NATIONAL CENTER FOR HEALTHCARE LEADERSHIP. In Pursuit of Excellence AtlantiCare, 2009 Malcolm Baldrige National Quality Award Winner.
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1 NATIONAL CENTER FOR HEALTHCARE LEADERSHIP In Pursuit of Excellence AtlantiCare, 2009 Malcolm Baldrige National Quality Award Winner May 21, 2010
2 Today s Discussion Discuss the Baldrige Process and the leadership roles Paul G. Kuchuris, Jr., chairman of the National Alliance for Performance Excellence, and president and CEO of the Lincoln Foundation for Performance Excellence (administers the Baldrige Award process in Illinois) Share AtlantiCare s experience towards winning the Baldrige Award Roseann Kobialka, Corporate Director of Organizational Development, AtlantiCare Copyright
3 The Alliance for Performance Excellence Advancing Organizational Excellence through Baldrige-Based Programs
4 Random Organizational Activity Advancing Organizational Excellence through Baldrige-Based Programs 4
5 Activity vs. Organizational Direction Advancing Organizational Excellence through Baldrige-Based Programs 5
6 Improving Random Activity Advancing Organizational Excellence through Baldrige-Based Programs 6
7 Aligned Organizational Activity & Direction Advancing Organizational Excellence through Baldrige-Based Programs 7
8 Organizational Excellence Framework A SYSTEMS PERSPECTIVE 1 Leadership # SPC # ISO 9000 # Score Card 2 Strategic Planning # Alternatives for Excellence # Organizational Assessment 3 Customer and Market Focus 5 Workforce Focus # Champions for Excellence # Tools I & II # Examiner Process # Mgmt. Development 6 Process Management # Six Sigma # Lean # Reengineering # TQM 4 Information, Analysis, and Knowledge Management 7 Results Advancing Organizational Excellence through Baldrige-Based Programs 8
9 Why the Framework Works Systematic, integrated approaches for all key requirements that are fully deployed & aligned. Fact-based evaluation and improvement leading to breakthrough and continuous improvements. Improvement trends in results for all key performance measures. Good performance relative to competitive and comparative organizations. It drives you to be a Role Model organization Advancing Organizational Excellence through Baldrige-Based Programs 9
10 Award Process An organization completes a 50 page application A 6 to 10 member examiner team of professionals independently evaluates the application and comes to consensus on strengths & opportunities for improvement. A panel of judges evaluates to determine if a site visit is necessary. If required, the examiner team spends up to four days on site to validate the application & finalize a feedback report. A panel of judges reviews the feedback report and decides on what recognition level should be awarded. Advancing Organizational Excellence through Baldrige-Based Programs 10
11 Benefits to Organizations Who Apply for Awards Clear understanding of your organization s strengths and opportunities for improvement Receive rigorous feedback from a highly trained professional team Affirms commitment to excellence Valuable insights from experts Recognition and reinforcement of effort Advancing Organizational Excellence through Baldrige-Based Programs 11
12 National Healthcare Recipients AtlantiCare, NJ & Heartland Health, MO Poudre Valley Health System, CO Mercy Health System, WI North Mississippi Medical Center, MS Bronson Methodist Hospital, MI Robert Wood Johnson Univ. Hospital, NJ St. Luke s Hospital of Kansas City, MO Baptist Hospital, FL SSM Healthcare, MO Advancing Organizational Excellence through Baldrige-Based Programs 12
13 Getting Started on a Journey to Excellence Gain & Maintain Leadership Support. Establish a Clear Focus of where you want to go Orientation to the Baldrige Criteria Organizational Self Assessment Plan of Action and a Measurement of Success. Mobilize & Move Your Organization into a Continuous Improvement Culture. Develop Internal Expertise on the Baldrige Examiner. Advancing Organizational Excellence through Baldrige-Based Programs 13
14 Journey to Organizational Excellence Phase 1 Cultivating the Environment Visionary Leadership A Plan for Achievement Phase 2 Installing the Framework Framework Orientation Managing & Accelerating Change Communication Skills Teamwork Skills Problem Solving Skills Action Plan Management Personnel Development Pathways to Excellence Balance Scorecard Six Sigma/Lean Strategic Management Systems Strategic Planning Tools for Excellence Situational Leadership Facilitation Skills Managing a Diverse Workplace Etc. Organizational Assessment Champions of Excellence Examiner Training How to Write an Application Performance Management Application for Excellence & Feedback Report Assessment to Improvement Advancing Organizational Excellence through Baldrige-Based Programs 14
15 Why use the Baldrige Award Process Objectivity Solid expertise in organizational development Broad experience through recipients Cross sector benchmarking Passion for excellence It s the most inexpensive yet the most beneficial consulting you can get for your organization Advancing Organizational Excellence through Baldrige-Based Programs 15
16 Resource Information Paul G. Kuchuris, Jr. The Lincoln Foundation for Performance Excellence c/o Tellabs, Inc W. Diehl Road MS 514 Naperville, Illinois Phone: (630) Website: National & State Award Information Website: Advancing Organizational Excellence through Baldrige-Based Programs 16
17 The Alliance & the Baldrige Process Together Driving Continuous Improvement Through Communities of Excellence Advancing Organizational Excellence through Baldrige-Based Programs 17
18 In Pursuit of Excellence AtlantiCare 2009 Malcolm Baldrige Quality Award Recipient May 21, 2010
19 What We Do Who We Are Our Culture How We Lead
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21 AtlantiCare South Jersey s Healthcare Leader
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23 Healthcare Delivery
24 Health Engagement
25 Health Information
26 The AtlantiCare Family 5 business units 5,000 strong 80 volunteer board members 5 operating boards
27 AtlantiCare Quality Journey
28 VISION: WHERE WE ARE HEADED ATLANTICARE BUILDS HEALTHY COMMUNITIES MISSION: WHY WE ARE HERE WE DELIVER HEALTH AND HEALING TO ALL PEOPLE THROUGH TRUSTING RELATIONSHIPS VALUES: HOW WE ACT
29 Leadership System
30 Baldrige Criteria How do you develop your strategies and objectives? How are those strategies and objectives turned into actions? How are those strategies and objectives altered, if necessary?
31 Comprehensive Strategy Framework Develop a Strategy Framework that is tailored to your organization s culture. Ours has three main components: 1. System-wide directional strategy is developed outside our Business Unit structure to overcome siloed thinking. 2. Strategy is operationalized through our Business Units focused on achieving Performance Excellence aligned with our 5-best commitments (5Bs). 3. This approach results in: System level goals, objectives, and measures Aligned Business Unit Action Plans and Budgets Individual goals and incentives
32 Strategy Map
33 Continuous Process Systematic Rolling 3-Year Long Range Strategic Planning Process (LSPP) that is integrated into our Annual Strategic Planning Process (ASPP). A 12-Step ASPP that includes real and relevant monthly and quarterly steps and deliverables, including a cycle of improvement for the process itself. Bi-weekly, senior leadership oversight and review at Strategic and Operational levels.
34 Planning Process
35 Effective Strategy Deployment The greatest challenge put forward by the Criteria and a site visit is the deployment test. To succeed is to make your strategy meaningful and relevant at all levels. AtlantiCare does the following: 1. Boards & Physician Leadership Strategic Planning Committee Mid-Year Planning Retreat BU Annual Action Plan & Budget review/approval Annual Meeting 2. Middle Management (ALT) Bi-monthly, half-day meetings focused on the 5Bs Deployment to departments 3. Individual Town Hall Meeting (2 per year) Personal Strategy Map
36 Strategy Map
37 Connecting The Dots
38 Key Learnings Peter Drucker: Plans are only good intentions unless they immediately degenerate into hard work. Our experience: If Strategic Planning truly becomes your Road Map to alignment of effort; If you create a vibrant planning structure that organizes the work; and Find a way to engage your work force at all levels in moving towards your vision You will have truly degenerated into hard work.
39 Key Business & Support Processes
40 AtlantiCare Process Management
41 Scorecard
42 Key Learnings Know what your Key Processes are Measure them rigorously Develop a Tool Kit Benchmark with the Best Listen/Learn from your: Staff Physicians Patients Customers Process management holds the secrets to what drives organizational excellence.
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44 Questions?
45 AtlantiCare Sharing Days August 19-20, 2010 October 21-22, 2010 February 28 - March 1, 2011 Register at: or
46 Next Leadership Webcast Redesigning Continuing Education in the Health Professions Findings from the IOM Report Presenter: Wendy L. Rheault, Ph.D. Vice President, Academic Affairs and Dean, College of Health Professions, Rosalind Franklin University of Medicine & Science Date: Friday, June 18 Time: 1:00 2:00 pm ET, 12:00 1:00 pm CT, 10:00 11:00 am PT Have specific questions for our presenter to address? Submit them to Catherine Maji at Copyright
47 Upcoming Learning Lab: Leading Clinical Innovation and Excellence Host Lucile Packard Children s Hospital at Stanford University, Palo Alto, California Date August 26 27, 2010 Presentation/ Discussion Focus Who should attend August 26: Building Pre eminent Clinical Services August 27: Infrastructure and Leadership Senior executives including hospital CEOs, COOs, CMOs, CNOs, CHROs, and CLOs Administrative and clinical executives leading clinical innovation and improvement initiatives Copyright
48 Please complete the webcast evaluation. Thank you! Contact person Catherine Maji Copyright
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