LEADERSHIP:

Our Strategic Advantage

David S. Fox

President

“Welcome All to This Place of Healing”

About Good Samaritan Hospital

Part of Advocate Health Care

333 bed hospital – Downers Grove, IL

2,700 associates, 950 affiliated physicians,

500 volunteers

Community hospital with highest level

trauma and perinatal care

Annually: 46,000 ED visits; 156,000

outpatients; 19,500 admissions; 1,800 births

Physician satisfaction was mixed

Quality that was generally perceived as good

Nursing Care seen as „uneven‟

Patient satisfaction that was at best mediocre

Quality medical staff of mostly „splitting‟ physicians

Technology and Facilities that were increasingly

perceived as slipping behind

Associate satisfaction that was pretty good, but

not exceptional

A PHO that was struggling financially

Good Samaritan – True To Its Name – A “GOOD” Hospital (2004)

In a Highly Competitive

Market

Westchester

La Grange

Aurora

Warrenville

Naperville

Romeoville

Plainfield

Lockport

Carol Stream

Glendale Heights Addison

Bloomingdale

Westmont

Lombard

Downers GroveHinsdale

Bolingbrook

Naperville

Naperville

Wheaton

Glen Ellyn

Willowbrook

Elmhurst

Lisle

WoodridgeDarien

Naperville

Bolingbrook

Lemont

Villa Park

Oak BrookGood Samaritan Hospital

PSA 1 (50% of admissions)

PSA 2 (25% of admissions)

SSA

Rationales for Organizational Transformation

Mission Rationale

To make good on our promise to be „a place of healing‟

Operational Rationale

To create a framework for inspiring and integrating our efforts to build loyal relationships and provide great care

Strategic Rationale

To differentiate ourselves and ensure future success by becoming the best place for physicians to practice, associates to work and patients to receive care

Our Transformation from Good to GreatG2G

Peter Drucker on the Challenge of Healthcare

“Even small institutions are complex,

barely manageable places…large

healthcare institutions may be the

most complex organizations in

human history.”

Our Need for a Coherent & Aligned Vision

.

Associate Engagement

Patient Satisfaction

Physician Engagement Growth

Funding Our

Future

Health Outcomes

A BALANCED COMMITMENT TO EXCELLENCE

A Plan to Shape Our FutureLaunched Moving From Good to Great (G2G)

Key Steps in Transformation

1. Establish an inspiring vision

Establishing An Inspiring Vision

To provide an exceptional

patient experience marked by

superior health outcomes,

service and value

Creating A Strategic Intention To Be The Best

To be the best place

for physicians to practice,

associates to work

and patients to receive care

Key Steps in Transformation

1. Establish an inspiring vision

2. Enroll leaders in the vision

Enroll Leaders In The Vision

“Changing behavior is less a matter of giving

people analysis to influence their thoughts

than helping them to see a truth to influence

their feelings…

The heart of change is the emotions. The

flow of see-feel-change is more powerful

than that of analysis-think-change.”The Heart of Change by John Kotter

Key Steps in Transformation

1. Establish an inspiring vision

2. Enroll leaders in the vision

3. Create alignment, ownership and

transparency to support the vision

The President Must Go First

“You must be the change you want to see in the

world.” (Gandhi)

Transforming an organization cannot be

delegated

Priority is measured by the appointment schedule

Creating a new future takes energy, focus and

resources, so Leadership needs to:

– Create a sense of urgency

– Explain the WHY, and over-communicate by

a factor of 10

Leaders Go First

Creating Alignment,

Ownership &

Transparency

Organization Goals

Cascade to Managers

By 2006, The G2G Transformation Had Achieved Breakthrough Results

7

19

7 7

19

1217

24

31

20

11

55

29

37

48

67 65

9187

78

8683

9791

98 9699

0

20

40

60

80

100

120

Outpatient Satisfaction

5.48

3.29

00

1

2

3

4

5

6

2004 2005 2006

ICU Ventilator-Associated Pneumonia

Per 1,000 Ventilator Days

2.70 2.62

0.85

0

1

2

3

2004 2005 2006

ICU Central Blood Stream InfectionsPer 1,000 Device Days

0.73

0.65 0.63

0.30

0.40

0.50

0.60

0.70

0.80

2004 2005 2006

Mortality Index (Actual/Expected)

2006: At a Crossroad…

G2G journey led to:

– Superior Outcomes

– Cultural Transformation

– Operational Excellence

– Leading-edge innovations

in healthcare

With Vision & Values as our moral compass, we asked …

InnovatorMVP

Ensure Good Samaritan‟s long-term

sustainability?

Create a legacy for the future?

Hardwire best practices?

Achieve repeatable excellence?

How will we…

Embracing The Baldrige Approach

Becoming a process-

driven organization

(G2G 2.0)

Key Steps in Transformation

1. Establish an inspiring vision

2. Enroll leaders in the vision

3. Create alignment, ownership and

transparency to support the vision

4. Establish a systematic leadership

process

Establishing a More Systematic Leadership Process

1

Understand

Stakeholder Requirements

Accountability

for Results

Organize,

Plan & Align

Perform to

PlanDevelop, Reward

& Recognize

Learn, Improve

& Innovate

Set Direction

Establish Goals

PatientCommunity

Suppliers

Partners

Physicians

Volunteers

Associates

Families

Mission

Values

Philosophy

Integrity

Passion

Caring

Key Steps in Transformation

1. Establish an inspiring vision

2. Enroll leaders in the vision

3. Create alignment, ownership and

transparency to support the vision

4. Establish a systematic leadership process

5. Build loyal relationships with

customers and stakeholders

Identifying Our Core Competency of‘Building Loyal Relationships’

with

Patients & FamiliesPhysiciansAssociatesVolunteers

Am

bu

lato

ry S

urg

ery 92nd

92nd

Emergency Department

Outpatient

90th

97th

97th

Building Loyal Relationships (percentile)

99th

Convenient Care

Loyal Relationships Create Breakthrough Accomplishment(partial list of awards)

Delta Group ranks GSAM #1 in Illinois and #4 in

the USA for Overall Hospital Care 2010

Top 50 Hospital for Cardiovascular Care by

Thomson Reuters 2011

Top 100 Hospital for Overall Excellence by

Thomson Reuters 2008

100 percentile for Patient Safety by Thompson

Reuters 2010

Evidence Of Loyalty and PartnershipGSAM Inpatient Market Share

20.0%20.5%

21.4%

23.1%23.4%

0%

5%

10%

15%

20%

25%

GSAM Hosp A Hosp B Hosp C Hosp D

Per

cen

t

2006 2007 2008 2009 Q3 2010

Source: CompData

25.6%

Decrease

7.4%

Decrease

6.9%Decrease

17.0%

Increase

8.4%Decrease

Jack

Even with the strategic

success of G2G, we

never forget the real

purpose of our work….

May your holiday be decorated with the most precious of gifts &

your New Year rich with love.

Happy Holidays from Joe, Nicole & Jack

B lessed.

Thank you from Good Samaritan’s

2,700 Associates 950 Physicians 500 Volunteers