SF Health Network Update. Health Commission January 16, 2018
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1 SF Health Network Update Health Commission January 16, 2018 July 12, 2017
2 Health Commission Department of Public Health Organizational Chart Director of Health Finance Policy & Planning Human Resources Information Technology Interdivisional Initiatives Security Communications Compliance & Privacy Affairs Managed Care Ambulatory Care Environmental Health Community Health Equity & Promotion Zuckerberg San Francisco General Hospital Primary Care Disease Prevention & Control Public Health Emergency Preparedness & Response Laguna Honda Hospital Behavioral Health Emergency Medical Services Office of Equity & Quality Transitions and SF Behavioral Health Center Jail Health Maternal, Child & Adolescent Health Office of Ops, Finance & Grants Mgmt. Applied Research, Community Health Epidemiology & Surveillance Center for Learning & Innovation Center for Public Health Research Bridge HIV
3 Presentation Overview SFHN Brief Lean Timeline Strategic Plan Update for FY Cascading Lean Through DPH and SFHN True North Metrics & Scorecard 3
4 SFHN Brief Lean Timeline 2012 Initial Lean Trainings 2016 SFHN Hoshin Kanri SFHN True North Metrics DPH Lean Executive Education 2013 SFHN Established 2017 DPH KPO established DPH Visioning DPH Hoshin Kanri SFHN Hoshin Kanri 2014 ZSFG Hoshin Kanri 2018 Planned EHR Lean TBD 2015 SFHN Visioning Defined Mission, Vision & True North PC Hoshin Kanri Hoshin Kanri = Strategic Planning 4
5 SFHN Strategic Planning (Hoshin Kanri) SFHN Strategic Plan March 2016 SFHN Strategic Plan November 2017 SFHN s 2 nd iteration informed by DPH s visioning and strategic plan (created early Nov 2017) Maintaining original SFHN Mission and Vision statements, and 6 True North dimensions Narrowed scope from 9 strategic initiatives to the following 3: 1. EHR Readiness 2. Develop our people through lean 3. Aligning care, finances, and outcomes for Value-Based Payments Selected strategic initiatives are critical to the success of EHR implementation and optimization Work continues on remaining strategic initiatives through alignment with selected strategic initiatives 5
6 SFHN Strategic Planning (Hoshin Kanri) November 29, 2017 SF Health Network Team SFHN ZSFG LHH BHS PC MCAH JHS FINANCE HR DPH & ZSFG KPO 6 Albert Yu, Alice Chen, Ayanna Bennett, Brent Costa, Hali Hammer, Jenny Louie, Jim Marks, Kavoos Ghane Bassiri, Lisa Golden, Lisa Pratt, Mary Hansell, Mivic Hirose, Reena Gupta, Rhonda Simmons, Roland Pickens, Sara Lin, Susan Ehrlich, Toni Rucker, Valerie Inouye
7 Cascading Lean through SFDPH & SFHN Daily Management System (Ex: Leader Standard Work, Visual Management) DPH Strategic Plan Strategic Initiative A3T Value Stream Map SFHN Strategic Plan Strategic Initiative A3T Value Stream Map Section Strategic Plan 7
8 Cascading Lean through SFDPH & SFHN Alignment of strategic initiatives and tactics at all levels of the organization DPH Actionable Knowledge, Anytime, Anywhere (EHR) Develop Our People Right Information, Every Time, Anywhere (EHR) SFHN Develop Our People Through Lean Value-Based Care Implementing Enterprise- Wide EHR ZSFG The ZSFG Way Optimizing Clinical and Academic Space at ZSFG 8
9 Lean Learnings Highlights from our first 18 months of implementing Lean Challenges Balancing strategic priorities with capacity to deploy an A3 Team Charter in a timely manner Creating alignment among all sections, given the wide scope of services and differing maturity levels for process improvement work and lean Countermeasures Re-adjusting scope during first year work More focused and intentional decision making during second strategic planning session Continuing to build on and refine True North metrics by building on common definitions Limited capacity to support lean implementation across the network Transparent, consistent and value-added follow-up to strategic initiatives and True North metrics Selecting measurable metrics for A3 Team Charter goals and targets Supporting the establishment of a DPH Promotion office Supporting training efforts to build internal lean capacity & support resources Consolidated True North reporting to single meeting Established schedule & standard work for reporting out A3s &True North Metrics at SFHN Executive Leadership meetings Getting clearer definitions on current metrics and gai ning consensus on appropriate metrics to use Working towards a single source of truth vis a vis enterprise EHR 9
10 True North Metrics: FY Quality Safety Care Experience Workforce Financial Stewardship Equity 8 metrics 9 metrics 9 metrics 7 metrics 6 metrics 8 metrics 6 Divisions/Sections reporting 47 metrics in 6 True North dimensions SFHN goal is to reach 70% of True North metric targets by June 30, 2018 FY : Q1 Update Q1 On Target 9 Off Target 19 No data available 19 Total 47 10
11 11 Questions?
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