Thank you to the record number of over 1,800 across IS & RESO who joined our January 19 Open Forum. It was a great chance to do some meaningful recognition of our caregivers’ contributions and walk through our 2022 Strategic Plan.
In the past few days leaders across the organization have had the opportunity to learn in some more detail about the challenges Providence faces because of the prolonged COVID crisis. In our workforce, so many of our caregivers have endured significant trauma and burnout at the same time as our system has faced cost increases to our operations and the negative impact multiple surges have had on our revenues. All of this means 2022 will be a very challenging year, particularly the first half of the year.
Across the system, we are being asked to re-double our efforts to reduce discretionary spend, slow down hiring, and look at projects and activities that can be paused to conserve resources. My leadership team and caregivers across IS & RESO are stepping up to do our part, while ensuring critical services. We are doing this while being thoughtful and balanced, so that modernization continues in support of our recovery and looking ahead at our long-term Destination Health 2025 goals. This includes keeping the trains and operations running smoothly, focusing on efforts that give Providence caregivers increased productivity and improved experiences. It also means accelerating anything that can provide increased cash collections, revenue, or cost savings in the next six months. Finally, it’s very important to reiterate Providence’s resolve to remain committed to continuing to invest in and support our caregivers . . .
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