{"id":1167,"date":"2018-12-08T04:49:08","date_gmt":"2018-12-08T04:49:08","guid":{"rendered":"https:\/\/books.twu.ca\/strategic-discoveries\/?post_type=chapter&p=1167"},"modified":"2019-01-18T17:01:31","modified_gmt":"2019-01-18T17:01:31","slug":"shas-strategic-influence-current-state-and-future-goals-2","status":"publish","type":"chapter","link":"https:\/\/books.twu.ca\/strategic-discoveries\/chapter\/shas-strategic-influence-current-state-and-future-goals-2\/","title":{"rendered":"SHA\u2019s Strategic Influence: Current State and Future Goals"},"content":{"raw":"

SHA\u2019s Strategic Influence: Current State and Future Goals<\/h2>\r\nSimon Health Authority (SHA) provides multiple services across a large area, serving over a dozen cities. Services include acute care (i.e. hospitals), home health, and residential care. Simon Health Authority also has partnerships with private organizations such as community doctors and affiliated societies that provide care to almost two million people in the region.<\/span>\r\n\r\nA complex delivery system results in a complex structure. SHA is organized as a matrix around its 17 care delivery programs (Western Management Consultants, 2014). Each program is independent with its own budget, service plan, and Program Medical Director (PMD). As well, each site has its own leadership, including its own Executive Director.<\/span>\r\n\r\nThe Caretakers\u2019 review of SHA identified its strategic priorities, namely: leadership, planning, workloads, programs, and culture.<\/span>\r\n\r\nQuality of care begins with the board of directors and trickles down to frontline staff. SHA believes in the power of great leadership and its relationship to effective teamwork. Strong leadership across the organization keeps employees focused on achieving the organization\u2019s goals.<\/span>\r\n\r\nGood leadership also recognizes the value of people development. Their theory is by developing and training employees to perform at a higher standard they will provide a higher standard of care. SHA provides education and training both <\/span>on site and online. Educating and training cultivate a culture of pride and workmanship.<\/span>\r\n\r\nSHA leadership also believes in effective planning and organizing. Leadership closely monitors resources to ensure they are used <\/span>where needed most. SHA believes building capacity is improving primary and community care and making it accessible to all through <\/span>patient-specific programs.<\/span>\r\n\r\nFinally, SHA leadership values people, whether they are employees or clients. SHA employees say, \u201ceveryone values everyone else\u201d (Yerema & Leung, 2018) All employees need to be treated with the same dignity, respect and care extended to the patients.<\/span>\r\n

Culture<\/span><\/h2>\r\n\u00a0 \u00a0 \u00a0SHA\u2019s organizational culture is a patient-focused organization where employees work well together. The Authority wants to foster a culture of improvement throughout the organization to encourage a \u201ccan-do\u201d attitude. Therefore, providing essential programs, education, and training to support the movement, make an incremental improvement to affect the organization positively. \u201cOrganizational culture is an idea in the field of organizational studies management which describes the psychology, attitudes, experiences, beliefs <\/span>and values (personal and cultural values) of an organization\u201d (Schein, 2009). Organizational culture encompasses the collective values and behaviors contribute to the psychological social environment. The differences in the culture relate to a different management team and can be manipulated and altered depending on leadership and employees. \u201cThe organizational culture should be cascaded to all the staff in the organization so that everyone within the organization understands the importance and to ensure that they own the process of success\" (Kiptoo & Mwirigi, 2014, p.190). Therefore, the dimension of the organizational culture will affect its alignment and mind-sets to obtain more positive influence on the current cultural situation. \u201cA cultural shift needs to occur where all staff work to a full range of competency, in a team-based model of care, to support complex patients \u2012 including those with episodic, short-term and longer-term care needs\u201d(British Columbia Ministry of Health, 2017, p.10).<\/span>\r\n

Newspaper Article<\/span><\/h2>\r\nSimon Health Authority (SHA) is at the forefront of discovery and new technologies. As the most extensive health authority in Canada, it is the place where people want to be. \u00a0Our people make us better, which is why we invest in our people. It is an exciting time at SHA as we are experiencing a time of massive growth. In the last year, our clientele has tripled. The growth has caused us to expand and to offer new services to meet this demand for healthcare. \u00a0Compassionate care is our passion. We love what we do and are proud of our people. <\/span>\r\nAt SHA we believe in bringing the highest standard of care to all our patients. We are the future of healthcare. We are committed to the development and growth of our people.\u00a0<\/span>Presently we have online courses offered to staff development through our company-wide intranet. Our goal is to offer on-site education and training for the professional development of our staff.<\/span>\u00a0We currently own and operate 12 hospitals. There are 206 hospitals right now in our province. In <\/span>future, we would like to increase the number of hospitals and facilities under our ownership. We believe the SHA model of care has the power to transform healthcare.\u00a0<\/span>We have over 6,000 volunteers who provide 400000 hours of service annually. Currently, we support 16000 seniors through home health services and residential care facilities (Fraser Health, 2018). In the future, we would like to make all healthcare services accessible to all seniors. In addition, we plan to expand the services we offer to seniors including housekeeping and transportation.\r\n<\/span>\r\nSHA\u2019s motto is \u201cbetter health, best in health care\u201d (Fraser Health, 2018). At SHA, we are always on the cutting edge of new technologies and methodologies. There is also a new study or project on the go. Right now, there are over 250 active research studies being done to help us keep above the curve. The University of British Columbia Medical Journal regularly publishes our research. We <\/span>trials everything in our home sites and garner success. Once a project is successful, we mirror it at all other sites. Collaboration and innovation are the keys to our many successes. <\/span>\r\nSHA is the health authority with the largest population in the province. We care for 1.8 million people every year. We have a strong staff contingent with over 25000 employees and over 2000 physicians (Fraser Health, 2018). The communities we serve are from Massachusetts Bar to Robert City. We love what we do and we are privileged to serve our communities to the best of our ability. <\/span>\r\nOur primary goal is to bring compassion and purpose to every interaction we have with patients. Patients are our partners in care. We rely on coalitions and partnerships with many other organizations for the highest quality of care. These partnerships help us plan, develop and improve the services we offer. At SHA we care for each patient as if they were family. \u00a0Come to SHA where we put the care back into healthcare!<\/span>\r\n

Competencies<\/span><\/h2>\r\n

Building Trust <\/span><\/h3>\r\nReddy (2018) defines trust as<\/span>\r\n\r\n...freedom given to all those working in the company to do what they want to do, experiment with their ideas for the benefit of the company. Another way of defining trust is having trust in the employees and the employer that they will work for the benefit of the company.<\/span>\r\n\r\nCurrently, SHA suffers from trust issues. Employees are unable to express themselves completely as the core management committee (Western Management Consultants, 2014) does not believe in them. They feel suffocated while working and adversely affects the patient-organization relationship. Decreased morale leads to gossip, a lack of credibility, and working to achieve personal gains. <\/span>The quality of patient care is compromised when employees feel bound by rules and lose the freedom to express themselves. As quality decreases, trust decreases and ultimately results in fewer patients.<\/span>\r\n\r\nFurther, the health authority has trust issues with its external partners, such as the Ministry of Health. Complaints included a lack of trust in information provided, a lack of rationale behind submitted budgets, and errors in <\/span>the provided information. (Western Management Consultants, 2014).\u00a0<\/span>The desired future goal is having an independent environment, allowing new ideas, \u201ctransparency, authenticity\u201d (Seay, n.d.) and also excellent patient care. Patients will endorse SHA to other people as a result of developing great trust.<\/span>\r\n\r\nPossible steps to improve trust include:<\/span>\r\n