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SSM Healthcare: A Baldrige Perspective on Leadership


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SSM Healthcare: A Baldrige Perspective on Leadership

  1. 1. Leadership Category Jim Hyde, President Bone & Joint Hospital SSM Health Care
  2. 2. SSM Health Care Founded in 1872
  3. 3. <ul><li>21 hospitals, three nursing homes, physician practices, home care, award-winning information center </li></ul><ul><li>23,000+ employees, 5,000 physicians, 5,000 volunteers </li></ul><ul><li>82% women, 18% minorities </li></ul>SSM Health Care
  4. 4. In Oklahoma . . . <ul><li>Bone & Joint Hospital </li></ul><ul><ul><li>Founded in 1926 </li></ul></ul><ul><ul><li>330 Employees </li></ul></ul><ul><ul><li>140 Physicians </li></ul></ul><ul><li>St. Anthony Hospital </li></ul><ul><ul><li>Founded in 1898 </li></ul></ul><ul><ul><li>2000 Employees </li></ul></ul><ul><ul><li>650 Physicians </li></ul></ul>
  5. 5. Importance of Linkages
  6. 6. Criteria 1.1 Organizational Leadership - Senior Leadership Direction - Organizational Performance Review
  7. 7. Leadership System <ul><li>Recognized need to encourage breakthrough performance among executive leaders </li></ul><ul><li>Developed a cohesive leadership system in 1997 as a part of an internal self-assessment model based on the Baldrige Award </li></ul>
  8. 8. Executive Leadership <ul><li>Seven expectations for executive leaders ... </li></ul>Based on five system values: Compassion, Respect, Excellence Stewardship, Community
  9. 9. Expectations <ul><li>Superior Results in clinical, operational, and financial performance </li></ul><ul><li>Fact-based decision making </li></ul><ul><li>Shared accountability </li></ul><ul><li>Continuous quality improvement </li></ul><ul><li>Customer focus </li></ul><ul><li>Information sharing </li></ul><ul><li>Commitment to develop people </li></ul>
  10. 10. All Employees are Leaders
  11. 11. Through our exceptional health care services, we reveal the healing presence of God. Our Mission
  12. 12. Our Mission Exceptional satisfaction Exceptional clinical outcomes Exceptional financial performance
  13. 13. Constancy of Purpose Hang on to your vision!
  14. 14. Our Vision Statement <ul><ul><li>“ ... Communities, especially those that </li></ul></ul><ul><ul><li>are economically , physically and </li></ul></ul><ul><ul><li>socially marginalized , will experience </li></ul></ul><ul><ul><li>improved health in body, mind, </li></ul></ul><ul><ul><li>spirit and environment ... ” </li></ul></ul>
  15. 15. Strategic, Financial and HR Planning Process <ul><li>Goals set by Innsbrook Group </li></ul><ul><li>Support Vision and Mission </li></ul><ul><li>Processes occur within each entity and network to translate goals into entity SFPs </li></ul><ul><li>Ensure the goals reflect each stakeholder’s requirements </li></ul>
  16. 16. Deploying Our Mission <ul><li>Established goals as a part of the strategic, financial and human resources planning process </li></ul><ul><li>Developed department posters and employee passports to ensure alignment of goals across the organization </li></ul>
  17. 17. Culture of Improvement Addressing the nursing shortage
  18. 18. Assessing the Organization’s Performance <ul><li>Performance Management Process </li></ul><ul><ul><li>Defines the roles and responsibilities of leadership groups </li></ul></ul><ul><ul><li>Defines a consistent set of reporting tools </li></ul></ul><ul><ul><li>Establishes standardized definitions and indicators to ensure consistency in measurement </li></ul></ul>
  19. 19. Assessing the Organization’s Performance <ul><li>Three General Areas of Reporting </li></ul><ul><ul><li>Financial </li></ul></ul><ul><ul><li>Customer Satisfaction </li></ul></ul><ul><ul><li>Clinical Quality Performance </li></ul></ul><ul><li>16 System Level Indicators </li></ul><ul><ul><li>Monthly entity performance indicator reports </li></ul></ul><ul><ul><li>Examination of variances </li></ul></ul><ul><ul><li>Action on variances </li></ul></ul>
  20. 20. Assessing the Organization’s Performance <ul><li>Leadership Development Process </li></ul><ul><ul><li>360-degree evaluations </li></ul></ul><ul><ul><li>Based on the 7 management practices adopted </li></ul></ul><ul><li>Stakeholder surveys </li></ul><ul><li>Utilized annual Baldrige feedback to develop action plans for improvement </li></ul>
  21. 21. Criteria Public Responsibility & Citizenship - Responsibilities to the Public - Support of Key Communities and Community Health
  22. 22. Responsibility to the Public <ul><li>Corporate Responsibility Process (CRP) </li></ul><ul><li>Safe environment for patients, employees and visitors </li></ul><ul><li>Regulatory/licensure </li></ul><ul><li>Accreditation </li></ul><ul><li>Community Health </li></ul><ul><li>Bioterrorism Task Force </li></ul><ul><li>Contract Review Process </li></ul>
  23. 23. Preservation of the Earth 1,557,481 pounds recycled
  24. 24. Healthy Communities
  25. 25. Mission Awareness <ul><li>Spirit Days </li></ul><ul><li>Reinforces the Mission throughout the year </li></ul><ul><li>Community Activities </li></ul><ul><ul><li>Adopt a Family </li></ul></ul><ul><ul><li>Mark Twain Elementary </li></ul></ul>
  26. 26. Charity Care <ul><li>$35.5 million in charity care </li></ul><ul><li>$44.4 million in unreimbursed cost of services under Medicaid </li></ul>