Transcript Document

Labor Management Partnership:
Kaiser Permanente’s strategy for frontline
engagement and performance
July 2012
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Our Labor Management Partnership
• Largest and most comprehensive
labor-management partnership in
the country
• 29 local unions representing more
than 95,000 KP workers (including
nurses, technicians, clerical and
service employees)
The partnership reflects our business strategy to:
• Improve organizational performance
• Deliver high quality care and service to our members
• Involve the union and individual workers in decisions that affect
the workplace
• Make Kaiser Permanente the best place to get care and best
place to work
Core principles of partnership since 1997
“Health care services and the institutions
that provide them are undergoing rapid
change... Now is the time to enter into a
new way of doing business…to unite
around our common purposes and work
together to most effectively deliver high
quality health care and prevail in our new,
highly competitive environment.”
- National Partnership Agreement, 1997
What’s a unit-based team?
Unit-based team: A natural work group of frontline workers,
physicians and managers who solve problems and enhance
quality for tangible results. UBTs work together to:
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Set goals
Review and evaluate performance
Identify and solve problems
Contribute to decisions on budget, staffing and scheduling
KP Value Compass
UBT Path to Performance
Roadmap for team development
Level 1
Level 2
Level 3
Level 4
Level 5
Pre-Team
Climate
Foundational
Transitional
Operational
High-Performing
Learning
Establishing
what a UBT is
structures and
and how it works. norms.
Demonstrating Joint
progress.
leadership,
improved
performance.
Full collaboration
and measurable
success.
High-performance criteria
Dimension
Level 5
High-Performing UBT*
Sponsorship
+ Sponsors holding teams accountable for performance.
Leadership
+ Co-leads jointly accountable.
Training
+ Advanced performance improvement training.
Team Process
+ Most day-to-day decisions made by team members.
Team Member
Engagement
+ Team members connect unit performance to broader strategic goals of Kaiser
Permanente.
Use of Tools
+ Using advanced performance improvement training.
Goals and
Performance
+ Team is achieving targets and sustaining performance on multiple measures.
* Selected examples of Level 5 performance metrics
Growth of high-performing teams
1,167 teams were rated high-performing as of June 2012
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Rapid Improvement Model: Plan, Do, Study, Act
FEATURED TEAM: Ambulatory Surgery Recovery, Moanalua Medical Center, Honolulu
Cutting costs, clutter in the OR
WHAT THEY ARE DOING:
Team members created a more organized supply
room by clearly labeling shelves and supplies,
helping them keep better track of their inventory.
They are also maintaining the inventory on a
computer.
RESULTS:
The team saved nearly $10,000 per month by
reducing duplicate and overstocked supplies
for medical center’s operating room.
Labor co-lead: Avis Yasumura, RN, Hawaii Nurses Association,
OPEIU Local 50
Management co-lead: Janet Lundberg, RN, procedural
sedation manager
Read more about the teams work and other successful
practices on the Labor Management website,
www.LMPartnership.org.
FEATURED TEAM: Labor and Delivery, Moanalua Medical Center, Honolulu
Nurses help newborns get closer to moms
WHAT THEY DID
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The team created a baseline measure by tabulating
instances of skin-to-skin contact for each patient in a
spreadsheet, using KP HealthConnect data.
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Members of the representative UBT did one-on-one
education with fellow nurses and other staff members
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The team communicated in different ways, including
informal conversations, bulletin board posters and
handouts.
RESULTS
The percentage of newborn babies spending at least
60 minutes with their mothers in skin-to-skin contact
right after birth:
Read more about the teams work and other successful
practices on the Labor Management website,
www.LMPartnership.org.
FEATURED TEAM: Inpatient Pediatrics, South Bay Medical Center
Cute Kids Inspire Clean Hands
WHAT THEY DO
RESULTS
To boost low scores on hand-washing observation
surveys, staff members:
Percent of staff members observed by peers to follow good
hand-hygiene practices:
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Tabulated peer observations of hand-hygiene practices
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Hung posters outside patient rooms featuring photos
of cute kids, reminding staff members and visitors to
wash their hands or clean them with sanitizing gel.
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Mounted sanitizer dispensers outside and inside
patient rooms.
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Began a practice of talking to patients while cleaning
hands to raise their awareness of the issue.
UBTs advance patient safety
2 North-South Medical-Surgical units, San Diego: Improving patient safety
WHAT THEY DID:
RESULTS:
Patient-turning checklist: Key things
that should be done when turning a
patient, such as ensuring a patient’s
bed rails have been lowered.
389 days without a patienthandling injury as of early 2011
Regular safety observations, staff
safety training and observations of
teams turning patients; peer
feedback on handling techniques.
Set goals and celebrate small goals
Leveraging Partnership to Grow KP
Enhancing the New Member Experience to Boost Retention
The Mid-Atlantic States recently recruited
3,200 new members through joint unionmanagement efforts. Knowing the importance
of the new member experience to member
satisfaction and retention, the Falls Church
UBT (which previously had lagged the region
in service scores) developed bilingual
informational kits and facility tours.
This contributed to a 12-point increase in
Falls Church service scores in 2011,
exceeding the service area's goal.
Colorado has rolled out its "Love at First Visit"
training to all clinical staff. The training has
helped boost first-visit satisfaction scores in
the region. For example, the Hidden Lake
Medical Office improved its scores by 20
percent from December 2010 to August 2011.
UBTs elsewhere are developing effective ways
to get new members more information –
especially cost-sharing members who often
need help understanding how their plan works.
Building a learning culture
“Performance is increasingly determined by
factors that can't be overseen: intelligent
experimentation, ingenuity, interpersonal
skills, resilience in the face of adversity....
People rely on their own and their colleagues’
judgment and expertise, rather than on
management direction, to decide what to do.”
Amy C. Edmondson,
The Competitive Imperative of Learning
Harvard Business School