Our Vision Everyone shares the gift of life.

Transcription

1 Saving Lives through Performance Excellence April 14, 2014 Susan Gunderson, Chief Executive Officer Brenda Welsch, Director Quality and Regulatory Affairs Our Mission LifeSource saves lives and offers hope and healing through excellence in organ and tissue donation. Video Our Vision Everyone shares the gift of life. LifeSource Donation Service Area Organ and Tissue Donation Cycle of Life Getting to Yes ND SD MN Douglas County St. Croix County Pierce County WI Maximizing the Yes Donor Family Transplant Centers Tissue Processors 6.5 million population 245,000 square miles = Office = TMs

2 Donation is a Rare Event Performance Excellence Framework ,000 LifeSource Performance Excellence Are You Ready? Commitment Sustainability - Momentum The important step is the first one. The secret of getting ahead is getting started. Mark Twain The way to get started is to quit talking and begin doing. Walt Disney Organizational Profile: a great first step Sets the context for the way your organization operates. Serves as an overarching guide for your performance management system. More valuable than we could have imagined. Org Profile: Truth 1.0 The pen that writes your life story must be held in your own hand. Don t ask somebody else to do this work though its ok to get some guidance! An organizational profile is YOUR STORY about who and what you are as an organization.

3 Org Profile: Truth 2.0 Value comes from the process. Creating your organizational profile is not simply a writing assignment. A major stimulant to creative thinking is focused questions. The answers are in the room. Embrace the abundance. The process leads to clarity. Org Profile: Truth 3.0 Clarity affords focus. When we got started, what we thought was clear was not. Mission and Vision Products and Services Customers Values Core Competencies Mission and Vision: Key Products: Key Customers: Core Values:

4 Core Competencies: Core Competencies Masters of Complex Clinical Donation Logistics Fig Transform Customers, Partners, and Stakeholders into Invested Donation Advocates Fig Figure 7.2-2: Transplant Center and Tissue Processors 2013 Satisfaction Scores (New Metrics in 2013) TP Satisfaction Score 2013 % of Top Box Scores (9s and 10s) 83% Mean Score 9.33 TC Satisfaction Score 2013 % of Top Box Scores (9s and 10s) 79% Mean Score 8.83 Transform Customers, Partners, and Stakeholders into Invested Donation Advocates Compassionate Continuum of Care for Donor Families

5 High Performing Workforce Driven by Mission Focus Org Profile: Truth 4.0 You can t wait for inspiration; you have to go after it with a club. * Measured by Gallup Organization / Workforces with Employees Opportunities are abundant. Get started. Once you experience the process, the writing is easy. PEN Application Process Value of The Application Formalize the informal Evaluate systems Identify gaps Assess results Plan improvements Align systems Foster deeper understanding of key linkages Formalizing the Informal: Category 1 Identify Gaps and Plan Improvements: Category 2 Leadership Excellence System Defines how senior leaders lead Grounded by MVV Links to other key systems Strategic Planning Operations People Focus Measurement and Improvement Customer and Partner Engagement Strengthened resource impact assessment and alignment with budgeting through Cycles of Evaluation and Learning Step 2: Creating Our Future Where we today? What does the future hold? Step 3: Planning Strategy How do we get there? Mission: We save lives and offer hope and healing through excellence in organ and tissue donation. Step 1: Visioning Why Does LifeSource exist? What do we want for our future? Vision: Everyone shares the gift of life. Step 5: Taking Action Are we following the plan? How are we doing? Do we need to make adjustments? Step 4: Defining Measurement How will we measure our performance? Strategy Development and Implementation

6 Identify Gaps and Align Systems: Category 3 Aligned VOC system for all three key customer groups Clarified customer requirements Implement and Track Voice of the Customer Customers Analyze Identify Comparative Data PMAI Step 2 If None Identify Gaps and Plan Improvements: Category 4 Comparative Source Growth Pillar: AOPO, OPTN Service Pillar: RPG/Press Ganey Stewardship Pillar: AOPO, OPO consortium Quality Pillar: OPO Consortium, TP Recovery Partners People Pillar: OPO Consortium How does LS compare? PMAI Step 5 Top Decile: Possible best practice for sharing or replication? Above Mean: Continue to monitor and consider opportunities to innovate and improve Below Mean: Must innovate and improve Recognize, Resolve or Adjust Voice of the Customer System Identify means for creating comparison: benchmark consortium formation, other likeorganizations Comparative Data Process Deployment Formalizing the Informal: Category 5 Workforce Requirements Formalizing the Informal: Category 6 Work Process Design Strategic Requirements Operational Requirements Learning and Development Requirements Strategic Plan¹ Workforce Needs Customer Requirements² Define Operational Requirements Define Workforce Capability and Capacity³ Ongoing Job Specific Training⁵ Workforce Performance Engagement and Management⁶ Hiring, Onboarding, General Orientation, and Initial Job Specific Training⁴ 1 See Category 2, Strategic Planning 2 See Category 3, Customer Focus 3 See Workforce Requirements: Capability & Capacity Map 4 See Category 6, Operations Focus 5 To be further defined 6 Two maps: Performance Map and Engagement Map 7 See Learning & Development model Continuous Learning and Development⁷ PEN Site Visit Process Value of Site Visit Unexpected! Team engagement and ownership Excitement for continuation of the journey Clarity of high level OFIs Respect for the evaluator contribution Anticipation of feedback report

7 Are You Ready? The important step is the first one. The secret of getting ahead is getting started. Mark Twain The way to get started is to quit talking and begin doing. Walt Disney Thank You Susan Gunderson, Chief Executive Officer Brenda Welsch, Director, Quality and Regulatory Affairs