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When Good is NOT Good Enough. Benedictine Health System Jeri Reinhardt, Director of Quality. Today’s Topics. Overview of Benedictine Health System (BHS) The BHS Values Driven Culture and Leadership Strength

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When good is not good enough

When Good is NOT Good Enough

Benedictine Health System

Jeri Reinhardt, Director of Quality


Today s topics
Today’s Topics

  • Overview of Benedictine Health System (BHS)

  • The BHS Values Driven Culture and Leadership Strength

  • The Development and Deployment of a Strategic Planning Process and Integrated Measurement System

  • Your Questions


Purpose
Purpose

In 1985, the Benedictine Sisters of St. Scholastica Monastery established BHS to:

  • Further the Benedictine healthcare mission

  • Efficiently and effectively manage the healthcare resources of the BSBA

  • Increase the involvement and participation of the laity in the expanding Benedictine healthcare ministry.


Mission statement
Mission Statement

The Benedictine Health System, a Catholic health care organization entrusted with furthering the health care mission of the Benedictine Sisters of Duluth, Minnesota, provides a spectrum of services with special concern for the poor and the powerless. The System is committed to witness to God’s love for all people by providing high-quality services in a compassionate environment that enhances human worth.


Core values
Core Values

  • Hospitality

  • Stewardship

  • Respect

  • Justice


Vision
Vision

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


Benedictine health system today
Benedictine Health System - Today

  • BHS owns and/or manages more than 50 long term care facilities across 7 states

  • Bed complement

    • 4,001 Long Term Care

    • 1,120 Assisted Living

    • 828 Independent Living

  • Staff

    • Approximately 5,000 employees


Mission vision and values strength
Mission, Vision, and Values Strength

  • Mission Integration is led by Sponsors

  • Customers and Employees

  • 2007 -90% of employees understand how their job support and 94% understand the Mission and Values

  • Routine training and retreats for leaders and employees


Leadership strength
Leadership Strength

  • Solid Governance

    • Annual meeting of local boards with System board

    • Audit results favorable

    • Rotating tenure

    • Annual self -evaluation

  • National Leaders in Long Term Care on staff

  • Systematic meetings to share, learn and plan among all levels of employees

  • Ongoing leadership communication


When we started the baldrige journey we were already good but not world class
When we Started the Baldrige Journey – We Were Already Good………………… But Not World Class….

  • Many different models for strategic planning across the organization

  • Many measures and metrics tracked but data was housed in silos and the vital few measures were unclear

  • Decision-making maybe or maybe not based upon data


Process to introduce baldrige
Process to Introduce Baldrige

  • Selected Coach

  • Developed System-wide Quality Council

    • CEO Chair, Quality Director and the System’s best business writer support

    • 6 Category (Cat) Teams

      • Senior Vice President champions a team

      • Team leaders hand selected by CEO

      • Team members are volunteers


Process to introduce baldrige1
Process to Introduce Baldrige

  • Coach provided training at quarterly meetings

  • Baldrige recipients presented at meetings

    • SMM

    • Sunny Fresh Foods

    • Ritz Carlton

  • Staff became evaluators with the MN Council

  • Cat Teams examined performance against the Criteria


  • Strategy development
    Strategy Development

    • Lead by Category 2 Team

    • Gathered all strategic planning models used

    • Brainstormed with all leaders at quarterly meetings

    • Final Model approved by Governing Board


    Common language
    Common Language

    • Strategic Challenges

    • Strategic Objectives

    • Goals

    • Focus Areas

      • Care

      • Service

      • People

      • Finance

      • Growth


    People example
    People - Example

    • Strategic Challenge

      • BHS is challenged to attract, retain and develop highly qualified employees

    • Strategic Objective

      • To be the work community of choice

    • Goal

      • Employee Commitment at the 90 percentile nationally

      • Employee Retention at 90%


    Planning Events

    February meeting: Full Board Planning Event

    Thinking strategically; external & internal environment; SWOT Analysis; Shared Assumptions; Vision Discussion; Emerging Strategic Directions

    March meeting: ULT meeting

    Share SWOT with ULT; Identify strategic challenges/advantages

    April meetings: Format long-term plan (3 years)

    May meeting: Full Board event; All-Administrative event

    Board determines 3-5 yr strategic directions

    June meetings:

    July meetings:

    August meetings:

    September meetings: Test aggregated goal statements with metric

    October meetings:

    November meetings:

    December meetings: Final “final” plan; 2010 budgeting

    Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan.

    18


    Strategy deployment
    Strategy Deployment

    • Adoption of “Focus and Execute” a Web-based application

    • Cascading of BHS Objectives

    • Tracking of progress of action plans

      • Team

      • Open access

      • Remote management

    • Continuous Review of Progress on Action Plans


    BHS

    Strategic

    Objective

    & Goals

    BHS Focus

    Facility

    Specific

    Goals

    Facility Focus

    Department

    Goals

    Department Focus

    Employee

    Goals

    Employee Focus

    BHS CASCADING STRATEGIC OBJECTIVES AND GOALS



    Development of a system wide dashboard
    Development of a System-wide Dashboard

    • Led by Category 4 Team

    • How will we know when we have overcome our challenges?

    • Leadership group brainstorming for measures

    • Cat 4 team and Subject Matter Experts determined Metric categories

    • Validated by leadership and Board


    Category 4 team
    Category 4 Team

    • Determined measurement specifications

      • Numerator

      • Denominator

      • Comparative data set

      • Method to gather, aggregate and display

    • IT developed Dashboard

      • Controlled accesses- open system

      • Identifies top quartile of performance


    “The strongest human instinct is to impart information,

    the second is to resist it.”

    - Kenneth Grahame


    Dashboard performance review
    Dashboard Performance Review

    • Quarterly

      • Board

      • Senior Management

      • Operations

      • Facilities

    • Dashboard metrics reviewed annually after each SDD


    BHS

    Vision

    2009 Strategic Goals

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    Mission

    Hospitality Stewardship Justice Respect


    Benefits of using sdd and dashboard
    Benefits of using SDD and Dashboard

    • Alignment of staff

    • Focus on the vital few

    • Identification of top quartile of performance

    • Asking the right questions

    • Improving results

    • Sustaining the Benedictine Sisters ministry into the future!



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