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Strategic Direction 1: Exceptional Quality, Safety & Value 

Why this? 

It’s fair to say that quality and its ally, patient safety, have always been at the core of who we are. Prioritizing a “back to basics” focus on quality and patient safety is critical to making sure we uphold our own high standards. And now, more than ever, we’re also making decisions in partnership with patients and families based on what matters most to each individual. Their health and wellness, but also fears and worries, must become central to decisions about what resources we mobilize to care for them. That’s a person and family-centred approach and it’s also the “value” part of Strategic Direction 1. Value-based care is a concept that refers to ensuring that we are prioritizing the care and resources that matter most to the people we serve.

What will change?

Over the next seven years, we will be using data and metrics more and more to help us understand how to maintain and improve our standards for safety, experience, and outcomes. We will be leveraging the Clinical and Systems Transformation (CST) Project to make data easy to find and easy to use. In the next seven years we will also be designing and building a care campus, medical centre and hospital (The New St. Paul’s!) that will help us in this pursuit of quality, safety and value. We want to inspire action through stories.  We will be seeking ways to bring the people we serve into more conversations about their care and empower them to be an equal part of the care team.   

What’s the bottom line?

Ultimately, through the pursuit of quality, we want to ensure that the experience of the people we serve is equal to our pursuit of the best possible outcomes for them. Still, we know that with the best of intentions, patients and residents may still experience harm. But we are committed to ensuring that we are transparent, accountable and learn from those events to improve. We see people at their most vulnerable and by pursing our five goals under this first strategic direction, in seven years — for every patient and every resident in a care home — we will be providing quality care that matters to them. 



Understand, evaluate and prioritize quality (outcomes, experience and safety including eliminating preventable harm). 

Readily access data and information and use them continuously to improve our person and family-centred care.

Offer the people we serve the right care, in the right place, at the right time.

Improve the physical environment at all our sites.

Practice “value-based health care”, which prioritizes what matters to the people we serve as a way to drive quality and efficiency.

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Strategic Direction 2: Inspiring People & Teams

Why this?

We are only as good as our people. We’ve all heard this many times in various
settings, but in health care, truer words have never been spoken. 

During the consultation process, we all made our voices heard and our concerns clear: 

• We need to support each other better. 

• We need to include each other, connect with each other, empower each other and recognize each other, formally and informally. 

• We also need to build flexibility into our work and our schedules. We need to create space for innovation, ideas and change — from the labs to the kitchens, to the nursing stations, to the boardroom. 

• And we also need to extract meaning and fulfillment from our work, which includes having the resources and support to feel good about what we do. 

What will change?

The foundation of how we approach relationships and teamwork is grounded in our Mission, Vision and Values. Integrity, trust and respect are three core values and are a perfect starting point on which to build inspiring people and teams. In working together, we will undertake projects that move the dial forward on making our work lives more fulfilling, less stressful and more supportive. Real advances like developing ways to make scheduling more flexible, creating a wellness strategy that puts our well-being first, and finding ways to improve the quality of life for those of us with long commutes, young families and aging loved ones. Also, we will find ways to empower each of us to use Providence’s mission, vision and values as a springboard to give back to the communities we care about. Through these actions, we will feel more connected to each other, to the people we serve and to the value of our work. 

What’s the bottom line?

It’s simple. We know that providing the best care to the people we serve depends on our own health and wellness. The better we feel at work, the better we can care for others. This reality empowers us all to think of self-care and social connections as essential to our work. This part of Mission: Forward is about creating work places where we can all grow, thrive and flourish.  



Be the organization of choice, with a focus on attracting, developing, engaging, and retaining our people.

Engage and empower our people in meaningful ways and nurture a culture where every voice is heard.

Prioritize the health, safety and wellness of our people.

Ensure each of us understands how our work connects to Providence’s Mission, strategic directions and goals.

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Strategic Direction 3: Discover, Learn And Innovate For Impact

Why this?

A “learning organization” is one that puts emphasis on the learning of its people and continuously transforms itself. During the strategic planning consultations, many of us voiced the desire to put more emphasis on learning and innovation. Many of us also wanted to clarify the process of bringing forward new ideas and potential changes so that everyone has this opportunity and feels empowered to do so.

Another key ingredient of learning is… failing. Yes, failing. There is an African proverb that says “Smooth seas do not make skilful sailors.” The lesson is that if we are not challenged, and don’t take risks, we won’t learn and grow. So this direction is also about creating the space for us to take calculated risks in an effort to dream up disruptive, even transformational ideas. Given our size, and our ability to be more agile than larger health organizations, we aspire to become the “go-to” place to prototype new ideas, incubate novel concepts, and test creative theories. 

Given that aspiration, this strategic direction also speaks to the added emphasis we will place on research, innovation, and teaching which all go hand-in-hand with being a “learning organization.” We have an extraordinary track record of research and discovery — an enterprise that we plan to scale up and bring to every corner of Providence. 

What will change?

To start, we will begin to see how good suggestions — large and small — for improving our care, services and our environment are brought forward and acted upon. The path to these improvements will be more visible and we will celebrate and reward the people bringing ideas forward. We will have systems in place to include those we serve in our research enterprise by seeking their consent to participate as soon as they step through our doors. We will have new leadership guiding our research and better methods to translate the results of our research into the care we provide. And yes, we will see even more students in our hallways sparking additional passion for learning and growth!

What’s the bottom line?

We believe that improvement and innovation isn’t a department, it’s a mindset. We’re a learning organization where continuous improvement, research, education and innovation are central to our Mission. We will create an environment where this is the expectation, and the privilege of every single person at Providence. 



Make every interaction with the people we serve an opportunity for learning, research and continuous improvement.

Nurture and support innovative and disruptive ideas that transform care in BC and around the world, especially for vulnerable and diverse populations.

Ensure that each of us understands that we have the responsibility and the opportunity to improve our services.

Be an education leader among Canadian academic teaching hospitals and prioritize the training of the next generation of health care professionals.


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Strategic Direction 4: Partnerships

Why this?

Throughout our 125-year history, our priorities are always to fill a need, to serve and advocate for underserved people, and to discover, create and invent what’s needed to solve whatever health or social problems our communities face. 

While feeling confident in our own abilities to do whatever it takes to help those we serve, we have the humility to realize that we must partner with others to grow our capacity to improve what we do. These partners include other health authorities, all levels of government, community and patient groups, the private sector, foundations, and so many others. 

Good partnerships will help ensure our patients can move easily from our care into the care of other appropriate health and social support systems. Good partnerships will also help us move more quickly toward adopting technology that will give those we serve options about how far they have to travel, how quickly they receive services, and how closely they are monitored and supported throughout their care journey. 

What will change?

We will pursue the goals of Mission: Forward by partnering with others. We will always seek a win-win — to achieve what’s mutually beneficial. We will see more projects piloting digital technologies to explore how to provide higher quality or more efficient care. Or both. Through our partners, we will see more training and discussion about cultural humility and respecting the history and needs of the Indigenous peoples we serve. We will also see changes to specific models of care that become possible through innovative partnerships. 

What’s the bottom line?

Nurturing our partnerships and creating new ones will allow us to improve the care journey of the people we serve. Whether that’s aided by technologies like telehealth, virtual health or wearables, or just seamlessly transitioning a patient from one level of care to another, partnerships are key to our way forward.   



Create partnerships with government and other public, private and academic organizations to advance new models of care.

Cultivate partnerships that enable integrated care and more seamless transitions between hospital, specialty care, primary and community care.

Seek and create partnerships with leading technology and digital health organizations to improve responsiveness, connectivity and quality.

Prioritize partnerships that improve the care journey for Indigenous peoples and vulnerable populations.