Qf And Phoebe 2010 Rev
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Qf And Phoebe 2010 Rev

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Integrating Quality First and Good to Great into the Corporate Operational Plan

Integrating Quality First and Good to Great into the Corporate Operational Plan

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    Qf And Phoebe 2010 Rev Qf And Phoebe 2010 Rev Presentation Transcript

    • The Leadership Map From Quality First, Through Good to Great, To Achieve Phoebe’s Key Strategic Initiatives Charting the Course
    • The Future?
      • In the future, there will be two kinds of providers—the excellent and the non-existent .
      • -- Larry Minnix, CEO
      • AAHSA
    • Extinction is not an option!
      • The aging services profession’s quality assurance initiative.
      • A philosophy of quality.
      • A framework for earning public trust in aging services.
      • A method of planning real programs to achieve quality results.
      • “ Tangible evidence is required that an organization practices what it preaches in all areas of its activities.”
      • PriceWaterhouseCoopers
    • Why Quality First
      • Face a doubting public, critical media, and skeptical regulators.
      • Prove our value in the continuum.
      • Demonstrate our value as not-for-profit providers of care and services.
    • Quality First’s Principles
      • Continuous quality assurance and improvement
      • Public disclosure and accountability
      • Consumer and family rights
      • Workforce excellence
      • Community involvement
      • Ethical practices
      • Financial integrity
    • Elements of Quality First
      • Commitment : Publicly demonstrate our commitment to the people we serve
      • Governance Accountability : Develop a strategy to improve the management of our organization
      • Leading-edge Care and Services : Identify and implement better ways to improve quality of care and services
    • Elements of Quality First
      • Community Involvement : Solidify relationships with individuals and organizations in our locality
      • Continuous Quality Improvement : Create procedures to enhance quality on an ongoing basis
      • Human Resources Development : Validate the important role of our staff and ensure their advancement
    • Elements of Quality First
      • Consumer-Friendly Information : Ensure that the information we provide is clearly understood
      • Consumer Participation : Fulfill the needs of our residents/clients/families by involving them in our organization
      • Research Findings and Education : Reap the rewards of increasing knowledge about aging services
    • Elements of Quality First
      • Public Trust and Consumer Confidence : Strengthen the public’s trust of aging services and our organization
    • Quality First Culture, Quality First Results
      • Quality First fosters a healthy corporate culture.
      • Healthy corporate cultures foster quality collaboration and problem-solving.
      • Quality collaboration and problem-solving create quality outcomes.
      • Quality outcomes create employee satisfaction.
      • Employee satisfaction creates customer satisfaction.
      • Customer satisfaction creates community confidence.
      • Community confidence creates increased market share.
      • Increased market share creates long term growth and stability.
      Quality First Culture, Quality First Results
    • Quality First Results = Mission Accomplished!
      • Long term growth and stability fulfills original founders’ vision and mission.
      • Quality continues Phoebe’s Legacy of Care.
    • We must lead with quality
      • Quality in our financial dealings
      • Quality in our ethical standards
      • Quality in accountability for our actions
      • Quality in using technology
      • Quality in developing a caring workforce
      • Quality in demonstrating good citizenship
      • Quality in straightforward communications
      • Quality in the way we respect consumers
    • Extinction is not an option.
      • “ Excellence is never an accident; it is the result of high intention, sincere effort, intelligent direction, skillful execution, and the vision to see obstacles as opportunities. ”
      • H.J. Brown, Jr.
    • From Quality First to Good to Great!
      • A philosophy of leadership
      • A style of management
      • A method of analysis
      • A deployment of teams
      • A means of organizational transformation
      • A foundation for enduring quality
                      
    • TeamWork
      • What does G2G mean to Phoebe?
      • What does it mean to you as a team?
      • Define the following:
      • * First Who…Then What
      • * Hedgehog
      • * Flywheel v. Doom Loop
      • * Culture of Discipline
      • * Level 5 Leadership
    • Quality First Leaders Practice G2G Principals
      • The means of understanding
      • The means of responding
      • The means of planning
      • The means of improving
      • The means of sustaining
      • The means of surviving
    • Inputs and Outputs of Greatness Achieves lasting endurance --Clock building --Preserve the Core, Stimulate Progress Stage 4 Greatness That Lasts Achieves unadulterated excellence --Culture of Discipline --Flywheel Stage 3 Disciplined Action Makes a Distinctive Impact --Confront the brutal facts --Hedgehog Stage 2 Disciplined Thought Delivers superior performance --Level 5 leaders --First who, then what Stage 1 Disciplined People Outputs of Greatness A Great Organization We build the foundation of… Inputs of Greatness By applying G2G frame…
    • Our Leadership Foundation for the Future *5 KSA’s *Quality Outcomes *Great Customer Service Quality First Good to Great Ethics Integrity Hedgehog
    • Quality First Philosophy + Good To Great Leadership Equals… Area Office on Aging Ombudsman program Future expansion Campus Repositioning Strategic Advisory Councils Risk Management Workplace Safety Occ. Health & Safety Better Jobs/Better Care project End Of Life Care Home/Community Based Services Facility reinvestment projects 10. Public Trust & Consumer Confidence Tiered care ALF Internships CPE Scholarships Wellness Programs Spiritual Wholeness Community education Volunteer programs HS & College student affiliations Competitive pricing Materials mgt programs Marketing Turnover mgt. Advocacy Volunteer Support Phoebe Institute Legislative relations PANPHA-AAHSA Professional Org. 9. Research based education QIP Regulatory Changes Survey & Enforcement Process Recruit/Retain Benefits Admin. Tuition Reimb. EE Recognition 8. Consumer Participation Intergenerational programs Family Councils Resident Councils Case Mix Census Rehab programs 2. Governance & Social Accountability Corporate Compliance Media relations Branding campaign 5. CQI programs IT Systems Refining Continuum QI Awards Front line supervisor training Employee Satisfaction Survey Goal oriented evals 7. Consumer-friendly information Person centered care Eden concept Culture Change Customer Satisfaction Resident rights Website design 10. Public Trust & Consumer Confidence Stewardship of org. resources Cost controls Investment Endowed funds Audit policies 1. Commitment Community Engagement Code of Ethics Mission & Values Fundraising practices Board Development 3. Leading Edge Care/Services Centers of Excellence Alzheimer's Care Rehab svcs. Project teams OIM process Alliance with CURA & ARAMARK partners 6. HR/ Leadership Development Workplace culture Labor-Mgt process Team development Ethical culture Performance Goals & Objectives program Customer Focus Financial Performance Institutional Advancement Operational Improvement Leadership/ Staff Develop.
    • Looking Ahead
      • Creating Operating Plan for 07
      • New Performance Goals 07
    • Performance Framework 07
      • Organization Improvement & Operational Effectiveness
      • Clinical Quality Indicators – research-based programs to improve Quality of Care
      • Implement clinical pathways
      • Risk Mgt. Issues
      • Campus risk assessment program.
      • Evaluation of Orthopedic specialty services.
      • EMR Plus
      • Leadership and Staff Development
      • Quality First initiative
      • Workplace safety program
      • Frontline supervisor education
      • Employee satisfaction efforts.
      • Better Jobs/Better Care initiative.
      • Good to Great implementation at facility and department level.
      • Individualized leadership development education program.
    • Performance Framework 07
      • Fiscal Performance
      • Census/RUGS/CMI
      • Pharmacy expansion
      • Cost control in clinical and nursing supplies and medication utilization.
      • Regulatory updates and impact.
      • Campus repositioning projects
      • Customer Focus
      • Defining Hedgehog and measuring success
      • Culture change initiatives
      • Quality of Life programs
      • Customer Satisfaction Survey
      • CURA and ARAMARK customer satisfaction performance.
    • Performance Framework 07
      • Institutional Advancement
      • Wyncote transition and support planning.
      • Governance & Strategic Advisory Council roll-out
      • Community engagement activities.
      • Advocacy efforts.
      • Mktg/PR/Comm. Relations efforts
      • Q1st/G2G publicity efforts.
    • Process—Next Steps
      • By May 31 st , Administrators review Framework with Dept. Heads.
      • By May 31 st , PSI/Sr. Living VP’s review Framework with directors.
      • By June 6th VP, Administrators, Exec. Directors meet to develop final Framework drafts.
      • By June 13 & 20th , Sr. Mgt. reviews drafts and completes final 2007 Performance Objectives.
      • On June 28 th , present 2007 Operating Plan at Leadership Development.
    • Extinction is not an option!
    • The Phoebe Legacy is in our hands!