Leadership Development Advocate Health Care November 14, 2016

Transcription

1 Leadership Development Advocate Health Care November 14, 2016

2 Advocate s Strategy, Structure & Results AGENDA Leadership Development at Advocate Medical Group Leadership Development Program

3 ADVOCATE S HISTORY, STRATEGY, & STRUCTURE Kevin McCune, MD VPMM/CMO, Advocate Health Care

4 Advocate, first formed in 1995, has over 300 sites of care and provides 13 care Hospitals to approximately 3.4 million patients a year, generating close to 6 million 9 acute in care net hospitals revenue. Approximately 1 children s 34,000 hospital associates are 3 employed major teaching by Advocate hospitals and can be found 5 level at some 1 trauma of the centers sites of care listed below: 212 Physician Advocate Hospitals Groups 1,300 employed 10 acute care hospitals Home Care Company 1 childrens hospital Laboratory 5 level 1 trauma Joint centers Venture Over 3 major 200 teaching Sites hospitals of Care 3.42 specialty Million hospitals Patients Served 34,000 Associates Advocate Physician Partners Total Revenue $4.6B Advocate Medical Group AA Rating Over 1,900 employed providers 4 Home Care Company Laboratory Joint Venture

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6 Executive Dyad Chief Medical Officer Chief Operations Officer

7 Operations Management Dyads VP Practice Operations Practice Manager Regional Medical Director Site Medical Director

8 Number of Physicians AMG Growth History & Projection 1,600 1,400 1,200 1,

9 Year End Results KRA Result Target Achieved Health Outcomes Patient Satisfaction Associate Engagement Physician Engagement Growth Net Revenue (000) $655,814 $648,039 Funding Our Future Net Revenue Percent of Budget Funding Our Future Operating Margin (000) Funding Our Future Total Cost/RVU 101.2% 100.0% % % $ $140.32

10 What are you doing now? At your tables, take 5 minutes to discuss what physician leadership practices you have in place today. What s working well? How do you know? What results are you getting? What information did you learn from others at your table that you would like to consider trying?

11 Advocate s Goals Develop a strong leadership pipeline Improve internal candidate pools Accelerate leader development Prepare for retirement of existing leaders and other workforce changes Retain our top physician and administrative leaders Impact the Advocate leadership competencies

12 Talent Assessment Internal Development External Development Leadership Development

13 LEADERSHIP DEVELOPMENT AT ADVOCATE Marcie Seyfarth, Sr. Organizational Learning Consultant, Advocate Health Care

14 MEDICAL GROUP LEADERSHIP DEVELOPMENT PROGRAM

15 Medical Group Leadership Development Program Objectives Develop leadership skills of physicians and operations leaders in the role of general manager/office director Create a pipeline of future leaders both physicians and operations leaders who can step into greater roles/responsibilities Provide an experiential learning opportunity Growth and development directly applicable to medical group daily operations Cohort learning and networking

16 Medical Group Leadership Development Program Quarter One Session October 24-25, 2014 Population Health Overview and Impacts Delivering Care and Managing Costs Change Management in Healthcare Formulating Strategy: Creating Strategic Advantage Quarter Two Session January 30-31, 2015 Lean Leadership: Overview of Lean Healthcare Project Management

17 Medical Group Leadership Development Program Quarter Three Session May 1-2, 2015 Creating a Culture of Quality Financial Management Influence, Persuasion and Negotiation Quarter Four Session October 2-3, 2015 The Art and Style of Leadership Performance Management Coaching for Performance Improvement Effective Delegation Conflict Strategies Capstone Project Presentations

18 Integration of Strategic Capstone Projects The MG Leadership Development Program included an integrated capstone project with participants working in assigned project teams. The capstone project allowed participants a holistic opportunity to incorporate and apply gained knowledge and skills in a practical way. Through the capstone project work participants: Identified key strategic and operational business opportunities Evaluated alternative strategies and actions Selected preferred courses of action Prepared implementation plans

19 Success Case Study Evaluation Overall Findings: Tangible examples of application of learning and the impact on business results Strategic objectives outlined in capstone projects were in process of being achieved at the end of the program Other strategic objectives outlined in capstone projects were implemented and achieved by the end of the program Networking opportunities were extremely valuable relationships continue on today Improvement in project management skills Future Opportunities: Higher level of engagement of leaders 1-ups Greater clarity around the purpose/goals of the capstone projects Stronger business metrics chosen for certain capstone projects

20 Strategy Alignment Map

21 Questions?

22 THANK YOU