Qf And Phoebe 2010 Rev


Published on

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

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Qf And Phoebe 2010 Rev

  1. 1. The Leadership Map From Quality First, Through Good to Great, To Achieve Phoebe’s Key Strategic Initiatives Charting the Course
  2. 2. The Future? <ul><li>In the future, there will be two kinds of providers—the excellent and the non-existent . </li></ul><ul><li>-- Larry Minnix, CEO </li></ul><ul><li>AAHSA </li></ul>
  3. 3. Extinction is not an option!
  4. 4. <ul><li>The aging services profession’s quality assurance initiative. </li></ul><ul><li>A philosophy of quality. </li></ul><ul><li>A framework for earning public trust in aging services. </li></ul><ul><li>A method of planning real programs to achieve quality results. </li></ul>
  5. 5. <ul><li>“ Tangible evidence is required that an organization practices what it preaches in all areas of its activities.” </li></ul><ul><li>PriceWaterhouseCoopers </li></ul>
  6. 6. Why Quality First <ul><li>Face a doubting public, critical media, and skeptical regulators. </li></ul><ul><li>Prove our value in the continuum. </li></ul><ul><li>Demonstrate our value as not-for-profit providers of care and services. </li></ul>
  7. 7. Quality First’s Principles <ul><li>Continuous quality assurance and improvement </li></ul><ul><li>Public disclosure and accountability </li></ul><ul><li>Consumer and family rights </li></ul><ul><li>Workforce excellence </li></ul><ul><li>Community involvement </li></ul><ul><li>Ethical practices </li></ul><ul><li>Financial integrity </li></ul>
  8. 8. Elements of Quality First <ul><li>Commitment : Publicly demonstrate our commitment to the people we serve </li></ul><ul><li>Governance Accountability : Develop a strategy to improve the management of our organization </li></ul><ul><li>Leading-edge Care and Services : Identify and implement better ways to improve quality of care and services </li></ul>
  9. 9. Elements of Quality First <ul><li>Community Involvement : Solidify relationships with individuals and organizations in our locality </li></ul><ul><li>Continuous Quality Improvement : Create procedures to enhance quality on an ongoing basis </li></ul><ul><li>Human Resources Development : Validate the important role of our staff and ensure their advancement </li></ul>
  10. 10. Elements of Quality First <ul><li>Consumer-Friendly Information : Ensure that the information we provide is clearly understood </li></ul><ul><li>Consumer Participation : Fulfill the needs of our residents/clients/families by involving them in our organization </li></ul><ul><li>Research Findings and Education : Reap the rewards of increasing knowledge about aging services </li></ul>
  11. 11. Elements of Quality First <ul><li>Public Trust and Consumer Confidence : Strengthen the public’s trust of aging services and our organization </li></ul>
  12. 12. Quality First Culture, Quality First Results <ul><li>Quality First fosters a healthy corporate culture. </li></ul><ul><li>Healthy corporate cultures foster quality collaboration and problem-solving. </li></ul><ul><li>Quality collaboration and problem-solving create quality outcomes. </li></ul><ul><li>Quality outcomes create employee satisfaction. </li></ul>
  13. 13. <ul><li>Employee satisfaction creates customer satisfaction. </li></ul><ul><li>Customer satisfaction creates community confidence. </li></ul><ul><li>Community confidence creates increased market share. </li></ul><ul><li>Increased market share creates long term growth and stability. </li></ul>Quality First Culture, Quality First Results
  14. 14. Quality First Results = Mission Accomplished! <ul><li>Long term growth and stability fulfills original founders’ vision and mission. </li></ul><ul><li>Quality continues Phoebe’s Legacy of Care. </li></ul>
  15. 15. We must lead with quality <ul><li>Quality in our financial dealings </li></ul><ul><li>Quality in our ethical standards </li></ul><ul><li>Quality in accountability for our actions </li></ul><ul><li>Quality in using technology </li></ul><ul><li>Quality in developing a caring workforce </li></ul><ul><li>Quality in demonstrating good citizenship </li></ul><ul><li>Quality in straightforward communications </li></ul><ul><li>Quality in the way we respect consumers </li></ul>
  16. 16. Extinction is not an option. <ul><li>“ 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. ” </li></ul><ul><li>H.J. Brown, Jr. </li></ul>
  17. 17. From Quality First to Good to Great! <ul><li>A philosophy of leadership </li></ul><ul><li>A style of management </li></ul><ul><li>A method of analysis </li></ul><ul><li>A deployment of teams </li></ul><ul><li>A means of organizational transformation </li></ul><ul><li>A foundation for enduring quality </li></ul>                 
  18. 18. TeamWork <ul><li>What does G2G mean to Phoebe? </li></ul><ul><li>What does it mean to you as a team? </li></ul><ul><li>Define the following: </li></ul><ul><li>* First Who…Then What </li></ul><ul><li>* Hedgehog </li></ul><ul><li>* Flywheel v. Doom Loop </li></ul><ul><li>* Culture of Discipline </li></ul><ul><li>* Level 5 Leadership </li></ul>
  19. 19. Quality First Leaders Practice G2G Principals <ul><li>The means of understanding </li></ul><ul><li>The means of responding </li></ul><ul><li>The means of planning </li></ul><ul><li>The means of improving </li></ul><ul><li>The means of sustaining </li></ul><ul><li>The means of surviving </li></ul>
  20. 20. 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…
  21. 21. Our Leadership Foundation for the Future *5 KSA’s *Quality Outcomes *Great Customer Service Quality First Good to Great Ethics Integrity Hedgehog
  22. 22. 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.
  23. 23. Looking Ahead <ul><li>Creating Operating Plan for 07 </li></ul><ul><li>New Performance Goals 07 </li></ul>
  24. 24. Performance Framework 07 <ul><li>Organization Improvement & Operational Effectiveness </li></ul><ul><li>Clinical Quality Indicators – research-based programs to improve Quality of Care </li></ul><ul><li>Implement clinical pathways </li></ul><ul><li>Risk Mgt. Issues </li></ul><ul><li>Campus risk assessment program. </li></ul><ul><li>Evaluation of Orthopedic specialty services. </li></ul><ul><li>EMR Plus </li></ul><ul><li>Leadership and Staff Development </li></ul><ul><li>Quality First initiative </li></ul><ul><li>Workplace safety program </li></ul><ul><li>Frontline supervisor education </li></ul><ul><li>Employee satisfaction efforts. </li></ul><ul><li>Better Jobs/Better Care initiative. </li></ul><ul><li>Good to Great implementation at facility and department level. </li></ul><ul><li>Individualized leadership development education program. </li></ul>
  25. 25. Performance Framework 07 <ul><li>Fiscal Performance </li></ul><ul><li>Census/RUGS/CMI </li></ul><ul><li>Pharmacy expansion </li></ul><ul><li>Cost control in clinical and nursing supplies and medication utilization. </li></ul><ul><li>Regulatory updates and impact. </li></ul><ul><li>Campus repositioning projects </li></ul><ul><li>Customer Focus </li></ul><ul><li>Defining Hedgehog and measuring success </li></ul><ul><li>Culture change initiatives </li></ul><ul><li>Quality of Life programs </li></ul><ul><li>Customer Satisfaction Survey </li></ul><ul><li>CURA and ARAMARK customer satisfaction performance. </li></ul>
  26. 26. Performance Framework 07 <ul><li>Institutional Advancement </li></ul><ul><li>Wyncote transition and support planning. </li></ul><ul><li>Governance & Strategic Advisory Council roll-out </li></ul><ul><li>Community engagement activities. </li></ul><ul><li>Advocacy efforts. </li></ul><ul><li>Mktg/PR/Comm. Relations efforts </li></ul><ul><li>Q1st/G2G publicity efforts. </li></ul>
  27. 27. Process—Next Steps <ul><li>By May 31 st , Administrators review Framework with Dept. Heads. </li></ul><ul><li>By May 31 st , PSI/Sr. Living VP’s review Framework with directors. </li></ul><ul><li>By June 6th VP, Administrators, Exec. Directors meet to develop final Framework drafts. </li></ul><ul><li>By June 13 & 20th , Sr. Mgt. reviews drafts and completes final 2007 Performance Objectives. </li></ul><ul><li>On June 28 th , present 2007 Operating Plan at Leadership Development. </li></ul>
  28. 28. Extinction is not an option!
  29. 29. The Phoebe Legacy is in our hands!