Gold Sponsor :
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Transcript of Gold Sponsor :
Gold Sponsor:
Silver Sponsors:
Aligning Lifelong Learning and Continuous Improvement with the Business Direction
at SSM Health Care
Dawn Runge, Ph.D.Corporate Vice President – Organizational Effectiveness
Russ Scalpone, Ph.D.Corporate Director – Organizational Effectiveness
October 2012
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SSM Health Care Mission
Through our exceptionalhealth care services,we reveal the healing presence of God.
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Mission Defined: Characteristics of Exceptional Health Care Services
Exceptional Patient CareClinical: Clinical Composite Indicators
Patient Satisfaction: Likelihood to Recommend
Safety: Patient Serious Event Rate
Exceptional CommitmentEmployee Engagement
Physician Overall Satisfaction
Exceptional Financial Performance/ GrowthFinancial: Operating Margin
Growth: Net Patient Revenue
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SSM Health Care System
• Based in St. Louis, Mo., with facilities located in four Midwest states including Missouri, Illinois, Wisconsin, Oklahoma
• Provides services in inpatient, outpatient, outpatient surgery and emergency department hospital settings, two nursing homes, and home care
• Traces its roots back to 1872, when Mother Mary Odilia Berger and four sisters migrated to the United States from Germany– The congregation, now known as the Franciscan Sisters of Mary,
sponsors SSM Health Care– 25,600 employees, 7,300 employed and affiliated physicians,
6,750 nurses and nearly 2,400 volunteers all working together to provide exceptional health care services
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More About SSM Health Care
• First health-care recipient of the Malcolm Baldrige Award• First large health system to go tobacco-free inside and out• SSM is implementing an electronic health record in all its
hospitals– Top 6 percent of hospitals to implement electronic
health records• Core Competencies:
– We know how to improve– We use values to guide decision-making– We take advantage of being a system
Leadership Concept
WH
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How are we going to improve?
Mission & Strategic Direction
HO
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WH
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SSM Health Care Corporate Organizational Effectiveness
Corporate Vice President – Organizational Effectiveness
Corporate Director – OE/CQI
• Curriculum Development and Instruction
• Education Strategy• Evaluation and Assessment• Design CQI Effectiveness
Measures• System CQI Projects• MBNQA Category Five• Co-Manage CQI Workgroup• Knowledge Sharing
Reports to Senior Vice President – Human Resources
Corporate Manager – OE
• Curriculum Development and Instruction
• Manage SMEs & Faculty• Physician Leadership
Development • CME Process for System• Member of Physician
Leadership Council• Manage Leadership
Pathways & OD Roundtable Team
Corp. EducationConsultant – OE
Corp. EducationSpecialist – OE
• Curriculum Development Create Online Courses
• Integrate Online Courses with LMS Function
• Maintain all Online Programs
• Member of LMS Team• Web 2.0 Teamwork• Quality Companion
Database
Corporate Director – CQI
• Curriculum Development and Instruction
• Manage SMEs & Faculty• Support CQI Effectiveness
Measures• Manage Corporate Office
CQI Projects• MBNQA Category Six• Co-Manage and Support
CQI Workgroup• CQI Website• Quality Companion • Database• CQI Knowledge Sharing
Corp. SystemsSpecialist – OE
Create Courses in LMSCreate & Maintain CatalogSystem Admin – Performance Development Track Training MetricsLive Meeting AdministratorMember of LMS TeamMember of Performance Development Teams
AdministrativeEducation Assistant
• Curriculum Development and Instruction
• Manage SMEs & Faculty
• Administer School at Work
• Manage Emerging Leaders
• Member of Performance Development Teams and Educator’s Roundtable
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Purpose of the Learning Function
Help SSMHC achieve its mission of exceptional healthcare services by developing leadership and serving as a
resource for leaders throughout the System.
“At SSM Health Care, we have a saying that was coined by our former President/CEO Sister Mary Jean Ryan: ‘No matter what your title, no matter what your job…you are an SSM Health Care leader.’ For us, leadership is the process of achieving the goals of the organization in a way that reflects our history, heritage, mission and values. Education and training is an integral part of SSM’s culture, and we continue to invest our resources into developing and retaining our employees because we want to further their intellectual, spiritual and emotional well-being at work and home.”
Bill Thompson, President/CEOMarch 2012
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4: Measurement, Analysis, and Knowledge Management
3: Customer Focus
6: ProcessManagement
2: Strategic Planning
5: WorkforceFocus
7: Results1: Leadership
Organizational Profile:Environment, Relationships, and Challenges
Baldrige Performance Excellence Model
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Workforce Management
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• Leadership Development
• Performance Development Process
• Succession Planning Programs
• Process Improvement Methodology
• Other
Areas of Organizational Effectiveness (OE)
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• Leadership Development
• Performance Development Process
• Succession Planning Programs
• Process Improvement Methodology
• Other
Areas of Organizational Effectiveness (OE)
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Core Curriculum at SSM University
• Built on our Leadership Competency Model and past accomplishments
• Designed for leaders who drive 85% of organizational change
• Uses internal resources in design and as faculty• Links courses to our Mission, Values, the
“Exceptionals,” Competency Model, and MBNQA• Updated continuously via a range of needs
analysis inputs
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Needs Diagnosis Process
Organizational Development & Curriculum Plan• 101 Leader Series• 201 Leader Series• Leader Development
Programs• Physician Leadership• Other
SSM University Policy Board
Organization Capabilities To Implement SSM
Strategies Special Needs Surveys &
Executive Fact-Finding
SSM Satisfaction Results & Drivers
SSM Health CareLeadership Competency Model
Universities Professional Organizations
LMS Performance Development
Results
SSM Functional
Groups
SSM Educator & OD Roundtables; CQI Workgroup
• Fontbonne University• ACHE• Health Care Advisory Board• Press Ganey• Healthstream• ASQ
• Nursing• Physicians• Human Resources • IHT• CQI• Other
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Level 2: Learning
Level 3: Behavior
Level 4: Results
SSM Training Effectiveness
• Feedback surveys for all coursesOverall SatisfactionRelevancy/
applicability to jobAccomplishment of
learning objectives• Semi-annual survey of
titled leaders• CQI needs
assessments• Special needs
assessments
• Testing (certain courses)
• Performance demonstration (some courses)
• Learning applications (most courses)
• Performance demonstrations (some courses)
• Documenting, tracking and sharing of learning applications All CQI coursesAll leader
development programs
• Conduct surveys to assess behavioral change associated with learning objectives
• Document and track learning goals within the Performance Development Process
• Assess changes in organizational performance metrics (e.g. financial, operational, patient, and employee measures, etc.)
• Special studies on Employee and Physician metrics
• Document improvements in organizational metrics linked to training application All CQI course
applications All leader development
programs
Level 1: Reactions
Mission & Values Based Leadership
Gives and Receives Feedback
Communicates Effectively Coaches & Mentors
Others Promotes Teamwork &
Achieves Results through Others
Addresses & Resolves Conflict
Develops Others & Builds Trust
Holds Self & Others Accountable for Physician and Employee Satisfaction
Participates with Clinical and Admin Leadership in Setting Direction & Goals
Demonstrates Critical Thinking Skills
Sets Priorities & Allocates Resources
Develops / Organizes / Implements Strategic Plans
Holds Self & Others Accountable for Achieving Strategic Initiatives
Champion for Clinical Quality, Patient Safety, Physician Professionalism, and Support of Code of Conduct
Leads and Manages Change and Ability to Influence Others Committed to Achieving Results Models AEPC Service Standards Demonstrates Integrity & Courage Develops Self through Personal Growth/Learning Maintains Optimistic (Can Do) Attitude Demonstrates Knowledge of SSM History, Traditions and
Catholic Social Teachings Demonstrates Flexibility with Industry Changes Holds Self and Others Accountable
Comprehends & Utilizes CQI Plus
Makes Decisions Based on Data
Achieves Results through Process Analysis & Modification
Holds Self & Others Accountable For
Exceptional Clinical Outcomes, Safety and Patient Satisfaction
Understands Health Care Finance Principles Appropriate to Role
Comprehends & Utilizes Budgets & Financial Reports
Assumes Risk & Responsibility for Financial Decisions
Holds Self & Others Accountable for Financial Results
Exceptional Process Improvement
ExceptionalPlanning
Exceptional Financial Stewardship
Engaging an Exceptional Workforce
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Growth of Leadership Development at SSM • Goal is to develop leaders at ALL levels, regardless of title• Tuition reimbursement is available for ALL employees after
6 months of employment
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Leadership Development
• SSM University– Goal is 1,600 courses in 2012 with 95% satisfaction rate with current series
(3rd gen) with ILT, on-line and mobile learning options– Continuing 2012 School at Work program in all regions – Collaboration with
STLCC for courses beyond graduation (pilot in STL)– Informal learning programs very successful with increase in hours
• “Inside Leadership Council” = 4 hrs• “Read to Lead” = 36 hrs• “Leaders for Lunch” = 24 hrs
– “Lifelong Learning” policy increase to 80 hrs in 2013 with more opportunities for hours
– Physician Leadership Development Program has four levels:• New Physician Orientation – Pilot Underway at St. Clare• New Physician Leader – Curriculum done July 2012• Ongoing Physician Development – September 2012• Advanced Physician Development – Planning in Progress
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• School at Work (SAW) – Nine-month program for entry level employees to attend courses during work hours to develop leadership & technical skills – Upon graduation, they move to degree-seeking status
• STLCC & SSM – Created program (pilot) to prepare SAW graduates for college entrance exams through enrollment
• Emerging Leaders – 10-month leadership development program tailored to the needs of staff and front line leaders to grow into future managers – 95% satisfaction rate with 90% promotion rate upon completion
• Leadership Pathways – Rigorous, two year development program designed for the top 25 directors to become future executives – 98% satisfaction rate with 92% promotion rate upon completion
• Executive Integration – Created for new executives to ensure a consistent understanding of our history, mission, values and philosophy of SSM Health Care; and are clear on executive expectations, key operational processes and performance metrics
Areas of Organizational Effectiveness (OE)
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• Leadership Development
• Performance Development Process
• Succession Planning Programs
• Process Improvement Methodology
• Other
Areas of Organizational Effectiveness (OE)
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What is the Performance Development Process?
360 DEGREE FEEDBACKGOAL SETTING
• Departmental to Support Mission
• Individual to Develop Leader
ANNUAL PERFORMANCE REVIEW
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Translating Mission into Strategy and Action
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Mission Statement
Network Goals
Entity Goals
Department Goals
PerformanceDevelopment
Process (Goals, 360And Evaluations)
Strategic/Operational Plans
Department Plans, Posters & Graphs
Passports
Alignment of Performance Development Process with Strategic/Operational Plans
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Connecting Our Work
What “I” will do to support the department’s
improvement goals
What “we” will do as a department to improve
performance
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Areas of Organizational Effectiveness (OE)
• Leadership Development
• Performance Development Process
• Succession Planning Programs
• Process Improvement Methodology
• Other
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Succession Planning Programs• Emerging Leaders
– In third year, with approximately 150 participants each cycle– Approximately two additional training programs per year for alumni
• Leadership Pathways – In fourth year, with approximately 25 participants at one time– Alumni enter the ACEs Program
• Advancement of Careers & Education (ACEs)– Began March 2011 – Will continue to grow due to incoming LP
graduates – Program changes include two courses per year – Success is dependent upon the individual
• Executive Integration – Program for new executives to better understand expectations of
their role, SSM history, governance, key operational & strategic processes, etc.
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Purpose of Emerging Leaders & Leadership Pathways
• Improve overall quality of high potential leaders • Provide overview of talent in the organization
– Repository of information regarding employee ability and performance coupled with career interests
• Provide recruiting information when key positions are open• Identifies key developmental areas• Provides opportunity for long term development of high potential
individuals:– Training – Coaching– Developmental assignments– Networking and visibility
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• Leadership Development
• Performance Development Process
• Succession Planning Programs
• Process Improvement Methodology
• Other
Areas of Organizational Effectiveness (OE)
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Continuous Process Improvement (CQIplus)• SSM utilizes the CQIplus model for designing, innovating and
improving work processes to meet key customer/patient requirements and achieve better performance, reduce variability, and improve outcomes.
• This model is based on SSM’s five quality principles:– Patients and other customers are our first priority– Quality is achieved through people– All work is part of a process– Decisions should be based on facts– Quality requires continuous improvement
Areas of Organizational Effectiveness (OE)
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We Use CQIplus to Improve
The Science of Becoming Exceptional
Applied CQIplus Education
Title
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Team
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epar
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Exec
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Indi
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ontr
ibut
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Phys
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CQIplus Overview & Simulation
Applying Lean Principles for Process Improvement Process
Management (Module 5)
Operational Team Leader Training (OTL)
Project Team Leader Training (PTL)
Advanced Project Team Leader Training (APTL)
CQIplus for Executives
CQIplus for Physicians
• Creativity & Innovation• Leading and Managing Change
• Key Process Metrics• Measuring Health Care Quality Through Statistical Process Control
32Additional CQI Related Training – All Staff
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Workforce-Level Integration
Training in CQIplus Tools & Methods
Improvement Goals included
in Passport
Participates in CQI Teams
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Entity/Region Level Integration
CQI Director Input into
Strategic & Operational
Plans
PTL Projects in Every
DepartmentCQI Projects Support
Strategic & Operational
PlansCQI Metrics
Monitored by AC
Entity Teams Participate in Regional &
System Level Sharing Events
All AC members Champion
CQI Projects
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System-Level Integration
CQI Project Tracking &
Metrics
Educational Curricula:
• Staff• OTL• PTL/ATL
Training Policy
Organizational Learning/Performance
Improvement Interventions
• Entity-Level • Unit/dept.-level
Community Building & Knowledge Transfer
• CQI Directors• CQI Practitioners/PTLs
Train-The Trainer,
Curriculum Administration, & Evaluation
CQI Mentoring & Coaching
Science in a Toolbox
Team Facilitation Tools Lean Tools Six-Sigma Tools Change Management Tools
CQIplus is a set of tools, techniques and training to improve processes. Depending on the problem or opportunity identified, teams use the appropriate mix of tools to achieve the project objectives. This “Mix” is the Methodology.
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Why Focus on Variation?
Our patients and other customers don’t feel the average they feel the variation !
SPR AverageEAD
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How Do We Know We Are Effective?
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Performance Management: Linkage of PIR to Other Performance Reports
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Performance Management: How Our Data Links With Our Planning Process
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More Than Just Data…
• Why do we collect the information we do?• What do we do with it?• How do we use it to set goals? • How do we share it? • How do we ensure that it is accurate and timely?
Data Information Knowledge Wisdom
Analysis Communication Application
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• Leadership Development
• Performance Development Process
• Succession Planning Programs
• Process Improvement Methodology
• Other
Areas of Organizational Effectiveness (OE)
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Other
• ICD-10 training under way• Created ‘LMS Road Show’ to educate new and current
users on system functionality• Installation of Badge Card Readers for easy course
registration & influenza vaccination processing• Working with IHT on single sign-on for all physicians into
LMS• Training effectiveness measures noted as strength on
MQA & MBNQA Feedback Reports – Continue to refine the way in which we measure &
deliver training so as to assess the business effects of the training
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Questions?