Performance excellence


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Performance excellence

  1. 1. Performance ExcellenceWorkforce Management Strategies
  2. 2. 2012 Operating Plan Objective:Develop and implement a performanceapproach that enables RHCs to achieve their performance improve targets. (Finance Pillar 2.3.2) 2
  3. 3. What is Performance Excellence? “A systematic approach in methodology and tools that allows us to deliver excellence in all we do to all those we serve” 4
  4. 4. Value Proposition To create an integrated approach to organizational performance excellence that results in:  Delivery of ever improving value to customers and stakeholders;  Improvement of overall organizational effectiveness and capabilities;  Enabling disciplined execution;  Organizational sustainability; and  Organizational and personal learning (cultural change). 5
  5. 5. Journey to Performance Excellence Jan- March 2012 May 2012 Performance Excellence Team: PE Implementation Plans: Develops recommendations including April 2012: Develop philosophy, approaches, guidance, tools and Implementation plans, processes, resources to techniques. begins implement recommendations Dec 2011: Jan 2012 March 28, 2012: June 2012: CHE Operating Plan: Charter approved RHC CEOs / SMT PE SteeringDevelop and implement a by SMT approve Committee firstperformance improvement recommendations meetingapproach that enables the RHCs to achieve theirperformance improvement targets 66
  6. 6. Building Awareness System-wide Building Awareness Through… ▪ CHE Internal publications - feature in Summer 2012 issue of The Governance Report - article in Fall 2012 edition of Horizons - CEO Report (upcoming issues) ▪ State of the System webcast (October 30, 2012) ▪ PE slide deck for use at RHC meetings ▪ PE Video for use at local level ▪ Encourage RHCs to include stories in their local publications and communications 8
  7. 7. Status on Key Action Steps •New Performance Excellence Logo •“Enabling a culture” represents foundation of building Performance Excellence program •Cross and hands represent connection to mission-based organization and patient care •Circular arrows represent continuous motion / improvement 99
  8. 8. Status on Key Action Steps •Endorsed PE Planning Document: Key Points •Breakthrough performance includes building capability in all five pillars – service, quality, people, finance and growth •Performance improvement approach leverages the knowledge and resources being utilized today by RHCs to enable them to achieve their performance improvement targets •Provides a common definition – a systematic approach in methodology and tools that allows us to deliver excellence in all we do for all those we serve •PE applies to all processes system-wide – acute, non-acute and administrative •Hardwiring a culture of performance excellence requires change in mindset starting with leadership’s ability to frame and support change 1111
  9. 9. Status on Key Action Steps •PE Planning Document: Key Points •The PE approach establishes and aligns accountabilities while at the same time maintains flexibility of each RHC. Sophistication of the approach and program will evolve over time. “Tight-loose-tight” infrastructure 1212
  10. 10. Status on Key Action Steps •PE Planning Document: Key Points Disciplined Execution requires root cause identification and solutions. Selecting the right methodology leads to more efficient and effective solution to the opportunity identified 1313
  11. 11. Status on Key Action Steps •PE Planning Document: Key Points Leverage and utilize existing resources. WFM Champions positioned as PE Champions 1414
  12. 12. Status on Key Action Steps •PE Planning Document: Key Points SharePoint provides for central repository of projects, templates and tools. PE Champions monthly calls focus on best practice sharing Over 35 projects collected and loaded into SharePoint for sharing ideas and outcomes 1515
  13. 13. Status on Key Action Steps •PE Planning Document: Key Points Principles: •Begin with CHE and RHC Leadership as the priority in 2012 Training and •Incorporate in already scheduled face to face meetings in Education is a critical July, September and November •Invest in key note speaker(s) to build momentum and energize success factor around the possibilities beginning with senior •Utilize RHC CEOs to provide education based on their own leadership and experiences and methodologies •Education should focus on methodologies, tools and practical cascading throughout applications Training and Education a critical success factor the organization beginning with senior leadership and cascading throughout the organization 1616
  14. 14. Status on Key Action Steps •PE Planning Document: Measures of success •Short term and long term key performance metrics •Short term – focus on planning and implementation •Complete an agreed upon education curriculum for CHE and RHC Senior Leadership teams •Develop and populate Performance Excellence SharePoint site •Incorporate RHC and System Office operational planning and budget processes, including the 2013 budget process •Long term – focus on achievement of savings identified in 2013 budgets •Achievement of dollar savings identified within budgeting process as performance improvement projects. •2013 Target: TBD upon completion of 2013 budget approval 1717
  15. 15. Status on Key Action Steps •Endorsed PE Charter and Financial Impact Analysis Guidelines: Key Points •PE measure of success includes integrating and incorporating performance excellence activities in both our operational planning and budgeting cycles for both the CHE System Office and RHCs •2 standard forms developed: •PE Project Charter •PE Financial Impact Analysis •During budgeting cycle, each RHC and System Office will a provide a high level narrative on the performance excellence projects that will be a focus in the upcoming year based on thresholds •During ongoing operational planning, at a minimum, RHCs complete the 2 standard forms for those projects that meet criteria during budgeting cycle. However, all RHCs are encouraged to utilize the forms as broadly possible for any and all projects. 1818
  16. 16. Status on Key Action Steps •Endorsed PE Charter and Financial Impact Analysis Guidelines: Key Points •Ongoing Operational Planning: Both the Charter and Financial Impact analysis to be completed and submitted for best practice sharing 1919
  17. 17. Status on Key Action Steps •Endorsed PE Charter and Financial Impact Analysis Guidelines: Key Points •Annual Budget Cycle: Complete high level narrative for projects with the following thresholds: •Any projects with financial benefits of at least $1.0 million or greater in total for 2013-2017. If there are no projects with a cumulative financial impact of over $1.0 million, provide an itemization of the four (4) largest projects PE Project Pillar Estimated $ impact (if applicable) 2020
  18. 18. Next Steps •RHC Senior Leadership: •Engage in building a culture of ongoing performance improvement •Include PE as standing agenda topic at all meetings •Utilize the disciplined approach – standard Charter and Financial Impact analyses •Identify and share best practices system-wide through the PE Champions •Educate, educate and educate at all levels 2222