Unique needs of healthcare and healthcare research

You don’t need to work in the healthcare industry to know that it is going through dramatic change. Governments, businesses and patients are all demanding accessible care with better outcomes, all at an affordable price.  Policy pressure has even driven penalties to be assessed to hospitals or providers whose patient outcomes are below standard or whose readmit rates are above. Providers are pressured to maximize the utilization of their people to the top of their license, minimizing the need to involve as many specialists, physicians, etc.

What does all this point to? The need for better results at lower costs. How to do it?  We have many healthcare clients who have found success with our Professional Growth Systems’ tools and resources

How do PGS products and services address the unique needs of the healthcare system:

  • Healthcare Strategic Planning:  Any time there is dramatic change in an industry, as there is in healthcare, there is tremendous stress within organizations themselves. PGS’ Vision Navigation strategic planning system balances growing an organization through carefully chosen strategic projects with improving an organization through a focus on fixing critical internal issues.  The result is sustained growth in a more effective and efficient healthcare institution.
  • Healthcare Project Planning : A wide variety of large-scale healthcare related projects have been completed on-time and on-budget using Dynamic Planning™, including creation of a new hospice unit, improvement of a,
  • Healthcare Process Improvement: Healthcare facilities and providers must clearly define and optimize the processes in a healthcare facility.  With understandable processes, staff receive consistent training and are therefore able to reach higher performance, creating more consistent and reliable outcomes. Our Process Advantage™ approach is uniquely designed to deliver that result.

Examples

Challenge

An internationally recognized cancer research and treatment center in the Pacific Northwest, the Seattle Cancer Care Alliance, approached PGS about completing what would be a 5 year strategic plan. The previous 5 year plan they were finishing had met with resistance and cynicism as the investment decisions were viewed as subjective.

Solution

The outcome was to develop a plan for optimizing the investment in program expansion across 23 separate clinical programs.  The process employed in the first five year plan was not well supported as the decisions were considered to be subjective. The center wanted to partner in the design of the process rather than have a canned planning methodology imposed by a large consulting firm.  PGS worked with management to design a process that was transparent, objective and viewed as having clinical integrity.  The process, investment criteria and resulting plan was well received by clinical faculty, which enabled successful execution of vital investments in the center’s growth.

Challenge

A clinical director approached PGS concerning his long-held vision for a truly integrated “Medical Home” stating that he didn’t know how to go about making it happen.

Solution

Using the Process Advantage™ approach, PGS helped he and his team to fully-codify the new model and develop an implementation plan.  The model has now been widely recognized as cutting edge and a way forward for other primary care providers.

Challenge

A large hospital in the southwest needed a solution to address poor process performance and a lack of teamwork between departments.  Long-standing unresolved issues and a poor corporate culture contributed to the hospital’s problems.

Solution

PGS designed a customized approach making extensive use of staff teams to define strategic priorities as well as input from all staff regarding issues to be addressed in optimizing performance. The combination of Vision Navigation®, Dynamic Planning™ and Process Advantage™ resulted in major improvements in the culture of the organization and resolution of long-standing issues.  The end results included a 16% growth in revenue and greatly improved staff morale/faith in leadership.