Transcript Title of Presentation

Succession Planning at
Providence Health Care
Carl Roy, President & CEO
CHAC Presentation
May 6, 2006
OVERVIEW
• About PHC
– Our Mission, Vision & Values
– Our Profile
• Our Commitment to Succession Planning
– Link to our Strategic Directions
• Our Approach
– Our Philosophy for Leadership Development
– Our Approach for Senior Executives
– CEO as a Special Case
• Our Accomplishments
• What’s in Progress?
• Challenges/Learning’s
• Next Steps
ABOUT PHC – Our Mission
Providence Health Care is a Catholic health care
community that respects the sacredness of all
aspects of life. Inspired by the healing ministry of
Jesus Christ, our staff, physicians and volunteers
are dedicated to service and to the support of one
another. In this environment of service, support
and respect, we meet the physical, emotional,
social and spiritual needs of those served
through compassionate care, teaching and
research.
ABOUT PHC – Our Vision
We will continue to grow as a community,
regional and academic health science enterprise
that is a recognized leader, and major player, in
the provision of health care within British
Columbia.
ABOUT PHC – Our Values
SPIRITUALITY
We nurture the God-given creativity, love and compassion that dwells within us all.
INTEGRITY
We build our relationships on honesty, justice and fairness.
STEWARDSHIP
We share accountability for the well-being of our community.
TRUST
We behave in ways that generate trust and build confidence.
EXCELLENCE
We achieve excellence through learning and continuous improvement.
RESPECT
We respect the diversity, dignity and interdependence of all persons.
ABOUT PHC – Our Current Profile
• Largest group of Catholic hospitals in Canada
– Became a single legal entity on March 31st, 2000
– Six sites, providing acute, residential, rehab service +
academic/research component
– 6000 staff full-time, part-time and casual staff
– 1200 physicians PHC meets 30% of VCH region’s acute-care
needs
– Over 362,000 patient visits annually
• 72,600 ER; 75,300 dialysis; 172,112 outpatient; 19,400 day
care surgeries
• Over 247,000 residential care days
• Close to $600 million in annual expenditures
OUR COMMITMENT TO SUCCESSION
PLANNING
Succession Planning is aligned with our Strategic
Directions 2005 - 2008
• Provide Excellent Care and Service
• Live our Mission Every Day
• Support Research & New Knowledge Integration
• Create an Environment That Attracts and Retains
the Best People
• Achieve Strategic Growth
OUR COMMITMENT TO SUCCESSION
PLANNING
Strategic Directions
Provide Excellent
Care and Service
Live our Mission
Every Day
• Build knowledge of the
legacy of the Founding
Congregations to guide us
into the future
Support Research
& New Knowledge
Integration
• Celebrate people and
teams who exemplify our
mission, vision and values
Create an Environment
that Attracts& Retains
the Best People
• Integrate spirituality to
improve areas of care and
service
Achieve
Strategic Growth
OUR COMMITMENT
Strategic Directions
Provide Excellent
Care and Service
Live our Mission
Every Day
Support Research
& New Knowledge
Integration
Create an Environment
that Attracts & Retains
the Best People
Achieve
Strategic Growth
• Create a comprehensive recruitment
and succession strategy
• Reinvent our performance
management processes to focus on
competencies and development
• Implement a powerful internal
leadership program focusing on
leadership and management
competencies of staff and physicians
• Sponsor PHC leaders to
participate in the “Foundations in
Leadership for Catholic Organizations”
• Align leadership competencies
with performance management and
succession planning
OUR APPROACH
Support a culture where our
people can grow professionally,
step into new challenging
positions within our organization,
share their experience and knowledge with staff,
and inspire others to continue to fulfill our shared
legacy and mission of the Catholic Church through
providing compassionate care and service.
OUR APPROACH
Leadership Development:
– identified as a major investment to continue to be
a learning organization and develop our internal
capacity
– is a key human resource priority for our
sustainability and succession planning
PHC’S APPROACH FOR SENIOR EXECUTIVES
• Informal process for identifying talent in the
organization
• Core Competencies for Senior Leadership Team:
– Personal Leadership
– Interpersonal and relationship building skills
– Strategic thinking and value creation
– Change Leadership
– Creativity, Intuition and Systems Thinking
– Communication
– Leading Organizational Culture
– Personal and Professional Effectiveness
CEO as a Special Case
• Is there a bias? Internal vs. External
• Is there an intentional conversation about
succession?
• Does the conversation happen with the Board?
OUR ACCOMPLISHMENTS
 Implementation of a powerful internal leadership
development program (registration is full for 2006)
 Board and Leadership participation in the Foundations in
Leadership for Catholic Organizations course
 Mission in Action Awards every year for an individual, a
Team and a Physician who exemplify our mission, vision and
values
 Development of mission indicators to identify and track
how we are living the mission
OUR ACCOMPLISHMENTS
PHC’S LEADERSHIP DEVELOPMENT PROGRAM
• The program objectives are aligned with leadership
competencies
• Taking part in the Leadership Development Program is highly
recommended for staff who are interested in pursuing other
leadership positions within Providence Health Care.
• Participation in the Leadership Development Program is
considered to be an additional competency when applying for
internal job postings
OUR ACCOMPLISHMENTS
2 Examples of courses offered through PHC’s Leadership
Development Program:
• Leading in Ethics
– Engages participants in discussions about ethical issues in health
– Provides and overview of the field of ethics as it applies to health and
health care and the core values for both PHC and Catholic health care
– Special emphasis on applying an ethical ‘lens’ to clinical and
organizational decision making
• Leading from Within – Spirituality and Leadership
– Reviews the essence of who we are at PHC
– Examines how to integrate mission, spirituality and ethics as a leader
– Understand the roots of the healing mission of Jesus
– Discusses the foundations of Catholic identity
WHAT’S IN PROGRESS
• Implementation of a comprehensive recruitment and
succession planning strategy
• Reinvention of our performance management
processes to focus on competencies and
development
CHALLENGES/LEARNING’S
To build upon the legacy of our founders, there are three key
areas of on-going development (Stories, People and Deeds)
– Desire to focus on stories in order to understand where we
came from and how to shape the organization today and into
the future
– Understand that people need to nurture the culture and also
be held accountable for living the mission, vision and values
in a concrete manner
– Recognize that deeds of the individual and organization
demonstrate the power of a mission and values well lived
NEXT STEPS
• Establish ways in which the story of the founding
congregations as well as the mission, vision and values
lived today continues to shape who we are and what we
do
• Integrate mission, vision and values and ethical tradition
into hiring processes through a formalized set of
questions
• Clearly define roles, goals and outcomes for mission
teams and leaders in order to bring greater clarity to the
sites and the organization as a whole
QUESTIONS ?