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
The document summarizes a presentation given by Ann McGregor of Technip and Doug Upchurch of Insights about lessons learned from culture change efforts at a global oil company. The presentation discusses how organizational culture and climate are related, and how sustained changes to climate can create lasting culture change. It also provides an overview of Technip's "Pulse" program, which used tools like surveys, leadership training, and communication initiatives to foster a culture where safety is the top priority. Practical tips are shared for how other organizations can successfully drive culture change through understanding current culture, leadership alignment, branding, and experiential learning.
Inspired Caring: A Culture of Innovating for Health and ValueMark Herzog
HFM has undergone a 10 year journey of transformation from a siloed organization focused on volume to an integrated care system focused on value, quality, and population health. This included restructuring strategy, processes, and culture around principles of providing the right care in the right setting to achieve the best long term outcomes. As a result, HFM has seen reductions in inpatient volume and costs while improving quality metrics, gaining market share, and achieving strong financial performance compared to competitors who maintained a volume-based approach. HFM's focus on prevention, wellness, and care coordination has also led to improved population health in the community.
This document outlines the textbook adoption process used by clusters at Palm Beach State. It involves:
1. Gathering input from faculty, students, departments and publishers on objectives and potential textbooks. This includes surveys, workshops and pilot programs.
2. Systematically evaluating textbooks against a rubric considering factors like content, activities, visual design, online resources and price.
3. Negotiating with publishers to make a deal, focusing on support, customization and the best overall value.
4. Implementing the selected textbooks, monitoring the experience, and keeping track of usage and student/faculty feedback over the 3 year adoption period.
i-Cast - product I built once. Still around. Awesome.Lennart Hagberg
The document discusses standards for delivering digital video content globally to 150 countries and 200 locations. It outlines requirements for digital video delivery including being built on standards, optimized for IE6, scalable and flexible, and delivering content in HD and SD formats using H.264 video codec and AAC audio codec. The workflow involves content being uploaded and stored, then transcoded into different formats and distributed through various channels like websites, RSS feeds, and downloads.
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ...Carlos Echeverria Muñoz
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ChCC
Curso de Redes de Protección Social para el Curso del CFT ProAndes del Curso para Técnicos Sociales
The document lists various things the author won't buy like items from Egypt, certain styles, colors, or types of clothing. It reflects that while the author has preferences, other people have different tastes and will buy things they won't. The author realizes that if they opened a store, they would need to offer a variety of products to satisfy all customers, not just their own preferences.
The document provides instructions for parents to administer Lexercise's online dyslexia screener to test their child for dyslexia. The screener takes 5-10 minutes and provides immediate results. It uses two methodologies - the San Diego Quick Assessment which tests single-word reading skills, and the Z-Screener which uses nonsense words to test decoding patterns common in dyslexia. After completing the screener and providing child information, parents can view their child's scores and recommendations to determine next steps in addressing any reading difficulties.
The document summarizes a presentation given by Ann McGregor of Technip and Doug Upchurch of Insights about lessons learned from culture change efforts at a global oil company. The presentation discusses how organizational culture and climate are related, and how sustained changes to climate can create lasting culture change. It also provides an overview of Technip's "Pulse" program, which used tools like surveys, leadership training, and communication initiatives to foster a culture where safety is the top priority. Practical tips are shared for how other organizations can successfully drive culture change through understanding current culture, leadership alignment, branding, and experiential learning.
Inspired Caring: A Culture of Innovating for Health and ValueMark Herzog
HFM has undergone a 10 year journey of transformation from a siloed organization focused on volume to an integrated care system focused on value, quality, and population health. This included restructuring strategy, processes, and culture around principles of providing the right care in the right setting to achieve the best long term outcomes. As a result, HFM has seen reductions in inpatient volume and costs while improving quality metrics, gaining market share, and achieving strong financial performance compared to competitors who maintained a volume-based approach. HFM's focus on prevention, wellness, and care coordination has also led to improved population health in the community.
This document outlines the textbook adoption process used by clusters at Palm Beach State. It involves:
1. Gathering input from faculty, students, departments and publishers on objectives and potential textbooks. This includes surveys, workshops and pilot programs.
2. Systematically evaluating textbooks against a rubric considering factors like content, activities, visual design, online resources and price.
3. Negotiating with publishers to make a deal, focusing on support, customization and the best overall value.
4. Implementing the selected textbooks, monitoring the experience, and keeping track of usage and student/faculty feedback over the 3 year adoption period.
i-Cast - product I built once. Still around. Awesome.Lennart Hagberg
The document discusses standards for delivering digital video content globally to 150 countries and 200 locations. It outlines requirements for digital video delivery including being built on standards, optimized for IE6, scalable and flexible, and delivering content in HD and SD formats using H.264 video codec and AAC audio codec. The workflow involves content being uploaded and stored, then transcoded into different formats and distributed through various channels like websites, RSS feeds, and downloads.
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ...Carlos Echeverria Muñoz
Clase 3 redes de proteccion social Esquema de gestión de las Redes Comunales ChCC
Curso de Redes de Protección Social para el Curso del CFT ProAndes del Curso para Técnicos Sociales
The document lists various things the author won't buy like items from Egypt, certain styles, colors, or types of clothing. It reflects that while the author has preferences, other people have different tastes and will buy things they won't. The author realizes that if they opened a store, they would need to offer a variety of products to satisfy all customers, not just their own preferences.
The document provides instructions for parents to administer Lexercise's online dyslexia screener to test their child for dyslexia. The screener takes 5-10 minutes and provides immediate results. It uses two methodologies - the San Diego Quick Assessment which tests single-word reading skills, and the Z-Screener which uses nonsense words to test decoding patterns common in dyslexia. After completing the screener and providing child information, parents can view their child's scores and recommendations to determine next steps in addressing any reading difficulties.
Trustee forum primer on Hospitals & Care Systems of the FutureMark Herzog
This document outlines 10 must-do strategies and 7 core competencies for hospitals and care systems of the future. The strategies include clinician-hospital alignment, quality improvement, efficiency, integrated information systems, networks, engaged employees, strengthened finances, payer partnerships, scenario planning, and population health. The competencies are patient-centered integrated care, accountable governance, strategic planning, collaboration, financial stewardship, engaging employees, and using electronic data for performance improvement. The document also discusses how an organization called HFM approaches developing these competencies through various programs and initiatives.
CFH_redevelopment_newsletter_December_4_LowresolutionKa Wa
The latest planning applications for the redevelopment of Chase Farm Hospital in Enfield are due to go before the local planning committee in the next two months. The proposals will demolish outdated buildings and transform the site into a new hospital that will provide improved facilities and allow staff to deliver world-class care. The first application reflects minor changes to the original proposals and will improve the hospital's ability to expand services in the future. A second application in January will cover the appearance of the new building. Demolition of unused buildings is ongoing to make way for the new development.
The document lists various things the author won't buy like items from Egypt, certain styles, colors, or types of clothing. It concludes by saying that as everyone's tastes are different, if they opened a store, they would aim to satisfy all customers, not just their own preferences, and would offer a variety of options to complete different people's puzzles or pictures of life.
App cerâmica uma história contada cota confirmadaMarta Xavier
Apresentação do projeto Cerâmica uma História Contada, da artista plástica Hilda Salomão.
Hilda é uma das mais importantes e reconhecidas artista ceramista da Bahia.
Seu ateliê, em Salvador é referência para visitações, pautas dos mais variados veículos de comunicação local e nacional.
Estamos em fase de captação de patrocínio - anexo enviamos o DOU ref. a aprovação do projeto na Rouanet.
Release
Hilda Salomão é uma artista que se destaca no panorama da cerâmica na Bahia e no Brasil. Filha e neta de ceramistas, desde muito cedo se envolve com o universo das artes plásticas e, em especial, com a cerâmica. Em 2014, convidada pela curadoria da III Bienal da Bahia, e participou com o projeto mural aberto e exposição de suas obras no seu próprio atelier que fez parte do roteiro da Bienal . Sua principal obra para esse evento, a escultura “A Nordestina” integra hoje o acervo permanente do Museu de Arte Moderna da Bahia. "A qualidade e versatilidade caracterizam a arte das ceramistas baianas. Nos anos 70, iniciava Hilda Salomão, ¶lha e neta de ceramistas, que fez da arte do barro parte inseparável da sua vida. Propensa à experimentação, Hilda promoveu , no barro, a textura áspera dos seixos, sulcados de veios e nós, revelados em expressivos painéis, compostos como original pintura orgânica " - livro 50 anos de Arte na Bahia- Matilde Matos - 2008, página 338 - Reverência à Cerâmica .
O Livro inédito, Cerâmica uma História Contada, primeiro livro da artista, aprovado na lei Rouanet tem o apoio de uma cota confirmada do Banco do Nordeste o que o credência como uma obra importante para o cenário da cultura nacional.
Patrocinador - Benefício Fiscal
Para o patrocinador será uma grande oportunidade de visibilidade institucional, por se tratar do primeiro livro da artista.
A área cultural de edição de livros – onde está enquadrado este projeto – é especialmente incentivada pela Lei Rouanet (lei 9.87499), que determina o abatimento de 100% do valor investido até o limite de 4% do imposto de renda devido.
MCD Healthcare Leader Predictions featuring Mark Herzog and Dr. Steven DriggersMark Herzog
Mark Herzog, CEO and President of Holy Family Memorial and Dr. Steven Driggers, Cheif Medical Officer of Holy Family Memorial provide their insights into how to effectively evolve healthcare facilities over the next ten years.
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
Clase 2 modelos de gestion control gestion y planificacion estrategica junaeb Carlos Echeverria Muñoz
Este documento describe el modelo de Cuadro de Mando Integral (CMI), incluyendo sus características, perspectivas y elementos clave. El CMI integra la estrategia, objetivos y medición del desempeño de una organización a través de cuatro perspectivas (financiera, cliente, procesos internos, aprendizaje y crecimiento) y permite la alineación estratégica. Se destaca la importancia del mapa estratégico para vincular objetivos y establecer relaciones causa-efecto.
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
The document discusses 10 emerging technologies for 2016 as identified by the World Economic Forum's Meta-Council on Emerging Technologies. The technologies are: 1) Nanosensors and the Internet of Nanothings, 2) Next Generation Batteries, 3) The Blockchain, 4) Two-Dimensional Materials, 5) Autonomous Vehicles, 6) Organs-on-chips, 7) Perovskite Solar Cells, 8) Open AI Ecosystem, 9) Optogenetics, and 10) Systems Metabolic Engineering. For each technology, the document provides a brief overview of the technology and its potential impacts and applications.
The document summarizes trends in the foundation sector and provides an overview of the John A. Hartford Foundation's grantmaking approach. It discusses that there are over 75,000 grantmaking foundations in the US that gave $42.9 billion in 2009. It then focuses on the Hartford Foundation, explaining their mission to improve health and well-being of older Americans through better education and care delivery. It outlines their strategy-driven approach and goals to create national change. Finally, it provides tips for effectively working with foundations by understanding their processes, culture, and perspective.
Maureen Bisognano: An international perspective: Leading for better health careThe King's Fund
Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, gives an international perspective on leading for better healthcare at The King's Fund Second Annual NHS leadership and Management Summit.
This document discusses DTE Energy's strategic planning for health management and implementation of a scorecard to measure programs. It outlines DTE Energy's employee population and details the development of a dashboard to track health metrics like conditions, costs, screening rates and participation. It also describes creating a scorecard to monitor goals in areas like assessments, education, biometrics, utilization and employee engagement to evaluate the impact of wellness programs.
This document summarizes the development of a dedicated youth mental health service in Norfolk. Key points include collaborating with young people, clinicians, and commissioners to address gaps in services between child and adult mental health. A pilot program was launched in 2012 to engage those at highest risk aged 14-25 through a range of medical, social, and vocational interventions to prevent admissions. Outcomes and further research were planned to evaluate prevention of long-term social disabilities. Challenges included gaining buy-in from all stakeholders and securing necessary resources.
Managing human resources dr.rajesh sainilionsleaders
This document discusses managing human resources and retention in eye hospitals. It emphasizes that human resources involve human beings with emotions and expectations. It highlights the importance of having dedicated HR policies, procedures, and a HR department to ensure fairness and transparency. Some key challenges mentioned are managing a diverse workforce, change, and retaining talent. The document then provides specific recommendations for eye hospitals regarding recruitment, expectations, leadership, staff development, and creating an environment where internal customers are happy.
Case Study "Dignity Health: Implementation of an EHR Alliance Bridging Acute and Ambulatory Care"
This session will provide a unique learning opportunity focusing on the Dignity Health $1.8B implementation program to meet horizon 2020 as we transform healthcare. The initiative encompassed a 42 hospital health IT implementation in the acute care setting. Mr. Lowe will also review the challenges associated with governance and review lessons Learned from the project.
Learning Objectives:
∙ Key implementation points
∙ Integration with Ambulatory strategies for a full market approach
∙ What’s next – business intelligence
Impact Investing and its Future Impact on Business PrioritiesSustainable Brands
This document provides an overview of SNW Asset Management, a Seattle-based investment management firm. It discusses SNW's assets under management, office locations, employees, and parent company. It then introduces the concept of HIP (Human Impact Plus) Investing, which aims to construct bond portfolios that seek both profit and positive human impact. The document outlines HIP's five dimensions of measurable impact and methodology for scoring and ranking investments based on quantifiable impact metrics. It describes how SNW builds customized bond portfolios for clients by applying HIP scoring to select securities that optimize both impact and financial returns.
Research-Driven Solutions for Innovative State PolicyAcademyHealth
This document discusses health services research and its goals of determining what works best, for whom, under what circumstances, and at what cost. It outlines Arkansas' efforts to improve its health system, including establishing a governance structure and setting objectives around improving population health, patient experience, and controlling costs. It also presents data on variation in costs between providers for different medical conditions/procedures, showing opportunities for improving value through care standardization.
This case study describes the partnership between the Radiology Department Chair and the Vice President of Marketing at Baystate Health to transform the patient experience for breast imaging services. They implemented a 6-step process to change the organizational culture to focus on patient needs based on feedback. This included training leaders and staff, implementing a service promise, and rewarding staff for prioritizing patient care. As a result, diagnostic mammography volumes increased 17% and biopsies increased 36% in the first 4 months after moving locations, showing the positive impact of the new patient-centered approach.
1) The Holly hospital implemented an employee experience strategy called Project FIRST to create a truly patient-centric organization.
2) By developing an engaged workforce through initiatives like Aspen People Academy for leadership development and a wellbeing strategy, the hospital has seen highest levels of patient safety and satisfaction, lowest staff turnover, and sustained business growth.
3) The employee experience strategy has led to outstanding customer experiences for patients and significant business impacts like reputation, quality, safety, and financial benefits such as revenue growth outpacing competitors.
Trustee forum primer on Hospitals & Care Systems of the FutureMark Herzog
This document outlines 10 must-do strategies and 7 core competencies for hospitals and care systems of the future. The strategies include clinician-hospital alignment, quality improvement, efficiency, integrated information systems, networks, engaged employees, strengthened finances, payer partnerships, scenario planning, and population health. The competencies are patient-centered integrated care, accountable governance, strategic planning, collaboration, financial stewardship, engaging employees, and using electronic data for performance improvement. The document also discusses how an organization called HFM approaches developing these competencies through various programs and initiatives.
CFH_redevelopment_newsletter_December_4_LowresolutionKa Wa
The latest planning applications for the redevelopment of Chase Farm Hospital in Enfield are due to go before the local planning committee in the next two months. The proposals will demolish outdated buildings and transform the site into a new hospital that will provide improved facilities and allow staff to deliver world-class care. The first application reflects minor changes to the original proposals and will improve the hospital's ability to expand services in the future. A second application in January will cover the appearance of the new building. Demolition of unused buildings is ongoing to make way for the new development.
The document lists various things the author won't buy like items from Egypt, certain styles, colors, or types of clothing. It concludes by saying that as everyone's tastes are different, if they opened a store, they would aim to satisfy all customers, not just their own preferences, and would offer a variety of options to complete different people's puzzles or pictures of life.
App cerâmica uma história contada cota confirmadaMarta Xavier
Apresentação do projeto Cerâmica uma História Contada, da artista plástica Hilda Salomão.
Hilda é uma das mais importantes e reconhecidas artista ceramista da Bahia.
Seu ateliê, em Salvador é referência para visitações, pautas dos mais variados veículos de comunicação local e nacional.
Estamos em fase de captação de patrocínio - anexo enviamos o DOU ref. a aprovação do projeto na Rouanet.
Release
Hilda Salomão é uma artista que se destaca no panorama da cerâmica na Bahia e no Brasil. Filha e neta de ceramistas, desde muito cedo se envolve com o universo das artes plásticas e, em especial, com a cerâmica. Em 2014, convidada pela curadoria da III Bienal da Bahia, e participou com o projeto mural aberto e exposição de suas obras no seu próprio atelier que fez parte do roteiro da Bienal . Sua principal obra para esse evento, a escultura “A Nordestina” integra hoje o acervo permanente do Museu de Arte Moderna da Bahia. "A qualidade e versatilidade caracterizam a arte das ceramistas baianas. Nos anos 70, iniciava Hilda Salomão, ¶lha e neta de ceramistas, que fez da arte do barro parte inseparável da sua vida. Propensa à experimentação, Hilda promoveu , no barro, a textura áspera dos seixos, sulcados de veios e nós, revelados em expressivos painéis, compostos como original pintura orgânica " - livro 50 anos de Arte na Bahia- Matilde Matos - 2008, página 338 - Reverência à Cerâmica .
O Livro inédito, Cerâmica uma História Contada, primeiro livro da artista, aprovado na lei Rouanet tem o apoio de uma cota confirmada do Banco do Nordeste o que o credência como uma obra importante para o cenário da cultura nacional.
Patrocinador - Benefício Fiscal
Para o patrocinador será uma grande oportunidade de visibilidade institucional, por se tratar do primeiro livro da artista.
A área cultural de edição de livros – onde está enquadrado este projeto – é especialmente incentivada pela Lei Rouanet (lei 9.87499), que determina o abatimento de 100% do valor investido até o limite de 4% do imposto de renda devido.
MCD Healthcare Leader Predictions featuring Mark Herzog and Dr. Steven DriggersMark Herzog
Mark Herzog, CEO and President of Holy Family Memorial and Dr. Steven Driggers, Cheif Medical Officer of Holy Family Memorial provide their insights into how to effectively evolve healthcare facilities over the next ten years.
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
Clase 2 modelos de gestion control gestion y planificacion estrategica junaeb Carlos Echeverria Muñoz
Este documento describe el modelo de Cuadro de Mando Integral (CMI), incluyendo sus características, perspectivas y elementos clave. El CMI integra la estrategia, objetivos y medición del desempeño de una organización a través de cuatro perspectivas (financiera, cliente, procesos internos, aprendizaje y crecimiento) y permite la alineación estratégica. Se destaca la importancia del mapa estratégico para vincular objetivos y establecer relaciones causa-efecto.
OBJETIVOS GENERAL:
El objetivo del curso es entregar las competencias laborales pertinentes a la Gestión Financiera del Estado a nivel de la Salud Publica Hospitalaria, logrando traspasar las herramientas y normativas sectoriales sobre Finanzas Publicas y gestión de Fondos Públicos Fijos.
OBJETIVOS ESPECIFICOS:
• Reconocer y aplicar la normativa vigente de la LEY de Bases Generales de Administración del Estado.
• Reconocerá y podrá Estructura el gasto público, bienes públicos y externalidades en la gestión
• Proporcionar a los participantes no especializados en cada uno de los sistemas relacionados con la administración financiera pública un panorama general del alcance de cada uno de los sistemas y sus articulaciones desde la perspectiva de su integralidad.
• Proporcionar a los gestores públicos herramientas y habilidades que los ayuden a interactuar con el sistema de administración financiera y a interpretar y utilizar la riqueza de información que contiene.
• Proporcionar a los actores de la sociedad civil elementos que los ayuden a interpretar y aprovechar la riqueza de la información financiera pública como radiografía del accionar estatal y como instrumento de rendición de cuentas
The document discusses 10 emerging technologies for 2016 as identified by the World Economic Forum's Meta-Council on Emerging Technologies. The technologies are: 1) Nanosensors and the Internet of Nanothings, 2) Next Generation Batteries, 3) The Blockchain, 4) Two-Dimensional Materials, 5) Autonomous Vehicles, 6) Organs-on-chips, 7) Perovskite Solar Cells, 8) Open AI Ecosystem, 9) Optogenetics, and 10) Systems Metabolic Engineering. For each technology, the document provides a brief overview of the technology and its potential impacts and applications.
The document summarizes trends in the foundation sector and provides an overview of the John A. Hartford Foundation's grantmaking approach. It discusses that there are over 75,000 grantmaking foundations in the US that gave $42.9 billion in 2009. It then focuses on the Hartford Foundation, explaining their mission to improve health and well-being of older Americans through better education and care delivery. It outlines their strategy-driven approach and goals to create national change. Finally, it provides tips for effectively working with foundations by understanding their processes, culture, and perspective.
Maureen Bisognano: An international perspective: Leading for better health careThe King's Fund
Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, gives an international perspective on leading for better healthcare at The King's Fund Second Annual NHS leadership and Management Summit.
This document discusses DTE Energy's strategic planning for health management and implementation of a scorecard to measure programs. It outlines DTE Energy's employee population and details the development of a dashboard to track health metrics like conditions, costs, screening rates and participation. It also describes creating a scorecard to monitor goals in areas like assessments, education, biometrics, utilization and employee engagement to evaluate the impact of wellness programs.
This document summarizes the development of a dedicated youth mental health service in Norfolk. Key points include collaborating with young people, clinicians, and commissioners to address gaps in services between child and adult mental health. A pilot program was launched in 2012 to engage those at highest risk aged 14-25 through a range of medical, social, and vocational interventions to prevent admissions. Outcomes and further research were planned to evaluate prevention of long-term social disabilities. Challenges included gaining buy-in from all stakeholders and securing necessary resources.
Managing human resources dr.rajesh sainilionsleaders
This document discusses managing human resources and retention in eye hospitals. It emphasizes that human resources involve human beings with emotions and expectations. It highlights the importance of having dedicated HR policies, procedures, and a HR department to ensure fairness and transparency. Some key challenges mentioned are managing a diverse workforce, change, and retaining talent. The document then provides specific recommendations for eye hospitals regarding recruitment, expectations, leadership, staff development, and creating an environment where internal customers are happy.
Case Study "Dignity Health: Implementation of an EHR Alliance Bridging Acute and Ambulatory Care"
This session will provide a unique learning opportunity focusing on the Dignity Health $1.8B implementation program to meet horizon 2020 as we transform healthcare. The initiative encompassed a 42 hospital health IT implementation in the acute care setting. Mr. Lowe will also review the challenges associated with governance and review lessons Learned from the project.
Learning Objectives:
∙ Key implementation points
∙ Integration with Ambulatory strategies for a full market approach
∙ What’s next – business intelligence
Impact Investing and its Future Impact on Business PrioritiesSustainable Brands
This document provides an overview of SNW Asset Management, a Seattle-based investment management firm. It discusses SNW's assets under management, office locations, employees, and parent company. It then introduces the concept of HIP (Human Impact Plus) Investing, which aims to construct bond portfolios that seek both profit and positive human impact. The document outlines HIP's five dimensions of measurable impact and methodology for scoring and ranking investments based on quantifiable impact metrics. It describes how SNW builds customized bond portfolios for clients by applying HIP scoring to select securities that optimize both impact and financial returns.
Research-Driven Solutions for Innovative State PolicyAcademyHealth
This document discusses health services research and its goals of determining what works best, for whom, under what circumstances, and at what cost. It outlines Arkansas' efforts to improve its health system, including establishing a governance structure and setting objectives around improving population health, patient experience, and controlling costs. It also presents data on variation in costs between providers for different medical conditions/procedures, showing opportunities for improving value through care standardization.
This case study describes the partnership between the Radiology Department Chair and the Vice President of Marketing at Baystate Health to transform the patient experience for breast imaging services. They implemented a 6-step process to change the organizational culture to focus on patient needs based on feedback. This included training leaders and staff, implementing a service promise, and rewarding staff for prioritizing patient care. As a result, diagnostic mammography volumes increased 17% and biopsies increased 36% in the first 4 months after moving locations, showing the positive impact of the new patient-centered approach.
1) The Holly hospital implemented an employee experience strategy called Project FIRST to create a truly patient-centric organization.
2) By developing an engaged workforce through initiatives like Aspen People Academy for leadership development and a wellbeing strategy, the hospital has seen highest levels of patient safety and satisfaction, lowest staff turnover, and sustained business growth.
3) The employee experience strategy has led to outstanding customer experiences for patients and significant business impacts like reputation, quality, safety, and financial benefits such as revenue growth outpacing competitors.
HIMSS12 – Linking People, Potential and Progress
February 20 – 24, 2012
Venetian-Palazzo-Sands Expo Center, Las Vegas
To learn more about the benefits of attending HIMSS12,
visit www.himssconference.org
The Power of Perils of using Measurement in Organizational Culture Developmen...ValuesCentre
This document summarizes Old Mutual's use of culture surveys to measure and track changes in their organizational culture over time as part of a strategic shift toward a more customer-centric vision and values. It describes how Old Mutual conducted its first culture survey in 2011 as a baseline, then annually tracked changes seen between 2011 and 2014, noting improvements like a reduction in limiting values, an increase in customer-focused values, and higher alignment between leaders' personal and desired cultural values. However, it also cautions that while measurement provides benefits, over-reliance on metrics can institutionalize culture change efforts or create a false sense of completion if the human dynamics are not also carefully considered.
The 10 Most Trailblazing Healthcare Leaders in 2024.pdfCIO Look Magazine
The world of healthcare is a complex realm at the intersection of patient care, financial stability and operational efficiency. Navigating this intricate world where every decision holds significant weight, Xavier McGilberry is a seasoned guide by your side!
Executive Insight is an American business publication that delivers strategies and solutions by and for healthcare executives. Since launching in 2010, it has served as a source of peer-to-peer communication for C-suite leaders in hospitals, health networks and physician group practices
Executive Insight offers a monthly print magazine, a weekly e-newsletter and a website. Through each of these channels, it delivers financial, legal, operational, regulatory and information technology analysis with print and online articles, webinars, roundtables, resource directories and online conferences
This document advertises a strategic workshop for healthcare CFOs to be held in Orlando, Florida. The workshop will provide case studies and strategies from leading healthcare organizations on topics like revenue generation, cost reduction, quality improvement, and the impacts of healthcare reform. It will discuss the role of the CFO and challenges they may face. Speakers include executives from major hospitals and health systems. Registration pricing and payment details are provided.
Blue Cross and Blue Shield of North Carolina: "Sailing Through the Perfect St...Denison Consulting
Blue Cross and Blue Shield of North Carolina (BCBSNC) is the largest health insurer in North Carolina serving more than 3.7 million customers. As a not-for-profit, fully taxed company with headquarters in Chapel Hill and 4,600 employees, their network of health care providers includes 92% of the medical doctors and 99% of hospitals in the state. They hold the highest level of NCQA Accreditation and CEO Cancer Gold Standard Accreditation. They also won numerous awards and recognition including Top 60 Companies for Executive Women (2010), Top 100 Best Company for Working Mothers, AARP Best Company for Workers over 50, and Diversity Inc. Top 25 Noteworthy Company (2009).
In 2010, BCBSNC initiated a culture change process. Why did they do it and how did they do it?
To learn more about the organization’s journey and its plans for the future, read our latest case study, A Culture Transformation: Blue Cross Blue Shield of North Carolina.
Gerard van Grinsven on the Henry Ford HospitalWavelength
1) The document summarizes Henry Ford West Bloomfield Hospital's strategies for success in opening a new $360 million hospital in a challenging economic environment, including developing clinical priorities, establishing strong community engagement, and focusing on memorable patient experiences.
2) It describes the hospital's approach of integrating conventional and alternative medicine practices based on scientific inquiry to treat patients' physical, mental and spiritual health.
3) The hospital aims to be a "community center for well-being" through its healing orientation, culinary institute, and 180 acre nature preserve, taking health and healing beyond conventional boundaries.
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...CharityNav
Ken Berger's slides from his debate with William Schambra (Director of the Bradley Center for Philanthropy and Civic Renewal at The Hudson Institute) at the Grants Managers Network Annual Conference. The debate centered on the realities of ranking charities.
Similar to HFM's Roadmap to Results NCHL Presentation (20)
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...
HFM's Roadmap to Results NCHL Presentation
1. “ROADMAP TO RESULTS”
HOLY FAMILY MEMORIAL
Mark Herzog, FACHE Laura Fielding
President & 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 Memorial
single-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 Markets
How will hospitals successfully navigate the shift from first-curve to second-
curve economics?
5. Between the Curves
Second Curve
Population Health
First Curve FFS
Infrastructure
Culture
Collaboration
Payment Model
6. Core Beliefs Driving HFM’s Care
System Design
I. Provide the RIGHT CARE – the most effective
evidence based approach possible
II. In the RIGHT SETTING – the most cost effective,
safest, highest quality and greatest value
III. To achieve the RIGHT OUTCOME – achieve the
greatest long term benefit to the patient and
society while minimizing physical and financial risk
IV. 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 2011
10/11/12
8. 2001
2012 HFM Care System Design
HOSPITAL PHYSICIANS SENIOR MISSION RECOGNITION
& NP/PA LEADERS FOCUS
90 bed 90 10 Senior Focus on Nationally
hospital Employed Leaders Wellness recognized
Providers & for Safety,
Prevention Innovation
& Thought
Leadership
5 Senior Focus on
35 bed 35 Leaders the Sick
hospital Employed Population Locally
Physicians Recognized
9. Major Disease Mortality Rates in
Manitowoc County
HEART
200
DISEASE
CANCER
150
15.6% Decline in
100 Mortality Rates of
Major Diseases
STROKE
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……..
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 Compass
N Hardwire ―the HFM way‖ (I & I)
into HFM culture
S Sharpen leadership processes to focus more on strategy and
achievement, broader engagement and integrate physician
leadership
E 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 outcomes
Redesigning Care
around an ▪ Exceptional Experience – We will
create patient and customer
Exceptional experiences so exceptional that
Experience we drive market share to Holy
by way of Family Memorial
Ideal Culture ▪ Ideal Culture – We will have the
most innovative, engaged and
high achieving culture
19. Leadership Team Assessment
“Headlights ”
50% Weighting
COURAGE TO: internal fortitude to lead
CULTURE SHAPING CONGRUITY: ability to fit in current
culture & transform to ideal culture
30% Weighting 20% Weighting
ABLE TO: competent to lead PROMOTABILITY:
WILLING TO: desire to lead Advancement potential
Every leader
ranked 1-5
annually
20. Assessment vs. PAR
Sample of Individual Leadership Scores
High Middle Low
92 90 93
76 80
68
Ldrship Assessment Score PAR Score-
"Headlights" "Rearview Mirror"
21. 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
22. The Green Dollar Difference
Improvement
Savings
2009 – 2011
$4.3M Total
Improvement
2009 – 2011
$6.9M
Innovation
Impact
2009 – 2011
$2.6M
23. The Culture Difference
% strongly % strongly %
EMPLOYEE PRIDE SURVEY
agree 2008 agree 2011 Change
I 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 & family
I feel a part of HFM and am excited about its
48.4% 73.1% 51%
future
HFM’s leadership team welcomes my ideas
and suggestions for process improvement 42.0% 64.6% 54%
▪ 70% survey participation rate
▪ All categories show significant growth!
24. The Culture Difference
% strongly % strongly %
PHYSICIAN PRIDE SURVEY
agree 2008 agree 2011 Change
I 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’s
future n/a 88%
▪ 47% survey participation rate
25. 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
26. Success Barriers
SUCCESS 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
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