2019 Ontario Budget Briefing Note
This Briefing Note highlights key elements of interest to our clients from the 2019 Ontario Budget announcement.
The Changing Ontario Health Care Landscape – Part 1
In Ontario, the health care landscape is changing. We look at integrated care delivery systems, and suggest what areas for health care system planners, health service providers, and hospitals in particular, to start their transition to these new models of care.
Counting Every Dollar
This briefing note addresses selected highlights from the Ontario government’s 2018 fall economic statement.
2018 Ontario Budget Briefing Note
Optimus SBR’s Public Sector, Health Care and Not-For-Profit group regularly monitors policy developments at the federal, provincial and municipal level to inform its work and support clients in government, the broader public sector, and certain parts of the private and not-for-profit sectors. This Briefing Note highlights key elements of interest to our clients from yesterday’s Ontario Budget announcement.
You’re focused on results. But do you know the real keys to getting there?
5 Drivers of Organizational Effectiveness The goal of an effective organization is to maintain high performance and achieve desired results. It may sound straightforward but it’s not. Understanding what can enable the increased performance effectiveness of an organization is the key to achieving extraordinary results. Equally important is understanding what may be getting in the […]
Taking Action in Uncertain Times
Feeling like you are stuck between a rock and a hard place these days? You’re not alone. Many local distribution companies (LDCs) across Ontario are under pressure from shareholders to reduce costs and maximize revenues, and from customers to offer more services and reduced rates (aka the rock).
Three Reasons to “Like” Social Media
Eliciting input from stakeholders is a fundamental component of the strategic planning process and organizations have traditionally sought out this input through public meetings, surveys and one-on-one conversations with key individuals. While these methods continue to be successful, the role of social media in the strategic planning process is an option that few organizations have tapped.
Three Common Killers of Steering Committees
Steering committees work most of the time, but when they fail, the results can be disastrous; wasted money, conflicts of interest and missed deadlines are a few of the problems that can come up. Are you willing to take the risk?
Already in 2012, a great amount of material has been produced concerning Patient-Based Funding (PBF) and the Health Based Allocation Model (HBAM). Most of this however has been either basic information from the Ministry or opinion from a variety of stakeholders within the health care system.
Why Best-in-Class Organizations have a Sustainability Plan
Based on current trends, humanity will require twice as many resources than our planet can support by the mid-2030s. While waste is gathering on land, in the air, and water, there is considerable impact on the world’s ecosystems and resources. The problem isn’t as simple as consuming too much, rather the rate of consumption is systematically increasing each year.
Why the Move to a Chequeless Society Should be Embraced by All
Canada, like much of the world, has undergone dramatic change in its payment landscape over the past three decades. Perhaps the best illustration of this transformation is the displacement of cheques by electronic alternatives as the primary non-cash payment method.
Organizational Cultures and Individual Behaviour
Successfully joining, managing, buying, partnering or merging with an organization depends on a great many factors. Indeed, aligning the different forces and communities within any organization is a complicated task. We are often tempted to focus on the factors that have immediately measurable dollar values, but intangibles are often among the real causes of success and failure.
Is it normal to resist change?
Perhaps the simple answer for this question is … Yes! However, what may not be common is our response to the change process. Hopson and Adams (1976) postulated that an individual coping with change goes through a seven-phase process:
Improve your Business Risk Management by Accounting for Risk Cultures
More conservative businesses seek to manage risk, while more daring ones seek to actually leverage the risk and harness the opportunities that go along with it. The emergence of these different “cultures of risk” is psychological in nature, as different organizations perceive risks in different manners. And then, based on the perceived magnitude of the risk, together with the perceived ability to realize a reward, each organization has a different reaction.
Secrets to Successful Internal / External Consulting Partnerships
Many organizations use both internal and external consultants, as different requirements arise. Indeed, some use hybrid internal-external teams, with an eye to leveraging deep institutional knowledge and memory as well as external perspective, objectivity and expertise.
A New Alchemy: Non-Market Factors and your Strategic Plan
Market Factor Strategies are built on maximizing offense-oriented business line priorities. Conversely, Non-Market Factor Strategies focus on minimizing negative impacts and liabilities. As a result, responses to Non-Market factors (led by governance, compliance and risk management functions among others) are all too often treated as boxes to be routinely checked off.
The Trials and Triumphs of Working From Home
We’re sharing six key learnings we’ve uncovered in our first few weeks of transitioning to a virtual workforce.
COVID-19 – Staying Apart, but Still Working Together
We’re 100% virtual and continue to work with our clients to see them through these uncertain times.
Optimus SBR ranks on The Globe and Mail’s Brand-New Ranking of Canada’s Top Growing Companies
Report on Business and The Globe and Mail released the inaugural list of Canada’s Top Growing Companies and ranked Optimus SBR No. 168.
Optimus SBR Ranks on the Growth 500 for the Seventh Consecutive Year
Canadian Business and Maclean’s magazine released the list of Canada’s Fastest-Growing Companies and ranked Optimus SBR No. 273 on the Growth 500. This is the seventh year that Optimus SBR has ranked on the Growth 500.
Decision Time on Ontario Health Teams: The Changing Ontario Health Care Landscape – Part 2
The Ontario Ministry of Health has made some significant decisions on Ontario Health Teams. For many organizations now, it’s decision time.
Optimus SBR Named as 2019 Great Place to Work
We ranked 27 out of 50 in Canada for businesses between 100-999 employees.
The 6 Surprising Reasons Your Project is at Risk
Minimize risk and promote the advancement of your organization by making change management in your project environment a priority.