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Alternative Service Delivery

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Paul Faguy
Paul Faguy

This document discusses alternative service delivery and outsourcing opportunities within Ontario teaching hospitals. It notes that outsourcing involves delivering goods or services from an external source that were previously done internally. The document outlines factors to consider like whether a service is strategic or transactional, and developing a strategy that includes pace, organizational capacity and contingency planning. Specific services that may be appropriate for outsourcing are listed. Challenges mentioned include opposition from labour unions while opportunities include cost savings through economies of scale.

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ALTERNATIVE SERVICE DELIVERY Opportunities, challenges & real life experiences within Ontario teaching hospitals Paul Faguy Integrated Vice President Support Services Hamilton Health Sciences & St. Josephs Healthcare Hamilton
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Niccolo Machiavelli
Points of Discussion Alternative service delivery / outsourcing Organizational considerations Getting to a solution Areas of application Challenges / Opportunities What next?
Outsourcing Is the delivery of goods or services from an external source that had been supplied through direct internal processes? May include in-sourcing, shared services, technological change or 3 rd party provision. Not a new phenomenon.
Organizational Considerations What are the services currently done within the enterprise that may be appropriate for alternative delivery? Strategic vs. Transactional
Organizational Considerations A service is strategic if every aspect of how and what is accomplished is important for your enterprise.
Strategic = how is vital i.e. direct patient care Transactional = what must be defined i.e. clean linen
Getting to an Outsourced Solution Strategy Motivation Imperative Benefit Opportunity
Strategy Areas of consideration Pace Organizational capacity Elevator speech Contingency planning
Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat . Sun Tzu
Motivation Why are we doing this? All levels board executive - senior management frontline management service partners peers. How will you align with mission, vision, values?
Imperative Adding value cost quality service Finding an essential alternative Freeing up resources to focus on what is important
Benefit Cost Economies of scale Inability to accomplish internally
Opportunity Will present based on number of variables within your enterprise and within your industry. internal attrition public policy collective bargaining agenda alternative service delivery organizations internal imperative strong executive leadership
Information Technology Network Groundskeeping Telephone Switch and Network Laundry and Linen Transportation Human Resources Business Processes Health Records Scanning and Storage Core Housekeeping Warehousing and Logistics Retail Food and Catering Printing and Forms Management Patient TV, Internet and Telephone Ancillary Security Services
What Next ? Redoubled opposition from organized labour Intense benchmarking No legislative relief Renewed focus on regional approaches LHINs enablement Stay the course Must embrace the boomer attrition opportunity.
All mankind is divided into three classes: those that are immovable, those that are movable, and those that move. Benjamin Franklin
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Alternative Service Delivery

  • 1. ALTERNATIVE SERVICE DELIVERY Opportunities, challenges & real life experiences within Ontario teaching hospitals Paul Faguy Integrated Vice President Support Services Hamilton Health Sciences & St. Josephs Healthcare Hamilton
  • 2. There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Niccolo Machiavelli
  • 3. Points of Discussion Alternative service delivery / outsourcing Organizational considerations Getting to a solution Areas of application Challenges / Opportunities What next?
  • 4. Outsourcing Is the delivery of goods or services from an external source that had been supplied through direct internal processes? May include in-sourcing, shared services, technological change or 3 rd party provision. Not a new phenomenon.
  • 5. Organizational Considerations What are the services currently done within the enterprise that may be appropriate for alternative delivery? Strategic vs. Transactional
  • 6. Organizational Considerations A service is strategic if every aspect of how and what is accomplished is important for your enterprise.
  • 7. Strategic = how is vital i.e. direct patient care Transactional = what must be defined i.e. clean linen
  • 8. Getting to an Outsourced Solution Strategy Motivation Imperative Benefit Opportunity
  • 9. Strategy Areas of consideration Pace Organizational capacity Elevator speech Contingency planning
  • 10. Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat . Sun Tzu
  • 11. Motivation Why are we doing this? All levels board executive - senior management frontline management service partners peers. How will you align with mission, vision, values?
  • 12. Imperative Adding value cost quality service Finding an essential alternative Freeing up resources to focus on what is important
  • 13. Benefit Cost Economies of scale Inability to accomplish internally
  • 14. Opportunity Will present based on number of variables within your enterprise and within your industry. internal attrition public policy collective bargaining agenda alternative service delivery organizations internal imperative strong executive leadership
  • 15. Information Technology Network Groundskeeping Telephone Switch and Network Laundry and Linen Transportation Human Resources Business Processes Health Records Scanning and Storage Core Housekeeping Warehousing and Logistics Retail Food and Catering Printing and Forms Management Patient TV, Internet and Telephone Ancillary Security Services
  • 16. What Next ? Redoubled opposition from organized labour Intense benchmarking No legislative relief Renewed focus on regional approaches LHINs enablement Stay the course Must embrace the boomer attrition opportunity.
  • 17. All mankind is divided into three classes: those that are immovable, those that are movable, and those that move. Benjamin Franklin