When Good is NOT Good Enough

1. When Good is NOT Good Enough Benedictine Health System Jeri Reinhardt, Director of Quality

2. 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

3. 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.

4. 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.

5. Core Values • Hospitality • Stewardship • Respect • Justice

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

7. 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

8. 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

9. 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

11. 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

12. 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

13. 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

14. 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

16. Common Language • Strategic Challenges • Strategic Objectives • Goals • Focus Areas • Care • Service • People • Finance • Growth

17. 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%

18. 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

19. 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

20. 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

21. Focus & Execute: Jeff Call (801) 541-5307; Jeff.call@att.net

22. 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

23. 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

27. “The strongest human instinct is to impart information, the second is to resist it.” - Kenneth Grahame

28. Dashboard Performance Review • Quarterly • Board • Senior Management • Operations • Facilities • Dashboard metrics reviewed annually after each SDD

29. 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

31. 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!

32. Your Questions Jeri.reinhardt@bhshealth.org 763-689-1162