22008 – 2009 Pillar Goals Education Research People Quality Service GrowthFinanceStrive to develop the highest quality medical education programs for all levels of learnersAdvance medical and scientific knowledge through basic, transitional, and clinical researchInstill and reinforce standards of behavior that will attract, develop and retain outstanding staff, physicians, faculty and studentsStrive to be among the highest ranked health care providers by both regulatory and health care scoring systemsPromote consistently positive experiences for our patients, staff and communityGrow the enterprise to better serve patients and physicians and support the fundamental missions of teaching and researchPreserve a focus of fiscal responsibility and multidisciplinary planning2008 – 2009 Pillar GoalsAll programs meet or exceed national benchmarksIncrease COM class size by 15% by 2010Submit CTSA application by October 2008Increase sponsored research by 8%Reduce COM turnover rate by 5%Maintain a voluntary turnover rate of 18% or less at OUP and OUMCMaintain or achieve top 10% in publicly reported JCAHO Core MeasuresImprove ease of obtaining test results to 50th percentileOUP : > 89.5Improve patient satisfaction scores across the enterprise:OUMC to 2nd quartileOverall score of> 3.51OUP to 50th percentileAdult: > 92.1Children’s: > 89.5Increase inter- departmental and physician satisfaction scores by 2 ½%Grow overall OU Medicine market share by 0.5%Grow hospital admissions by 3%Grow clinic visits by 4%OUMC: Increase net income before taxes by 7.44% over pre-tax net incomeOUP: Increase payments by 5%COM: All departments should meet cash reserve goals and have overall operating margin of 5%
5Verify and Validate what you expect Verification ToolsRoundingObservationMonthly Meeting Model
6Facilitate problem solving Coach behaviorsSpecificWhat’s working wellWhat could be betterFacilitate problem solving
7Give specific feedback Incorporate into rounding Coach performance AIDET ExampleObserve the behaviorGive specific feedbackIncorporate into roundingCoach performanceFacilitate problem solving
8AIDET – Verification, Validation, Coaching Lisa, I’m rounding on the unit today and would like to hear what you believe is going well?Is there any individual or physician that I should recognize in the unit?When I came onto the unit, I heard you introduce yourself to one of your patients using AIDET. I appreciate your doing this and so do your patients. VERIFICATIONI thought you did an excellent job introducing yourself, your skills and experience. SPECIFICI heard you review Mrs. Jones schedule for the day, but didn’t explain why she would need to have tests completed in radiology. How might you have provided this information to her in a way she might understand? FACILITATE PROBLEM SOLVING
9AIDET – Verification, Validation, Coaching When you take the time to use AIDET, you reduce patients’ anxiety and provide information that is helpful to their compliance and outcomes COACH SPECIFIC BEHAVIOROver the next month, I’ll be listening for AIDET as I visit each of our units SET STAGE FOR FURTHER VERIFICATIONAs I do, I’ll be giving feedback and asking how I might support youIs there anything I can do to help you with AIDET or any issues in the department that I need to be aware of?Thanks…….
10Facilitate problem solving You be the coach!SpecificWhat’s working wellWhat could be betterFacilitate problem solving
11What gets recognized, gets repeated! John, I noticed how you worked with the family members of Mr. Smith to ensure they had a translator who could answer their questions about his care.Thank you for modeling standard of caring by ensuring their needs were metSandy, when you managed up Dr. Hoover to your patient today, you made it easy for Dr. Hoover to come in and take over coverage this weekend. When patients hear that they are in good hands, they are more likely to ask questions and provide important information that helps all of the staff provide better care for themThank you for demonstrating excellent communication by managing up members of the care team
12What do you want repeated? MODELSpecific FeedbackWhat they did wellWhy it matters… connect the dotsThank them for doing the right thing
13Leader Accountability Monthly Meeting Model(n) the quality or state of being accountable; especially: an obligation or willingness to accept responsibility or to account for one's actions
15Monthly Meeting Model (MMM) Leaders bring the following items and results to their immediate supervisor for discussion:Leader Evaluation - LEMMonthly Report Card90-Day Plan-Professional DevelopmentLinkage Grid from Leadership Development Institute WorkshopRounding LogsThank you notesPeople Trends and Issues-Standards of BehaviorAdditional Verification Tools as implemented
16MMM: What?Tool for leaders to hold meaningful dialogue and measure progress on goalsIdentify wins, and opportunities for improvement (OFIs)Coach leader performance:Recognize great performance (H)Provide coaching (M)Clarify expectations (L)Communicate consequences (L)
17MMM: Hold Leaders Accountable Tell me what your plans for follow up are.What is your timeline?What are your next steps?What prevented you from meeting the deadline?
18MMM: Hold Leaders Accountable Let’s be sure you understand the expectation.Let’s review the timeline and deliverables.If ________ is not delivered/accomplished, our next steps will be ____________.What questions do you have?How can I further support you?
19Starts at the top and cascades down If we don’t do it … who will? MMM: Why?It’s what leaders do!Starts at the top and cascades downIf we don’t do it … who will?Leader’s tool for understanding and driving results
20Our Perceived Barriers Current PracticeDept. MeetingsTalk to employeesEmployee R&RSelection and OrientationRetentionTalking to PatientsPre/Post CallsEvaluationOnly new itemEffective ApproachPillar AgendasRounding for OutcomesThank You NotesPeer interviewing and 30/90 Day MeetingsIndividual Employee MeetingsKey Word at Key TimesPre and Post Phone CallsLeader EvaluationLeadership Training