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Using Baldrige to Create Organizational Alignment & Integration Sonja Wulff, Manager, Performance Excellence.

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Presentation on theme: "Using Baldrige to Create Organizational Alignment & Integration Sonja Wulff, Manager, Performance Excellence."— Presentation transcript:

1 Using Baldrige to Create Organizational Alignment & Integration Sonja Wulff, Manager, Performance Excellence

2 Performance Excellence Journey Role of the Application Addressing OFIs Overview

3 Poudre Valley Health System Private, locally owned, not-for-profit Full spectrum of healthcare services –2 tertiary hospitals, outpatient campus, numerous satellite clinics –Regional medical hub for cardiac, trauma, neonatal intensive care & bariatric surgery

4 Poudre Valley Health System Service area: Northern Colorado, Wyoming & Nebraska 4,200 employees, 550 independent physicians & 800 volunteers $1 billion in annual revenue

5 Where Our Journey Started Community hospital serving Fort Collins, Colorado 24% annual employee turnover 5 CEOs in 4 years Changing healthcare market Demand for physician integration

6 Leadership: Find an improvement model Decision: Baldrige National Quality Program The Baldrige Journey

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 Excellence –Tool for organizational assessment, based on evidence-based practices from high-performing organizations Baldrige Process –Submit annual application for review by highly trained examiners –Receive feedback report to drive organizational improvement Commitment as recipient: Share best practices

8 Category teams met just to write Application Application focused on warm-fuzzy stories & lists of accomplishments, including futures Results selection based on what looked good and where we had benchmarks Baldrige happened outside of normal work Submitted 1st application in 2000 Took a year off to work on improvements Applied again, expecting success Score dropped The Early Years ( )

9 Made Baldrige how we do business Established Quality Improvement Department –Role: Coordinate performance excellence across Categories Established performance excellence teams –Role: Use Criteria to identify & address gaps A Turning Point (2004)

10 Performance Excellence Teams Criteria-based steering committees that drive improvements across system Senior management leadership & participation Representation from all facilities, disciplines & customer groups

11 Performance Excellence Cycle

12 Goal: Accurate, actionable feedback to help PVHS provide world-class healthcare Self-assessment External assessment by highly trained team of examiners Role of the Application Craig Trauma patient

13 Define who you are & what is important to you –Vision, core competencies –Products, customers –Workforce, facilities –Competitors, strategic challenges/advantages Road map for the rest of the application & the way you run your business (key factors, key themes) Step One: What Is Important to You? Organizational Profile

14 Can you answer the Criteria questions? Do you address ADLI? Step 2: How Do You Run Your Organization? Process Categories (1-6)

15 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? What Is ADLI?

16 APPROACH: Annual process with standardized tool DEPLOYMENT: Every employee, all levels of the organization, all facilities LEARNING: Annual evaluation & improvement by Workforce Team & HR INTEGRATION –Behavior Standards, Values, Key Customer Requirements, Core Competencies, Personal Goal Cards –Building Blocks of Leadership –Balanced scorecard: Timely completion of performance reviews An Example Employee Performance Review

17 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? Step 3: What Are Your Results?

18 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? What Is LeTCI?

19 An Example: Staff Voluntary Turnover

20 Weaving a Thread Org ProfileCategory 2Category 3Category 7 Customer Groups & Key Requirements Input into strategic planning Listening to customers Healthcare outcomes, satisfaction & dissatisfaction measures

21 Weaving a Thread Org ProfileCategory 1Category 5Category 7 Workforce Groups & Key Requirements Deploying Vision, Mission & Values Performance management, workforce development, climate, capability & capacity Measures of satisfaction & dissatisfaction, development, climate, capability & capacity

22 Performance Excellence Cycle

23 Senior Management Retreat –Prioritize improvements Performance Excellence Teams –Develop & implement action plans Quality Improvement Department –Develop integrated action plan –Coordinate improvement efforts Addressing OFIs

24 An Example: Integrated Action Plan Physician Engagement –Leadership: Fully deploy Vision to physicians –Strategy: Identify new ways to involve physicians in strategic planning –Customer Service Steering Committee: Engage physicians in improving patient satisfaction –Knowledge Management: Implement physician balanced scorecards –Workforce: Support action plan from physician engagement survey –Process Improvement: Support physician-led PDCA teams –Key Measures: Improve reporting of key measures to physicians

25 Integration with Strategic Plan Communication through Quarterly Performance Excellence Meetings Accountability to PVHS Board of Directors Making It How We Do Business

26 8 national apps + 6 state apps 4 national site visits + 3 state visits Colorado Performance Excellence Peak Award, 2004, 2008 Baldrige National Quality Award, 2008 Learning Patience PVHS CEO Rulon Stacey at Quest for Excellence, 2009

27 Our Vision To provide world-class health care Molly 4th generation treated at PVH

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