Metapraxis employs an organizational problem solving process called Co-development. Effective teams are critical to an organizations ability to identify and to put in place practical actions that will improve productivity through cost reductions, the elimination of duplication or the enhancement of customer service. Effective team building takes time and your organization does not have the time; change is demanded immediately. Further, the nature of teams has changed from co-located to virtual to cross organizational and little time is given for the development of the relationships that are core to effective teams. Co-development is a facilitated process that can be taught to mature or to emergent teams. The co-development process ensures the identification of practical solutions in the least amount of time. Learn more about Co-development click here
Facilitating the Co-development Group for the Heads of Family Medicine
Metapraxis with Heads of Family Medicine from five universities in Eastern Canada as an Action Learning Coach. An action learning coach works with a group, through a structured process called Co-development. We enabled the group members to reflect on how they listen, how they reframe the issue they are addressing, how they give each other feedback, how they are planning and working and what assumptions maybe shaping their beliefs and actions. The ultimate goal was collaboratively generated solutions to challenges in attracting new students to family medicine.
Creating a culture of co-development at Practitioner Staff Affairs
Co-development is a process of problem solving in collaboration with peers. The Co-development process ensures the identification of practical solutions in the least amount of time. Metapraxis worked with staff from the Office of Practitioner Staff Affairs (PSA). The objective of the work was to develop an understanding of the co-development process and how to apply the process to real time problems in PSA. The use of the co-development process increased the unit’s credibility with physician clients. It also built a culture of trust amongst PSA staff.
Development of a Forecasting Model for Physician Human Resources Requirements
The client for this project was the Ministry of Health and Long Term Care in Ontario and the Ontario Medical Association This project focused on the development of a needs based physician forecasting model that was able to quantify, measure and report on the current and future need for physicians, the supply of physicians, and the gap between the need and the supply of physicians. Critical inputs to the model were 1) physician productivity changes as a result of ICT, community care, funding, family health teams and collaborative care and 2) population health factors. Worked with over 100 expert panel health care participants to determine indicators and weightings for these critical inputs.
Regional Municipality of Peel
For a regional municipal government designed and led two key change initiatives including the integration of a new Water Billing System across the Region and the development of an action plan that would make the region’s Integrated Financial Planning System a viable and successful tool. A key result of this work was the commitment to the implementation of initiative by the end users.
Inco International: Optimizing the Clydach Supply Chain
Delivered a process improvement initiative for an international resource company; reviewed the supply chain work-flow, assessed the alignment of organizational processes and developed an action plan to reduce supply chain costs and increase efficiency.
PWGSC and Brookfield Le Page Johnson Controls: Building Strategic Partnerships
Metapraxis worked with 20 senior executives from the public and private sectors to develop a joint vision for a new alternative delivery partnership. The program included an action plan on how the private-public partnership would be implemented across Canada including performance measures.
Ontario Government : Leading from the Middle: Horizontal Management
The Secretariat of Cabinet for Ontario became focused on cutting through government silos. The work began by looking at how different ministries interacted and how to best streamline work functions. The topic of this initiative on business transformation focuses on how the different Inspections, Investigations and Enforcement divisions in various Ontario Provincial departments came together to work more effectively together. Worked with the ADM and 50 managers in the Ontario Ministry of Labour, Operations and Enforcement Division to develop a competencies schedule that would support managers in their participation in the transformation change initiative within the Ontario Government designed to implement a more client responsive and cost effective organizational change focused on the concept of Horizontal Management.