Transcript Slide 1

Our Journey to Improved Service
Excellence and Outcomes
Michael Pulido
Chief Human Resources Officer
Overview
•
•
•
•
Why we do what we do
Our Journey to Quality - Baldrige
Voice Of Customers (VOC)
Connection to Purpose
 Workforce Engagement
 Customer Engagement
Why We Do
what we do
Heartland Health, St. Joseph, Mo.
Heartland is a fully
integrated health-care
delivery system, located in
the heart of America and
comprised of four entities:
•
•
•
•
Heartland Regional Medical Center
Heartland Clinic
Heartland Foundation
Community Health Improvement Solutions
Heartland Health, St. Joseph, Mo.
To make Heartland Health and our
service area the best and safest place
in America to receive health care and
live a healthy and productive life.
Heartland Health’s vision
Obesity
• 65 percent overweight or
obese
• School district reports an
alarming increase in
obesity
• Direct connection between
poverty and obesity
Diabetes
• Nine percent of
people in St. Joseph
live with diabetes
• In the under $15,000
bracket, rate soars
to nearly 21 percent
Smoking
1 out of 4 people in St. Joseph smoke …
Under $15,000 income bracket,
the smoking rate doubles!
Our community needs
more than a hospital
Social Responsibility
Included in Strategic Planning Process
• Community health needs assessment
• Listen to the voice of the customer
because we care
Our Solution – Heartland’s Health Pyramid
The Foundation of our Health Pyramid
EmPower Plant
89 percent of students
say they can make
a difference
The emPower Plant program provides a hands–on
experience for students on the brink of adulthood
Innovative Solutions
Youth Health Partnership
• Increase childhood immunizations and
well–child exams
• Reduce teen pregnancy
• Improve oral health care
The Health
Express
The Middle of our Health Pyramid
Innovative Programs
• Pound Plunge —
12–week, team
approach, weight
loss challenge
• National model
for community
health
improvement
events
Innovative Partnerships and Solutions
Community Health Improvement Solutions’
Wellness Connections program creates health
and wellness plans for individual businesses
The Tip of our Health Pyramid
Quality Care
Innovation —
putting the needs
of the patient first
Why Baldrige
The First Step
• Why we started the journey
• How we took the second step
Early Approach
•
•
•
•
CEO support
Few key leaders spearheaded efforts
Small group assisted
Criteria applied gradually
Early Learnings
•
•
•
•
Lack of structure
Lagging results
Growth focus
Leadership change
Engaging Others
• Excellence in Missouri
Foundation
• Missouri Quality Award
(MQA)
• Consultation services
• First integrated system
application in 1999
• Team application in 2000
The First Wins
• Turning point
• Missouri Quality Award recipient as an
integrated health system in 2000
• HealthGrades Distinguished Hospital Award
for Clinical Excellence 2003-2006
• HealthGrades Distinguished Hospital Award
for Patient Safety 2006-2009
• Solucient 100 Top Hospitals Cardiovascular
2000, 2004
Later Lessons Learned
• Needed to enhance knowledge of the criteria
• Trained eight employees as examiners
• Learned to use feedback report to address
opportunities for improvement
• Success with performance improvement/
six sigma
Staying the Course
• Applied for Malcolm Baldrige National Quality
Award in 2003
• Second Missouri Quality Award in 2005
• Small core team approach
• 2007 — used the year to address feedback
report
A Fork in the Road
•
•
•
•
Changed consultants in 2008
Shifted to more of a team approach
Category leads and teams formed
Focus on integration and learning
Voice of our Customers
Leadership System
Heartland Health
Organizational
Architecture
Core
Competencies
VISION (Cat. 1)
MISSION (Cat.1)
Voice of the Customer
(VOC)
Customers/Stakeholders
(Cat 3)
STRATEGY (Cat. 2)
Strategies & Improvements (Cat. 2)
· Leadership
· Strategic Planning
· Patient/Customer/
Market Focus
· Information &
Analysis
· Human Resources
· Process
Management
Process Model
HC
HRMC
Service Service
·Manage Workforce
Lines
Lines
·Provide Exceptional
Customer Service
·Enhance Growth
·Deliver Services
Process
·Deliver Administrative
Services
·Manage Financial
Performance
(Cat. 6)
HC – Heartland Clinic
HRMC – Heartland Regional Medical Center
CHIS – Community Health Improvement
Solutions, formerly Community Health Plan (CHP)
HF – Heartland Foundation
CHIS
Product
Lines
Performance Scorecards
Management Model
Strategic Business Assessment (Cat. 2)
HF
Services
Scorecards
Balanced Scorecard
September 2009
Performance
Measurement
System
(Cat. 4)
Performance
Results
Manage &
Improve
(Cat. 1 , Cat. 7)
Health Pyramid
Hospital and Clinic
Inpatients
Outpatients
ER
Clinics
Community Health
Improvement Solutions
Members
Community
Heartland Foundation
Community
Region
Strategic Planning Process
1
• Quality • Financial
• Market • Satisfaction
8
2
Review
• SWOT
• Prioritization
Leadership, CEO
Leadership, CEO
Jul.
Aug.
Deployment
• Communication
• LEM Process
• Validation
Employees and
Medical Staff
May
Budget
• Capital
• Operating
• Human Resources
SL, Physicians
Mar.
7
SBA
Reviews
Monthly
Quarterly
Annually
6
Initiatives
SL, Physicians
Feb.
Strategic Planning
Retreats
• Vision/Mission/Values
• Strategies
• SWOT Exercise
• Strategic Challenges
• Prioritization
BOD, Physicians,
Leadership, Partners
Oct.
Long-Term
4
Strategic Plan
• Plan Validation
• BOD Approval
SL, Physicians
Dec.
3
Goal Setting
• Seek Proposals
• Prioritization
SL, Physicians
Jan.
5
Customer Relationship Model (CRM)
Evaluation and
Improvement (5)
SPP Step 1 (2.1-1)
Review customer inputs
and analyze processes to
refine feedback
mechanisms, customer
relationship strategies,
and action plans
(annual/ongoing).
Voice of the Customer (2)
Listening, Inputs and Methods
(3.2-2)
Analysis and Decision
Making (3)
SPP Steps 2-6 (2.1-1)
Customer Groups
Patients (1)
Members
Community - Region
Deployment of Strategy and
Actions Plans (4)
SPP Step 8 (2.1-1) (6.1-2)
Deploy improvement priorities
through the BSC and LEM 90
3.1-1, Customer Relationship
day action plans .
Management Model
Conduct reviews to
determine customer
requirements and assess if
services, processes, and
improvements are meeting
customer needs.
Translate results of
analysis into priorities fo r
improvement.
Customer Groups CRM #1
If it’s important to them,
it’s important to us.
Voice of the Customer CRM #2
Obtain
Services
Seek
Information
• Heartland
Clinic
• Service
Locations –
Inpatient,
Outpatient,
Emergency
Department,
Urgent Care
• Direct contact
with staff,
physicians and
guest services
patient
representative
• Patient
orientation
and guide to
services
Make
Complaints/
Comments
• Patient
Advocate
• In–person
caregiver
interaction
• Complaint
management
Analysis and Decision Making CMR #3
• Collect,
review and
assess voice
of the
customer
data and
inputs
• Performance
improvement
Listening to their concerns
Deployment Strategy and Plans CRM #4
• 90-Day action plans, Balanced Scorecard
(BSC) and goals
• Requirements shared with the caregivers,
medical staff, board
Evaluation and Improvement CRM #5
• Opportunities for improvement
• Cycles of improvement
Connection to Purpose Workforce Engagement
Heartland’s Workforce
More than …
• 3,300 caregivers
• 120 employed physicians
• 500 adult and student volunteers
Our Aspiration …
Creating an engaging workplace culture
for our patients to receive care, for our
caregivers to work, for our physicians to
practice and for our community members
to volunteer.
Our Caregivers
Employees
Volunteers
Physicians
Everyone is a caregiver at Heartland
Heartland’s People Plan: Workforce Alignment
·
·
·
·
ENGAGEMENT OF:
Leadership
Caregivers
Physicians
Volunteers
·
·
·
·
INTEGRATION OF:
HRMC
HC
CHIS
HF
·
·
·
·
·
·
·
ROLE CAPABILITIES
Skills
Competencies
Education
Certifications
Licensures
Essential Requirements
Physical capacity
·
·
·
·
·
BEHAVIOR STANDARDS
Respect Counts HEART
Hear
Excellence
Appearance
Responsibility
Teamwork
PEOPLE PLAN
Aligned to 5 Strategic Priorities
SELECTION
·
Attract workforce members with the “right”
combination of capabilities and behaviors
·
·
Orientation and preceptor practices reinforce
capability and behavior expectations
New workforce members feel engaged and proud
·
·
·
Align individual-unit/dept.-organization goals
Review results regularly and mitigate issues
Track engagement/satisfaction and mitigate issues
·
·
·
·
·
Reduce capability and behavior gaps
Ready workforce for innovation and change
Build skills for future needs
Recognize, retain and grow best performers
Provide stretch assignments
·
·
·
Reward individual and organization successes
Incentivize and reward high performance
Leadership and other role succession planning
ONBOARDING
MEASUREMENT
DEVELOPMENT AND LEARNING
RECOGNITION AND REWARDS
Workforce Strategies Alignment
PEOPLE PLAN
Aligned to 5 Strategic Priorities
SELECTION
ONBOARDING
Hire the “right” people: a
servant’s heart combined
with the skills and
competencies to achieve our
strategic priorities.
Engagement begins day
one. New caregivers are
supported by their leader,
colleagues, human
resources, education and
others
Workforce Strategies Alignment
PEOPLE PLAN
Aligned to 5 Strategic Priorities
SELECTION
ONBOARDING
MEASUREMENT
Workforce Strategies Alignment
PEOPLE PLAN
Development and Learning
Aligned to 5 Strategic Priorities
SELECTION
ONBOARDING
• Aligned to Strategic
Planning Process
• Leadership effectiveness a
clear differentiator
MEASUREMENT
• Formal Education/
Fellowship/LDI/SDI
DEVELOPMENT AND
LEARNING
• Focused on our high
performers
Behaviors: “HOW You Do It”
HEART behaviors lay a foundation for our culture:
H – Hear: Voice of the Customer
E – Excellence: Life long learning
A – Appearance: Creating a positive impression
R – Responsibility: Adhering to standards
T – Teamwork: Collaborating with others
Workforce Strategies Alignment
Many ways to reward and
recognize:
• Competitive
benefits/compensation
• Sharing Success
• Wellness programs (walking
the talk)
• Touchstone
All designed to reinforce
Heartland’s strategic priorities
and align to Organizational
Core Competencies
PEOPLE PLAN
Aligned to 5 Strategic Priorities
SELECTION
ONBOARDING
MEASUREMENT
DEVELOPMENT AND
LEARNING
RECOGNITION AND
REWARDS
• This Week At
Heartland
• Team Huddles
• CEO lunches
• Unit caregiver
meetings
• Results review
Engagement
Communication Methods to Engage Caregivers
• Cross-Functional PI
Teams
• Educational sessions
• Leadership meetings
• Caregiver/volunteer
rounding
• Patient rounding
Physician Engagement
•
•
•
•
A key priority
Selection of Physician CEO
Leadership Structure: Dyads
Quality Management Committee –
leading quality, PI and capital expenditures
• Heartland Clinic Board of Governors &
Operational Council
• Physician Leadership Development
Volunteer Engagement
• A critical extension of our workforce
• HEART expectations aligned
• Assignments based upon organizational “Fit”
and interests
• Involvement in operational
value activities
• Patient visitors
• Guest Services
• Discharge Transport
These Linkages translate into these Results:
Caregiver Satisfaction Results
90
83
80
70
Percentile
70
60
58
50
HH
40
30
20
10
0
2008
2009
2010
Caregiver Engagement
Connection to Purpose –
Customer Engagement
Customer Engagement
• Patient
• Member
• Community
• Region
Listening
• Rounding
• Satisfaction
surveys
• Community
perception
survey
• Focus groups
Voice of the Customer
Community Engagement
• Health improvement programs
• Community forums–summits
• Community Alliance
• Corporate citizenship
• Youth health
• Senior health
• Employee health
Regional Engagement
• Heartland Regional Medical
Center regional development
• Heartland Foundation
regional development
• Regional electronic medical
record
• Specialty clinics
Customer Satisfaction Results
mean score
100
90
80
70
60
50
FY06
FY07
Customer Satisfaction
FY08
PG
PG = Press Ganey
FY09
FY10 YTD
Jan
PG Baldrige Index
Willingness to Recommend
100
mean score
80
60
40
20
0
IP
FY06
FY07
OP
FY08
FY09
FY10 YTD Jan
PG = Press Ganey
HC
PG
PG Baldrige Index
What People are Saying About Us
“Engaged in the community”
“Demonstrates performance excellence”
“Provides patient safety”
“Best in value”
Foster
McGaw
Award
Malcolm
Baldrige
National Quality Award
Lessons Learned
• Balance process and customer relationships
• Long–term health improvement and illness
prevention is the model for health-care reform
• It takes a team
• Lead with a
servant’s heart
• What is best
for the patient
Key Points
• Transparency
• Benchmark
• Develop
systems for
key processes
• Listen & Engage
Heartland Health Sharing Days
October 7 – 8, 2010
November 11 – 12, 2010
January 13 – 14, 2011
March 3 - 4, 2011
Register at
www.heartland-health.com/baldrige