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
[email protected]
405-271-3932
Overview
• Overview of leader accountability system
• Share the “everyday” application of the LEM
• Share OUP leader “toolkit” used to instill accountability
and drive results
2
LaDonna Tyner –
Admin. Coordinator
Terry Rinck – Decision
Support Mgr
TBD – OUCP Admin.
Coordinator
3
Why LEM?
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
realized…
.
4
Why LEM?
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.
5
6
7
Building an
Culture
“We are what we repeatedly do.
Excellence, then, is not an act, but a habit.”
- Aristotle
8
9
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
10
Standards of Behavior
We Will EXCEL
PROFESSIONALISM CARING COMMUNICATION QUALITY INNOVATION
We approach our work in a professional
manner:









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
commitments.
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
be seen.
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
we serve:




I will always act with compassion, kindness,
empathy and patience.
I will be respectful and courteous to
everyone because they are important to our
organization.
I will make myself available to those in need.
I will respect cultural, religious and social
backgrounds.
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
my work.
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
behaviors.
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.
11
Clinic Manager Accountability “Tool Box”
Provide an overview of leader
accountability tools used to
substantially impact patient satisfaction
and other key performance indicators
12
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!)
13
Leader Report Cards
Manager Target = Update LEM monthly & bring to meeting with EDO.
LEM score targets are built into annual performance evaluation.
14
LEM – Summary of 3 Important Tools
15
90 Day Action Plans
Every leader should have a 90 day plan in place for goals not met.
16
17
Monthly Meeting Model
Review of Clinic Manager Monthly
Meeting Documentation
18
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:
Presentation
of Data
Presentation
of LEM
Action Plan
Discussion
of Obstacles
• Desired Outcomes:
• Increased leader accountability
• Improvement in patient satisfaction ranking
19
CPR Results
Impact on Patient Satisfaction Ranking
• Held 18 CPR meetings over past
12 months.
• 18 LEM Action plans have been
approved and implemented with
overall success.
• Meetings widely viewed as very
productive.
• Used as an example of leader
accountability across OU
Medicine.
Clinic
Before
After
Orthopedics
57%
84%
Specialty Clinic
48%
99%
OUCP Latino
42%
66%
OUCP GI
11%
99%
Neurology
10%
73%
20
21
22
Service
23
Service
24
OUP – Voluntary Turnover FT/PT
2011 GOAL = Maintain a Voluntary FT/PT Turnover Rate of 12.9% or less
25
OUP – Overall Patient Satisfaction
100
Target 75th %tile
90
80
70
60
50
40
30
20
44 48 41 71 72 70 68 75
Q4-FY09 Q1-FY10
Group
53 59 54 68 62 68 60 72
Q2-FY10 Q3-FY10 Q4-FY10 Q1-FY11
Adult
73 52 53 90 99 77 85 77
Q2-FY11 Q3-FY11
Children's
2011 GOAL = Improve Overall Patient Satisfaction Scores to the 75th Percentile
26
OUP – Clinic Visits
500,000
450,000
400,000
352K
372K
350,000
300,000
32%
32%
392K
31%
409K
32%
432K
33%
449K
32%
250,000
Child
200,000
Adult
150,000
100,000
68%
69%
68%
67%
68%
68%
FY 2006
FY 2007
FY 2008
FY 2009
FY 2010
FY 2011
(Annulized)
50,000
-
2011 GOAL = Grow Clinic Visits by 3%
27
OUP – Payments
9.4%
5.3%
1.8%
7.5%
8.8%
2011 GOAL = Increase Payments by 4%
28
OUP – Ease of Obtaining Test Results
100
Target 60th %tile
90
80
70
60
50
40
30
20
41 57 49 54 65 75 68 63
37 55 48 48 48 62 50 56
Q4-FY09
Q1-FY10
Q2-FY10
Q3-FY10
Q4-FY10
Q1-FY11
Group
Adult
47 46 42 54 74 95 98 99
Q2-FY11
Q3-FY11
Children's
2011 GOAL = Improve Ease of Obtaining Test Results to the 60th Percentile
29
30
What It’s All About…
31
Questions?
32