HFM's Roadmap to Results NCHL Presentation

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One of the top presentations at the 2012 National Center for Healthcare Leadership meeting in Chicago. Defines HFM's care system Core Beliefs, describes its organizational transformation to a Second …

One of the top presentations at the 2012 National Center for Healthcare Leadership meeting in Chicago. Defines HFM's care system Core Beliefs, describes its organizational transformation to a Second Curve leader, and identifies key success factors in culture shaping and maximizing human capital

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  • HPOE is the AHA strategy for accelerating performance improvement.HPOE started by initially focusing on 4 topics: (preventing infections, harm, medication safety and patient flow).In the last few months HPOE added 2 more topics: care coordination and implementing HIT.The next topic for HPOE is improving efficiency.
  • Purpose: Show some of the more tangible ways HFM has changed as a response
  • Testing notes section.
  • Significance of Balance bridge photo…

Transcript

  • 1. “ROADMAP TO RESULTS” HOLY FAMILY MEMORIALMark Herzog, FACHE Laura FieldingPresident & CEO Administrative Director – Organizational Development
  • 2. Holy Family Memorial Manitowoc, WI City of Manitowoc 33,545 residents (level since 1990) Manitowoc County 80,976 residents (level since 1990) 80 miles north of Milwaukee 35 miles southeast of Green Bay
  • 3. Overview of Holy Family Memorialsingle-market, tightly integrated healthcare delivery system including:▪ Medical Center ▪ Faith based, full range of services▪ Employed Physician Network ▪ Multi-specialty practice ▪ Regional Orthopaedic Program▪ Wellness & Prevention ▪ Wellness Center, ACO ▪ Work Health Options/Bus. Connections▪ Our people ▪ 1,220 Employees including 90 Providers ▪ 300+ Volunteers
  • 4. First-Curve to Second-Curve MarketsHow will hospitals successfully navigate the shift from first-curve to second-curve economics?
  • 5. Between the Curves Second Curve Population HealthFirst Curve FFS Infrastructure Culture Collaboration Payment Model
  • 6. Core Beliefs Driving HFM’s CareSystem DesignI. Provide the RIGHT CARE – the most effective evidence based approach possibleII. In the RIGHT SETTING – the most cost effective, safest, highest quality and greatest valueIII. To achieve the RIGHT OUTCOME – achieve the greatest long term benefit to the patient and society while minimizing physical and financial riskIV. Cultural and Organizational transformation between the Curves must Maximize Human Capital & Leadership The results……..
  • 7. HFM Inpatients, Outpatients, and Charges: 2001 to TODAY 25% Decrease Since 2001 5K Inpatient EOC $65M Total Charges 18% Decrease $55M 4K (less price increases) Since 2001 8% Increase Since 2001 $45M 3K Outpatient EOC 43% Decrease $35M Since 2001*EOC-Episodes of Care 2001 2003 2005 2007 2009 201110/11/12
  • 8. 20012012 HFM Care System DesignHOSPITAL PHYSICIANS SENIOR MISSION RECOGNITION & NP/PA LEADERS FOCUS90 bed 90 10 Senior Focus on Nationallyhospital Employed Leaders Wellness recognized Providers & for Safety, Prevention Innovation & Thought Leadership 5 Senior Focus on35 bed 35 Leaders the Sickhospital Employed Population Locally Physicians Recognized
  • 9. Major Disease Mortality Rates in Manitowoc County HEART 200DISEASECANCER 150 15.6% Decline in 100 Mortality Rates of Major DiseasesSTROKE 50 LUNG 0 2002 2004 2006 2008 2010
  • 10. Population Health▪ Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute have documented a 42% improvement from 2009 to 2011 in Manitowoc County’s overall Clinical Care Rank in Wisconsin moving from 31st to 18th out of the 72 counties.▪ Led by HFM’s focus on the right care/setting/outcome our community is moving the needle on population health. Other factors include Health Behaviors, Social & Economic and Physical Environment. The challenge in these areas is much greater……..
  • 11. This very moment on 21st &Franklin……..
  • 12. Reform Roadmap Improvement Innovation Strategic Transformation(Incremental/Process) (Service/Operations) (Fundamental Model Change) OPEN INNOVATION SPUR Strategic Program Unit Review LEAN Six Sigma
  • 13. Reform Roadmap’s CompassN Hardwire ―the HFM way‖ (I & I) into HFM cultureS Sharpen leadership processes to focus more on strategy and achievement, broader engagement and integrate physician leadershipE Raise the bar for success as a leader, provider and employee – ―We are what we tolerate…we become what we reward.‖W Accelerate transformation by leveraging the Change Support Team
  • 14. ▪ Redesigning Care –Be a Strategies recognized role model for redesigning the healthcare delivery model to achieve excellent quality, cost and population health outcomesRedesigning Carearound an ▪ Exceptional Experience – We will create patient and customerExceptional experiences so exceptional thatExperience we drive market share to Holyby way of Family MemorialIdeal Culture ▪ Ideal Culture – We will have the most innovative, engaged and high achieving culture
  • 15. Shaping HFM’s Culture 2009 Ideal HFM Culture HFM Culture Conventional Humanistic/Encouraging Dependent Self Actualizing Approval-Oriented Achievement Source: Human Synergistics, Michigan
  • 16. ▪ Leadership Institute ▪ Leadership Assessment / Ranking ▪ Continuity & Development of Self, Staff & Providers ▪ Administrative Fellowship /InternshipLeadership ▪ Learning PartnershipsDevelopment
  • 17. Performance Accountability Review “Rearview Mirror” Source: NCHL
  • 18. Leadership Team Assessment “Headlights ” 50% Weighting  COURAGE TO: internal fortitude to lead  CULTURE SHAPING CONGRUITY: ability to fit in current culture & transform to ideal culture30% Weighting 20% Weighting ABLE TO: competent to lead  PROMOTABILITY: WILLING TO: desire to lead Advancement potential Every leader ranked 1-5 annually
  • 19. Assessment vs. PARSample of Individual Leadership Scores High Middle Low 92 90 93 76 80 68 Ldrship Assessment Score PAR Score- "Headlights" "Rearview Mirror"
  • 20. SPUR - Making a Difference Reposition, 21%Maintain, Since 2009… 39% 66 of 91 SPURS conducted Grow/Improve, 40% SPUR OUTCOMES Grow/Improve Maintain Reposition # of Projects 26 26 14 $$$ Impact $447,014 ($259,831) $2,137,852
  • 21. The Green Dollar DifferenceImprovement Savings 2009 – 2011 $4.3M Total Improvement 2009 – 2011 $6.9MInnovation Impact2009 – 2011 $2.6M
  • 22. The Culture Difference % strongly % strongly % EMPLOYEE PRIDE SURVEY agree 2008 agree 2011 ChangeI am proud to work for HFM 71.1% 87.2% 23%I would recommend HFM’s care and service to 76.3% 86.7% 14%friends & familyI feel a part of HFM and am excited about its 48.4% 73.1% 51%futureHFM’s leadership team welcomes my ideasand suggestions for process improvement 42.0% 64.6% 54% ▪ 70% survey participation rate ▪ All categories show significant growth!
  • 23. The Culture Difference % strongly % strongly % PHYSICIAN PRIDE SURVEY agree 2008 agree 2011 ChangeI have confidence, trust in HFM’s leadership 40% 87% 118%I am proud to be part of HFM n/a 90%I would recommend HFM to family & friends n/a 81%I feel a part of and am excited for HFM’sfuture n/a 88% ▪ 47% survey participation rate
  • 24. Recent Recognition REGIONAL RECOGNITION 2010 New North Excellence in the Workplace 2009 Manitowoc Chamber Business of the Year TOP 2% NATIONALLY Solucient 100 Top Performance Improvement Leaders Top 25 Most Wired—Small and Rural Hospitals Healthcare Information & Management Systems Society Stage 6 4x Recipient of HealthGrades Excellence in Patient Safety
  • 25. Success BarriersSUCCESS FACTORS & BARRIERS Factors Reform Roadmap – Aligns transformation process  Ideal transitions between Curves is impossible given & engages all stakeholders; Governance & Sponsor the uncertain change timetable “on board”  Organizational planning & execution risk is increasingly Leadership Development – Maximizing the human  high at the same time detached critical thought is capital of aspiring and established most needed administrative, clinical and physician leaders  A highly competent first curve work force will not be Culture shaping – creating an increasingly  the “A” team in the second curve leadership paradigm adaptable & achievement oriented organization  Maintaining full engagement of the organization’s  Human Capital to connect with the all levels – most Engaged, empowered leaders at “why” behind our (not all) can develop second curve competences service will be challenging
  • 26. Thank you!QUESTIONS?