New Power: A story of broad engagement and change in a large healthcare organization
We had a problem.
One of our organizational key strategies was having trouble getting traction. After two years of broad public consultation and the anointing of a steering committee there was still very little action beyond engagement and planning.
Although the Patient First strategy is one of four pillar strategies within Alberta Health Services (AHS), and even though it was central to health services becoming more patient and family centred, many staff and leaders expressed confusion about what Patient First was, and what it meant. Direction and planning was done by a select few people across the organization.
It was clear something had to happen. Success depended on broad engagement from staff and patients to help make services better.