EFQM Good Practice Competition 2014 Creative Customer Solutions

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1 EFQM Good Practice Competition 2014 Creative Customer Solutions Registration form Contact person Jordi Pujol Colomer Job Title Chief Executive Officer Organisation Hospital Plató Street Copèrnic, Zip and city Barcelona Country Barcelona (Spain) / Phone Activity sector Health center The registration form and submission report have to be returned together with the video to Vinciane Beauduin at EFQM by 16 May 2014 at the latest. Should you have any queries, feel free to contact Vinciane Beauduin via at or by phone on Good Practice - Submission Report Good Practice Title How to achieve success through people Organisation overview Facts about the organization Plató Hospital Foundation, located in the City of Barcelona, is a charitable foundation established as such in The Foundation was created in order to facilitate its two main objectives: the teamwork of professionals and giving the best customer support. Since 1977, Hospital Plató (HP) has been a health center accredited by the Department of Health and Social Security of the Generalitat of Catalunya (Catalonia Central Government) and it belongs to the Public Hospital Network of Catalonia, is a member of the Catalan Hospital Union of Barcelona and the International Hospital Federation. HP plays the role of basic general hospital in two ways: activity in the public health market, which currently accounts for 94% of the activity of the organization and activity in the private and mutual health market, accounting for 6%. Context of the health sector in Catalonia In 2010, the economic and financial crisis affected the health sector, initiating a paradigm shift in the concept of the welfare state. The Generalitat de Catalunya, decided by Decree Law 3/ 2010 of 29 May, on urgent measures to cut spending and other tax matters for the reduction of the public deficit, by reducing funding for public network. The whole sector, coordinated by the different organizations such as the Catalan Hospital Union to which the hospital is attached, also began moving towards the staff restructuring scenarios and cost savings measurements. HP adopted a number of decisions to ensure the economic sustainability of the organization. We implemented a labor force adjustment plan and comprehensive monitoring of expenses among other measurements taken to restore economic balance, while ensuring social and 1

2 environmental sustainability and quality of care. Being such measurements approved by a large majority of our professionals. Activity data: The data corresponding to care activities for 2013 are as follows: 11,106 Discharges 39,872 First visits 72,640 Follow up visits 15,716 Interventions Day Hospital 6384 Outpatient surgeries 7,428 Minor outpatient surgery 15,169 Emergencies Professionals: The total staff of the hospital in 2013, was 434 working professionals and a total of 125 professionals companies outsourced which carried out their work in the hospital by assisting in the provision of non care services (cleaning, security, catering kitchen, maintenance) and care support activities (clinical analysis and diagnostic imaging). Area of influence: The area of influence of HP is determined by the geographical location of the hospital in the city center of Barcelona, along with the policies defined by the decision making bodies that regulate the flow of patients in the public health market in the town of Barcelona and health region of Barcelona: CatSalut (Department of Health) and Health Consortium Barcelona. HP brings health coverage to a population of 150,000 people over five Basic Health Areas of the city of Barcelona. Value chain: HP has all the facilities of a primary care hospital of its size, plus two tertiary services (radiotherapy and intensive care) specialties; and agreements that add value: a) Primary care center: ensuring accessibility, training, support to primary medical personnel (by facilitating the solution of additional testing and feedback on the care provided to the patient). b) Tertiary hospital: designing set protocols, according to the tertiary level of patient needs. Taking advantage of joint actions to improve the knowledge of professionals, enhance undergraduate and graduate teaching; and create synergies to enhance the efficiency of Left Barcelona resources (our area of influence). Strategy: Currently, HP is developing the third Strategic Plan of the organization. If we evaluate the three Strategic Plans (SP) conducted throughout the history of HP, we see a shift : the first ( ) was structural, the second ( ) was functional and this third ( ) is participatory, through all levels and delves into the changes needed to adapt and respond to the needs and expectations of our internal and external stakeholders. It is consistent with the fundamental objectives: social economic sustainability and excellence. The mission defined in the SP was: "To promote excellence, well verse management, expertise and partnerships, all adding value to primary care and the tertiary hospital to ensure sustainability," Our Vision: "Caring for the health of people through the development of our professionals" Our Values:" Solidarity with the people and the environment. Communities of excellence with transparent ethical commitment. Humane and personalized treatment. " Desired Results Summarise the key objective(s) of the approach you have adopted What has been improved in detail? Key Objective of the approach: the key to the implementation of the strategy and its achievement is the organization s people. In 1999 the organization experienced a moment of internal organizational crisis, in a context of social and technological change. It was at this moment of crisis, when the leaders of the organization shaped the future by identifying that the key to ensuring success was the involvement, motivation and participation of professionals and thus responding to the needs and expectations of customers (patients). 2

3 According to the above described objective, the first SP of the organization ( ) was defined. In it, the strategic decision to restructure the organization to delve into three management objectives was taken: a) economic sustainability b) social sustainability, c) excellence. To reach these objectives and be an excellent organization achieving and maintaining outstanding performance levels that respond to the needs and expectations of our stakeholders, we developed the consecutive SP s ( , ). They were developed with the strategies to have a comprehensive management framework that encourages continuous improvement. This is achieved by using the EFQM Excellence Model and the strategy of a management policy of social responsibility, in order to ensure socially responsible leadership, as a commitment assumed by the organization regarding the professionals and to contribute to the improvement of organizational performance. Since 2012, these social responsibility policies have evolved toward a model of social management and leadership development of our professionals; defining specific policies and strategies for greater involvement, motivation and participation of our professionals and other stakeholders with the ultimate goal of improving the quality standards and customer satisfaction. HP's strategy has been to view professionals as the main focus of our policy and their alignment with the Mission, Vision and Values of the organization. A key action for this, established and improved by the leaders to incentive participation, involvement and motivation of professionals is "The Strategic Day". Since 2002, HP holds a Strategic Day with the aim of: Communicating the results of the year. Presenting projects that have been developed in the hospital. Collecting suggestions for improving care to internal and external stakeholders. These Sessions are intended to be inclusive and informative to all professionals from different units or services, so they can be aware of the activities undertaken, the objectives to follow and mainly to allow them to interrelated transversely with the ultimate aim of promoting continuous improvement. Approach Describe the current approach within your organisation Describe which elements have been implemented Describe how this approach is linked to your overall strategy Since 2002, HP's strategy has been to view people as the main focus of policies and strategies. Initially to do this it was necessary to implement a cultural change starting with the Directing Committee. Subsequently we have gone deeper into viewing leadership as a way to develop the clinical teams and committees; as a form of shared leadership, while developing people individually. To achieve this goal it has been necessary, to identify the key organizational (leaders) people and implement the model of leadership with this key personnel, providing them with management skills and focusing them towards goal oriented management. The implementation of the EFQM Excellence Model was the platform that allowed the introduction in the organization of the methodology of continuous improvement and evaluation, which is our present and future. It is the evidence of our vocation and effort toward improving the quality of our customer care (patients), and to respond to the needs and expectations that the rest of our internal and external stakeholders have; as well as having the ability to anticipate opportunities and risks arising from a constantly changing market and society. Leaders endow our professionals with corporate values that allow and enable for the activity to be conducted in accordance with the mission, and the defined vision of the Strategic Plans. HP has been holding the Strategic Day since 2002 with the aim of systematically discussing topics of interest, receive information, approve new strategies, visualize and recognize best practices carried out by our caregivers. 3

4 People management plans support the strategy of the organization: In the SP was identified as key strategic axis "the need to promote the development of our professionals". And also two other key objectives for the deployment of the strategy which were established as follows: 'to consolidate the leadership of people "and" To Project social management ". People are aligned with the needs of the organization. They are involved and take responsibility. Under the SP the strategic objectives of "Strengthening people s leadership" and "Innovate and manage knowledge promote leadership, focusing people s participation and involvement in continuous improvement, also bringing new ideas and innovating to a resultsoriented management aligned with the strategy: 1. Active participation in the annual SD, with the aim that it will serve to systematically discuss topics of interest, get information, to visualize and agree on strategies and recognize actions performed by the best people in the organization during the previous year. The strategic day as a space to share experiences, ideas and common challenges through the application of innovative development strategies of the organization, with the participation and involvement of stakeholders. 2. Involvement of professionals in continuous improvement, creativity and innovation. People of HP, have different mechanisms to intervene in the management and improvement of the organization. Under Process Based Management (PBM) and as a result of the review of the management system of continuous improvement, a group of leaders for processes and sub processes have been assigned and are supported by improvement teams. Also, in order to promote individual participation channels and teamwork, HP has a commission structure / multidisciplinary work groups, all with procedures that ensure its operation. In these working groups commissions people are assigned to improve quality in areas not covered by the current deployment of the PBM. Improvements are identified from the evaluation of the results and from the recommendations of the various existing committees. Deployment Describe how this approach was implemented within your organisation What were the major challenges you had to overcome? One of the actions of deployment leadership model is the active professional organization of the Strategic Days, celebrated annually since 2002, with the participation and involvement of professionals in the organization and our stakeholders in achieving strategy. Throughout the years the implementation of this day, has changed and improved to meet the challenges arising. The Directing Committee is in charge of organizing SD. Implementation of the Strategic Day, challenges and improvements: Year Strategic Day Actions Challenges Improvements I Strategic Development Day. Actions: inside job. Performing SWOT analysis (identifying strengths, weaknesses, opportunities and threats); Strategic planning and quality plan; Presentation of key healthcare and non healthcare results. II Strategic Development Day. Actions: Presentation of the first Strategic Plan and EFQM Excellence Model; Presentation of key healthcare and not 1. Context of internal crisis and social and technological changes. Need to restructure the organization. Objectify the key people in the organization; were they middle management or not. Definition of the first strategic plan of the organization. 1. Delve into the need to consider leadership as a way to develop the work teams and medical committees, as a form of shared leadership, while 1. SWOT analysis and consensus leadership with key professionals in the organization. 1. Form and implement the model styles of leadership in key personnel, providing them with management skills and steering them towards 4

5 healthcare results; Presentation of results of Working Groups. III Strategic Development Day. Actions: Training in leadership styles; Presentation of results of working groups on leadership, knowledge, motivation, cost, quality, ethics and patient orientation. Presentation key of healthcare and not healthcare results IV Strategic Development Day. Actions: Base Management Processes; Surgical procedure; Round Tables on patient safety; Presentation key of healthcare and not healthcare related results V Strategic Development Day. Actions: Introducing 2nd Strategic Plan; Expert conferences on topics of interest.; Presentation key of healthcare and not healthcare related results developing people individually. 1. Listen to the opinion of the professionals on the conference and identify areas for improvement. 2. Necessity of knowledgesharing experiences outside the organization that bring value. 1. Need to design and publish the defining goal of the conference program. 2. Necessity to recognize professionals. the management of results. 1. Designing and implementing satisfaction survey. 2.Invite Prestigious Professionals to share their knowledge experience, in the conference. 1. Systematic Design and communication of the conference program, defining the main purpose of it. 2. Recognition to professionals: by career, acknowledgments given by patients, results of team work and best lecture at the conference VI Strategic Development Day. Actions: Conference experts on topics of interest; Presentation of healthcare and not healthcare related results; Presentation of results Working Groups; Recognition Professionals. VII Strategic Development actions: Conference experts on topics of interest; Presentation of healthcare and not healthcare related results ; Presentation of results Working Groups; Recognition Professionals; Social Responsibility Marketplace. VIII Strategic Development Day. Actions: Presentation of results Work climate; Conference experts on topics of interest; Presentation of healthcare and not healthcare related results ; Presentation of results Working Groups; Recognition 1. Systematize the number of professionals involved. 2. Enhance creativity and innovation. 1. Measure Satisfaction and Professional s Perception. 1. Designing and implementing participation record. 2. Prizes for the best ideas about social responsibility. 1.Survey Working Environment (Best Place to Work). 5

6 Professionals. IX Strategic Development Day. Motto: "Innovation and Ideas". Presentation of improvements; Presentation of healthcare and not healthcare related results; Panel discussion on innovation and ideas, with internal and external experts participation. X Strategic Development Day. Motto: "Focusing our future"; Presentation 3rd Strategic Plan; Round Table linked to strategic objectives: leadership of middle management, information and communication technology adapt to changes, social management; Experts Lecture on advances in clinical management; Recognition of Professionals for the best presentation, career and acknowledgments received. XI Strategic Development Day. Motto: "Face the crisis with Excellency." The Directive Board as speakers "strategy to achieve a sustainable organization and excellence"; results, approach, deployment, review and learning; Expert guest Speaker in: economic situation and business and professional ethics. XI Strategic Development Day. Motto: "Let the ideas flow." Presentation of results and new projects. Rooms to participate,motivate and contribute ideas to improve in areas such as: Teamwork, Communication, Economic sustainability, Patient reviews, Patient safety, Alliances, Attention to people of the organization, International cooperation; 1. Necessity of communicating in the program the conference focus. 2. Responding to expectations of our stakeholders. Information transparency to external stakeholders in line with strategy. 3. Recognition external stakeholders. 1. Recognition professionals for organizational performance and effort towards excellence. 2. Align professionals with strategy. 1. Background to health sector crisis, structural changes, pay cuts and uncertainty. 2. Expand acknowledgments to Interest Groups (Stakeholders) 1. Encourage participation of professionals. Need to motivate professionals. 2. Leaders as a reference model. 1. Communicate the strategic objective to achieve this a Motto was created. 2. Open Days to External stakeholders, inviting them to the Symposium. 3. Acknowledgements people and external organizations that have contributed to the results of the organization. Public recognition in the conference. 1. Recognition of excellence with stamp EFQM Designing discussions with strategic subjects, with the involvement and led by professionals. 1a. The direction as a model to transmit the Mission, Vision and Values. Transparency and strengthening the culture of excellence for improvement, sustainability and efficiency. 1b. Find experts on topics of interest given the uncertainty to participate in the conference.. 2 Delivery of recognition to: key supplier, patronage, patient, professional who had received the most acknowledgements from patients, professional career. 1. Celebration of SD for the first time, at the premises of the hospital. 2a. Leaders design workshops aimed at enhancing the participation, involvement and motivation of professionals, creating thematic areas linked to the strategy for sustainability, in the hospital, where professionals can provide 6

7 Awards to workgroups, alliance society, commission, Process Team, professional with more acknowledgments from the patient, key suppliers and retirement. 3. Internal and external awards and recognitions 4.Impreve conference assitance survey insights 2b.Prizes and trips raffle for our professionals and sponsored by our key suppliers. 3. Addition of more awards and recognition to work teams for their contribution to the outcome of the alliances and suppliers. 4. Improve survey Assessment Please describe what benefits have been achieved The benefits which have been achieved are shown in the results presented below, aligned to the strategy. We see them as an example of our commitment and way of working to strive towards continuous improvement; responding to the needs and expectations of our patients, improving the quality of care, as well as their satisfaction and that of our professionals. Results patients: Results from 2008 to 2013, showing a significant increase in the acknowledgments received from our patients complementing the care provided by professionals and a decrease in the number of claims. Year Number of Claims Number of acknowledgments Satisfaction rate of people attending the SD Day per year (*) The satisfaction survey 2014 has been adjusted to the content of the conference. Number of people who participated in SD Day per year Reviews of professionals involved in the Strategic Day 2014, collected in the satisfaction survey: "Personally I liked being able to participate in the projects carried out in our hospital, surrounded by almost all our colleagues and generating ideas to improve performance. I 7

8 congratulate all the people who organized the event because it was high level, very well organized, with impeccable content and very well done. Thanks also to the Management for making this possible. I like belonging to Plató Hospital. " "It s been one of the best conferences I have attended. Dynamic and where the views of our professionals were listened to. We were able to feel involved in the future of Hospital Plató" "I've loved the Strategic Day held at the hospital and the various topics discussed. I think it will work to improve with the help of everyone! ". Number of ideas proposed by the participants in the meeting Topic Room Number of ideas proposed Teamwork 78 Communication 130 Economic sustainability 98 Patient reviews 146 Patient safety 80 Alliances 101 Attention to people of the organization 154 International cooperation 117 Refinement What are the lessons learned? Summarise the planned next steps if applicable Some lessons learned: That the organizational culture of excellence and continuous improvement, led by management and the professionals who are involved actively participating in the process, guarantees the economic, social sustainability and quality of care. That the leadership and management capacity of leaders to adapt to change ensures sustainability. That the engine of an organization is their professionals. That the consolidation of continuous improvement and the orientation towards excellence encourages constant patient and professionals satisfaction. That the Strategic Day is one of the actions that have proven to be adequate to develop the leadership skills of the people and their alignment with organizational strategy. That in our journey towards excellence is key to the involvement, motivation and participation of professionals, having better results in patient care. That creating spaces where the protagonists are the professionals, the creativity, participation and generation of ideas for improvement is encouraged. Next Steps: Even in hard times, to have the ability to manage change with agility and vision. This will be critical to consolidate and improve our path to excellence. Maintain and enhance a good leadership of management. A leadership that should permeated throughout the organization reflecting in the personal attention, commitment and accountability of our professionals. Respond to the needs of our professionals expressed through their proposals. Prioritizing them and incorporating them as actions to improve the organization; always in line with the strategic objectives of ensuring economic social sustainability and excellence of ideas. Further improve policies regarding the recognition of our professionals performance. 8