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Management Practices and Role of Leadership in an Organizational Transformation

Sumeet Kumar, Director, Quality and Compliance, St. Jospehs Care Group, Thunder Bay, ON, Canada

Keywords: Change, Management, Leadership, Quality, Coaching, Lean

Industry: Healthcare

Level: Advanced

Abstract

In January 2016, St. Josephs Care Group’s (SJCG) Long Term Care (LTC) division, Hogarth Riverview Manor (HRM), transitioned from a 96 bed facility to a Home with licensed capacity of 544 beds, largest LTC in Ontario, Canada. Since its expansion, HRM repeatedly failed to comply with several requirements, including but not limited to, ongoing non-compliance with resident care requirements; protecting residents from abuse; not following plans of care; and not meeting reporting obligations to the Ministry of Long Term Care (MLTC). The number of critical incidences grew from 26 incidents in 2015 to 186 incidents in 2017. Processes were put in place to address issues, but there was little sustainability built into these processes.

As a result, in October 2017, the Ministry put the LTC division under a Mandatory Management Order (MMO). Quality at HRM had largely been focused on meeting mandatory compliance of the Quality Protocols for Long Term Care. Undertaking process improvements or ensuring compliance had always been the responsibility of select resources such as Clinical Managers, Supervisors, or senior leadership at HRM. Day-to-day competing priorities put a constraint on these select resources to undertake quality improvements, sustain processes, or even to ensure compliance.

Without a quality system in place, HRM was constantly dousing operational fires and struggled to maintain operational stability. Staff morale was all time low, stress levels were high, staff sick time was high, staff productivity was low, staff trust in management was wavering, and a tense organizational culture impacted communication and relationships among teams. All this negatively impacted resident care.

During the presentation, the author will share the journey of HRM’s transformation and discuss the management practices and infrastructure that were put in place not only to get HRM out of the MMO but also to create a sustainable, accountable, highly effective team based culture that proudly delivers resident centered care.

Participants can expect to learn,

•           Role of Leadership in an Organizational Change Journey
•           Management Practices for creating a robust foundation for change
•           A Unique and Innovative Approach for cascading an organization strategy
•           Use of visual management to create alignment of daily work with strategy, to create accountability, and to foster transparency
•           Use of Standard Work to enhance sustainability
•           How to engage the frontline into daily problem solving
•           Challenges faced and Lessons Learned during strategy deployment


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