Message from the President and Chief Executive Officer
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Gérald R. Savoie |
As you can well imagine, this move is highly complex. We must not only relocate personnel and implement new practices but also transfer all of our patients to brand-new facilities fitted out with ultra-modern equipment and technology, and we must do so without any interruption of service.
If we are to achieve our goal, it is important to understand the scope of this herculean task. A team is working on providing the more than 70,000 hours required to orient and train all employees, doctors and volunteers so that they are familiar with the new facilities and practices, and understand how to safely operate the new equipment and technology. Another team is working on the logistics involved in the acquisition, delivery, installation and safe operation of a truly mind-boggling number of supplies, tools, and pieces of equipment and furniture.
Once the move is behind us, we will have to deal with the complex challenges involved in cohabitation. Many departments will share the same space until renovations to the original building dating from 1953 have been completed, and some departments will even have to move once or twice during this transition period.
These are major hurdles but the Montfort family, renowned for its teamwork and commitment, is more than up to the challenge. Given the cooperation and esprit de corps that we have witnessed throughout the past year, there is no doubt in my mind that we shall succeed.
Staff Participation
The New Montfort also represents a collective transformation. In the past, meeting the needs of employees was sufficient whereas now, they must be active participants. The management model of Montfort as a “Healing Hospital” is ideal in promoting staff participation because it focuses on transformational leadership and engagement strategies. This model will create a workplace where all employees feel that they are heard, respected and encouraged to participate fully in our transformation.
In terms of consultation and participation, 2007-2008 was a truly memorable year. Montfort’s employees expanded on our collective vision and clearly defined the various components of the project so that each department could achieve excellence and become a leader. In short, they laid the groundwork for a world-class institution that will provide superlative care and offer outstanding teaching and research opportunities.
A series of forums were held to facilitate consultation and participation. Approximately 15% of staff attended every one of these forums. In addition, a number of user groups comprised of managers, employees, up-and-coming leaders and specialists were created. These user groups organize and direct various activities in their respective fields, right down to the smallest details. During the forums, new approaches to promoting staff participation were presented, such as qualitative surveys, open forums and relationship diagrams, all for the purpose of providing managers and user groups with useful tools.
Montfort has never had a year filled with so many forums, meetings and get-togethers, all of which were extremely productive.
Survey of Employees and Doctors
In the spring of 2007, Montfort’s employees participated in a qualitative survey on the workplace and for the first time, the hospital’s doctors were also surveyed on how to improve the clinical environment. These surveys gave employees the opportunity to raise their concerns and provide feedback. The 700 comments and suggestions collected by means of these surveys are of great value to the management team.
What is striking in the results is the similarity between the values of our establishment and those of our employees and doctors. Other organizations spend thousands of dollars every year trying to raise staff awareness concerning their core vision. At Montfort, it seems to come naturally. Obviously, our healing approach has a universal quality that we all share.
We have established an Advisory Group on the Workplace to review all of the comments and feedback. We believe that the measures taken to implement the best practices and the purchase of state-of-the-art technology and equipment will more than meet the expectations of employees and doctors alike.
I cannot find words to express how proud I am to be your guide on the road to the New Montfort. Never in my life have I been so convinced of the fact that, by travelling together in a spirit of collaboration and humanity, a group of dedicated people can reach the top of the most challenging peak.