Key Steps in Creating & Sustaining Excellence
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- Shonda Wilcox
- 5 years ago
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1 Key Steps in Creating & Sustaining Excellence 1. Create a context for excellence 2. Enroll others (starting with leaders) in the vision for excellence 3. Create alignment, ownership and transparency to drive improvement focus 4. Establish a systematic Leadership System clarify expectations of leaders 5. Foster a process honoring culture 6. Build Loyal Relationships the foundation to accomplishment H.E.N_
2 Created A Shift In View Regarding Stakeholders From Stakeholder Satisfaction To Stakeholder Partnership & Loyalty H.E.N_
3 Identifying Our Core Competency of Building Loyal Relationships with Patients & Families Physicians Associates Volunteers H.E.N_
4 Relationships Are the Foundation for Accomplishment Triangle Narrow base of Relationship = Little Space for Accomplishment Accomplishment RESULTS ACTIONS OPPORTUNITIES POSSIBILTIES RELATIONSHIPS The Breadth of Relationship H.E.N_
5 Relationships Are the Foundation for Accomplishment Accomplishment Triangle Broad base of Relationship = Huge Space for Accomplishment RESULTS ACTIONS OPPORTUNITIES POSSIBILITIES RELATIONSHIPS The Breadth of Relationship H.E.N_
6 Building Loyal Relationships (percentile May 2012) Outpatient Convenient Care 96 th 92 nd 98 th Physicians Ambulatory Surgery Patients 95th 98th Emergency Department Associates 91 st H.E.N_
7 A Recent Letter from a Physician Patient Dear Mr. Fox, Recently I had some cardiac challenges and was cast into a whirlwind of cardiologic testing and OP procedures. I must praise your hospital and facility further and ask that you praise your staff for exceptional expertise, care, commitment and interpersonal warmth. They are truly outstanding. I wish I had chosen Good Sam to be my practicing hospital when I opened my practice 19 years ago. H.E.N_
8 Other Key Lessons Learned in Creating and Sustaining Excellence Focus on culture not just tactics Culture outperforms strategy every time and culture with strategy is unbeatable. Stretch goals drive innovation Physician relationships and engagement are priority: Physician champions transform clinical practice Clinical Integration Program enables high physician alignment Creating a highly professional nursing staff achieves collaboration between physicians and nurses and improves experience and outcome of care H.E.N_
9 Key Lessons Learned in Creating and Advancing Performance Excellence Across All Pillars Participation in National QI and Patient Safety Initiatives and benchmarking against the best accelerates adoption of EMB and world-class results Formalize the informal become less persondependent The path to sustained excellence requires humility H.E.N_
10 The Path to Sustainable Excellence Requires Humility How Much You Really Know About World-Class Business Management Baldrige Recipients Path of Travel for an Organization X Start Genitect, LLC John Vinyard (770) How Good You Feel You Are H.E.N_
11 Sustained Excellence Good Samaritan Organizational Results H.E.N_
12 . Health Care Outcomes H.E.N_
13 GSAM Complication Index Index 75th Percentile 90th Percentile Great 0.00 January-10 February-10 March-10 April-10 May-10 June-10 July-10 August-10 September-10 October-10 November-10 December-10 January-11 February-11 March-11 April-11 May-11 June-11 July-11 August-11 September-11 October-11 November-11 December-11 January-12 February-12 March-12 April-12 Rolling 12 Months H.E.N_
14 GSAM Mortality Index Index 75th Percentile 90th Percentile January-10 February-10 March-10 April-10 May-10 June-10 July-10 August-10 September-10 October-10 November-10 December-10 January-11 February-11 March-11 April-11 May-11 June-11 July-11 August-11 September-11 October-11 November-11 December-11 January-12 February-12 March-12 Rolling 12 Months H.E.N_ Great
15 Percent 100% 80% 60% 40% 20% Core Measure Bundles 99% 100% 100% 98% 100% 99% 100% 96% 100% 98% 100% 100% 94% 100% 93% 97% 94% 92% 95% 87% 91% 90% 94% 85% 83% 82% 84% 66% Great 0% AMI HF PN SCIP % 83% 66% 84% % 87% 82% 85% % 98% 91% 90% % 99% 92% 95% % 100% 94% 93% % 100% 96% 94% Jan-Feb % 100% 100% 97% Source: Midas Top Decile H.E.N_
16 DVT Cases Hospital Acquired DVTs Breakthrough Improvement Great Source: Internal Metric - TSI H.E.N_
17 Rate per 1,000 Device Days Ventilator Associated Pneumonia (VAP) Rate No Infections Healthcare Sector and Benchmark Leadership No Infections Great Source: NHSN & CDC NHSN Mean H.E.N_
18 ACUTE CARE 30 DAY READMISSIONS RATE (Rolling 6-month time period) UCL 11.6 % 30-DAY ACUTE CARE READMISSIONS CL LCL 9.5 APR-MAY 11 MAY-OCT TARGET < 10.1 JUN-NOV 11 JUL-DEC ROLLING 6 MONTHS 10.7 AUG 11- JAN 12 SEP 11- FEB OCT 11- MAR 12 58
19 4.05 AVERAGE LENGTH OF STAY ACTUAL AVERAGE LENGTH OF STAY UCL 3.96 CL LCL JAN 11 - JUNE 11 FEB 11 - JULY 11 MAR 11 - AUG 11 APR 11 - SEPT 11 MAY 11 - OCT 11 JUN 11 - NOV 11 JUL 11 - DEC 11 ROLLING 6 MONTH TIME PERIOD AUG 11- JAN 12 SEPT 11 - FEB 12 59
20 Length of Stay (LOS) vs. CMI 2006-June LOS (days) High Acuity / Lower LOS CMI LOS CMI (Case Mix Index) H.E.N_
21 Creating a Culture of Patient Safety Rate of Improvement th Percentile for Patient Safety 0 Source: Thomson Reuters H.E.N_ Performance
22 . Associate Engagement. Patient Satisfaction. Physician Engagement Measuring Our Core Competency: Building Loyal Relationships H.E.N_
23 Building Loyal Relationships with Associates 100 Overall Associate Satisfaction Great Percentile Sustained Top Decile Performance Source: Morehead Top Decile H.E.N_
24 Transforming the Patient Experience: Patient Satisfaction Results - Percentile (Press Ganey) Outpatient Inpatient Emergency Amb Surg Conv Care Jun H.E.N_
25 Building Loyal Relationships with Physicians 100 Physician Survey Results Good Percentile Rankings Sustained Top Decile Performance Source: HealthStream Top Decile H.E.N_
26 . Growth. Funding Our Future H.E.N_
27 Building Loyal Relationships Surgery Volume Up 31% ,000 9,904 9,500 9,000 8,500 8,546 9,061 9,136 8,000 7,500 7,569 7,728 7, H.E.N_
28 Results of Sustained Performance Excellence GSAM Market Share for Overlapping Markets (Overall IP) Percent 25% 20% 15% 10% 17.0% Increase 25.6% Decrease 7.4% Decrease 6.9% Decrease 8.4% Decrease 5% 0% GSAM Hosp A Hosp B Hosp C Hosp D % 12.5% 18.8% 10.1% 10.7% % 11.7% 19.2% 9.6% 10.8% % 10.8% 16.8% 9.5% 10.8% % 9.4% 17.8% 9.2% 10.1% Q % 9.3% 17.4% 9.4% 9.8% Source: CompData H.E.N_
29 Percent 9% 7% 5% Operating Profit Margin vs. Benchmark "AA" Rated Hospitals Healthcare Sector and Benchmark Leadership 5.98% 6.04% 7.39% 6.73% 8.25% 9.30% Great 3% 1% 1.09% Budget S&P AA/AA+ Ratings Moody AA Ratings H.E.N_
30 Additional External Validation of Performance Excellence 2010 Lincoln Gold & Baldrige Quality Awards Recipient Top 50 Hospital for Cardiovascular Care by Thomson Reuters (2011) 100 Top Hospital for Overall Excellence by Thomson Reuters (2009, 2011, 2012) Midas+ Platinum Quality Award (2008, 2009, 2010, 2011, 2012) Environmental Leadership Circle Award from Practice Green Health (2012) Delta Group ranks GSAM #1 in Illinois and #4 in the USA for Overall Hospital Care 2010 H.E.N_
31 FINAL OBSERVATION Creating and Sustaining Performance Excellence Depends Upon A Conscious Choice & Discipline H.E.N_
32 THE CHOICE TO SUSTAIN GREATNESS Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline. We are not imprisoned by our circumstances. We are not imprisoned by the luck we get or the inherent unfairness of life. We are not imprisoned by crushing setbacks, self-inflicted mistakes or our past success. We are free to choose, free to become great by choice. -- Jim Collins (from Great By Choice) H.E.N_
33 Even with the strategic success of G2G, we never forget the real purpose of our work. JACK H.E.N_
34 B lessed. May your holiday be decorated with the most precious of gifts & your New Year rich with love. Happy Holidays from Joe, Nicole & Jack Stevens H.E.N_
35 Thank You David S. Fox, President Advocate Good Samaritan Hospital Downers Grove, Illinois H.E.N_
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