’re currently at in strategic planning, and what you can expect in the next few weeks as we move ever-closer to April’s launch of our new 7-year way forward:

    • The project team is currently finalizing a sentiment analysis of the engagement information, which is looking at the hundreds of pages of suggestions and ideas that came in via the more than 60 in-person engagement activities and the 250+ thoughts posted to Bloom throughout November and December last year.
    • This initial analysis will be used by senior leaders to help validate...


    Here are 5 things to know about where we’re currently at in strategic planning, and what you can expect in the next few weeks as we move ever-closer to April’s launch of our new 7-year way forward:

    • The project team is currently finalizing a sentiment analysis of the engagement information, which is looking at the hundreds of pages of suggestions and ideas that came in via the more than 60 in-person engagement activities and the 250+ thoughts posted to Bloom throughout November and December last year.
    • This initial analysis will be used by senior leaders to help validate where our organization needs to focus on in the next 7 years to achieve our vision.
    • We're already seeing a few strong themes emerging across all of the feedback that has been gathered from staff, medical staff, researchers, patients & residents, and valued stakeholders.
    • Starting mid-February, we will start to share these emerging themes with you, and would love to hear from you if there’s anything that’s been missed.
    • Bloom will continue to be your one-stop shop for all things strategic planning so bookmark it (bloomprovidencehealthcare.org) and check back often for updates, newsflashes and your opportunity to weigh-in on where we’re heading!

    Prize Point

    To sweeten the strategic-planning pot, we rolled out a heap of prizes last fall including Canucks tickets, an Amazon Echo and a seat at a group dinner with our CEO and President, Fiona Dalton. We’ve now done our final prize draw for a Breville Roma Café espresso maker and a one-year subscription to the New York Times. Congratulations to everyone who won a prize in this process, and huge thanks to everyone who has added their voice to strategic planning thus far.

    And, Finally

    Our official engagement numbers are in. And we’re pretty excited about them.

  • Hot off the Press: Sharing Engagement Findings

    5 months ago
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    The research that was done in the lead-up to last fall’s engagement – i.e., reviewing of previous surveys, reports, assessments, stats, etc. – informed the themes captured in the 5-minute and 15-minute summaries and gave insight into the areas where you’ve already told us that PHC is doing well, where PHC can get better, and ideas you had to bridge the gap between.

    Using these insights, four questions were crafted to dig a bit deeper into some of the areas where we needed more of your input to help put together a 7-year plan that will pave the way to...


    The research that was done in the lead-up to last fall’s engagement – i.e., reviewing of previous surveys, reports, assessments, stats, etc. – informed the themes captured in the 5-minute and 15-minute summaries and gave insight into the areas where you’ve already told us that PHC is doing well, where PHC can get better, and ideas you had to bridge the gap between.

    Using these insights, four questions were crafted to dig a bit deeper into some of the areas where we needed more of your input to help put together a 7-year plan that will pave the way to Providence 2026. Those questions explored our people, our vision, our uniqueness, and our pursuit of world class.

    Today we are sharing the first round of insights and themes that you shared throughout last fall's engagement activities.

    Not surprisingly, a consistent theme that we heard across the organization, regardless of the question that was asked, circled back to quality.

    Quality as it relates to the outcomes, safety and experience of those we serve, as it connects to the use of technology, as it is reflected in our sites’ cleanliness, as it frames how we look at value, as it supports our desire to provide patients and residents with the right care, in the right place, at the right time.

    There was a clear sense of pride heard throughout the organization around our efforts to treat the whole person, and the team approach taken to caring for those we serve. Discussions surfaced around our unique patient populations and the metrics we are measured against, and the need to talk to the people we serve, early, about what their goals of care are to make sure their outcomes align with what matters most to them.

    And while our care makes up a large portion of what we do, another theme we heard was the need to go beyond the clinical care we provide and work on perfecting the details, the auxiliary components that create someone’s entire experience in our care.

    But don’t take our word for it. Here are some of the soundbites we heard along the way:

    • “We are able to provide the best support for people in their worst time; because we are multidisciplinary we provide holistic support through a journey that changes their lives.” – Healthy Heart Staff Member
    • “Do something at every single level for the patient. When it’s busy, we don’t always do that. Look at Disney. Mandatory reading for all of us should be: “If Disney Ran Your Hospital: 9 ½ Things You Would Do Differently.” – HIM Focus Group
    • “Savings can happen if we are more in tune with patients’ wants and needs." – St. Paul's Staff Member
    • “The whole reason we are here is to make the people here feel loved, safe and cared for, and to make it their home away from home.” – Brock Fahrni Town Hall
    • “Compassion is a qualitative aspect and yet our evaluation is mostly quantitative. If the numbers take over our vision, then the vision could be affected.” – Healthy Heart Staff Member
    • “We are always striving to seek improvement, do things in a different way to provide the patient with the best care. We won’t turn anybody away. We embrace all people” – Allied Health Staff
    • “Enable reporting systems for patients throughout their entire journey.” – PHC Physician
    • "I like that if we feel a patient will benefit for a few extra days, we can keep them." – Holy Family Physiotherapist
    • “We are not blame oriented, we are improvement oriented." – Brock Fahrni Staff Member
    • “St. Paul’s has gotten rid of a front desk. When you come in, there's not always someone to greet you. There is a nurse on our unit who says every time she walks on the corridors she directs at least 2 to 3 people on where they need to go. Patient experience starts as soon as they walk in.” – St. Paul's Staff Member
    • “Look at quality of life as an outcome as opposed to mortality and morbidity rates, re-admissions. There’s a need to shift our focus." – Allied Health Staff

    We’re on a journey to transform health care by 2026, and we’ll do it by working together to tackle the areas where we need to improve, and celebrating where we’re shining.

    Thanks to everyone who took the time to share; your input was captured, summarized and shared with senior leaders to help validate the work we need to focus on for the next 7 years.

    If there’s anything missing in the high-level findings above, please don’t hesitate to be in touch.

    Providence2026@providencehealth.bc.ca

    Look for the next round of engagement data highlights to be posted here on March 1!


  • What We Heard & Where We're Headed

    5 months ago
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    Thanks to your active participation in our pursuit of world class, we now have better, clearer insight into what matters to those who work here, those we serve and our valued external partners.

    Here’s a quick snapshot to bring you up to speed on what has been done, and what you can expect to happen between now and the rollout of our new strategic directions and 7-year goals – coming to a site near you in April 2019!

    What has been done?

    November to mid-December

    • ~40% of PHC people made time to add their voice to PHC’s new 7-year plan,...


    Thanks to your active participation in our pursuit of world class, we now have better, clearer insight into what matters to those who work here, those we serve and our valued external partners.

    Here’s a quick snapshot to bring you up to speed on what has been done, and what you can expect to happen between now and the rollout of our new strategic directions and 7-year goals – coming to a site near you in April 2019!

    What has been done?

    November to mid-December

    • ~40% of PHC people made time to add their voice to PHC’s new 7-year plan, both in-person and online (or both!).
    • 33 facilitators from 9 different program areas hosted 60+ conversations and created a summary of highlights based on your responses.

    Mid-December to mid-January

    • All in-person feedback and the 280+ ideas captured on Bloom were imported into a qualitative analysis software.
    • These inputs were first reviewed for consistently emerging themes (a “sentiment analysis”), which were summarized and shared with senior leadership to validate the areas PHC need to focus on over the next 7 years.

    Where we are at now?

    We are starting to report back to everyone on the sentiments and themes that consistently came up across the organization in response to the 4 questions we asked last fall to help shape the future of PHC. Below is just a snapshot of some high-level findings. In addition, we have started to share biweekly recaps with deeper insights and specific comments around consistently emerging themes that we heard from all of you, and the people we serve:

    What to expect over the next few months

    We will continue to share more biweekly recaps of your feedback that surfaced through engagement here on Bloom (AKA: your one-stop-shop for all things strategic planning) and PHC News over the next few months as PHC leadership continues to work on solidifying the components of the new plan, and sequencing the work that needs to be tackled first.

    Further analysis of the engagement data is now being done at a site and audience level.

    A final note

    If you don’t happen to see your specific idea or piece of feedback reflected in these preliminary sentiments, the deeper analysis that is being done on a site and audience level will encapsulate further soundbites from our people and team, and will be shared with teams starting in May 2019 to help develop action plans and ensure that the work you’re endeavouring to get done over the next 7 years reflects the actions that are meaningful to you and your specific program / department / service.

    In closing, thank you so much. The time that you have put into this process has, and is continuing to, make a difference.

    Here’s to our pursuit of world class, and an amazing journey to Providence 2026, together.


  • Patients and loved ones share their wisdom

    7 months ago
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    December 13 saw a group of informed and invested former patients and loved ones share with us what their perception is on our pursuit of world class, what we need to do to retain and recruit the best, how we’re doing with living our values, and what sets us apart.

    Here are a few* of the insights shared that afternoon:

    • Staff at other, non-PHC hospitals seem so focused on “treating” versus realizing that what they're treating is a person.
    • Maybe you can change the names of floors or meeting rooms, or add more art to be more inclusive and symbolically...

    December 13 saw a group of informed and invested former patients and loved ones share with us what their perception is on our pursuit of world class, what we need to do to retain and recruit the best, how we’re doing with living our values, and what sets us apart.

    Here are a few* of the insights shared that afternoon:

    • Staff at other, non-PHC hospitals seem so focused on “treating” versus realizing that what they're treating is a person.
    • Maybe you can change the names of floors or meeting rooms, or add more art to be more inclusive and symbolically represent that people who access the hospitals services?
    • As soon as people enter the hospital, they know they’ll be taken care of. There's a different atmosphere here.
    • The culture has been developed over a long period of time. The uniqueness is that care, that compassion. The environment, even though it's dated, there is something warm about it. At St. Paul's I've never felt that “business” atmosphere.
    • Does management taste the food being delivered to patients?
    • At MSJ, depending on the type of patient that comes in, the whole environment can change. But the staff numbers don't change. It’s a very unpredictable environment with a very rigid way of scheduling. How adaptable are the staff for dealing with that sort of ebb and flow?
    • What about the people who do maintenance, or those who deliver our food? This is an important group to engage. Some of these jobs are contracted out so it’s important to make sure that your contractors are on the same page.
    • Is there a way to pull staff from other areas so that the workload is distributed differently? I think more helping hands would reduce stress asap.
    • What needs to be looked at more closely is the organization’s expectations on the workload that people carry. I don't know how we expect people to compassionate and caring when they working all of these hours.
    • If hospitals were a business we would have gone bankrupt. That people are handwriting physician notes or that transferring a patient's information across health authorities can’t happen is absurd. It's a safety issue as far as I'm concerned.
    • Being able to see updates on your own health, or be able to access updates to a loved one’s file in real time would diminish stress and free up staff time because we wouldn't be hounding staff for information. If I had been able to get my discharge plan ahead of my discharge, then there wouldn't be any confusion.
    • I'm not aware how much the public knows about St. Paul's being world class. For those of us who have been there, we know. But for most people, it's this rundown hospital downtown and for those who have never been there, they likely never want to go. How well is the story of St. Paul’s being told?

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


    Formal in-person engagement activities have now come to an end – however, not to worry! Bloom has been extended so that we can continue to capture more great ideas and comments until December 31 – so whether it’s on shift, at home, in the line-up at the grocery store, head to bloomprovidencehealthcare.org and let us know what will make the next years at Providence meaningful to you.

    Thank you again for making the first phase of creating our way forward a success.

    Find out more about engagement over the past 5 weeks.


  • Seriously, thank you

    7 months ago
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    Huge thank you to everyone who added their voice to, facilitated the conversations around, and showed up for our pursuit of world class.

    it was an amazing 5 weeks of connecting with everyone across the organization, and here's to a continued inspired and meaningful journey together towards our 7-year strategic plan, and Providence 2026. Read more about this week in engagement, and the insights that we heard.



    Huge thank you to everyone who added their voice to, facilitated the conversations around, and showed up for our pursuit of world class.

    it was an amazing 5 weeks of connecting with everyone across the organization, and here's to a continued inspired and meaningful journey together towards our 7-year strategic plan, and Providence 2026. Read more about this week in engagement, and the insights that we heard.


  • 10C adds their voice

    7 months ago
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    On December 7, an engagement pop-up on 10C (where we bring questions and candy to the unit) created a lot of chatter, feedback and ideas.

    Here is just a snippet* of what was discussed with staff that afternoon:

    • PHC is just world class without trying. Take Crosstown – across the world other colleagues are coming in to see the clinic before they set up their own.
    • It’s a different model of care here – we use a flexible model, trauma-informed care and believe it should be embedded into hiring practices where all staff understand this approach to care.
    • ...

    On December 7, an engagement pop-up on 10C (where we bring questions and candy to the unit) created a lot of chatter, feedback and ideas.

    Here is just a snippet* of what was discussed with staff that afternoon:

    • PHC is just world class without trying. Take Crosstown – across the world other colleagues are coming in to see the clinic before they set up their own.
    • It’s a different model of care here – we use a flexible model, trauma-informed care and believe it should be embedded into hiring practices where all staff understand this approach to care.
    • We’re one of the only acute units in Canada to work with people with substance abuse
    • We should embed harm reduction into our care policy.
    • We doing everything on the fly. It would be helpful to have plans and procedures formalized and put on paper to be able to share with other provinces, countries.
    • We could increase our capacity to world class by sharing how we treat our patient population. Currently I don’t have a package that I can send to other people that outlines all of our data, care plans, nursing case standards, specific programming, etc. We are doing incredible stuff. It would be good to share it.
    • In terms of our patients’ experience, we are very proactive and flexible in how our nurses are trained.
    • People are actively using and we provide harm reduction supplies and have open conversations. No punitive approach or judgmental approach.
    • We are world class in the implementation of the OPS (overdose prevention site) at St. Paul’s. The Royal Alex Hospital [in Edmonton] has a similar one but we are the only one in Canada that is low barrier, i.e., people don't even need to give their name. This will need to be part of the new St. Paul's.

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

    Formal in-person engagement activities have now come to an end – however, not to worry! Bloom has been extended so that we can continue to capture more great ideas and comments until December 31 – so whether it’s on shift, at home, in the line-up at the grocery store, head to bloomprovidencehealthcare.org and let us know what will make the next years at Providence meaningful to you.

    Thank you again for making the first phase of creating our way forward a success.

    Find out more about engagement over the past 5 weeks.


  • Langara Staff and Family & Resident Council Provide Invaluable Feedback

    7 months ago
    Langara townhall resized bloom

    It’s pretty powerful to hear what can be discovered and talked about when a range voices are at the table, as evidenced by Langara’s town hall on November 27.

    Many insights were offered and several pages of takeaways were noted, thanks to the participation of both staff, and members of Langara’s Family and Residents’ Council and everyone’s willingness to share and unite in the common goal of elevating what’s possible at Langara, and at Providence Health Care.


    Below are just some* of the comments and feedback collected from that evening’s large-group discussion:

    It’s pretty powerful to hear what can be discovered and talked about when a range voices are at the table, as evidenced by Langara’s town hall on November 27.

    Many insights were offered and several pages of takeaways were noted, thanks to the participation of both staff, and members of Langara’s Family and Residents’ Council and everyone’s willingness to share and unite in the common goal of elevating what’s possible at Langara, and at Providence Health Care.


    Below are just some* of the comments and feedback collected from that evening’s large-group discussion:

    • A world class experience means creating a high standard of food quality and facility cleanliness.
    • When a patient is dying, we would like time when they are taking their last breaths.
    • Can we be sent for language training so that as much as possible, our language capabilities match those of the residents?
    • Time and resources should be available for sharing concerns between groups: family relations, nursing, admin and employees.
    • Is it possible to have a spiritual leader like a Buddhist monk, who speaks the same language as the residents?
    • We would like to spend more time talking with residents, doing art, having tea. We want to share our unique gifts with them.
    • Provide support for the people who serve my family member.
    • Have residents and staff involved in the cooking. Bring the smells of food cooking into the facility instead of just receiving it on a tray.
    • I need to feel that I can go to my work and my loved one is going to be taken care of, and not to take time off work to be able to navigate all the broken system.
    • Moving your loved one into a care facility is a very emotional time; I need to feel supported.
    • Invest in your people to go and experience other hospitals/locations and bring the learnings and make us world-class competitive.
    • 75% of the residents are Chinese so we need pastoral care to speak different languages.
    • Ensure there is support for staff when a resident passes away. And also let other residents know and talk about it, they need to know that a neighbour or a friend has passed away.
    • Have a place for staff where they can go and disconnect and rest, and re-energize to continue with the long days.
    • Open and transparent conversation is key.
    • In the future, it would be good if residents are grouped based on their abilities. And that the same staff are looking after the residents on a consistent basis.
    • Ways in which Langara can be world class:
    1. Machine therapy – robot dogs, cats, etc. that residents can interact with;
    2. The Butterfly Household Model of Care that was founded by Dr David Sheard;
    3. Cordless headphones for residents to listen to – a type of music therapy.
    • Quality standards impacting PHC’s world class reputation involve two key issues: quality and quantity of food/meals for residents, and security at the front door.
    • Each Providence site should have a Family/Resident Council and the Councils should meet together regularly to discuss issues, share and learn from each other, and to take collective action and make their voice heard.
    • Have a “floater” position, someone who goes around and just helps a resident when needed, that’s all they do.
    • Leaders are very supportive and I can ask any questions and we can discuss any problem.
    * please note: this is a high-level summary; all sentiments discussed were fully captured by the table facilitators!

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

    Our period of formal, large-group engagement has wrapped up but, not to worry!


  • Corporate Services Offer Up Insights

    7 months ago
    Feature corpservice resize

    The morning of December 12 saw 25 people from across OH&S, HR, Redevelopment, Communications, Finance cycle through a large-group discussion held at Hornby Street office for our corporate services staff. As those who provide support for our point of care staff and leadership, their insights ranged from how to better make staff more aware of the supports in place for them, to what makes them proud to support this work, to where they see opportunities in our way forward.

    Below are some* of the highlights heard in the room that day:

    The morning of December 12 saw 25 people from across OH&S, HR, Redevelopment, Communications, Finance cycle through a large-group discussion held at Hornby Street office for our corporate services staff. As those who provide support for our point of care staff and leadership, their insights ranged from how to better make staff more aware of the supports in place for them, to what makes them proud to support this work, to where they see opportunities in our way forward.

    Below are some* of the highlights heard in the room that day:

    • We communicate what we’re doing in little groups or through one-off communication, but we need to have it be organization-wide so staff know all of the work we're doing for them and what resources are available to them. People don't know about the support and services available to them until they need them -- maybe an app would help to get information to our staff, quick, about the services and supports we have in place for them?
    • Staff are trying to be diligent about finding information at home and can't because of the intranet being behind the firewall and being hard to navigate. The search isn't comprehensive, nothing relevant comes up, the documents are hard to find and are outdated. It’s a barrier.
    • It only takes about six people with boldness and courage to positively transform a workplace, culture and system. And we have those people; this brings me hope.
    • We have the same number of staff as Northern Health – people always say that we’re able to get things done because we’re small; I would say that we get things done because we're nimble and innovative.
    • We need to come up with a process on how we live these values internally. We do a lot of engagement and values translation with our patients but not necessarily internally.
    • I'd like us to take some more risks. If we want to be unique, we need to do unique things and dedicate time to reflect on this.
    • The corporate vision has been changing a lot, and I don't think the frontline connect to it or understand it anymore.
    • Wellness for staff needs to be prioritized in the same way that research or technical skills are. In health care this is a new concept. Shifting our culture to show staff that their wellness is important, that we're making time for it and creating space for it, that it goes beyond just accessing their benefits but transcends to how they’re able to take care of themselves while on shift – this leadership would make us world class.
    • You don't need a big budget to do stuff like verbally recognize your staff, or pull them aside to check in -- it's just remembering to do stuff like that.
    • Continue to advocate and be thought-leaders that challenge stigma and perception, all the way from grassroots to political leaders.
    • If we want to be known as the hospital that looks after those in the Downtown Eastside, let’s get known for that. Self-promotion equals more resources and support from the community. We are the little train that could have a bigger voice.
    • I connect with the mission. That’s why I came here and that’s why I stay.

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

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

    Our period of formal, large-group engagement has wrapped up but, not to worry!

    Bloom is open for business (and by business, we mean big ideas that you’d like to contribute to our pursuit of world class) until December 31! 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