June 2011 LA- LEM Accountability
Transcript June 2011 LA- LEM Accountability
Using the LEM to Drive Results at OU Physicians
Holly Adams, FACHE, FACMPE
Executive Director of Operations
OU Physicians & OU Children's Physicians Clinical Services
• Overview of leader accountability system
• Share the “everyday” application of the LEM
• Share OUP leader “toolkit” used to instill accountability
and drive results
LaDonna Tyner –
Terry Rinck – Decision
TBD – OUCP Admin.
We believe accountability in leadership is the cornerstone
of achievement. To achieve our OU Medicine goal —
positioning OU Medicine as the premier health care
provider in our region — the advances, achievements and
accomplishments of the organization must be evidencebased and measureable.
Success that isn’t measurable is questionable. If it can’t be
measured, it can’t be managed. Accountability calls for a
level of commitment — ownership of responsibility — and
is an essential component for organizational goals to be
Each goal we set our sights on, whether achieved,
surpassed or even unmet can become a snapshot from
which we interpret what works and what we can do better.
LEM tools not only capture the snapshots, but they’ll also
help us think more strategically in the goal-setting process
and guide us in the best ways to achieve them.
“We are what we repeatedly do.
Excellence, then, is not an act, but a habit.”
What is Leader Accountability at OUP?
Accountability is about setting the expectation,
clearly communicating it, and then holding
yourself and everyone within your sphere of
influence responsible for consistently meeting
the established expectations
Standards of Behavior
We Will EXCEL
PROFESSIONALISM CARING COMMUNICATION QUALITY INNOVATION
We approach our work in a professional
I will model integrity by being honest and
trustworthy in my work.
I will promote accountability by being
responsible for my own actions.
I will discuss confidential and personal
information in a private area.
I will work together with my colleagues to
achieve our common goals.
I will demonstrate respect by treating others
as I would expect to be treated.
I will treat our facilities and equipment as I
would treat my own.
I will be on time for work, meetings and other
I will abide by the organization’s dress code.
I will accept constructive feedback.
We believe effective communication is
fundamental to everything we do:
I will introduce myself to patients, families,
visitors and colleagues.
I will explain the expected duration of
procedures, visits and delays to patients.
I will share appropriate information with
people in a timely manner.
I will communicate effectively by speaking
clearly and actively listening while learning
and sharing information.
I will wear my ID badge where it can easily
I will communicate effectively through all
levels of our organization.
I will communicate with sincerity, honesty
and cultural understanding.
We are sensitive to the needs of those
I will always act with compassion, kindness,
empathy and patience.
I will be respectful and courteous to
everyone because they are important to our
I will make myself available to those in need.
I will respect cultural, religious and social
We are committed to quality service:
I will be committed to understanding and
applying best practices.
I will continually review my performance and
strive to improve myself and the outcome of
I will be committed to everyone’s safety.
I will pursue my duties to completion.
I will strive to be helpful in every situation.
I will demonstrate and encourage positive
We always look for better ways to take
care of our patients:
I will take pride and ownership in innovation
within OU Medicine by committing to new
technology and research.
I will be committed to developing new
knowledge and sharing it with others.
I will promote innovation that will benefit
those we serve.
I will actively support, mentor and coach to
foster a constructive learning environment.
I will pursue opportunities to learn and grow.
Clinic Manager Accountability “Tool Box”
Provide an overview of leader
accountability tools used to
substantially impact patient satisfaction
and other key performance indicators
Leader Accountability “Tool Box”
LEM & Leader Report Cards
Monthly Meeting Model (MMM)
Leader Rounding on Patients & Staff
Employee Incentive Program – EXCEL Scorecards
Clinic Performance Review (CPR) Meetings
Reward & Recognition (yes, it’s a tool – use it!)
Leader Report Cards
Manager Target = Update LEM monthly & bring to meeting with EDO.
LEM score targets are built into annual performance evaluation.
LEM – Summary of 3 Important Tools
90 Day Action Plans
Every leader should have a 90 day plan in place for goals not met.
Monthly Meeting Model
Review of Clinic Manager Monthly
Clinic Performance Review (CPR) Meetings
• Focus is on leader accountability for clinics with patient
satisfaction rankings below target for 3 consecutive quarters.
• Clinic Manager & Medical Director present the LEM Action Plan to
EDO, CEO, CMO, & Department Chair.
• Meeting Agenda:
• Desired Outcomes:
• Increased leader accountability
• Improvement in patient satisfaction ranking
Impact on Patient Satisfaction Ranking
• Held 18 CPR meetings over past
• 18 LEM Action plans have been
approved and implemented with
• Meetings widely viewed as very
• Used as an example of leader
accountability across OU
OUP – Voluntary Turnover FT/PT
2011 GOAL = Maintain a Voluntary FT/PT Turnover Rate of 12.9% or less
OUP – Overall Patient Satisfaction
Target 75th %tile
44 48 41 71 72 70 68 75
53 59 54 68 62 68 60 72
Q2-FY10 Q3-FY10 Q4-FY10 Q1-FY11
73 52 53 90 99 77 85 77
2011 GOAL = Improve Overall Patient Satisfaction Scores to the 75th Percentile
OUP – Clinic Visits
2011 GOAL = Grow Clinic Visits by 3%
OUP – Payments
2011 GOAL = Increase Payments by 4%
OUP – Ease of Obtaining Test Results
Target 60th %tile
41 57 49 54 65 75 68 63
37 55 48 48 48 62 50 56
47 46 42 54 74 95 98 99
2011 GOAL = Improve Ease of Obtaining Test Results to the 60th Percentile
What It’s All About…