RESO Core Leaders,
Last month I shared information with you about the launch of our Platform Development work. Today I’m writing to share the tremendous progress that’s been made to help us function as a consistent RESO team across all three divisions. As we work to Simplify, Modernize and Innovate, developing our service line platforms will help us drive consistent standards (Simplify), understand where we can benefit from updating systems (Modernize) and seek to leverage the amazing talent of our IS partners to create best practices and processes to support all our teams (Innovate). Please take a few minutes to review this message and note important deadlines you need to be aware of.
Important! Centralized Storage Notice
Deletion of Outlook PST files, emails and attachments over two-years old began December 12, 2022. Check with your team members to make sure they have seen the bulletins about how to save important emails and attachments with PST files before the deadline. If you or your team missed the email sent by Marnie Boomer on November 10 that includes instructions on how to locate and save these files, you can review the communication on our site. The project team is working to find all RESO-owned PST files on the Shared Drives and are collaborating with impacted caregivers and leadership on next steps. PST files with no identified owner will be saved to allow conversion and migration, starting in January 2023.
Why is this being done?
The project team is creating a single, centralized file storage solution using SharePoint for the entire RESO organization. This will allow for easy storage and file retrieval of project and operational documents. Standards are under development for central storage of files that will include a common file structure and versioning, attachment and email storage, and enable file retention compliance standards. The first phase of this project is to identify all Shared Drives in use by RESO across the enterprise and transfer the data to a new SharePoint Shared Library by the end of this month.
Program Executive Sponsorship
I’m excited to announce that Andrew Haslam has agreed to oversee the Platform Development program as the executive sponsor. Andrew is well positioned to lead this program with his proven track record of translating strategy into actionable and quantitative plans for execution. I’ve also asked CBRE to serve in a support role to Andrew and to share best practices from other large healthcare systems as well as leading corporations. These companies have invested millions to create processes that we can translate to our healthcare environment for RESO to utilize as a starting point for best practices.
Service Lines
Over the past month we have identified leaders for each of our Service Lines who will bring together subject matter experts from each region to share what is working well and identify areas of opportunity. The objective of these teams is to document consistent and scalable practices for optimal operations of each Service Line.
Service Line leaders have started forming their teams and will begin to share progress and next steps soon. I look forward to celebrating milestones as these teams continue this important work.
Progress Updates
Project intake form –
The project team remains on target to deliver the new RESO Intake Portal by January 2023. Over the last few months, the team worked to develop a web-based tool to standardize our intake process, which will enable prioritization and provide a dashboard view for executive leadership and stakeholders. In addition to providing a comprehensive view, this new process will help us track and prioritize new requests, manage total demand against capital and caregiver capacity and eliminate waste as we optimize our Planning & Design functions. This portal is also an opportunity to align with our IS partners to achieve better collaboration of IS needs and processes in our capital projects.
This month, the portal will roll out to focused user groups for refinement before its January launch. Leading up to go-live, watch for communications pointing you and your teams to guided learnings, FAQs, tutorials, and live training.
Limited capital for crucial maintenance and infrastructure –
In 2019, RESO received system budget authorization to spend $92 million on 163 Critical System Infrastructure upgrades – CSI 1.0. This past year, Richard Patchett, Sr. Finance Manager RESO, and his team found projects within the 163 originally approved projects that had incurred no expenses.
Marnie Boomer, Executive Director, RESO Operational Excellence, is leading an effort with the regional and local FE/DCM leaders, to confirm project statuses and “retire” projects no longer needing funding. Retired projects that still need to occur will have an opportunity to be included in the pending CSI 2.0 list. Unused CSI 1.0 funds will be returned to the system as we work to be good stewards of our finances.
In addition, the FE Council met last Thursday to review, update and prioritize projects identified for the Critical System Infrastructure 2.0 Initiative so they can collaborate with the RESO Finance team to identify and prioritize infrastructure needs and develop the best strategy to release funding. Please do not edit any existing CSI 2.0 documents. Richard and RESO Finance have sent a new form to each Division to make edits to the form and send it back to Richard’s team. If you have any questions, please contact Marnie Boomer or Richard Patchett.
I know this has been a challenging year, full of difficult financial constraints, organization changes and loss for our team, but I am very proud of our resilience and innovation in the face of those headwinds. I am confident that our efforts today will help sustain our Mission long into the future and hope you all take pride knowing that RESO is contributing significantly to the success of Providence.
Thank you
Mike Denney
GVP, Real Estate Strategy & Operations, Providence