The Organizational Profile: Springboard to Excellence

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1 The Organizational Profile: Springboard to Excellence Sandy Churchill, VP of Operations Professional Services Pattie Skriba, VP - Learning QUEST 2013 The Baldrige Criteria Framework: A Systems Perspective CONTEXT WHAT? HOW What Is An Organizational Profile? The Organizational Profile captures the key influences on how you operate and the key challenges you face ACMC LDI March 7, 2013 DFox 1

2 Key Factors In Organization Profile KEY organizational characteristics KEY relationships KEY elements that engage your workforce KEY health care market segments KEY requirements and expectations of customers KEY types of suppliers, partners, collaborators KEY mechanisms for communicating with suppliers, partners, collaborators KEY supply chain requirements KEY strategic challenges and advantages KEY changes affecting your competitive situation KEY sources of comparative and competitive data KEY elements of your performance improvement system Elements of the Organizational Profile Two Items In Org Profile P.1 Organizational Description a. Organizational Environment b. Organizational Relationships P. 2 Organizational Situation a. Competitive Environment b. Strategic Context c. Performance Improvement System ACMC LDI March 7, 2013 DFox 2

3 Each Item Has Areas to Address P.1 Organizational Description a. Organizational Environment o Your service offerings o Vision and mission (core competencies) o Workforce profile o Assets (facilities, technology, equipment) o Regulatory requirements b. Organizational Relationships o Your organizational structure o Key customer groups/market segments o Key types of suppliers, partners and collaborators Each Item Has Areas to Address P.2 Organizational Situation a. Competitive Environment o Competitive Position o Competitiveness Changes o Comparative Data b. Strategic Context: Challenges and Advantages c. Performance Improvement System: Key elements of PI system, process to evaluate and improve projects and processes The Organizational Profile Is Important Because It Crystalizes a holistic view of who you are your identity Identifies what is most important to your organization Identifies what you still need to learn or determine about your organization Identifies gaps in information, performance requirements, results ACMC LDI March 7, 2013 DFox 3

4 How the Key Factors Connect to the Criteria 1 Describe the important things to your organization 2 Describe the process you use to address what s important 3 Display the results of the process you said was important Organizational Profile Criteria Categories Main Offerings Core Competencies Customer & Stakeholder Groups & Requirements Workforce Groups & Segments Challenges & Advantages Performance Improvement System Leadership Strategic Planning Customer Focus Measurement, Analysis, Knowledge Management Workforce Focus Operations Focus Health Care & Process Customer Workforce Leadership & Governance Financial & Market How the Key Factors Link Across the Criteria 1 2 Describe the important things Describe the process you 3 Display the results of the to your organization use to address what s important process you said was important Organizational Profile Main Offerings Leadership Strategic Planning Customer Focus Measurement, Analysis, Knowledge Management Workforce Focus Operations Focus Health Care & Process Customer Workforce Leadership & Governance Financial & Market Cardiac Surgery Mother / Baby General Medicine Strategic Planning Process Patient and Stakeholder Relationship System Performance Measurement System 7.1 Health Care and Process Customer Focused 7.5 Financial and Market ACMC LDI March 7, 2013 DFox 4

5 Overall Complication Index Index 1.25 Expected = Approaching Top Decile Year 1 Year 2 Year 3 Year 4 Source: Thomson Reuters 6 County Top Decile Index Cardiology Mortality Index 1.20 Expected = Top Decile Year 1 Year 2 Year 3 Source: TJC S3P Top Decile Day Surgical Mortality Index G Exemplary Needs Improvement Source: NSQIP Rate per 1,000 Live Births Neonatal Mortality Rate Outperforming State of IL Year 1 Year 2 Year 3 Source: ACOG small "n" sizes State of IL Satisfaction General Medicine Satisfaction Cardiac Services Percentile % Improvement Unit 41 Unit 42 Unit 43 Year 1 Year 2 Year 3 Percentile HealthCare Sector and Benchmark Leadership IP Cardiac OP Cardiac Year 1 Year 2 Year 3 Source: Press Ganey Top Decile Source: Press Ganey Top Decile Satisfaction Surgery Satisfaction Mother/Baby Percentile % Improvement 0 IP Surgery Source: Press Ganey Year 1 Top Decile Year 2 Year 3 OP Surgery Top Decile Percentile HealthCare Sector and Benchmark Leadership Year 1 Year 2 Year 3 Source: Press Ganey Top Decile Percent 25% 20% 15% 10% 5% 0% GSAM Market Share - Overall (IP) Source: CompData 11.5% Year 1 Increase Year 2 Year 3 Consistent Growth in Market Share GSAM Competitor 1 Competitor 2 Competitor 3 Percent GSAM Market Share - Cardiac (IP) 30% 25% 20% 15% 10% 5% 0% Source: CompData Year 1 Year 2 Year 3 Maintained Market Share Leadership GSAM Competitor 1 Competitor 2 Competitor GSAM Market Share - Surgery (IP) Percent 25% 20% 15% 10% 5% 0% Source: CompData Year 1 Year 2 Year 3 Achieved 13% Growth in Market Share GSAM Competitor 1 Competitor 2 Competitor 3 Percent GSAM Market Share Mother/Baby (IP) 25% 20% 15% 10% 5% 0% Source: CompData Year 1 Year 2 Year 3 Continued Growth in Market Share GSAM Competitor 1 Competitor 2 Competitor 3 ACMC LDI March 7, 2013 DFox 5

6 Six Org Profile Must Haves 1. Main service offerings 2. Core competency(ies) 3. Workforce segments & elements that engage them 4. Customer/stakeholders & requirements & expectations 5. Key strategic challenges and advantages 6. Performance Improvement system Six Org Profile Must Haves 1. Main service offerings P.1a(1) What are your organization s main service offerings? ACMC LDI March 7, 2013 DFox 6

7 1 Describe the important things to your organization 2 Describe the process you use to address what s important 3 Display the results of the process you said was important Organizational Profile Criteria Categories Main Offerings Core Competencies Customer & Stakeholder Groups & Requirements Workforce Groups & Segments Challenges & Advantages Performance Improvement System Leadership Strategic Planning Customer Focus Measurement, Analysis, Knowledge Management Workforce Focus Operations Focus Health Care & Process Customer Workforce Leadership & Governance Financial & Market How the Key Factors Link Across the Criteria Main Service Offerings: 7.2 Customer Satisfaction 20 Six Org Profile Must Haves 1. Main service offerings 2. Core competency(ies) ACMC LDI March 7, 2013 DFox 7

8 P.1a(2) What are your organization s core competencies? Core Competency(ies) Area(s) of greatest expertise Strategically important Central to fulfilling mission Provide an advantage in market Challenging for others to imitate P.1a(2) What are your organization s core competencies? o Food Quality o Speed of Service o Accuracy o Counter-service-hospitality o Cleanliness 1 Describe the important things to your organization 2 Describe the process you use to address what s important 3 Display the results of the process you said was important Organizational Profile Criteria Categories Main Offerings Core Competencies Customer & Stakeholder Groups & Requirements Workforce Groups & Segments Challenges & Advantages Performance Improvement System Leadership Strategic Planning Customer Focus Measurement, Analysis, Knowledge Management Workforce Focus Operations Focus Health Care & Process Customer Workforce Leadership & Governance Financial & Market How the Key Factors Link Across the Criteria ACMC LDI March 7, 2013 DFox 8

9 Core Competencies: 7.2 Customer Satisfaction Six Org Profile Must Haves 1. Main service offerings 2. Core competency(ies) 3. Workforce segments & elements that engage them P.1a(3) What are your workforce segments and the key elements that engage them? Workforce Segments Engagement Elements Figures Associate: Nursing All Other Associates (Non Nursing) A caring patient environment Fulfilling work A commitment to quality improvement A Caring patient environment Confidence in Senior Leadership Fulfilling Work To be treated with respect Physicians Volunteers Responsive administration Efficient operations Quality & consistent nursing care Patient Safety Personal satisfactioncontribution Flexible scheduling ACMC LDI March 7, 2013 DFox 9

10 : Workforce Segments & Elements of Engagement Six Org Profile Must Haves 1. Main service offerings 2. Core competency(ies) 3. Workforce segments & elements that engage them 4. Customer/stakeholders & their requirements P.1b(2) What are your key customer groups & their requirements? ACMC LDI March 7, 2013 DFox 10

11 P.1b(2) What are your key customer groups & their requirements? 31 Six Org Profile Must Haves 1. Main service offerings 2. Core competency(ies) 3. Workforce segments & elements that engage them 4. Customer/stakeholders & their requirements 5. Strategic challenges & advantages P.2b What are your key strategic challenges and advantages? Area Strategic Advantage Strategic Challenge Business Privately held, profitable company with owners willing to invest for growth Competition from internetonly retailers ACMC LDI March 7, 2013 DFox 11

12 P.2b What are your key strategic challenges and advantages? 2.1 Strategic Planning Strategic Challenge Competition from internetonly retailers Strategic Objective Improve website performance, customer interface, & overall value Strategic Objective Goal 1. Improve Ease of finding what you are looking for from 87.67% to 88.67% 2. Improve Overall look and design of site from 88.33% to 89.33% 3. Improve website speed from 2 to 1.5 seconds. Key Action Plans 1. Improve web applications 2. Improve home page 3. Improve Media Linker 34 Strategic Challenges Drive Strategic Objectives and Action Plans to Achieve Challenges 35 Six Org Profile Must Haves 1. Main service offerings 2. Core competency(ies) 3. Workforce segments & elements that engage them 4. Customer/stakeholders & their requirements 5. Strategic challenges & advantages 6. Performance improvement system ACMC LDI March 7, 2013 DFox 12

13 P.2c Organization Situation: Performance Improvement System What are the key elements of your performance improvement system? Six Org Profile Must Haves 1. Main service offerings 2. Core competency(ies) 3. Workforce segments & elements that engage them 4. Customer/stakeholders & requirements & expectations 5. Key strategic challenges and advantages 6. Performance Improvement system How do Organizations use the Organizational Profile? ACMC LDI March 7, 2013 DFox 13

14 Org Profile: Starting Point for Baldrige Self-Assessment Identify topics where conflicting, little or no information is available Structure action planning around these identified topics Re assess progress systematically Identify and Close Gaps GAP #1: What items have no consensus answer? Customer? Partners? Main services? Workforce groups? Requirements? Core competencies? Challenges? Cultural characteristics? What data/info will we use to come to a decision? Gap #2: Do you have results for what you said was important in the org profile? Springboard to Excellence Scan the questions in the org profile Read org profiles of Baldrige recipients Have SLs answer the questions in the profile Answers should be key only 5 pages! Do you want the examiners to note this and refer back to it throughout their analysis of every category? Do we have results to link with these key answers? ACMC LDI March 7, 2013 DFox 14

15 KEYS to Success Senior Leaders take ownership for the profile Dedicate Senior Leader time to create Utilize the information you learn to make improvements Deploy throughout to governing board, leaders, etc. Incorporate feedback from other key stakeholders How Do Examiners Use the Profile? Read Org Profile Key Factor Worksheet Follow through In Application Verify/Validate in Site Visit What Is An Organizational Profile? The Organizational Profile is a snapshot of your organization that captures the spirit and culture of your organization ACMC LDI March 7, 2013 DFox 15

16 Capturing the Spirit and Culture of Your Organization.. Welcome all to this place of healing It s the difference between hearing a heartbeat and listening to a suffering heart; it s the difference between being cured and being healed. As one physician turned patient remarked, When I was a patient at a teaching hospital, they treated my disease; when I was a patient at GSAM, you treated me as a person while treating my disease. This ultimate compliment gives life to the words posted inside our front door welcoming all to this place of healing. Our aim is to cure and to heal, and the difference rests in the depth and quality of our relationships. THANK YOU QUESTIONS? 47 ACMC LDI March 7, 2013 DFox 16

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