SELECTED HEALTHCARE CASE STUDIES
SANOVIV MEDICAL INSTITUTE CASE STUDY
Licensed as a full hospital, Sanoviv is a fully integrated healthcare facility that provides alternative, allopathic and
cosmetic procedures, as well as research and development.
Situated on a pristine ecological site in Baja California, Sanoviv provides a comfortable and clean environment, where guests receive functional medical therapies to invigorate their immune systems and achieve wellness.
Dr. Myron Wentz initiated the project in 1997, and in 1998 Manzimvula was invited to join the project team to manage the systems, technology, operational and medical protocol and modalities aspects of the hospital’s development.
MANZIMVULA’S ROLE & VALUE
Manzimvula’s ISA processes and techniques work to align the values and objectives of individuals, teams, organizations and even entire communities. By creating a culture that is second-nature, individuals and teams naturally act in alignment with their new, shared belief system. And, once focused on a common vision, implementing strategies to achieve long-term, sustainable growth becomes possible.
Our specific responsibility areas for Operational Consulting and Implementation Support included…
- Sourcing, evaluating and procuring medical equipment for the MedSpa, alternative, and allopathic therapies that would be offered at the Institute,
- Supporting the Construction Project Team in the re-development of the existing structures on the property as well as the construction of a new tower and additional medical facilities,
- Identification, evaluation and selection of professional staff, and
- Assistance in the development of the initial health protocols, operational procedures and staff training—both inside the facility and through third party contractors.
The project’s highly complex operational requirements—including diverse responsibilities of individual staff, and a
distinctive approach that gives them freedom to demonstrate their individual expertise by stepping temporarily into traditionally ‘senior’ roles on an ad hoc basis—compounded the challenges of launching a new organization.
This complex project was initially planned for a two-year engagement; however, Manzimvula’s team successfully brought it to conclusion a full six months ahead of the initial April 2000 target date.
BRADFORD VALLEY LONG TERM CARE FACILITY CASE STUDY
Bradford Valley is a licensed 246-bed long-term care facility (skilled nursing) providing 24-hour holistic care to older adults who are no longer able to be cared for at home safely. Located in the farming community of Bradford, Ontario, the facility locally employs approximately 250 staff members.
The Bradford Valley project was highly complex requiring the combination of two older pre-existing facilities and expanding into a much larger new facility while maintaining the health, wellness and safety of the residents and staff. Accountable to the Ministry of Health, teams consisting of staff, residents, family members and volunteers were created in which everyone was able to contribute and feel valued in the process.
Planning of this move was a lengthy process requiring many months of meetings and discussions. New systems, protocols, training programs, policies and procedures were developed in a manner that would support growth and sustainability for the longer term for the new high tech facility. The older facilities were outdated, small and never really designed to house residents on a long-term basis; the new home (Bradford Valley) was designed specifically
for long term residence and is modern and spacious.
MANZIMVULA’S ROLE & VALUE
Change was a challenge for most in this multi-union environment where each facility had their respective unions requiring attention to negotiating the terms of a new union contract, with the goal of satisfying the needs of 3 different unions coming together under one roof
The project analyzed and merged innovative new care models with the current protocols and procedures into a new care and administration program. Working closely with all stakeholders ensured buy-in and ownership at all levels for the new programs as training and integration strategies were developed for each part of the overall program. Our integrative Strategy Approach was a key factor in the success of this project, engaging staff, residents, family members, suppliers as well as other health services feel supported as the standards and culture for our the home were developed. The care model implemented is an innovative and client centered care model know as “Enabling Choices’.
Systems were streamlined to cut down unnecessary waste, e.g. the implementation of a new microfiber cleaning system that was far less labor intensive for staff and cut down on the amount of chemicals being used resulting
in significant improvement in infection control.
Effective communication was crucial during the relocation process. Our communication strategy allowed for a smooth and grievance-free transition working with three different unions. All stakeholders whether it was staff, family members, and residents or suppliers were well informed with newsletters, family forums and one-on-one communications and appreciated being directly involved. An open-door policy was implemented across all levels of Management to allow for and support the efficient answering of questions and solutions as the need arose in day-to-day operations.
Manzimvula was the project lead in both the closing of the two older homes Bradford Place and Sweetbriar Lodge and the opening of the new facility; our primary responsibility was to ensure the safe transfer of all residents and staff to the new facility and the physical closure of the two older buildings.
Our specific areas of responsibility included:
- Coordinating the closure of two facilities (total of 110 beds) with residents, family members, staff and Union, Specialty Care and Ministry of Health and the Community Care Access Centre.
- Establishing new policies, procedures and training to allow for smooth transition.
- Coordinating the recruitment and training of both existing and new staff.
- Establishing dietary, housekeeping and laundry routines and services.
- Solidifying contracts with Physicians and ancillary services such as Pharmacy, Lab and Diagnostic Services, physiotherapy, massage therapy, hairdressing and aesthetics.
- Negotiating contracts with suppliers which included but not limited to cleaning chemicals, incontinence products, medical supplies, pharmacy, food and beverage services.
- Working closely with the Ministry of Health ensuring closure procedures and standards were adhered to and all required submissions were provided in a timely manner.
- Responsible for all communications to family members, staff and union with respect to the move.
- Coordinate all transportation for residents on the day of the move.
- Assisting in establishing wellness services for residents and staff
Physically relocating individuals and staff required a very detailed plan including many facets from feeding the residents in the morning of the move to when and how medications would be dispensed during that day. Rigorous staff schedules were developed so as to allow them to continue to care for the residents from their respective homes in the new facility ensuring that residents and staff would be more comfortable and obviously familiar with their care needs, including help from the entire management team as well as many volunteers moving beds, helping with meals or simply reassuring residents. The strategy of often and informal briefings was implemented to assist the staff in communicating what was working well and what areas needed to be addressed, while smaller groups developed
strategies and solutions and then communicated with the other teams.
All residents were safely transferred and re-admitted to Bradford Valley over the course of 4 days and were delighted with their beautiful new surroundings. The Ministry of Health Commended Bradford Valley for the safe and successful move and transition to the new home. Staff were consistently supported in the transition and excited to be working in a state of the art building and grateful for the support received. The Management Team grew to realize the benefits of spending time on the floor talking to staff and residents and handling issues and concerns as they arose rather than waiting for action through a filtered process. Family members were also pleased with the move and the increase in volunteerism during the move continued following the move as well.
The success of this project allowed the final implementation of the model created through the implementation of the
Integrative Strategy Approach™ to become the standard that the company deployed in the construction of their other new facilities over the next two years.