Performance Improvement: What Matters Most

Transcription

1 Performance Improvement: What Matters Most Jessica Jones, CHFP Managing Director RaNae Wright, MHA Community Market Leader

2 Art and Science of Performance Improvement Why Implement Performance Improvement Getting Started Performance Improvement Tools and When to Use Tips and Traps 2

3 We Are Studer Group Mission To make healthcare a better place for employees to work, physicians to practice medicine, and patients to receive care. Vision To be the intellectual resource for healthcare professionals, combining passion with prescriptive actions and tools, to drive outcomes and maximize the human potential within each organization and healthcare as a whole. What We Do Apply evidence-based tactics to achieve and sustain exceptional clinical, operational, and financial outcomes Develop web-based software solutions for operational alignment and process efficiency Provide a wealth of educational resources including books, training videos, webinars, and institutes Awards Received the 2010 Malcolm Baldrige Quality Award Ranked #5 on Great Place to Work 2014 Best Small & Medium Workplaces List 3

4 Communicating: The Suggested Sequence Why What How 4

5 WHY: Connecting Heart and Mind Heart (People) Mind (Process) 5

6 WHY: Market Demands Improvement Market Will Demand 20 40% Overall Improvement, Requiring a Multi- Pronged Approach Performance Improvement 8-12% Total Improvement Clinical Transformation 6-14% Total Improvement Market Drivers Payment Reform Cost Pressures Information Boom Improved Care Scale and Integration 4-8% Total Improvement Asset Rationalization 3-6% Total Improvement 6

7 WHY: Top 10 Issues in Healthcare Top Issues* Performance Improvement Opportunities 1. Financial challenges X X 2. Healthcare reform implementation X X 3. Governmental mandates X 4. Patient safety and quality X X 5. Care for the uninsured/underinsured X 6. Patient satisfaction X X 7. Physician-hospital relations X 8. Population health management X X 9. Technology X 10. Personnel shortages X X *10 most concerning issues for hospital CEOs, Survey published January 12, 2015 by the American College of Healthcare Executives 7

8 WHAT is Performance Improvement? Performance Improvement sometimes has a bad reputation

9 WHAT is Performance Improvement? People Measuring the output of a particular process or procedure, then Organizational Culture PI Process Modifying the process or procedure to increase the output, to increase efficiency, or Tools to increase the effectiveness of the process or procedure

10 WHAT: Where to start with PI A BALANCED approach Establish clear priorities for your future Focus on strengthening current stability Optimize current operational performance Establish the capabilities and infrastructure for a long term strategy Consider a 3-4 year horizon with a goal of 5-10% improvement / year Performance improvement solutions can lead to one year / 8-12% improvement 10

11 WHAT is Performance Improvement?

12 WHAT: Structures that Support PI Governance Establishing the PI vision and continuous monitoring of the proper implementation of that vision Project Management Disciplined measurement and monitoring of implementation activities and the associated benefits Business Intelligence Collection and consolidation of data into information scorecards used to drive business decisions Execution Framework 12

13 Governance and Project Management Governance Project Mgmt.

14 Business Intelligence Strategy Define Performance Improvement objectives and gain additional understanding of the business drivers, focus areas, and benefits expected Gap Analysis Define the competencies and infrastructure required for implementing the new analytics platform and jointly assess existing competencies and infrastructure Technology Evaluation Build a framework to critically evaluate and ultimately recommend an analytics technology choice Implementation Planning Define the implementation plan the primary phases and objectives associated with the upcoming work required to deliver desired objectives 14

15 What Are You Tracking? Is it Clear? 15

16 WHAT: Metrics Even simple metrics can become complicated and have multiple definitions...

17 WHAT: Basics of PI Metrics Metrics Organizational Strategic Goals In-Process Metrics that drive organizational goals Identify key summary metrics with ability to drill down on detail for analytics Two Key Metrics Types Unimpact-able (Volumes) Impact-able (Point of Service Collections, Overtime, etc.) Tips Clearly define each metric and keep those definitions visible Track weekly or monthly by leader and relevant department Compare to national standards and internal benchmarks Ensure impact-able metrics are supported by data that identifies accountable parties 17

18 HOW: Performance Improvement Tools Pareto Chart Fishbone Diagram? Evidence-Based Leadership SM

19 Execution Framework: Evidence-Based Leadership SM LEADER EVALUATION Implement an organization-wide leadership evaluation system to hardwire objective accountability LEADER DEVELOPMENT Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results MUST HAVES Rounding, Thank You Notes, Employee Selection, Pre and Post Phone Calls, Key Words at Key Times PERFORMANCE GAP Re-recruit high and middle performers, Move low performers up or out STANDARDIZATION Agendas by pillar, peer interviewing, 30/90 day sessions, pillar goals ACCELERATORS Leader Evaluation Manager Validation Matrix SM Provider Feedback System SM Studer Group Rounding Patient Call Manager TM 19

20 Mandatory vs. Optional Words that drive compliance in hospitals 26% 69% 98% Expected Required Mandatory 20

21 Tactics That Align Process and People Rounding for Outcomes Interviewing, Validation, Observation Objective Evaluation System, Validation Matrix 21

22 Rounding 22

23 Interviews, Observations and Validation Appreciative Inquiry what has worked before Practice makes perfect Schedule time to see for yourself Create train-the-trainer wins Provide coaching in the moment Annual competency 23

24 Leader Evaluation Manager (LEM), Validation Matrix, etc. Are goals specific, measurable, achievable, realistic, timely Do you track goal results monthly? Do you track in-process metrics monthly? Do you discuss outcomes monthly without fail? Is the action plan clear and reviewed monthly? 24

25 Culture: Our Expertise Are you Really Focused on Culture or Training? BUILD SKILLS Educational Conferences Speakers Books Videos Online learning GET RESULTS Fast improvement on a key organizational metric, e.g. patient experience, employee & physician engagement, ED turnaround CHANGE CULTURE Comprehensive organizational transformation through expert coaching to hardwire evidence-based practices across the board TRAINING IMPROVEMENT TRANSFORMATION

26 Blind Spots What is a Blind Spot? How do you know you have one? How do you name it? 26

27 Self-Awareness Exercise for Blind Spots Ask Another Which personal aspects form the basis of my leadership style? Which personal weaknesses do I reveal to those I lead? How well do I read situations? Do I have a good sense of organizational time? How well do I communicate? Do I conform enough? How well do I manage social situations?

28 How do you get rid of it? Own it Know it Practice seeing it Get feedback on success Add it to your development plan 28

29 Identifying Black Holes Communication and reinforcement must cascade level by management level down the organization Don t skip a level!. Black Holes are formed when commitment or compliance is not sustained at each management level and driven to the next level 29

30 Key Role Map Tips for Creating a Key Role Map Use post-it notes to build a Key Role Map/Org hart based on current state 30

31 Key Role Map Successful Sponsor Strategy Cascading sponsorship must occur at each level between the Authorizing Sponsor (S A ) and the final Targets (T 3 ).. There must be Reinforcing Sponsors (S R ) at each level between the Authorizing Sponsor (S A ) and the final Targets (T 3 ). 31

32 The biggest obstacle in achieving high performance is not achieving the needed urgency for change. Kotter, John P (2008) A Sense of Urgency. United States: Harvard Business Review Press. 32

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34 Thank You! Jessica Jones, CHFP Managing Director RaNae Wright, MHA Community Market Leader

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