Achieving Strategic Results
|
|
- Johnathan Hoover
- 6 years ago
- Views:
Transcription
1 Achieving Strategic Results Pete Knox Executive Vice President Chief Learning & Innovation Officer May 2012
2 Bellin Health - Mission Statement Bellin Health is a community-owned not-for-profit organization responsible for the physical and emotional health of people living in Northeast Wisconsin and the Upper Peninsula of Michigan. Directly, and in partnership with communities, employers, schools, and government officials, we guide individuals and families in their lifelong journey toward optimal health. We are committed to providing safe, reliable, cost-effective total health solutions with respect and compassion. Our innovative work will impact healthcare delivery in our region, as well as throughout the world. 2
3 - Vision Statement The people in our region will be the healthiest in the nation. 3
4 - Strategic Objectives Objective 1: Patient, Family &Customer-Centered Organization Objective 2: Engaged Staff and Partners Objective 3: Improved Health of the Population Objective 4: Growth & Prosperity 4
5 - Overview Serving a market of 600,000 people Bellin Hospital, a 220-bed community hospital with proven excellence in heart and vascular care; orthopedics and sports medicine; family programs and services; and minimally invasive procedures including robotic surgery Oconto Hospital & Medical Center, a critical-access hospital in Oconto Bellin Medical Group, a 93-member primary care group with 34 clinic sites and proven excellence in disease management and wellness care Physician Partners, Ltd, more than 170 independent specialty physicians NorthReach, a 26-member primary care group managed in partnership with Bay Area Medical Center in Marinette Bellin Orthopedic Surgery Center, an ambulatory orthopedic surgery center merged in partnership with a local orthopedic physician practice Bellin Psychiatric Center, a dominant provider of in- and outpatient behavioral health services Bellin College with baccalaureate and masters degree programs to educate and train nurses and radiologic technologists Unity Hospice, providing hospice and palliative care services 5
6 Healthcare At A Crossroads A great chasm to cross but many not capable of making the journey. 6
7 The Chasm to Cross What is on the minds of Senior Leaders 1. How will I prioritize the various cost and quality imperatives my organization will need to accomplish to thrive? 2. How will I reach beyond the walls of my organization. To public health authorities, non profit groups and others, and engage these key community partners in helping to improve the health of patient population my organization serves. 3. How will I move my organization toward true clinician alignment and integrated care delivery? 4. What does accountable care mean for my organization? Are market reform forces moving toward population health broadly, or should we focus on creating integrated care models for certain populations? 5. How will I effectively lead my organization through the transition form volume based payment model we operate under now to the value based payment model that is coming? Huron Healthcare Report 7
8 IMPORTANCE OF OBSTACLE High Capabilities to Make the Journey Obstacles to Executing Strategy Lack of clear & decisive leadership; actions inconsistent with strategy Poor communication of strategy Making it meaningful to frontline; translating strategy to execution; aligning jobs to strategy Silos or units with competing agendas Resistance to change Lack of accountability or followthrough; inability to measure impact Too focused on short-term results Everyone too busy; lack of time; resource constraints Low POPULARITY OF RESPONSE 70% FAILURE RATE 8 High
9 Assessment Strategic Clarity & Production System Design Not Developed Fully Developed STRATEGIC CLARITY High level specifications for the production system defined Clear aims (1-5 yrs) cascaded to organization Clear value proposition for customers Organizational energy alignment Organization wide clarity on strategic intent and direction PRODUCTION SYSTEM DESIGN Large scale commonality plan Product across the continuum plan Functional / operational plan Unit / team QIDW plan Individual plan TOTAL 9
10 Assessment Measurement System & Performance Improvement Design Not Developed Fully Developed MEASUREMENT SYSTEM DESIGN Large scale commonality measurement system Product across the continuum measurement system Functional / operational measurement system Unit / team QIDW measurement system Individual measurement system PERFORMANCE IMPROVEMENT DESIGN Managing quality control Driving innovation Rhythm and disciple Consistent and standardized methods & tools Managing to the Sweet Spot Maximizing organization energy TOTAL
11 Assessment Marketing/Sales Alignment & Cultural Alignment Not Developed Fully Developed MARKETING/SALES ALIGNMENT Leveraging production system capabilities Targeted at Permission to Believe Customer relationships Positioning brand in market Measuring ROI CULTURAL ALIGNMENT Organizational health platform development Organizational performance platform development Alignment of internal/external partners Measuring ROI Culture aligned with Mission TOTAL 11
12 The Path Forward A Business Model and Framework for Achieving Sustainable Strategic Results 12
13 The Business of Health Care High Performance Health Care Model - Market/Customer Knowledge - Organizational Knowledge Strategic Position 1 What Should We Make? What Features/ Functions Should Our Products Have? BRANDS Products and Services VOICE OF THE CUSTOMERS External Focus Focus How Will We Make It? SYSTEM OF PRODUCTION ORGANIZATIONAL STRUCTURE 2 Platform VOICE OF THE PROCESS Internal Focus Is It Made Well? SYSTEM OF MEASUREMENT SYSTEM OF LINKED MEASURE 3 Knowledge What Do We Need to Improve/ Redesign? Do People Buy Our Products? Knox 2000 SYSTEM OF IMPROVEMENT SALES MARKETING ALIGNMENT AND DEPLOYMENT ROAD MAP OFFERED / CHOSEN 4 VOICE OF THE MARKETPLACE External Focus Action Results 5 6
14 1 The Strategic Dimension 14
15 1 The Role of Strategic Clarity VISIONS AND TARGETS 2015 Strategy Targets Nurturing the Organization Clear Aims Cascaded to Organization Value Proposition to Customers Aligning Energy 15
16 Production System Capability SPREAD Strategic Alignment and Deployment Cascading of Aims and Improvement MISSON / VISION Current Performance Analysis of Gap-Finance Model A P A S P D A P S D SYSTEM System Improvement Plan Strategies AIMS yr Portfolio of Projects A S P D S D A P A S P D 120 Day Cycle A P S D BRAND Brand Improvement Plan DEPARTMENT Quality in Daily Work Strategies Strategies AIMS yr AIMS yr Portfolio of Projects 120 Day Cycle Portfolio of Projects 120 Day Cycle A S A S P D P D S A S A D P D P A S A S P D P D A S A S P D P D INDIVIDUAL Individual Improvement Plan Strategies AIMS yr Portfolio of Projects A S P D S D 120 Day Cycle Strategic Results 16
17 2 The Role of the Production System Design and deliver to specifications 17
18 2 The Production System Sub-system that includes all functions required to design, produce, distribute, and service a manufactured product. BusinessDictionary.com 18
19 2 Platform Planning Collection of assets that are shared by a set of products Components Processes Knowledge People and relationships Robertson/Ulrich 19
20 2 Three Information Management Tools The Product Plan The Differentiation Plan The Commonality Plan Robertson/Ulrich 20
21 2 Anatomy of the Production System Five views of the Production System 1. Individual contributor 2. Unit / team 3. Product across the continuum 4. Functional / operational area 5. Large scale commonality 21
22 2 The Production System Knowledge of the Individual Connected Personal Experience Individual Health & Life Goals H 22 $ Q 22
23 2 3 The Production System Product Across the Continuum Stroke Management Knowledge of the Individual Collective Patient Experience PCP EMS ED 4Med OT/PT SNF Rehab Neuro PCP Individual Health & Life Goals H $ Q 23
24 2 The Production System 2 Unit / Team Knowledge of the Individual Collective Personal Experience PCP EMS ED 4Med OT/PT SNF Rehab Neuro PCP Individual Health & Life Goals H $ Q 24
25 2 The Production System 1 Individual Contributor Knowledge of the Individual * * * * * * * Collective Personal Experience * Individual Health & Life Goals H $ Q 25
26 2 4 The Production System Functional & Operational Areas IT Knowledge of the Individual Collective Personal Experience Individual Health & Life Goals Nursing H $ Q 26
27 2 5 The Production System Large Scale Commonality Knowledge of the Individual Collective Personal Experience Individual Health & Life Goals Community Health Wellness/ Prevention H Acute Care After Care $ Q 27
28 3 Knowledge of the Individual Measurement System for the 1 * Production System 2 4 Collective Personal Experience 3 Product Continuum Individual Health & Life Goals Community Health Wellness/ Prevention After Care 5 Nursing 28
29 3 The Role of the Measurement System Inform and Provide Knowledge 29
30 3 System Scorecard Focus on system-level measures Limited to a relatively small set Grouped by system strategies Balanced among the strategies Allow for comparisons to similar organizations Relatively straightforward, not overly complex Within control of the organization / Actionable Implies operational measures that impact system measures 30
31 3 Types of Measures Production Steps Process Measures Patient, Family and Customer-Centered Organization Engaged Staff and Partners Improved Health of the Population Growth & Prosperity Outcome Measures Patient, Family and Customer-Centered Organization Engaged Staff and Partners Improved Health of the Population Growth & Prosperity 31
32 3 The Five Views of Measurement Community Health Collective Personal Experience Wellness/ Prevention Acute Care After Care Large Scale Commonality Product Across the Continuum Team Team Team Team Individual Individual Individual Individual Individual Individual Individual Individual Individual Operational & System Support 5 32
33 3 Aligning Production & Measurement View Individual Unit Product Measure Owner Individual Team Lead Service Line Leader Functional Area Chief and/or VP Commonality System Owner 33
34 4 System of Improvement 34
35 4 Managing Organizational Energy Fully Utilized The Sweet Spot of organizational energy Non Aligned Lots of activity Few results Low activity Fully utilized capacity Many results Empty capacity Aligned Few results Limited/mixed results Under Utilized 35
36 Energy Grid
37 MANAGING ORGANIZATIONAL ENERGY Strategy Aims CURRENT Performance Current Processes Reliable/Predictable/Safe Innovation Pool of Ideas Priority Gate Spread Gate Improvement Priorities Strategy Results NEW Performance 37
38 The Discipline of Execution The Five Key Cycle Phases Phase I The Diagnostic Journey Phase II Prioritization and Focus Phase III Organizing the Work Phase IV Work Period Phase V Recalibration 38
39 5 Market / Sales Alignment 39
40 5 We know that a cancer diagnosis can be overwhelming and with it can come a host of concerns and decisions that have to be made. For most people there is an immediate need for information and a desire to be doing something. We want to help you make sure the information you re getting is accurate and helpful so that you can move through each step of the decision-making process in control and on your teams. This isn t about rushing... It s about responding. There is nothing more frightening than being told you have cancer. Unless it s being told you have cancer and then being told nothing at all for days... Even weeks. At The Cancer Team, we re committed to treating you with dignity and respect by first making sure that you aren t left alone with your fears. From the beginning, The Cancer Team member will work together to respond and include you in the process of developing a treatment plan. 40
41 6 Cultural Alignment 41
42 High Performance Culture Model Key Drivers People Platforms Leadership Development Professional/Personal Development Promotes a Culture of Safety Individual Attributes of High Performance Culture Pride in Organization High Engagement Scorecard High Performance Culture Quality Improvement Organizational (Strategic) Learning Innovative Thinking Team Player Individual Professional Growth Highly Empowered Vision Mission Values Strategy Execution Wage, Benefit and HR Related Policies Reward/Recognition Act Like You re an Owner - Stewardship Highly Productive Performance Contributes to Strategy Positive Interdisciplinary Relationships Retention Employee Health & Safety Engagement Performance Recruitment & Acclimation to the Culture *Preceptor/Mentor Individual Accountability Creates Patient Satisfaction High Quality Work Performance Evaluation Methods *Individual Scorecards *Performance Feedback Effective Leadership Healthy Lifestyle High Personal Satisfaction Future Sustainability Effective Communications Champions Mission Vision Values
43 Building a More Capable Organization 1. Identify areas for development 2. Identify team to assess and build plan for each dimension 3. Develop longer term aims for each dimension 4. Develop short term (120 days) action plan to close the gap 5. Provide reports and feedback to the organization 6. Develop a Steering Team 43
44 Thank you! All rights are reserved. Copyrights for the materials used in this booklet owned by Bellin Health and its affiliates. The use and/or reproduction by any means of any information contained in this booklet without the written permission of Bellin Health is strictly prohibited. 44
Bellin Health: Achieving Triple Aim Results for Working-Age Adults
IHI Triple Aim Seminar April 29, 2014 Bellin Health: Achieving Triple Aim Results for Working-Age Adults Randy Van Straten Bellin Health Objectives 2 Review population, measures, portfolio and governance
More informationAchieving Triple Aim Results
IHI 2014 National Forum D28/E28 These presenters have nothing to disclose Managing Populations George Kerwin, CEO/President, Bellin Health Pete Knox, Executive Vice President, Chief Learning & Innovation
More informationMultiCare s Transformational Journey Toward Sustained Outcomes Improvement
Success Story MultiCare s Transformational Journey Toward Sustained Outcomes Improvement EXECUTIVE SUMMARY Mixed reviews of the effectiveness of pay-for-performance programs leave hospitals wondering how
More informationSt. Mary s/duluth Clinic Health System
St. Mary s/duluth Clinic Health System 1 Executive Summary Industry Health Care Key Company Stats An innovative leader in health care within northeastern Minnesota and Wisconsin, St. Mary s/duluth Clinic
More informationSERVICE LINE DEVELOPMENT
SERVICE LINE DEVELOPMENT Different Markets Demand Different Approaches Presented by: Cecily Lohmar, New Heights Group Cecily@reach-newheights.com Today s Discussion Service line overview Conceptual framework
More informationBroader Public Sector - Executive Compensation Program
Broader Public Sector - Executive Compensation Program Section A - Compensation Philosophy Provide information on the designated employer s compensation philosophy including details on how the executive
More information2013 Southwind Institute
2013 Southwind Institute Anthony M. D Eredita Executive Vice President Southwind, A Division of The Advisory Board 2 The M&A Wave is On-going: Hospital and Physician Scale thought to be an answer but may
More informationHenry Ford Health System s Baldrige Journey: Driving Accountability for Excellence. June 25, Kathy Oswald Chief Human Resources Officer
Henry Ford Health System s Baldrige Journey: Driving Accountability for Excellence June 25, 2012 Kathy Oswald Chief Human Resources Officer Henry Ford Health System Core Services: Four acute med/surg and
More informationHigh-Impact Leadership: Developing Core Leaders Michael Pugh, MPH Dave Munch, MD
C14 These presenters have nothing to disclose High-Impact Leadership: Developing Core Leaders Michael Pugh, MPH Dave Munch, MD December 11, 2018 1:30-2:45 #IHIFORUM Disclosure: P2 Michael Pugh and David
More informationCHIEF TRANSFORMATION OFFICER
Being part of a dynamic, growing organization offers an exciting career path full of opportunity. TransForm Shared Service Organization, a nonprofit, unique, innovative, results-driven organization that
More informationOperational Excellence in Healthcare. Creating a Culture of High Reliability: Management System Fundamentals
Operational Excellence in Healthcare Creating a Culture of High Reliability: Management System Fundamentals OUR VIEW Set, Met, Reinforced The Key to Experience Management We believe that your brand, operations
More informationBellin Health: Living Quality Improvement Everyday
Bellin Health: Living Quality Improvement Everyday By Colleen O Brien, Team Leader Quality Resource and Privacy and Safety Officer Sue Jennings, PhD, Health Care Consultant Contents Introduction 2 Background
More informationBalanced Scorecard- Going Back to Go Forward or: Linking Measurement to Strategy Rural Health Resource Center. Duluth, Minnesota
Balanced Scorecard- Going Back to Go Forward or: Linking Measurement to Strategy Rural Health Resource Center Duluth, Minnesota How s Your Balanced Scorecard? We ve measured but something s missing. Our
More informationTERRITORIAL HEALTH AND SOCIAL SERVICES AUTHORITY
TERRITORIAL HEALTH AND SOCIAL SERVICES AUTHORITY IDENTIFICATION Department Position Title Territorial Health and Social Services Authority Chief Executive Officer Position Number: Community: Division/Region:
More informationIntroducing The Performance Goal Library
HR Advancement Center Introducing The Performance Goal Library 1,000+ Health Care-Specific, SMART Goals Cascaded Through 4 Levels and 18 Departments 2014 The Advisory Board Company Overview of the Performance
More informationPerformance Improvement: What Matters Most
Performance Improvement: What Matters Most Jessica Jones, CHFP Managing Director jjones@hurconconsultinggroup.com 303-619-1379 RaNae Wright, MHA Community Market Leader ranae.wright@studergroup.com 513-236-9092
More informationA Seven-Step Approach to a Clinically Integrated Network. April 28, 2016 Track B ACOs, Population Health, Affiliation and Other Issues
A Seven-Step Approach to a Clinically Integrated Network April 28, 2016 Track B ACOs, Population Health, Affiliation and Other Issues Presenters Gayle L. Capozzalo, FACHE Executive Vice President/Chief
More informationTransforming Patient Experience with a Mobile Wayfinding Platform
Transforming Patient Experience with a Mobile Wayfinding Platform Session 76, March 6, 2018 Katie Logan Vice President, Experience Piedmont Healthcare 1 Conflict of Interest Katie Logan Has no real or
More informationBecoming risk-capable: A group s transformation story
Becoming risk-capable: A group s transformation story By Doral Davis-Jacobsen, MBA, FACMPE, MGMA member, and Stefan Magura, MGMA member ACMPE Fellow Medical practices are at a tipping point today when
More informationNCI Supplier Service-Best of Class Provider Presentation. What Makes A Best of Class Supplier?
NCI Supplier Service-Best of Class Provider Presentation What Makes A Best of Class Supplier? Cottage Health System Service is the number one issue. I am committed to a high service company, which I see
More informationHow Standardized Data Improved Finance-Revenue Cycle Communication at Ascension Health (E06) Bridging the Gap
How Standardized Data Improved Finance-Revenue Cycle Communication at Ascension Health (E06) Bridging the Gap Kari Clark, CPA Ascension Health Derek A. Bang, CPA, CGMA Crowe Horwath LLP Ascension Health
More informationDRIVING ACCOUNTABILITY THROUGH ORGANIZATIONAL BEHAVIOR. Mike Coppola, FACHE, MBA
DRIVING ACCOUNTABILITY THROUGH ORGANIZATIONAL BEHAVIOR Mike Coppola, FACHE, MBA Agenda 1. Role of Leadership as the Accountability Driver 2. Leading Practices & Accountability Tools 3. Organizations outcomes
More informationF i n a n c e a n d H R : B e t t e r To g e t h e r i n t h e C l o u d
F i n a n c e a n d H R : B e t t e r To g e t h e r i n t h e C l o u d Mary Kilmer Executive Director Oracle Healthcare Mike Andrus VP HCM Transformation Oracle OPERATIONAL AGILITY IOT MARGIN Financial
More informationHenry Ford Health System (HFHS)
Using the Malcolm Baldrige Criteria to Create High Performance Presentation to IHI, Session M23 December 10, 2012 Susan S. Hawkins Senior Vice President, Performance Excellence Henry Ford Health System
More informationQHC Executive Compensation Plan
QHC Executive Compensation Plan For final submission to the Ministry of Health and Long Term Care February 28, 2018 Background Executive compensation at Quinte Health Care (QHC) has been frozen since 2008
More informationImplementation of an Electronic Health Record
Implementation of an Electronic Health Record Mark Ficker Vice President, Medical Group Services & Chief Financial Officer Brown & Toland Overview Mission Brown Leading & Toland organization Medical Group
More informationOperational Excellence in Healthcare. Creating a Culture of High Reliability: Driving Culture Change
Operational Excellence in Healthcare Creating a Culture of High Reliability: Driving Culture Change OUR VIEW Set, Met, Reinforced The Key to Experience Management We believe that your brand, operations
More informationBest Practices in EHR Implementations
WHITE PAPERS FOR REAL PEOPLE Best Practices in EHR Implementations by TIM LIDDELL VICE PRESIDENT, PROVIDER DEPLOYMENT BETSY CROSS DIRECTOR, PROVIDER DEPLOYMENT CONTENTS The SaaS Delivery Model... 1 January
More informationUsing Technology to Reduce Costs and Improve Quality
Using Technology to Reduce Costs and Improve Quality Kari Cornicelli, FHFMA, CPA VP, CFO Sharp Grossmont Hospital SOHL, HIMSS, and HFMA Joint Chapter Meeting 9/20/12 HFMA s Value Project Objectives Understand
More informationREQUEST FOR PROPOSAL INPATIENT ELECTRONIC HEALTH RECORD
REQUEST FOR PROPOSAL INPATIENT ELECTRONIC HEALTH RECORD RE: Request for Proposal ( RFP ) General Information Titus Regional Medical Center ( TRMC ) is seeking a proposal regarding function from your company
More informationAligning Practice Goals with Health System Goals: Developing a tiered accountability model and revised organizational structure
Aligning Practice Goals with Health System Goals: Developing a tiered accountability model and revised organizational structure Case Study Submission Cindy Dormo, FACMPE, FACHE, FHFMA, MBA, RHIA August
More informationCHKD Nets $22M in CFO-Validated Savings with a Blend of CBA s 100-Day Workouts and High Impact Margin Improvements
CHKD Nets $22M in CFO-Validated Savings with a Blend of CBA s 100-Day Workouts and High Impact Margin Improvements CHALLENGE With reimbursement rates the lowest in history, and a higher cost structure
More informationHow to Succeed with Bundled Payments
A Programmatic Approach for Sustainable Change The Centers for Medicare and Medicaid Services (CMS) recently published its final CMS decision to move forward with the ruling for the Comprehensive Care
More informationHow a project approach will build change management capability across your organization
capability across your How a project approach will build change management capability across your Prosci Webinar How a project approach will build change management Enterprise Change Management Organizational
More informationBuilding and Sustaining a Patient-Centred System: The Transformational Journey of a Mental Health and Addictions Program. NHLC June 10, 2013
Building and Sustaining a Patient-Centred System: The Transformational Journey of a Mental Health and Addictions Program NHLC June 10, 2013 Our Past: Amalgamation of NHS mental health and addictions November
More informationMoving Beyond Heroics using Lean Thinking and a Lean Management System
Moving Beyond Heroics using Lean Thinking and a Lean Management System Kim Barnas, Past Senior Vice President ThedaCare, and President Appleton Medical Center and Theda Clark Medical Center Faculty, ThedaCare
More informationDisrupting the Supply Chain
Disrupting the Supply Chain Jeff Ashkenase, Executive Vice President, Acurity and Nexera Jay Fligstein, Senior Vice President, Acurity Lori Pilla CPSM,RN,MBA, Sr. Vice President, Kaufman Hall The Impact
More informationImproving Healthcare Performance through Analytics and Cultural Transformation
About the Organization OSF Healthcare Pioneer ACO Facilities in Illinois and Michigan 11 Hospitals 108 Locations Serving nearly 700,000 Patients 2 Pursuing Clinical and Operational Excellence Analysis
More informationBUSINESS INTELLIGENCE & ANALYTICS
CASE STUDY PART 2 BUSINESS INTELLIGENCE & ANALYTICS INTRODUCTION LOCATION New Jersey WEBSITE www.atlanticare.org SIZE 70 Locations DEPLOYMENT Fall, 2016 EMPLOYED SANTA ROSA SOLUTIONS Business Intelligence
More informationWar for Talent: Training, Recruitment, and Employee Retention Lynn Hall, HR Consultant, Benefits Cincinnati Children s Hospital Medical Center Andrea
War for Talent: Training, Recruitment, and Employee Retention Lynn Hall, HR Consultant, Benefits Cincinnati Children s Hospital Medical Center Andrea Wicks Bowles, Sr. Consultant, Director Global Strategies
More information2017 Operational Plan 100 years of reducing workplace injury s impact
2017 Operational Plan 100 years of reducing workplace injury s impact Nova Scotians safe and secure from workplace injury Transforming our business for better outcomes in injury prevention and return to
More informationHigh-Impact People Development in Post-Acute Care
National Forum - Orlando, FL December 10-13, 2017 A12/B12 High-Impact People Development in Post-Acute Care Disclosures Mike Billings is employed as the President of Infinity Rehab Derek Fenwick is employed
More informationPractice Transformation Academy
Practice Transformation Academy Kick-off Meeting for Practices in the National Cohort March 16, 2017 National Council for Behavioral Health 1400 K St. NW, #400 Washington, DC 20005 Stretch Goal Presentations
More informationSTRATEGIC PLAN 2020 Together We Will. Lead the Way Care Passionately Be Our Best
Together We Will Lead the Way Care Passionately Be Our Best March, 2017 Setting Context. LOFT Community Services has a strong 60 year history of supporting and serving people with complex mental health,
More informationIs there a Roadmap for Transformation?
Is there a Roadmap for Transformation? Continuous Improvement in Healthcare: A Roadmap for Transformation Cleveland Clinic November 12, 2012 Alice Lee Vice President, Business Transformation Beth Israel
More informationThe Endocrine Society Strategic Plan 2011 (Approved by Council on June 2, 2011) Strategic Plan Overview
The Endocrine Society Strategic Plan 2011 (Approved by Council on June 2, 2011) Strategic Plan Overview Mission: The mission of The Endocrine Society is to advance excellence in endocrinology and promote
More informationDriving Efficiency and Improving Bottom Line using Compelling Visual Analytics at Stamford Health
Welcome # T C 1 8 Driving Efficiency and Improving Bottom Line using Compelling Visual Analytics at Stamford Health Divya Malhotra, MD, MHA, MBA Executive Director, Analytics and Innovation Luis C. Rodríguez,
More informationUsing HR Analytics to Build a Business-Focused HR Strategy. Scott Mondore, Ph.D. Strategic Management Decisions
Using HR Analytics to Build a Business-Focused HR Strategy Scott Mondore, Ph.D. Strategic Management Decisions Learning Objectives A step-by-step process for building an HR strategy How to connect people
More informationIdentifying and Developing High Potentials
Identifying and Developing High Potentials Prepared for New Jersey Hospital Association 2/12/2015 Human Resources Meeting The Leadership Development Group, Inc. Your Speakers Tracy Duberman, Ph.D., MPH,
More informationStakeholder Engagement Strategy Version: 1.2 Issue Date: November 2016 Status Draft
Item 10.2 (2) Stakeholder Engagement Strategy Version: 1.2 Issue Date: November 2016 Status Draft Name Job Title or Role Signature Date Authored by: Suzy Aspley/Lisa Dransfield/Lisa Morton Head of Communications
More informationDeveloping an Enterprise Imaging Strategy. Session #212, March 8, 2018 Dawn Cram, IS Director Enterprise Imaging Ochsner Health System
Developing an Enterprise Imaging Strategy Session #212, March 8, 2018 Dawn Cram, IS Director Enterprise Imaging Ochsner Health System 1 Conflict of Interest Dawn Cram, RT(R,M), CIIP Has no real or apparent
More informationThe future of CRM. Perspectives on where healthcare CRM is headed
WHITE PAPER The future of CRM Perspectives on where healthcare CRM is headed Healthgrades interviewed its own experts and pioneers in CRM to gather their views on how CRM systems are benefiting health
More informationUC Health: Better Together Information Technology & Leveraging Scale for Value (LSfV) A Presentation to HIMSS So Cal December 1, 2015
UC Health: Better Together Information Technology & Leveraging Scale for Value (LSfV) A Presentation to HIMSS So Cal December 1, 2015 UC Health By The Numbers 6 Medical schools $1.8B NIH funding 4 th Largest
More informationManaging Across the Care Continuum: Distribution to Alternate Sites
Managing Across the Care Continuum: Distribution to Alternate Sites April 23, 2014 1 2014, MedAssets, Inc. All rights reserved. MedAssets. Not to be reprinted without permission. For non-commercial use
More informationHelping you succeed in an uncertain environment.
Helping you succeed in an uncertain environment. A trusted advisor to the healthcare industry. Hammes Company is comprised of a team of accomplished professionals with deep industry and functional expertise.
More informationTOP 5 IMPERATIVES BOARDS FACE
TOP 5 IMPERATIVES BOARDS FACE Common imperatives for governance boards and the strategic actions they need for smarter and better board work Top 5 Imperatives Boards Face 2 TODAY S LANDSCAPE. UNCOMMON
More informationDHA Consolidation Transition and Design People Centred Care Provincial Health Authority Executive Structure and Accountabilities.
DHA Consolidation Transition and Design People Centred Care Provincial Health Authority Executive Structure and Accountabilities 30 October 2014 DHA Consolidation Project Charter Structure related deliverables:
More informationBuilding Execution into Strategy
Building Execution into Strategy How St. Vincent s Health Services Effectively Adapted to Changing Times The opinions expressed are those of the presenter and do not necessarily state or reflect the views
More informationCreating the Preferred Academic Medical Center of the 21 st Century. AMC 21 Reload
Creating the Preferred Academic Medical Center of the 21 st Century AMC 21 Reload 2015-2018 AMC 21 Illustration We strive to By being Which we can achieve through SATISFACTION QUALITY FINANCIAL ADVANCEMENT
More informationThe Vowels of Strategy: Behaviors and Responsibilities in the Strategic Process
The RBL White Paper Series The Vowels of Strategy: Behaviors and Responsibilities in the Strategic Process MICHAEL PHILLIPS AND DAVE ULRICH The Vowels of Strategy: Behaviors and Responsibilities in the
More informationSolution Architect, Electronic Medical Record (EMR) Program Monash Health
Solution Architect, Electronic Medical Record (EMR) Program Monash Health A unique opportunity to drive workflow and solution design in Victoria s largest public health care organisation Play a key role
More informationNOTABLE INDUSTRY TRENDS TO WATCH
IDN SUMMIT NOTABLE INDUSTRY TRENDS TO WATCH Avalere published their 2016 trends we look GREAT! Political focus on the cost of and access to specialty drugs and biologics will continue Patient engagement
More information4/10/2014. Developing an HR Strategic Plan A Step by Step Approach. Agenda. By a Show of Hands: The HR Strategic Plan. Critical Success Factors
Developing an HR Strategic Plan A Step by Step Approach Sue Jones Managing Director - KLS Group (541) 213-2075 sue@theklsapproach.com www.theklsapproach.com Creating an HR Strategy Agenda The HR Strategic
More informationRoot Strategic Change Process
Solution Sheet Root Strategic Change Process As an organization begins the process of undergoing change, it s important to look at all of the pieces of the puzzle and how they fit into the big picture.
More informationIT Transformation: Positive Culture is King
IT Transformation: Positive Culture is King Session ID: 38, March 6, 2018 Ron Fuschillo, Chief Information Officer, Renown Health TM Frank Abella, Director of IT Infrastructure Operations, Renown Health
More informationOUR NEW QUEST. Grounded in Today s Realities While Building for the Future. Steve Rusckowski President and Chief Executive Officer
OUR NEW QUEST Grounded in Today s Realities While Building for the Future Steve Rusckowski President and Chief Executive Officer Safe Harbor Disclosure This presentation may contain forward-looking statements.
More informationAre Your Physicians Aligned?
WHITE PAPER Are Your Physicians Aligned? An Assessment Tool for Healthcare Leaders Authors: Mark J. Werner, MD and Cynthia Bailey Success in today s uncertain healthcare environment requires engaging physicians
More informationInvestor Presentation May 2018
Investor Presentation May 2018 FORWARD-LOOKING STATEMENTS Forward-Looking Statements Certain statements and information in this communication may be deemed to be forward-looking statements within the meaning
More informationFuture of Revenue Cycle: Hospital and Physician Collaboration. Rosemary R. Sheehan, Vice President Revenue Cycle Operations March 7, 2017
Future of Revenue Cycle: Hospital and Physician Collaboration Rosemary R. Sheehan, Vice President Revenue Cycle Operations March 7, 2017 Agenda 1. Partners HealthCare at a Glance 2. Current State Revenue
More informationDriving Improvement to your Bottom Line:
White Paper Title Driving Improvement to your Bottom Line: Untapped Opportunities to Begin Tackling Now Given the current and anticipated reimbursement and cost pressures facing healthcare providers today,
More informationHCAHPS Readiness and Performance Management White Paper
HCAHPS Readiness and Performance Management White Paper NOTE - Brian Lee has made minor edits to this document Jan 31 2013 Between August and October 2012, HealthcareSource conducted a survey about Hospital
More informationSuccessful healthcare analytics begin with the right data blueprint
IBM Software Information Management Healthcare Successful healthcare analytics begin with the right data blueprint 2 Successful healthcare analytics begin with the right data blueprint Executive summary
More informationHealthcare Analytics Design: Smart, Creative, Forward-Thinking
Sponsored By: Healthcare Analytics Design: Smart, Creative, Forward-Thinking Wednesday February 22, 2017 (12:00 1:00 pm Pacific / 1:00 2:00 pm Mountain / 2:00 3:00 p.m. Central / 3:00 4:00 pm Eastern)
More informationBelden s Talent Management Approach BUILDING A METRIC-DRIVEN APPROACH TO MASTERING THE SUCCESSION PIPELINE
Belden s Talent Management Approach BUILDING A METRIC-DRIVEN APPROACH TO MASTERING THE SUCCESSION PIPELINE 1 COMPANY SNAPSHOT Belden s Talent Management Approach As a fast-paced, results-oriented company
More informationThe Art of Putting It Together STANDARDIZE PROCESSES BEFORE CONSOLIDATING REVENUE CYCLE OPERATIONS
STANDARDIZE PROCESSES BEFORE CONSOLIDATING REVENUE CYCLE OPERATIONS STANDARDIZE PROCESSES BEFORE CONSOLIDATING REVENUE CYCLE OPERATIONS By Robert Parris, managing director, and Melanie Schoenvogel, senior
More informationTECHNOLOGY CONTRACTING:
TECHNOLOGY CONTRACTING: Designing systems for efficiency, interoperability and smart building outcomes By Jim Nannini, Vice President of Building Wide Systems Integration Building Solutions, North America,
More informationInsights Into the Patient Experience
Insights Into the Patient Experience Tuesday, November 13, 2012 Moderator: Ron Webb, APQC Special Guests: Jason Wolf, The Beryl Institute John McKeever, Gelb Thank you for attending. We will begin at 10:00
More informationEngaging Physicians for Successful Cultural Transformation. Scott Nygaard, MD, Becky Pollins, RN & Mo Kasti, MS March 10, 2018
Engaging Physicians for Successful Cultural Transformation Scott Nygaard, MD, Becky Pollins, RN & Mo Kasti, MS March 10, 2018 DISCLOSURE STATEMENT None of the presenters have actual or potential conflicts
More informationSee the world. differently. Embrace change and profit from marketplace uncertainty
See the world differently Embrace change and profit from marketplace uncertainty You understand the need to adapt your business to changing landscapes. The question is, how can you make sure your executive
More informationKronos for Healthcare. Empower your workforce with flexible scheduling solutions
Kronos for Healthcare Empower your workforce with flexible scheduling solutions Scheduling an Engaged, Empowered Workforce Safe, quality care for every patient across an increasingly complex continuum
More informationShaping the Future Together. A Strategic Framework to Deliver Transformational Change
Shaping the Future Together A Strategic Framework to Deliver Transformational Change Autumn 2015 Contents Page Number Foreword from Trust Chief Executive ------------------------------- 3 Section 1: About
More informationBuilding a Collaborative Senior Team in a Time of Change. Your Speakers. Agenda 4/20/2015. Complex collaboration in healthcare why senior leaders fail
Building a Collaborative Senior Team in a Time of Change The Impact of Leadership Competencies on Organizational Effectiveness John Sheehan Bryan Warren President UW Health at the American Center, SVP
More informationPrecision Medicine. Presented by:
Precision Medicine Presented by: Prepared Brendan FitzGerald For: Enabling better health through information technology. Healthcare Information and Management Systems Society (HIMSS) HIMSS is a global,
More informationAugust The Marriage of Money and Mission. Denise Henderson Director of Consulting Services MedSynergies, Inc.
August 2009 by, Revenue cycle consultants for physician practices aligned with hospitals, focus their clients toward improved financial results and enduring profitability. This objective can appear to
More informationDUHS Revenue Cycle Management & Clinical Integration Program
DUHS Revenue Cycle Management & Clinical Integration Program Garland Goins, Director Revenue and Documentation Integrity Michael Bernas, Program Manager Revenue Management Duke Health At A Glance City
More informationExperience Management. Bringing the Voice of the Customer to Data, Insights & Execution
Experience Management Bringing the Voice of the Customer to Data, Insights & Execution COMMON CHALLENGES Experience Management 1 2 3 4 Gathering relevant market intelligence to better target and segment
More informationThe Path to Clinical Enterprise Maturity DEVELOPING A CLINICALLY INTEGRATED NETWORK
The Path to Clinical Enterprise Maturity DEVELOPING A CLINICALLY INTEGRATED NETWORK dhgllp.com/healthcare Kevin Locke PRINCIPAL Kevin.Locke@dhgllp.com 330.606.4699 Michael Strilesky SENIOR MANAGER Michael.Strilesky@dhgllp.com
More informationFINANCE & BUSINESS AT PENN STATE...
Table of Contents FINANCE & BUSINESS AT PENN STATE... 3 Mission & Vision... 3 Organizational Profile... 3 F&B Situational Analysis... 3 F&B Alignment with University Priorities... 4 STRATEGIC PRIORITIES...
More informationFire is Catching: Building the Framework for High Performance
Studer Group Presentation to Alabama Primary Care Association Fire is Catching: Building the Framework for High Performance Jacquelyn Gaines, Executive Coach Objective: To obtain, sustain or accelerate
More informationTen Year Vision and Five Year Strategy
Ten Year Vision 2011-2020 and Five Year Strategy 2011-2015 1 Mid Cheshire Hospitals NHS Foundation Trust, Leighton Hospital, Middlewich Road, Crewe CW1 4QJ Purpose of this Document This document has been
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationLeveraging the Contingent Workforce as a Strategic Element of Talent Acquisition. People in Healthcare Summit 2018 March 21, 2018
Leveraging the Contingent Workforce as a Strategic Element of Talent Acquisition People in Healthcare Summit 2018 March 21, 2018 Today s Presenters Christopher Henry Vice President of Talent & Change Management
More informationFind your place on the culture continuum
Find your place on the culture continuum By starting with a clear-eyed view of where a company s culture is, senior executives can better articulate what it could be and spark the sorts of frank management
More informationHow are Senior Leaders Using Employee Engagement and Talent Strategies to Drive Success? Panel Discussion Becker s Healthcare June 29, 2016
How are Senior Leaders Using Employee Engagement and Talent Strategies to Drive Success? Panel Discussion Becker s Healthcare June 29, 2016 Agenda Introductions The employee engagement challenge Talent
More informationOur Workforce Strategy. April 2017 March 2019
Our Workforce Strategy April 2017 March 2019 Author: Document Owner James Devine, Director of HR&OD James Devine, Director of HR&OD Revision No: 1.0 Document ID Number Approved By: Trust Board Implementation
More informationPhysician Relations. Data, Insights & Execution
Physician Relations Data, Insights & Execution About Us We work with nationally-recognized Institutions: 4 Honor Roll institutions 8 out of the top 20 cancer programs 3 out of the top 4 pediatric hospitals
More informationSTRATEGIC PLANNING: IMPLEMENTATION ROADMAP
STRATEGIC PLANNING: IMPLEMENTATION ROADMAP MOVING FROM THE STRATEGIC PLAN TO AN OPERATIONAL PLAN Strategic plans provide broad guidance and direction for a higher education institution s immediate future.
More informationAppendix L International Finance Corporation 2013 Change Initiative
Appendix L International Finance Corporation 2013 Change Initiative 1. The International Finance Corporation s (IFC s) most recent restructuring IFC2013 was reviewed to identify lessons IFC has learned
More information4/26. Analytics Strategy
1/26 Qlik Advisory As a part of Qlik Consulting, Qlik Advisory works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics
More informationDesignated Executive Positions PRHC has four (4) executive classes:
Executive compensation is an important area for all organizations, particularly those in the public sector. Hospitals and other public institutions are challenged to ensure that we operate as effective
More information