Leading Alignment in a Complex Organization

Benedictine Health System Dale Thompson, Chief Executive Officer Dennis Acrea, Senior Vice President

What do the following three things have in common?

The Special Relationship Between Cat 1: Leadership and Cat 2: Strategic Planning and Cat 3: Customer Focus

• • • • BHS is Geographically Dispersed Forces are changing the face of LTC BHS must change to addressed these Forces Benedictine Framework for Performance Excellence

Benedictine Health System - Today

• BHS has 40 Senior Care Facilities Across 7 States • • • BHS Serves 6000 Older Adults 400 Leaders 5000 Staff Alignment is the Key

Forces Affecting Senior Care

• • • • Increasing number of older adults Government Funding Smaller Settings Delivering Services in the Home

BHS and the 7 Baldrige Healthcare Criteria

2004 – Minnesota Council for Quality ▪ ▪ ▪ 2005 – Commitment Level 2007 – Advancement Level 2009 – Achievement Level

30 20 10 0 100 90 80 70 60 50 40

BHS’ Journey towards High Performance Baldrige - Category Results by Percentage of Points 2005-2011?

MN Council Percentage 2005 MN Council Percentage 2009 MN Council Percentage 2007 Next Level Leadership Strategic Planning Focus on Patients, Other Customers and Markets Measurement, Analysis, & Know ledge Management Workforce Focus Process Management Organizational Performance and Results

Mission Statement

• The Benedictine Health System is a Catholic organization entrusted with advancing the health care ministry of the Benedictine Sisters of Duluth, Minnesota.

Our mission is to witness to God’s love by providing compassionate quality care with special concern for the underserved and those in need.

Benedictine Framework for Performance Excellence Organizational Results

Dashboard Lagging Indicators

7 2 Strategic Planning

Strategic Planning & Deployment Focus and Execute Project Management

Process Management

P-D-C-A Care Processes Support Processes Business Processes

6 1 Values-Centered Leadership

Hospitality •Stewardship Respect•Justice .

Staff Focus 5

Service Standards Mission and Values Survey Performance Management System

3 Customer and Market Focus

Voice of the Customer Satisfaction Surveys Compliant Management

4 Measurement and Analysis

Dashboard Aligned Review

Baldrige Cat 1: Leadership

•

Senior Leadership

•

Governance

Core Values

• • • • Hospitality Stewardship Respect Justice

100 90 80 70 60 50 40 30 2002

Mission and Values Survey Response Percentage

BHS Nat'l Healthcare Average 2004 2007 Best practice Recognition 2009

4.65

4.6

4.55

4.5

4.25

4.2

4.15

4.1

4.45

4.4

4.35

4.3

2002

Mission and Values Survey - "I understand our Mission and Core Values"

BHS Nat'l Average 2004 2007 2009

Corporate Staff Demonstrate the Core Values

70% 60% 50% 40% 30% 20% 10% 0% Always Frequently Seldom Never

Vision

Creating Benedictine Living Communities where health, independence and choice come to life.

Strategic Direction & Imperatives

• Strengthen the Core & Grow the Ministry ▪ 7 Imperatives

Processes to capture the VOC

• BHS Voice of the Customer report available on ESource for review by all facilities • 8-10 Listening Posts for hearing internal customers • Developing methods to systematically understand the needs of potential customers and future customers • Creating new methods to engage customers

Strategic Planning – Common Language

• • • • Strategic Challenges Strategic Objectives Goals Focus Areas ▪ ▪ ▪ ▪ ▪ Care Service People Finance Growth

CASCADING OBJECTIVES BHS Strategic Objective BHS Facility Strategic Objective Department Strategic Objective Facility Focus Department Focus Employee Goal Employee Focus

BHS Strategy Development and Deployment Model

BHS Strategy Development and Deployment Model Focus Align Execute Review

Where are we now?

Internal and External Analysis

Where do we need to go?

Vision, Strategic Advantages, Challenges and Objectives

How will we get there?

How are we doing?

Determine action plans, resources, accountability and Metrics Quarterly review of progress and Performance SWOT

Who > When > Governance / Leadership Annually

Goals

Governance / Leadership Annually

Action Plans Results

Leadership and Staff Annually Leadership and Staff Quarterly

Strategic Objective People Strengths Care Service Finance Growth SWOT Analysis Weaknesses Opportunities Threats

Strategic Objectives

• • Vital Few Deployed Across the System Each Facility has a Local Market

Strategy Deployment

• • “Focus and Execute” a web-based application ▪ ▪ ▪ Tracks Progress of Action Plans Team Open access Remote management - Webinar • Continuously reviewed at All Levels

BHS Dashboard

What Do They Have in Common? Alignment!