Our Vision UPMC will lead the transformation of health care. The UPMC model will be nationally recognized for redefining health care by:

Transcription

1 Performance Document - Annual Performance Review Peer (Values/Duties/Goals) Evaluation Colleen Komar, Unit Director Annual Performance Review, 07/02/ /01/2014 Author: James Donnelly Role: Peer (Values/Duties/Goals) Status: Completed Due Date: 07/01/2014 Our Mission UPMC's mission is to serve our community by providing outstanding patient care and to shape tomorrow's health system through clinical and technological innovation, research, and education. Our Vision UPMC will lead the transformation of health care. The UPMC model will be nationally recognized for redefining health care by: Putting our patients, health plan members, employees, and community at the center of everything we do and creating a model that ensures that every patient gets the right care, in the right way, at the right time, every time. Harnessing our integrated capabilities to deliver both superb state-of-the-art care to our patients and high value to our stakeholders. Employing our partnership with the University of Pittsburgh to advance the understanding of disease, its prevention, treatment and cure. Serving the underserved and disadvantaged, and advancing excellence and innovation throughout health care. Fueling the development of new businesses globally that are consistent with our mission as an ongoing catalyst and driver of economic development for the benefit of the residents of the region. Section 1 - Values Caring and Listening Dignity and Respect Solid, Strong, Good Performer Excellence and Innovation 1

2 Quality and Safety Responsibility and Integrity Values Summary Comments: Colleen's leadership is noteworthy for her accountabiltiy, commmitment to patient safety, and her adaptabiltiy. Colleen demonstrates an exemplary level of emotional intelligence, perserverance, and motivation. Her values are clearly aligned with the organization and she is mission-centered in her work. Section 2 - Goals Superior labor metrics Achieve superior labor metrics as measured via MRS productivity metrics for WHPPD, DHPPD, IHPPD, RN Turnover, and Overtime Utilization. Quality Metrics Achieve HCAHPs, PSQ, and NDNQI metrics at fiscal 2015 performance goals (Detailed in PSQ Metrics, Nursing Unit Report Card, and VBP Results). - Due Date : 06/01/2014 Project Implementation 2

3 Implement standardized Pediatric Condition A and C 5th Floor GYN Inpatient Care Successfully Integrate the 5th Floor GYN Inpatient Care Delivery combining the GYN and PEDs caregivers - Due Date : 06/01/2014 Intraosseous Use Implementation Successfully implement and monitor the effectiveness of Intraosseous use at UPMC Hamot Goals Summary Comments: N/A Section 3 - Responsibilities Transformational Leadership 1 Demonstrates the ability to create a shared vision applies critical thinking skills and utilizes financial and quality data and conceptual knowledge in the development of the department vision and operational plan. Involves staff and key stakeholders in the development of a vision for the unit/ department within a shared governance model of practice. Orchestrates complex change and acknowledges the psychological transition on self and others. Involves stakeholders and experts in planning, designing, and redesigning change. Uses appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one/s own behavior to accommodate tasks, situations and individual involved. Supports staff during times of difficult transitions. Demonstrates ability to influence the external environment through participation in professional and advocacy organizations. Solid, Strong, Good Performer Professional Practice 1 3

4 Establishes a culture of caring by promoting decisions that are patient centered and within the framework of Relationship Based Care, using the nursing process that meets the clinical, psychological and spiritual needs of the patient, family and staff. Ensures that nurses practice in accordance with established Clinical Standards of Performance as defined by organization, system, professional and regulatory organizations. Applies national best practices and uses evidence based practice to build a culture of excellence in patient care. Promotes interdisciplinary partnership and consultation of hospital staff and health care team through participation in committees and related activities to ensure appropriate care and services for patients and families. Sets clinical, financial, and human resources priorities for improvement in concert with organizational goals. Demonstrates sound fiscal responsibility in the development and management of the department budget and holds staff accountable for the efficient use of resources including but not limited to managing flexible staffing patterns to meet patient care needs. Structural Empowerment 1 Sets high standards of performance for self and others by imposing standards of excellence and development of inquiry skills that are innovative, optimistic, and supportive of professional growth. Creates developmental paths and plans for staff to increase the expertise and caliber of staff. Initiates innovation in staff development, clinical orientation, continuing education, and supports specialty certification. Develops a best practice climate for the growth and development of students as well as new nurses. Actively recruits nursing students through the establishment of exceptional clinical experiences. Supports shared governance through a unit-based professional practice council and utilization of staff feedback to make changes to improve care, nursing practice, and /or the work. Quality & Innovation 1 Collaborates with medical staff to monitor patient outcomes; set clinical quality priorities, recommend and implement professional improvements and initiatives and implement unit based patient safety initiatives. Monitors dashboard indicators and quality in unit/department to meet organizational goals and develops action plans to address specific concerns and improve quality. Utilizes research and evidence-based practice to support improvement in clinical care. Shares learning from improvements with other units and/or spreads across the business unit or system. Analyzes nurse and patient satisfaction outcome data and develops action plan to address as needed. Supports and encourages involvement of staff nurses in the development and implementation of evidence based practice and quality improvement initiatives. Healthy Workforce 1 4

5 Develops and maintains productive working relationships internally and externally by building teams and relationships through mentoring and modeling uplifting and positive communication. Resolves and manages conflict effectively and in a timely manner. Extends trust by acknowledging the contributions of others; listens first, creates transparency in communications, confronts reality, and clarifies expectations. Cares for patients and self by planning a department work schedule in collaboration with team members that supports safety, appropriate worked hours, and a healthy lifestyle. Conveys information and ideas clearly through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message. Coaches staff on cultural diversity and addresses workplace horizontal violence and impairment. Creates an environment which recognizes and values differences in staff, physicians, patients, and communities. Responsibilities Summary Comments: Colleen's leadership and management skills have resulted in exemplary metrics of performance across all areas of responsibiltiy. Colleen and her teams execute at a high level of reliabiltiy and efficiency. Her unit results demosntrate superior standards of safety, service, and stewardship. Colleen is a trusted and respected member of the Nursing Leadership Team. Section 4 - Overall Summary Summary Comments: In fiscal 2014, Colleen demonstrated superior commitment, effectiveness, and adaptability. Her assumption of leadership responsiblities for the Infusion Team and the relocation of the Pediatrics Unit are two examples of her superior performance. We are fortunate and grateful to have Colleen as a member of the Nurisng Leadership Team. 5