The Challenge
A large long-term care home had been placed under external management after failing multiple regulatory standards and demonstrating unstable operations that placed residents at risk. For three years, despite the involvement of a third-party operator, the home continued to struggle.
Care processes were inconsistent, audits were manual and incomplete, data was unreliable, communication was fragmented, and staff morale was low. Families questioned whether the home was capable of safely caring for their loved ones.
The Approach
A full operational and cultural assessment revealed gaps in governance, data integrity, clinical processes, and leadership behaviour. A comprehensive transformation plan was introduced:
- A Balanced Scorecard was developed and cascaded from the organizational level to programs and units, making priorities visible.
- Staff were trained in Lean management to build capability for daily problem solving.
- Compliance audits were digitized and a new health information system was implemented to improve documentation and data quality.
- Operational and clinical workflows were redesigned.
- A governance framework was introduced to sustain the new practices.
The Outcome
The turnaround stabilized operations, improved communication, and rebuilt trust among staff and families. The home exited external management, achieved over $3M in cost savings, and earned national recognition for quality and leading practices. It became a model for how clarity, discipline, and culture change can restore safety and excellence in long-term care.