Olmsted Medical Center and the AMGA High Performing Health System Assessment Tim W. Weir, FACHE
Our Mission The delivery of exceptional patient care focusing on caring, quality, safety, and service Our Vision To be the healthcare provider of choice in our service area by leading in quality, access, and service
Our Core Values Our patients come first. Every employee is a caregiver. Our employees are the key to our success. OMC is an active, contributing partner in the communities it serves. We have a duty to position and prepare OMC for the future.
Our History In 1949, Dr. Harold Wente opened a clinic that became Olmsted Medical Group in Rochester, Minn.
Our History In 1954, Olmsted County builds Olmsted Community Hospital.
Our History In 1988, Olmsted Medical Group (OMG) became not-for-profit. In 1996, OMG acquired Olmsted Community Hospital and became Olmsted Medical Center. Today OMC remains a 501(c)3 not-for-profit organization, investing all net revenue back into service to our patients and the community.
Fact Sheet
Caring for patients since 1949 Location Year Rochester 1949 (10 locations in Rochester) Stewartville 1983 St. Charles 1986 Pine Island 1986 Spring Valley 1987 Byron 1988 Chatfield 1988 Preston 1995 Wanamingo 1996 Plainview 1999 Cannon Falls 2013
Key Rochester Locations Advanced Vision Diagnostics and LASIK Services FastCare North and South Hospital Rehabilitation Services Rochester Northwest Rochester Southeast Skyway Clinic Sleep Medicine Sports Medicine and Athletic Performance
AMGA HPHS Survey at OMC Survey taken June 2015; results reviewed in December 2015 Sent to 262 individuals; 103 responded (39%) 6 trustees, 12 executive leadership, 38 business/clinical leaders, 18 direct care providers, 29 other Objective: Identify capabilities and perceptions for becoming a high performing health system
AMGA HPHS Survey at OMC Survey results provided a complementary framework for leadership to review as we pursued various objectives. We had conducted numerous surveys around the same time. Learning: timing is important.
Ongoing Assessments & Initiatives Malcolm Baldrige National Quality Award started 2011; first examination 2014 Det Norske Veritas Accreditation Process (ISO9001/NIAHO) started 2013 Community Health Needs Assessment started in 2012; first plan 2014 2016 MHA Include Always Campaign for Patient and Family Engagement started in April 2015
Ongoing Assessments & Initiatives MN state Patient-Centered Healthcare Home Employee Satisfaction Survey 2016 Strategic Planning Process Care Management Model Patient Engagement Pay for Performance
Modeling the Results
Improvement Plan A Systems Approach Leading Indicators (Competencies) & Key Actions (Statements) for Achieving the Defined Aim
Improvement Plan A Systems Approach Leading Indicators (Competencies) & Key Actions (Statements) for Achieving the Defined Aim Define and communicate expectations for care teams use of patient reported data in clinical pathways (PA1), and evaluate whether current proficiency meets expectations -- Direct Care Providers rated PA1 65% higher than Executive Leaders.
Improvement Plan A Systems Approach Leading Indicators (Competencies) & Key Actions (Statements) for Achieving the Defined Aim Determine whether providers are adequately assigned as leaders and/or champions" for strategic technology implementations (PEN1) and QI initiatives (PEN2) --- 67% of Executives assigned these two drivers to FCI, compared to only 35% of Providers and 39% and Business/Clinical Leaders.
Learning Importance of priority and perception of proficiency amongst our leadership Need to understand the different stakeholders across the entire organization Connecting the dots and tell a story
More Learning Our clarity of mission and goals is not where we would expect it to be. Some taking the survey may not have known how to answer the questions or understood the terminology. Unlike some of the other organizations, we are just beginning to use the tool.
Next Steps We intend on completing survey this fall to compare and to look for common threads. Develop a forum to utilize data in meaningful manner.