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Providence Mount St. Vincent

Case Study and Assessing Impact

One of The Mount's Neighborhood Dining Areas (Post-Implementation)

The case study at Providence Mount St. Vincent incorporated review of 41 quantitative data sources (financial, staff, operations, resident, outcomes), 36 sources of organizational data (descriptive, educational materials, human resources, communications, marketing, operations), and 28 interviews in the following areas: 

  • Regional Director and Administrator
  • Operations Support
  • Planning & Development
  • Neighborhoods (including Neighborhood Coordinators and Resident Assistants)
  • Sub acute Care
  • Assisted Living
  • Adult Day Health
  • Housekeeping
  • Intergenerational Learning Center
  • Clinical Services
  • Human Resources
  • Marketing
  • QI Compliance and Risk
  • Sisters of Providence
  • Residents
  • Family Members 

The Mount case study was designed to identify qualitative and quantitative elements to track and support the effects of this innovation on organizational outcomes. The model represents an ongoing sustainability process including innovation, evaluation (analysis and measurement), additional change management, and resulting subsequent implementation based on previous experience.  This ongoing change management strategy requires measurement of person-directed impact on outcomes.  

In Pioneer Network case studies, impact is categorized by quality of care/life improvements (most directly affecting residents and family), staffing impact and organizational impact. Organizational impact is defined as impact in quality and/or staffing impact that increases revenue and/or decreases operational costs for the organization. 

To analyze and track innovative processes to resulting outcomes, five common themes were identified in Resident Systems (most directly affecting quality of care/life) and Overall Organizational Systems (most directly affecting staff). Common themes are highlighted in the tables below and discussed in further detail on subsequent pages.


1) Create an inclusive community and "home" for residents, families, and the outside community that is constantly communicating and reinforcing resident-directed choice and focus.

2) Work is organized around maintaining resident's autonomy and preferences with inclusive language supporting residents to be "known" as individuals instead of medical conditions.

3) Inter-disciplinary, cross-trained teams operate throughout the organizational structure with an objective of putting residents before task and taking advantage of synergies in the organization.

4) A relatively flat organizational structure with the resident at the top of the organizational chart is prioritized (allowing for effective communication among and between inter-disciplinary teams and residents).

5) Staff-resident interaction is a priority and staff "know" residents.


1) Create an inclusive community for staff that is constantly communicating and reinforcing a resident-directed focus through formal and informal educational opportunities and relationship building.

2) Through a flat organizational structure, employees feel empowered to help control quality, waste, and problem-solve throughout the community.

3) Leverage the value-added potential of inter-disciplinary, cross-trained teams throughout the organizational structure to take advantage of synergies in the organization. 

4) Leadership actively pursues engagement and supportive strategies with staff.

5) The Mount utilizes data, process-maps and problem-solving approaches to support staff and resident-focused transformation.

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