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Transition and integration center Transition and integration center Presentation Transcript

  • Solutions Single Source physicians capability Integrating… communitystaff promise
  • New Challenges- Bringing Entities Together Integration  Changing healthcare  Cultures economics  Employees  More (and/or different services) while  Physicians receiving less revenue  Services  Strategic shift while maintaining core mission, vision and values  Capabilities  Facilities promise & capability Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 2
  • Integrating – Establishing the “New We” For a successful integration:  Clarify rationale of affiliation  Create value  Blend Cultures  Communicate (Over communicate) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 3
  • The Core of Every Entity … • Assessment Culture • Integration Communit • Assessment • Communication y Leadershi • Assessment • Integration p • Development Operation • Assessment • Innovation s • Integration Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 4
  • Bringing Entities Together-General Considerations Assessment of impact Evaluate potential enhancements We need to know Identify similarities/differences where we are Establish the operating structure Determine communications strategy Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 5
  • Proposed Focus  Operations Integration  Innovation and Leadership Development Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 6
  • Operations Integration Establishing the New “We”Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 7
  • Operations Integration For a successful integration:  Clarify rationale of affiliation  Create value  Blend Cultures  Communicate (Over communicate) First we need to know where we are Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 8
  • Assessment Offerings (Short Term Impact Analysis)  Clinical services  Information technology  Communications  Logistics  Sourcing  Community expectations  Leadership Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 9
  • Clinical Services Assessment Processes, procedures, protocols and metrics Unique services Replicate services  Implication  Potential redundancy Leverage strengths IT specifications:  Communications  Reporting  Coding Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 10
  • Information technology Assessment Respective site requirements Connectivity/compatibility Cross communication between entities Outpatient expectations and requirements Capabilities:  Strengths/Weaknesses  Compatibility  Cross-communication requirements  Pending enhancements Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 11
  • Communications Assessment Strategy and plan  Content  Frequency  Focal Point Target audience and mode(s) for:  Employees  Physicians and physician leadership  Community You can’t over communicate! Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 12
  • Logistics and Sourcing Assessments Logistics  Patient transport  Employee assignment  Employee transport  Supplies and equipment Sourcing and materials  Vendor agreements  Contract services  Pricing advantages  Order approvals and processes  Systems Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 13
  • Leadership Assessment Leadership focus  Clinical services and Service Lines  Clinical and Academic Chairs  Physician Leaders  Administrative Leaders  Nursing Leadership  Leadership Structure Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 14
  • Integration Cornerstones: Post Assessment Steps Clarify rationale of affiliation Create value Blend Cultures Communicate (Over communicate) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 15
  • Innovation and Leadership Development Adapting to New Challenges Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 16
  • New Challenges Integration  Cultures  Employees  Physicians  Services  Capabilities promise & capability  Facilities Changing healthcare economics  More (and/or different services) while receiving less revenue  Strategic shift while maintaining core mission, vision and values Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 17
  • Focus Areas for Getting to the “New We” Culture Communit y Leadershi p Operation s Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 18
  • Leadership Development and Organization CultureAccording to a 2010 Harvard Business Reviewarticle, most leaders facing a failing businesssituation will : • Tighten the purse strings • Take strict control over the organization • Put strategy first In the famous words of Peter Drucker: “Culture eats strategy for breakfast.” Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 19
  • CultureGiven the importance of Culture Strategy What is Culture? CULTURE Employees/ Leaders / Processes Tradition/ Past Practices Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 20
  • Culture Culture Community Service Employee s Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 21
  • Culture Current state assessments  Facilitate compiling a current state cultural assessment for:  Allied health and support employees  Nursing and Nursing leaders  Physicians and Physician leaders  Administration and Administrative leaders  Communities served and local government Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 22
  • Culture Given the importance of culture:  What drives culture?  How do you sustain culture?  How do you change or redirect culture? A significant responsibility of a leader is to foster and develop the organization culture We need to give them the tools Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 23
  • “Culture Eats Strategy for Breakfast” Culture is the “performance” cornerstone – but … Strategy needs to adapt to changes in the market How do you align/realign culture with changing strategies necessary to adapt to changing demands? Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 24
  • Integrating – Establishing the “New We” For a successful integration:  Clarify rationale of affiliation  Create value  Blend Cultures  Communicate (Over communicate) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 25
  • Innovation and Leadership Development Center Value of an Innovation and Leadership Development Center How it would be developed at NBI Possible configurations Address possible barriers Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 26
  • Innovation and Development Center Provide an ARCHITECTURE of PARTICIPATION and ATTENTION (O’Reilly; Nielsen) Create a collaborative atmosphere and a platform for collaborative leadership training Real-time/real-work issues addressed, measured and improved Showcase dynamic and engaged leadership Enhance enterprise wide engagement Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 27
  • Innovation and Development Center Start by identifying leader candidates  Identify core groups  Identify leaders in an intentional way  Physician  Nursing  Administration  Define individual and group expectations Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 28
  • Innovation and Development Center Identify key objectives and improvement areas as possible first stage targets Present target list to leader candidate group for consolidation and finalization with leadership Establish goals, metrics, and end points for the targets with the leader candidate group Establish clear expectations for the group and define incentives and goals Manage and monitor progress Stay Engaged Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 29
  • Innovation Center Possible Impediments Possible Physician (or anyones) reaction:  “Why will this work and what makes this different?”  “We have participated in these activities hundreds of times and nothing changes – No one really seems to care.”  “This is the same old song-and-dance from administration because they want us to do something their way.”  “I don’t have time for this.”  “How will this help my Patients, practice or revenue?” (WIIFM) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 30
  • Program Model Physician driven Targeted site approach with “end-to-end” perspective Targeted individual approach for maximum impact Blended learning-maximum impact-minimal time “Off the floor” Experiential training Cultural assessment included Gap analysis incorporated Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 31
  • Program Focus Training delivered as required by individual assessment including but not limited to:  Analytics  Finance  Strategic planning  Acquiring meaningful data and data analysis  Format and delivery of meaningful and succinct management reports  Leadership  Team work  Self-awareness  Interpersonal interaction  Conflict management  Change management Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 32
  • Program Features Clear messages delivered: Expectations and accountability of participants Technologies/tools to efficiently lead groups/teams Modern/current education and development programs Performance management system Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 33
  • What Makes this different? Clear messages delivered:  Mission, vision and value reinforcement  Strategic adaptations required  Expectations and accountability of participants  Priorities clearly established Model Requirement  Organizational philosophy supporting physician alignment  Clear position descriptions  Orientation to new physician responsibilities  Staff support Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 34
  • Leadership Development Center Value Engaged and cohesive workforce Engaged Physicians Clear and consistent message Provides structure for required improvements Paid for by achieving the targeted strategic improvements Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 35
  • What we will provide (as required) Program is Enterprise driven/  Financial impact of impending marketplace Enterprise specific. changes:  Healthcare economics The recommended approach is  ACA, VBP, ACO Impact blended-learning  Communications  On-line/Class room/workplace  Presentations  Real world/real time enterprise  Providing team feedback effectively opportunities  Leading change and change management  Training will be supplemented with case  Team building and group processes study to encourage and fuel innovative  How to be an Internal Consultant thinking  Diversity and Change Management  Managing strategic transformations Program will include:  Process and change management  Culture Assessment  360 Evaluations -Self-assessments  Bench-strength opinions with gap analysis  Executive Management  Managing innovation and technology  Cross-functional collaboration -Managing other professionals  Negotiation  Management and Financial Reporting (format options-by audience):  Data analysis and interpretation Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 36
  • Another way to look at Culture • Assessment Culture • Integration Communit • Assessment • Communication y Leadershi • Assessment • Integration p • Development Operation • Assessment • Innovation s • Integration Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 37
  • Physician IntegrationAllied Physicians Employed Physicians Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 38
  • Physician IntegrationClinical Chairs/ Employed PhysiciansPhysician Leadership Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 39
  • Employee Integration Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 40