Leader-in-Training Program. Larry Trilops Vice President, Ambulatory Services Renown Health, Reno, NV

Transcription

1 Leader-in-Training Program Larry Trilops Vice President, Ambulatory Services Renown Health, Reno, NV

2 About Renown Health Make a genuine difference in the many lives we touch by optimizing our patient s healthcare experience. 2

3 About Renown Health Integrated health network 2 acute care hospitals 25 medical groups Health plan Level 2 Trauma Center Culture rich organization 3

4 Reno, Nevada Approx. 220,000 in Reno, upwards of 500,000 in the surrounding area Median age/income: 34 years, $49,582 4

5 Portland 533 mi *Approx 80,000 sq. mi. service area Sacramento 150 mi Reno 550 mi Salt Lake City 452 mi Las Vegas 5

6 Reno Economy Main industries Tourism Lake Tahoe and surrounding wilderness Gambling large service sector employment Construction (until 2008) 6

7 Reno Economy 13.4% Unemployment in the State Jobless rate among young adults? Upwards of 22% Approx 13% for year olds Frequently, the highest unemployment rate in the nation. 7

8 Renown s Ambulatory Growth Number of locations and employed providers tripled since

9 Renown s Growth Number of Employed Physicians

10 Renown s Growth Medical Group Urgent Care

11 Growing pains 11

12 Transforming cultures Old culture: Existing leaders benefited from organizational success Practice managers in acquisitions had trouble adapting to organizational culture Acted more as caretakers, not leaders Technology curve Understanding metrics 12

13 Transforming cultures New culture: Develop sense of ownership Lead at a local level Build confidence with team members Translate initiatives into action 13

14 A definite need A formalized method for training new leadership To facilitate growth To meet existing needs 14

15 LIT Program Inception Talented people out of work due to the recession Graduates unable to find work Various backgrounds valued 15

16 LIT Program Inception Healthcare experience does not equate to success People seeking mentorship Critical thinking 16

17 LIT Program Overview Participants found internally/externally Referrals Exhaustive interview process 17

18 LIT Program Overview Personality assessments used and compared Defining, and adhering to, a predetermined standard 18

19 LIT Program Content week program Learning materials Rotation based Frequent feedback Executive Sponsor Others in program 19

20 LIT Program Content Testing Projects Return on investment 20

21 LIT Program Methodology Role-playing to educate, establish expectations Extensive shadowing Site shadowing Other support services shadowing Use of outside experience/techniques as they apply to Renown Health 21

22 LIT Program Methodology Expectations: LIT will give back to the program, and improve at every opportunity LIT will add value LIT will be a positive influence 22

23 LIT Program Methodology Expectations: LIT will innovate LIT will prove him/herself during and after the program candidate is not a shoe-in LIT will strive to raise the bar 23

24 LIT Position Per diem position $15/hr No guarantees of a job Proving grounds Non-compete agreement 24

25 LIT Program a walkthrough 25

26 Program Overview LIT will complete various modules LIT will be tested LIT will complete an assigned project LIT will be assigned an executive sponsor LIT will complete a binder 26

27 In Practice LIT begins program (Week 1) Receives binder, begins 1st module Meets with leader (and often other LITs) Expectations established LIT challenged Roadmap established Rotation begins Assigned project Assigned executive sponsor 27

28 Week 2-4 Modules PBX/Scheduling Answers phones Schedules appointments Learns scripting 28

29 Module 1 & 2 Examples 29

30 Weeks 4-8 Registration Registering patients Learn the complexities of insurance Cash handling Patient experience Scripting 30

31 Registration Module 31

32 Registration Module 32

33 Weeks 9-12 Billing office Appreciation of the revenue cycle Reimbursements Reporting 33

34 Billing Module 34

35 Billing Module 35

36 Week 13 Patient care coordination Specialty coordination Authorizations Patient contact Scripting 36

37 Week Human Resources/Finance Learning metrics Reporting HR practices/guidelines 37

38 Finance/HR Module 38

39 Week Site shadowing Understand the manager role Metrics Employee evaluations Disciplinary process Operations Best practices Significant physician interaction 39

40 Module Examples 40

41 In Practice LIT in program (Week 21+) Completes binder Continues meeting with exec. sponsor Shadows site manager Project (s) wrapped up (if applicable) LIT prepares for final report-out Senior leadership gauges viability of candidate 41

42 Program Caveats Program is not set in stone (20+ weeks) Based upon need of division Opportunities for the LIT will arise outside of the roadmap Timeline is fluid in nature Leave it better than you found it 42

43 Results 43

44 Results 8 LIT graduates since 2010 Construction (1) Banking (1) Healthcare (2) New graduates (2) Finance (1) Sales (1) 44

45 Results 2 are now Directors 6 are Managers/Supervisors in different capacities within the outpatient setting 0% turnover rate 45

46 Results Many contributions: Value generation created new work process for patient scheduling, PCC database/streamline Projects- HRA assessments, Epic services (MyChart), Medical Home, RPIWs Operations downtime assistance during the Caughlin Ranch fire, input to site managers, and operation assistance at sites Post-graduation- giving back to the program, guidance and value generation 46

47 Results One LIT championed Medical Home As a result, 2 sites are Level III accredited, with more sites on the way. 47

48 Results One LIT, with a background in banking, helped demo a new cash collection procedure for an outpatient clinic Point of service collections went up by approximately $400,000 48

49 Results LIT helped utilize additional resources with our EMR As a result, patients began using a new online portal to interact with their doctors 49

50 Results LIT assisted management in implementing a new workflow to help a floundering department Department saw an increase in productivity of roughly 300%, without turning over one employee 50

51 Results LIT implemented interactive utility for schedulers As a result, the scheduling process was optimized, and scheduling lead times decreased significantly 51

52 In summary 52

53 In summary Candidates are: An immediate response to urgent staffing needs throughout the outpatient setting Molded to the needs of the division, department, even exact position Constantly challenged to innovate Competitive 53

54 In summary Candidates are: Well rounded in their understanding of the integrated health network Equipped with the contacts necessary to answer questions Versed in organizational expectations, from the top down Experienced when their feet hit the ground 54

55 Questions? 55