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UTMC ServiceExcellence Strategy    2011 - 2012 Plan of Action     Edited as of January 1, 2012
UTMC Vision 2015  Clinical Outcomes                            Financial Performance         Patient Experience           ...
UTMC Vision 2015Cannot achieve one without the other
January – December2010 Performance:U.S. Department ofHealth & HumanServices HospitalProfile**http://www.hospitalcompare.hh...
Narrowing The Gap       Clinical      Outcomes          VS.        Patient      Experience
HCAHPS “Rate Hospital 0-10”                 2011 Data by Month100908070                        65                         ...
The only effective differentiatoris the patient experience we           provide.              James Merlino, MD           ...
Case 4 ChangeEnter the era of payment tied to reported Quality         outcomes
Quality-based Payment Initiatives   2010     2011     2012     2013    2014     2015     2016     2017Reporting Hospital Q...
Government’s interest:Core Measures   Satisfaction   OutcomesAcute MI        Inpatient      Death                   (HCAHP...
Pay for Performance Proposed charge back modelValue Based Purchasing       1.00 % 2013       1.25 % 2014       1.50 % 2...
FY2013 MeasuresWeighted Distribution of IncentivePayments        Process        Measures          HCAHPS          70%     ...
Pay for Performance Performance Assessment Model   Attainment of benchmarks   Improvement in performance Benchmark set...
Value Based Purchasing:              FY20142nd Year of VBP Reporting: April – December 2012: Performance period Measures...
CMS Direction….“Measurement requirements and performance  expectations will be modified over time to reflect the  applicat...
Who’s watching ? Accreditation organizations Consumers Administration (your boss / partners) Payers Private organizat...
A New Day At UTMC
Leaving Behind        New CultureUs Centered Culture   Patient Centered
Staying the CourseRenewed              EngagingCampus-Wide             PositivePatient        Work-EnvironmentExperienceFo...
UTMC’s Continuous Journey    Engaging       Patient    Sustained   Environment   Experience    Results
We have only just begun.“It’s a two to three year journey.”        Former CEO and Author Mark Scott
Building the UTMC House ofService Excellence
Master builders in need of      Engagement
Patient, Employee and PhysicianEngagement                         .70                .76                .73               ...
Key StakeholdersPatients/Customers  Expect more  Know their options  In charge  Raising the bar  for everyone
Key StakeholdersEmployees Dedicated (50.9%) Detached (4.0) Discontented (19.2) Distanced (29.9) National Averages Press Ga...
Key StakeholdersEmployees    The ideal state in which employees feel    that the organization is providing what    they ne...
Key StakeholdersEmployees    They feel the organization is meeting    their needs for the basics such as job    security b...
Key StakeholdersEmployees    Emotionally involved, but not satisfied    that their basic needs are being met.    They may ...
Key StakeholdersEmployees    These employees feel both dissatisfied    and disengaged and typically will either    exit th...
Key StakeholdersEmployees    In world-class organizations, the ratio    of engaged to actively disengaged    employees is ...
Key StakeholdersEmployees    World-class organizations with an    engagement ratio near 8:1 have built    sustainable top ...
Key StakeholdersEmployees    Re-recruit the Dedicated employees    Engage the Detached and Discontented    employees    Al...
Key StakeholdersPhysicians  Patients global ratings of their health care are  not tied to the technical quality of their  ...
Key StakeholdersPhysicians  61% of the variability in patient satisfaction is  tied to physician behaviors. 39% is linked ...
Key StakeholdersPhysicians     Actively recruit Champions     Immediately address top physician     concerns     Answer th...
Key StakeholdersPhysicians     It is imperative that healthcare systems     recognize the importance of collaborating     ...
Laying a strong foundation
2011 State of the CultureVenues Staff feedback across the organization UTMC Management Team Specialty & Primary Care Clini...
Align on PerformanceExcellence                                 Poor performance not                                 effici...
Select and Retain an Engaged WorkforceSome staff engagement activitiesexist (surveys, town halls, employeeforums)         ...
Develop and Maintain aService Oriented Culture                                Consistency lacks withPatient experience is ...
Develop and Maintain aService Oriented CultureMany departments practicesome form of pre-service/     No Universal Standard...
Commit to LeadershipDevelopment                                  Lessons learned duringSome departmental training         ...
Commit to LeadershipDevelopmentDaily/weekly organization                               Daily/weekly communicationcommunica...
Hardwire Accountability                                 Inconsistency of report cardsSome departments and             and ...
Toolbox
Why Press Ganey? © 2010 Press Ganey     Associates, Inc.
Allowing us to seethe correlationbetweenFinancial, Operational, Process, Outcomeand Experienceperformance down tothe indiv...
Partners in ImprovementUTMC and Press Ganey    IP, OPSC, ED, Clinics appropriate    surveying positioning    Staff-at-larg...
Toolbox      UTMC’s New iCARE University
The Strategy: Raising the Bar! Set specific organization goals Partner with the UTMC Champions across all levels Empower S...
SE Strategic Plan & Structure (Action Teams & Steering      Committee)               Press Ganey Partnership              ...
HCAHPS                           Current hospitalcompare.hhs.gov Jan - Dec 2010 vs.                                    Cum...
All UTMC Service Lines                                                            Large Press Ganey Database              ...
2012 Service Excellence Goals   Reach 50th Percentile Nationwide               by December 31, 2012
…beyond the low hanging fruits      2012 Key Tactics Define and Deploy UTMC  Physician/Resident/Nurse/Staff Integrated Ca...
Can a Culture be Changed?
Culture             Patients             Doctors       CaregiversNursesEmployees
Core                       HospitalPatient Safety Readmission                                      HCAHPS              Acq...
Sustaining the WallsEngaging the Master Builders
Patient/Customer Engagement Action Team    Establish and maintain UTMC’s    position as “provider of choice”
Patient/Customer Engagement Action Team    Pre-service/discharge phone call    process (Inpatient, Clinics)    Universal S...
Physician Engagement Action Team    Establish and maintain UTMC’s    position as the “partner of choice” for    physician ...
Physician Engagement Action Team      Physician Engagement Strategy      Physician Performance Scorecard      Physician Co...
Employee Pride & Engagement Action Team    Establish and maintain UTMC’s    position as “employer of choice”
Employee Pride & Engagement Action Team    Employee Engagement Strategy (in    partnership with HRTD)    Behaviorally base...
Employee Pride & Engagement Action Team    Repositions new employee orientation    program (in partnership with HRTD)    R...
Measurement Action Team    Analyze and communicate patient    experience and internal customers    results to guide servic...
Measurement Action Team    Weekly Line Ups Engagement    Monthly Site & Departmental scorecard    performance (in partners...
Culture & Communication Action Team    Facilitate understanding and    enculturation of UT’s    Mission, Vision, Values an...
Culture & Communication Action Team    Raise awareness to…New Culture of    Service in concert with UTMC’s    “Patient Cen...
Culture & Communication Action Team    Effectively communicate all ongoing    Service Excellence Action Teams    Initiatives
AS Service Excellence Action Team    Effectively differentiate UTMC’s    Ambulatory Surgery as the area’s    “provider of ...
AS Service Excellence Team    AS Pre-Calls & Pre-Calls “Plus”    AS Discharge Calls    Develops and deploys specific Servi...
ED Service Excellence Action Team    Deliver a memorable patient experience    within the Emergency Department
ED Service Excellence Action Team    Innovate, deploy & hardwire process aimed at    significantly reducing wait times: 0 ...
Service Excellence Steering BodyService Excellence Executive Sponsor
UTMC’s New iCARE University
UTMC’s newcultural transformation         center       to turn the     mundane        into thememorable.
The space will be used for• Patient experience training• New employee orientation• Nurses continued education• Physician/R...
Programming will    evolve in     2012  from technical    training to atransformational    experience.
Personalize Humanize Demystify
What is Fish Camp?Fish Camp welcomes the Freshman class to Texas A&M each year with the purpose of giving them anopportuni...
The goal is to develop         programming            that is     Transformationallike industry leaders (Disney, The    Ri...
Executing Improvement
Servant Leaders Leading Change When top performing organizations (>85th percentile) were asked what they could have handle...
Improved OutcomesWhy the 50th Percentile?   It’s our core mission and vision   There are payer financial incentives for   ...
…Outcomes Memorable patient experience: reflected by comments and scores Culture of Excellence        Place of choice  ...
Lead the Way!Leadership Imperatives                         Model UTMC    iCARE….Hold each     Behavioral     Other Accoun...
It begins at the TopAnd it begins at the Bottom  Model the Behavioral Standards  Demonstrate teamwork at all leadership ...
It will not be                    WE will deal an   easy    journey…                  the                                 ...
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
University of Toledo Medical Center Patient Experience Improvement Strategic Plan
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University of Toledo Medical Center Patient Experience Improvement Strategic Plan

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  • Transcript of "University of Toledo Medical Center Patient Experience Improvement Strategic Plan"

    1. 1. UTMC ServiceExcellence Strategy 2011 - 2012 Plan of Action Edited as of January 1, 2012
    2. 2. UTMC Vision 2015 Clinical Outcomes Financial Performance Patient Experience Physician/Employee Engagement Market Share Growth
    3. 3. UTMC Vision 2015Cannot achieve one without the other
    4. 4. January – December2010 Performance:U.S. Department ofHealth & HumanServices HospitalProfile**http://www.hospitalcompare.hhs.gov/
    5. 5. Narrowing The Gap Clinical Outcomes VS. Patient Experience
    6. 6. HCAHPS “Rate Hospital 0-10” 2011 Data by Month100908070 65 62 6260 55 55 50 48 4850 4440302010 0 April May June July August September October November December n = 36 n = 48 n = 69 n = 62 n = 60 n = 58 n = 84 n = 60 n = 58 Rate hospital 0-10 Linear (Rate hospital 0-10)
    7. 7. The only effective differentiatoris the patient experience we provide. James Merlino, MD Chief Experience Officer The Cleveland Clinic Health System
    8. 8. Case 4 ChangeEnter the era of payment tied to reported Quality outcomes
    9. 9. Quality-based Payment Initiatives 2010 2011 2012 2013 2014 2015 2016 2017Reporting Hospital Quality Data for Annual Payment Update (RHQDAPU) 2% of APU VBP VBP Value-based Purchasing (VBP) 2% Readmissions 3%Hospital Acquired Conditions (HAC) Hospital Acquired Conditions 1% Meaningful Use 1%
    10. 10. Government’s interest:Core Measures Satisfaction OutcomesAcute MI Inpatient Death (HCAHPS) Re-admissionHeart Failure OutpatientPneumonia Safety (CGCAHPS)SCIP Pediatrics Line Infection PneumothoraxAsthma (kids) Psychiatry Surgery Site Home Health Emergency
    11. 11. Pay for Performance Proposed charge back modelValue Based Purchasing  1.00 % 2013  1.25 % 2014  1.50 % 2015  1.75 % 2016  2.00 % 2017
    12. 12. FY2013 MeasuresWeighted Distribution of IncentivePayments Process Measures HCAHPS 70% 30% ($850 million)
    13. 13. Pay for Performance Performance Assessment Model  Attainment of benchmarks  Improvement in performance Benchmark set at highest 10% of hospitals Reimbursement determined on score 850 million $
    14. 14. Value Based Purchasing: FY20142nd Year of VBP Reporting: April – December 2012: Performance period Measures: - 13 Core Measures - 8 HCAHPS - 3 Mortality - 8 Hospital Acquired Conditions New Measures For FY 2014 - 2 Composite PSI - 1 Efficiency (spend per beneficiary) $$ impact 2014
    15. 15. CMS Direction….“Measurement requirements and performance expectations will be modified over time to reflect the application of evolving technologies and care practices as they impact the quality and safety of care.” Achieving a high performance on set measures not enough – Sustain Culture
    16. 16. Who’s watching ? Accreditation organizations Consumers Administration (your boss / partners) Payers Private organizations Businesses Government (CMS / States) Everybody is watching!
    17. 17. A New Day At UTMC
    18. 18. Leaving Behind New CultureUs Centered Culture Patient Centered
    19. 19. Staying the CourseRenewed EngagingCampus-Wide PositivePatient Work-EnvironmentExperienceFocus &Commitment
    20. 20. UTMC’s Continuous Journey Engaging Patient Sustained Environment Experience Results
    21. 21. We have only just begun.“It’s a two to three year journey.” Former CEO and Author Mark Scott
    22. 22. Building the UTMC House ofService Excellence
    23. 23. Master builders in need of Engagement
    24. 24. Patient, Employee and PhysicianEngagement .70 .76 .73 Physician Employee engagement engagement Patient © 2010 Press Ganey experience Associates, Inc.
    25. 25. Key StakeholdersPatients/Customers Expect more Know their options In charge Raising the bar for everyone
    26. 26. Key StakeholdersEmployees Dedicated (50.9%) Detached (4.0) Discontented (19.2) Distanced (29.9) National Averages Press Ganey, 2009
    27. 27. Key StakeholdersEmployees The ideal state in which employees feel that the organization is providing what they need and also feel connected to their work and the organization emotionally
    28. 28. Key StakeholdersEmployees They feel the organization is meeting their needs for the basics such as job security but they’re not emotionally involved.
    29. 29. Key StakeholdersEmployees Emotionally involved, but not satisfied that their basic needs are being met. They may feel their pay is too low or their input is not sought on matters that affect their work.
    30. 30. Key StakeholdersEmployees These employees feel both dissatisfied and disengaged and typically will either exit the organization voluntarily or worse – stay and create turmoil for everyone else.
    31. 31. Key StakeholdersEmployees In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:1. In average organizations, the ratio of engaged to actively disengaged employees is 1.83:1. (Gallup)
    32. 32. Key StakeholdersEmployees World-class organizations with an engagement ratio near 8:1 have built sustainable top performing work environments. As organizations move toward this benchmark, they greatly reduce the negative impact of actively disengaged employees while unleashing the organizations potential for rapid growth.
    33. 33. Key StakeholdersEmployees Re-recruit the Dedicated employees Engage the Detached and Discontented employees Allow the Distanced employees to pursue other opportunities
    34. 34. Key StakeholdersPhysicians Patients global ratings of their health care are not tied to the technical quality of their care, but rather, to the quality of provider communication (Annals of Internal Medicine, 2006)
    35. 35. Key StakeholdersPhysicians 61% of the variability in patient satisfaction is tied to physician behaviors. 39% is linked to nursing behaviors. (Journal of Surgical Education, 2008)
    36. 36. Key StakeholdersPhysicians Actively recruit Champions Immediately address top physician concerns Answer the WIIFM question Use trials or pilot projects
    37. 37. Key StakeholdersPhysicians It is imperative that healthcare systems recognize the importance of collaborating with their medical staffs to create an aligned platform that promotes patient care quality and safety as well as drives patient perception of care, and executes an effective reimbursement and growth strategy that is mutually beneficial.
    38. 38. Laying a strong foundation
    39. 39. 2011 State of the CultureVenues Staff feedback across the organization UTMC Management Team Specialty & Primary Care Clinics Management UTMC Executive Committee Members UTMC Chief Resident Forum UTMC Senior Staff Team Service Excellence Steering Body
    40. 40. Align on PerformanceExcellence Poor performance not efficiently addressed byLeaders strongly aware of leadership. Consistentpatient satisfaction rankings; implementation of actionkey metrics identified; area plans still a challengespecific goals set forward Need for allBehavioral Standards employees, physicians &communicated effectively volunteers to adhere to Behavioral Standards on a daily basis
    41. 41. Select and Retain an Engaged WorkforceSome staff engagement activitiesexist (surveys, town halls, employeeforums) No comprehensive organization-wide strategyEffective recognition program into aimed at engaging theplace: Shining Star & U Rock! employee population at large.Weekly Senior Leadership Physician engagementRounding strategy TBDFirst organization wide employeeengagement survey completed Dec.2, 2011
    42. 42. Develop and Maintain aService Oriented Culture Consistency lacks withPatient experience is tracked respect to taking action inappropriately and order to improve each areas’consistently communicated patient experiencethroughout the house. Universal Scripts not usedUniversal Scripting deployed throughout the houseacross the organization No patient hourly roundingSome hourly patient rounding leadership accountability.with a purpose Expected, however its large impact on the overall pt. exp. rankings not demonstrated
    43. 43. Develop and Maintain aService Oriented CultureMany departments practicesome form of pre-service/ No Universal Standard fordischarge phone calls to conducting such callscustomers Lack of consistency inCommunication boards are in utilizing such boardsplace in many departments Lack of Universal Tool forService Excellence tracking service recoveryDepartment assists with opportunitieshandling of most servicefailures.
    44. 44. Commit to LeadershipDevelopment Lessons learned duringSome departmental training leadership training areopportunities (retreats, etc) consistently not shared withare in place for senior leaders fellow employees(managers, directors andabove) Staff doesn’t not feel mentored by leadersiCARE University Need to establish accountability for cascade learning lacking
    45. 45. Commit to LeadershipDevelopmentDaily/weekly organization Daily/weekly communicationcommunication needs are not fully aligned with UTMC’scovered in part (OLT, Daily Strategic Plan and do notHuddle, Weekly Line-Up, UT consistently reinforce theNews) Behavioral StandardsBest practices are shared No formal procedure forbetween areas and leaders in sharing best practicesan informal way
    46. 46. Hardwire Accountability Inconsistency of report cardsSome departments and and area specificleaders utilize monthly report improvement action planscards to track performanceand goals Staff evaluations do not have Patient Experience and Behavioral Standards goals incorporated into it
    47. 47. Toolbox
    48. 48. Why Press Ganey? © 2010 Press Ganey Associates, Inc.
    49. 49. Allowing us to seethe correlationbetweenFinancial, Operational, Process, Outcomeand Experienceperformance down tothe individualphysician and patientlevel in an easy touse web basedportal.
    50. 50. Partners in ImprovementUTMC and Press Ganey IP, OPSC, ED, Clinics appropriate surveying positioning Staff-at-large engagement strategy Physicians engagement strategy Skin in-the-game
    51. 51. Toolbox UTMC’s New iCARE University
    52. 52. The Strategy: Raising the Bar! Set specific organization goals Partner with the UTMC Champions across all levels Empower Service Excellence Action Teams (leader shaped, employee driven) Engage Physician & Employee populations at large  Specific tactics & strategies developed by the SE Teams, Clinical Chairs, CNO, CMO, HRTD Department, Clinics Ops Senior Leader, SVP/Executive Director Effectively evolve & utilize UTMC’s New iCARE University
    53. 53. SE Strategic Plan & Structure (Action Teams & Steering Committee) Press Ganey Partnership Physician Specific Assessment (Admitting, Attending, Discharge) Yearly Physician Engagement Survey Yearly Employee Engagement Survey Physician & iCARE University Leadership Retreat Q4 Patient Training and Accountability Scripting (Universal Scripts) Campaign Universal Service Recovery Program (in-the-works) Physician Communication Protocol Revised Complaint Daily Huddles Management Process Work force Recruitment & Engagement Talent Plus H, M, L Project Area specific SE Road Maps inclusive of specific goals & timeline Hourly Comfort Rounding with a purpose HCAHPS & VBP Awareness Campaign Weekly Patient Experience Line-Up Selected Front line staff to attend as wellJanuary 19, 2011
    54. 54. HCAHPS Current hospitalcompare.hhs.gov Jan - Dec 2010 vs. Cumulative Jan - Dec 2011 scores Rate hospital 0-10 100 DISCHARGE INFORMATION Recommend the hospital 80 60 40COMM ABOUT MEDICINES COMM W/ NURSES 20 0PAIN MANAGEMENT RESPONSE OF HOSP STAFF Quietness of hospital COMM W/ DOCTORS environment 2011 Cleanliness of hospital environment 2010 (Hospital Compare)
    55. 55. All UTMC Service Lines Large Press Ganey Database 2011 “Standard Overall” Performance 100Mean Percentage 95 92.4, 91, 91.4, 91.2, n = 91 89.9, n = 99 n = 82 89.5, 90.1, 89.7, n = 70 90.6, n = 65 n = 100 n = 113 n = 94 88.8, n = 100 90 85.9, n = 106 n = 16 84.9, 83.5, 83.3, 83, n = 121 83, 85 82, 81.3, n = 126 n = 103 n = 86 n = 100 n = 36 82.4, n = 83 79.9, 80.8, n = 83 n = 135 n = 87 78.6, n = 122 80 83, 80.4, 79.9, 82.1, 80.2, 79.7, 78.7, n = 164 n = 199 n = 163 n = 186 79.4, 80.7, 80.3, 79.9, n = 155 n = 79 n = 145 n = 198 n = 221 n = 180 n = 170 75 February March April May June July August September October November December Inpatient Ambulatory Surgery Emergency Department
    56. 56. 2012 Service Excellence Goals Reach 50th Percentile Nationwide by December 31, 2012
    57. 57. …beyond the low hanging fruits 2012 Key Tactics Define and Deploy UTMC Physician/Resident/Nurse/Staff Integrated Care Delivery Model  Daily Operational Protocol Reposition UTMC Nursing Care Delivery System  Systematic elimination of TOP historical challenges  Clinical hourly rounding/responsiveness (HCHAPS)  Care coordination across all supporting disciplines Choreograph and Launch “The UTMC Experience Campaign”. Hardwiring Excellence  SMaC Recipe for success = Cultural Transformation  All Inclusive: all staff, physician, resident indoctrination
    58. 58. Can a Culture be Changed?
    59. 59. Culture Patients Doctors CaregiversNursesEmployees
    60. 60. Core HospitalPatient Safety Readmission HCAHPS Acquired Performance Indicators Rates Measures Infections Patient Safety Experience Quality Employee, Physician, Resident Experience CULTURE
    61. 61. Sustaining the WallsEngaging the Master Builders
    62. 62. Patient/Customer Engagement Action Team Establish and maintain UTMC’s position as “provider of choice”
    63. 63. Patient/Customer Engagement Action Team Pre-service/discharge phone call process (Inpatient, Clinics) Universal Service Recovery Program Service Line Mystery Shopping
    64. 64. Physician Engagement Action Team Establish and maintain UTMC’s position as the “partner of choice” for physician practice
    65. 65. Physician Engagement Action Team Physician Engagement Strategy Physician Performance Scorecard Physician Communication Protocol
    66. 66. Employee Pride & Engagement Action Team Establish and maintain UTMC’s position as “employer of choice”
    67. 67. Employee Pride & Engagement Action Team Employee Engagement Strategy (in partnership with HRTD) Behaviorally based peer interviewing Idea generation platform
    68. 68. Employee Pride & Engagement Action Team Repositions new employee orientation program (in partnership with HRTD) Recognize employees’ achievements through facility-wide celebrations Repositions yearly performance evaluation process (in partnership with HRTD)
    69. 69. Measurement Action Team Analyze and communicate patient experience and internal customers results to guide service & operational excellence strategies
    70. 70. Measurement Action Team Weekly Line Ups Engagement Monthly Site & Departmental scorecard performance (in partnership with Pt. & Cust.) Quarterly Patient Experience Site Reviews Physician Performance Score Card (in partnership with Physician Engagement)
    71. 71. Culture & Communication Action Team Facilitate understanding and enculturation of UT’s Mission, Vision, Values and Behavioral Standards through grounded and balanced communication
    72. 72. Culture & Communication Action Team Raise awareness to…New Culture of Service in concert with UTMC’s “Patient Centeredness” concept Hardwire Behavioral Standards Hardwire Daily Huddles Practice
    73. 73. Culture & Communication Action Team Effectively communicate all ongoing Service Excellence Action Teams Initiatives
    74. 74. AS Service Excellence Action Team Effectively differentiate UTMC’s Ambulatory Surgery as the area’s “provider of choice”
    75. 75. AS Service Excellence Team AS Pre-Calls & Pre-Calls “Plus” AS Discharge Calls Develops and deploys specific Service & Operational AS training modules to AS staff/physician population at large (in partnership with ICARE University staff)
    76. 76. ED Service Excellence Action Team Deliver a memorable patient experience within the Emergency Department
    77. 77. ED Service Excellence Action Team Innovate, deploy & hardwire process aimed at significantly reducing wait times: 0 wait Publicly display wait time on the world wide web (www), partnership with Div. of External Affairs Establish continuous patient rounding Establish clear Service Excellence expectations & accountability systems for all staff impacting daily operations (in conjunction with Service Excellence leadership) Establish & implement customer discharge follow up calls
    78. 78. Service Excellence Steering BodyService Excellence Executive Sponsor
    79. 79. UTMC’s New iCARE University
    80. 80. UTMC’s newcultural transformation center to turn the mundane into thememorable.
    81. 81. The space will be used for• Patient experience training• New employee orientation• Nurses continued education• Physician/Resident patient engagement training• Middle management development
    82. 82. Programming will evolve in 2012 from technical training to atransformational experience.
    83. 83. Personalize Humanize Demystify
    84. 84. What is Fish Camp?Fish Camp welcomes the Freshman class to Texas A&M each year with the purpose of giving them anopportunity to learn about life at Texas A&M and finding their place in the Aggie Family.What do you do at Fish Camp?Freshmen are split into large "camp" groups of approximately 120 students and 24 upperclassmencounselors. Your camp will share a special bond as you spend time getting to know oneanother, attending programs that highlight the opportunities and services available on campus andparticipating in Aggie Traditions such as Yell Practice, Aggie Muster, and Silver Taps.Why should I go to Fish Camp?Well let the class of 2012 tell you...I LOVED Fish Camp! It was probably the best way to come into the Aggie family. I really felt as if I wasmeant to be here.Most amazing experiences of my entire life. The perfect way to begin my new life at Texas A&M.The Aggie Spirit was able to take hold of me and allow me to become one with the student body and thetraditions of Aggieland.
    85. 85. The goal is to develop programming that is Transformationallike industry leaders (Disney, The Ritz-Carlton, Mid-Columbia Medical Center, and Texas A&M University).
    86. 86. Executing Improvement
    87. 87. Servant Leaders Leading Change When top performing organizations (>85th percentile) were asked what they could have handled better, they said…Accountability
    88. 88. Improved OutcomesWhy the 50th Percentile? It’s our core mission and vision There are payer financial incentives for Value We need to become a high performing organization in service to survive & grow It’s the right thing to do
    89. 89. …Outcomes Memorable patient experience: reflected by comments and scores Culture of Excellence  Place of choice  For customers to receive medical treatment  For staff to work  For physicians to practice Improved market positioning  Increased market share  Financial growth
    90. 90. Lead the Way!Leadership Imperatives Model UTMC iCARE….Hold each Behavioral Other Accountable Standards for Engagement Service Excellence Lead colleagues and Champions & Action staff toward the Teams vision, not away from it
    91. 91. It begins at the TopAnd it begins at the Bottom  Model the Behavioral Standards  Demonstrate teamwork at all leadership levels  Support and work the Service Excellence Action Team Model  Best practice oriented, leader shaped, employee driven  Use Service Excellence Steering Body and Executive Sponsor for barrier removal  Hold Self & direct reports Accountable  90-day plan alignment discussions at regular intervals  Patient/Customer, Employee and Physician Engagement Balance
    92. 92. It will not be WE will deal an easy journey… the with DIFFICULT …but with much EFFORT… and a lot of TEAMWORK …WE can OVERCOME the impossible…and ACHIEVE our goal… excellence.
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