The Healthy Futures team has worked with over 100 organizations in the health care, pharmaceutical, and public sectors. We have worked with many of our clients from their strategy development phase, through to building out their operations, and managing transformational projects as they evolve and grow. Below are a few examples of recent engagements.
Regional Hospital Strategic Plan
A large regional hospital engaged the Healthy Futures team to develop a multi-year strategic plan supporting the hospital’s evolution to a regional centre of excellence. The inclusive approach incorporated input from patients, hospital staff, local health care providers, and community agencies. The planning process included a broad framework to capture the complexity of the environment, forums to solicit health system partner input, and reflective planning workshops that challenged leadership to continually raise the bar. The strategic plan positioned the hospital to meet the health care needs in the region and partner with others to support the integration of services across the continuum of care in a fiscally sustainable manner.
Healthy Futures was brought in by an international pharmaceutical company to lead the facilitation and development of commercial and medical launch plans for branded therapies in the oncology, central nervous system, and hematology markets. Our strategy facilitators managed the meetings, prepared the materials and outputs, and ensured active participation from all participants. Healthy Futures led the product teams through the situational analyses, SWOT development, and the identification of insights, leverage points, and pivotal challenges. Final outputs included strategies, critical success factors, and launch tactics for all brands.
Commercialization Strategy for Multiple Drug Launches
Resource Matching and Referral to Optimize Patient Flow
A Regional Health Integration Network engaged the Healthy Futures team members to streamline the referral processes from acute care to complex continuing care and rehabilitation programs across the region. The Healthy Futures team developed current and future state value stream maps (VSMs) and redesigned workflows to improve the regional resource matching and referral processes. Our team led multiple health system partners through the development of common business processes to develop a standardized, patient-centric referral system to help patients access care in the most appropriate care setting and enable more efficient use of scarce health care resources.
The Office of the Auditor General (OAG) of the Cayman Islands engaged Healthy Futures to support the health system performance audit and author the public interest report on the health care system. Drawing on leading practice health system design and operations from multiple jurisdictions, Healthy Futures identified the governance, management, and health service delivery indicators and criteria to be used in the audit. The audit was undertaken in accordance with International Auditing Standards. The public interest report developed by Healthy Futures provided additional descriptive information about the Cayman Islands health care system as a companion document to the performance audit report.
Performance Audit of the Cayman Islands Health System
Cross Functional Project Management Pharmaceutical Sector
Healthy Futures’ founder, Fiona McDougall, managed a project to convert over 60 US-based pharmaceutical sales representatives from a contract sales organization to full-time, internalized employees. Ms. McDougall led a cross-functional international project team of leaders from the commercial sales, operations, finance, human resources, legal, and information technology functions. A team of field-based transition champions was established to ensure cultural alignment, clear expectations, and no operational details were left unaddressed. The project culminated in an inspiring virtual onboarding celebration with Senior Leadership and over 125 employees across three countries.
The consultants at Healthy Futures were engaged by a large regional home health care organization to establish a project management office (PMO) as the organization embarked on a significant transformation process. The project approach was consistent with the organization's human services culture focusing on introducing project management processes and tools and on change enablement and performance management to transfer knowledge and build employee capacity. The PMO was structured with clear governance and lines of accountability providing the client's core team with the ability to deliver high priority projects with excellent planning, organizational awareness, appropriate resource allocation, project role clarity, implementation monitoring, and outcome tracking.