when good is not good enough n.
Download
Skip this Video
Download Presentation
When Good is NOT Good Enough

Loading in 2 Seconds...

play fullscreen
1 / 32

When Good is NOT Good Enough - PowerPoint PPT Presentation


  • 113 Views
  • Uploaded on

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

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'When Good is NOT Good Enough' - navid


Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
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%
slide18

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
slide20

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
slide27
“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
slide29

BHS

Vision

2009 Strategic Goals

C

a

r

e

S

e

r

v

i

c

e

P

e

o

p

l

e

F

i

n

a

n

c

e

G

r

o

w

t

h

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!
slide32
Your Questions

Jeri.reinhardt@bhshealth.org

763-689-1162