Presentation on theme: "Using Baldrige to Create Organizational Alignment & Integration"— Presentation transcript:
1 Using Baldrige to Create Organizational Alignment & Integration Sonja Wulff, Manager, Performance Excellence
2 Overview Performance Excellence Journey Role of the Application Addressing OFIs
3 Poudre Valley Health System Private, locally owned, not-for-profitFull spectrum of healthcare services2 tertiary hospitals, outpatient campus, numerous satellite clinicsRegional medical hub for cardiac, trauma, neonatal intensive care & bariatric surgery
4 Poudre Valley Health System Service area: Northern Colorado, Wyoming & Nebraska4,200 employees, 550 independent physicians & 800 volunteers$1 billion in annual revenue
5 Where Our Journey Started Community hospital serving Fort Collins, Colorado24% annual employee turnover5 CEOs in 4 yearsChanging healthcare marketDemand for physician integration
6 The Baldrige Journey Leadership: Find an improvement model Decision: Baldrige National Quality Program
7 Baldrige National Quality Program Presidential award to recognize high-performing organizations in manufacturing, service, small business, education, health care & nonprofit (1987)Criteria for Performance ExcellenceTool for organizational assessment, based on evidence-based practices from high-performing organizationsBaldrige ProcessSubmit annual application for review by highly trained examinersReceive feedback report to drive organizational improvementCommitment as recipient: Share best practices
8 The Early Years ( )Category teams met just to write ApplicationApplication focused on warm-fuzzy stories & lists of accomplishments, including futuresResults selection based on what looked good and where we had benchmarksBaldrige happened outside of “normal” workSubmitted 1st application in 2000Took a year off “to work on improvements”Applied again, expecting “success”Score dropped
9 A Turning Point (2004) Made Baldrige how we do business Established Quality Improvement DepartmentRole: Coordinate performance excellence across CategoriesEstablished performance excellence teamsRole: Use Criteria to identify & address gaps
10 Performance Excellence Teams Criteria-based steering committees that drive improvements across systemSenior management leadership & participationRepresentation from all facilities, disciplines & customer groups
12 Role of the Application Goal: Accurate, actionable feedback to help PVHS provide world-class healthcareSelf-assessmentExternal assessment by highly trained team of examinersCraigTrauma patient
13 Step One: What Is Important to You? Organizational Profile Define who you are & what is important to youVision, core competenciesProducts, customersWorkforce, facilitiesCompetitors, strategic challenges/advantagesRoad map for the rest of the application & the way you run your business (key factors, key themes)
14 Step 2: How Do You Run Your Organization? Process Categories (1-6) Can you answer the Criteria questions?Do you address ADLI?
15 What Is ADLI?APPROACH: How do you do it? What are the steps in your process? How repeatable is it?DEPLOYMENT: Is your approach consistently applied across your organization? Who uses it?LEARNING: Do you refine your approach through systematic evaluation and improvement?INTEGRATION: Is your approach aligned with your organizational needs? How is it linked to other approaches/processes?
16 An Example Employee Performance Review APPROACH: Annual process with standardized toolDEPLOYMENT: Every employee, all levels of the organization, all facilitiesLEARNING: Annual evaluation & improvement by Workforce Team & HRINTEGRATIONBehavior Standards, Values, Key Customer Requirements, Core Competencies, Personal Goal CardsBuilding Blocks of LeadershipBalanced scorecard: Timely completion of performance reviews
17 Step 3: What Are Your Results? What are your key measures?Are you measuring what you should be measuring to support the Organizational Profile and Process Categories?Do you address LeTCI?
18 What Is LeTCI? LEVELS: What is your current performance? TRENDS: How have you performed over time?COMPARISONS: How does your performance compare to other organizations?INTEGRATION: Do you segment your results? Do you show results for important customers, products/services, markets, processes?
24 An Example: Integrated Action Plan Physician EngagementLeadership: Fully deploy Vision to physiciansStrategy: Identify new ways to involve physicians in strategic planningCustomer Service Steering Committee: Engage physicians in improving patient satisfactionKnowledge Management: Implement physician balanced scorecardsWorkforce: Support action plan from physician engagement surveyProcess Improvement: Support physician-led PDCA teamsKey Measures: Improve reporting of key measures to physicians
25 Making It How We Do Business Integration with Strategic PlanCommunication through Quarterly Performance Excellence MeetingsAccountability to PVHS Board of Directors
26 Learning Patience 8 national apps + 6 state apps 4 national site visits + 3 state visitsColorado Performance Excellence Peak Award, 2004, 2008Baldrige National Quality Award, 2008PVHS CEO Rulon Stacey at Quest for Excellence, 2009
27 Our Vision To provide world-class health care Molly 4th generation treated at PVH