Presentation on theme: "Partnership at the Front Line: Unit-Based Teams at Kaiser Permanente"— Presentation transcript:
1Partnership at the Front Line: Unit-Based Teams at Kaiser Permanente Adrienne E. Eaton (Rutgers University)Adam Seth Litwin (Johns Hopkins U.)Nicole VanderHorst (KP Organizational Research)May 2010
2Labor-Management Partnership at KP LPM agreement signed in 1997Today: 30 local unions, 10+ national unionsAll regions of KP: KFHPs and PMGsSome unions remain outside including CNA7 goals:Improve the quality of health care for KP members,assist KP in achieving market leading competitive performance,make KP a better place to work,expand KP in current and new markets,provide maximum possible employment and income security,involve employees and unions in decisions, andwork jointly on public policyFrom beginning, goals of improving quality through employee involvement.From 1997 – 2005, structures built, lots of work to repairing the labor=management relationship , great engagement with labor leaders and many scattered performance improvement projects involving front line but no systematic focus on improving the process of delivering health care OR involving the workforce in that or any other process40% of KP employees reported involvement in LMPNot much consistent upward movement on clinical or service quality -- lots of projects to do this in a particular dept at a particular time.Waive book here2
3By 2005 negotiations…The parties and their academic observers had identified the need toFocus on performance improvementBring the LMP to the front-line2005 agreement did both.Excerpt from Performance Improvement language:“The parties are dedicated to working together to make Kaiser Permanente the recognized market leader in providing quality health care and service. This can be accomplished through creating a service culture, achieving performance goals, developing the Kaiser Permanente workforce, increasing employee satisfaction, promoting patient safety programs and focusing attention on employee health and work-life personal-life balance. The goal is to continually improve performance by investing in people and infrastructure, improving communication skills, fostering leadership, and supporting involvement in the community.”3
42005 agreement: UBTs Excerpts from UBT contract language: Timetable “The 2005 Attendance, Performance Improvement, Performance-Based Pay, Service Quality, and Workforce Development. BTGs recommended the establishment of teams based in work units as a core mechanism for advancing Partnership as the way business is conducted at Kaiser Permanente, and for improving organizational performance.“Members of a Unit Based Team will participate in:• planning and designing work processes;• setting goals and establishing metrics;• reviewing and evaluating aggregate team performance;• budgeting, staffing and scheduling decisions; and• proactively identifying problems and resolving issues.”Timetable15% of workforce in UBTs 12/200740% 200870% 2009100% 2010Unit Based Teams emerged as platform for PI and other programs
5Implementing UBTsUBTs became linked to organization’s performance improvement effortsUBTs work on regional/KP strategic plan goalsRIM, PDSA, Small tests of changeProjects fall into one or more points of KP Value Compass:Substantial support infrastructureTrainingMetrics: for team to use and to track teamsProcess support (internal OD, etc.)UBTs can be natural work group or representativeNext slides illustrate some of these points5
6Rapid Improvement Model Focus on rapid tests under varying conditions 6v.2.0Rapid Improvement Model Focus on rapid tests under varying conditionsWhat are we trying toaccomplish?How will we know that achange is an improvement?What change can we make thatwill result in improvement?ActPlanStudyDoModel for Improvement developed byAssociates in Process Improvement(KP Performance Improvement6
7Continued Growth in Unit Based Teams 82,000 Employees in 2,600 UBTs On target to meet goals from previous slidePage 67
8UBTs Operate at Different Levels of Development Team Development Level of the 2,085 Unit-Based Teams in place on September 1st, 2009(See Appendix for Definitions)Note: Teams formed after 9/1/09 are excluded from this analysis to allow us to track a stable sample over time.
9Transforming Quality & Service: Realizing our Potential 4 Key Goals Identified In KP Strategic Plan% Making Progress On or Meeting Team Goals as of Feb 2010UBT Projects Supporting Those Goals# of Projects Aug 2009# of Projects Feb 2010Cancer ScreeningMammography, colorectal & cervical cancersHome as Hub/Medical Homeincreased use of KP. org11520851%Diabetes ControlBlood pressure, LDL-C min, use of ACE inhibitor, lipid prescriptions16218062%Patient SafetyTwo-patient identifiers, hospital acquired infection, prevent patient fallsExample of how UBT projects link to overall KP goals455871%Patient SatisfactionStaff courtesy & helpfulness, cleanliness & quietness of roomsReduce patient wait times4481036*57%* The relatively large increase in Service Excellence projects is a result of teams starting new projects and regions entering projects into the UBT Tracker system for the first time.9
11UBT Participation Has Positive Impact on Employee Engagement LMP union members who report they arepart of a UBT% FavorableLMP union members who report they are not part of a UBTDifference*55. Involved in LMP activities76%37%+3956. LMP has helped to improve working conditions75%57%+1857. LMP has helped to improve org performance60%+1652. Can influence decisions affecting work55%43%+1253. Know about KP Mission/ Vision79%70%+951. Know about department goals86%77%25. Comfortable voicing opinions, even if different69%+840. Supervisor recognizes me when I do a good job74%67%+722. Mgr uses ideas to improve care62%10. I have enough say in how I do jobEmpowerment, line of sight and continuous improvement are more favorable for those who say they are part of a UBT*Items with the largest differences11
12Attitudes of Employees in UBTs Differ Depending on the Team Stage of Development Employee responses are more favorable in high- functioning UBTsStage 1 (Pre-Team Climate)Stage 5 (High-functioning UBT)12
13What do UBTs Need to Become High Performing? Research Questions:Are there common enablers across high-performing UBTs? Which of these enablers are unique to the teams studied and which can be lifted out of context and replicated with other UBTs?Research MethodsReview of previously collected UBT informationProcess and outcome metrics (“UBT Tracker”; Employee Survey)Case studies of 13 individual UBT’sObservation of team meetings, huddles, department at workInterviews with team leads and members, support staffContent Areas AssessedMotivation to change, team structure, training, team capacity, communication, sponsorship/support, measurement and methods
14Team Structure Most high-performing UBTs: use work-improvement processes such as RIM.include representatives from key support functions as well as physicians as appropriate.have full involvement of labor: labor co-leads who share fully in the responsibility of the team, develop team agendas, facilitate team meetings, and do report-outs.If a representative model is used, team membership is determined by the larger department through a nomination and voting process.Successful teams have clear and effective communication mechanisms to the larger departmentHigh-performing teams with representative models have employees who feel very knowledgeable to about the work of the team, feel involved in the team process even though they do not sit on the team and feel the team is effective.functioned as “teams” before they became designated as a UBT. Those that were most successful were able to convert to a UBT without much interruption of their work. The transition from a team to a UBT involves imposing structure on the group, clarifying roles, goals and steps for reaching them.meet monthly or bi-weekly and have very good attendance by all team members. Those that are not as successful have problems with attendance.have team leads (labor and management) who are fully committed
15Communication Training High-performing teams communicate via several different methods so that all members of the department have a shared understanding of the work of the team. Common practices include:Posting of meeting minutes and notes in breakroomsCommunication of key information to employees during daily huddlesNewsletters and/or communication of informationTeams are launched with initial UBT training for all team membersThis training provides a common understanding of the goals of the team, and a shared understanding of the “consensus” and how it is defined by the team. This provides all team members with a structure process for on-boarding, as new team members are brought on, they all go through the same training so they have the same grounding as existing team members.Training refreshers are provided when there is turnover among UBT members.Successful teams have training that is specific to the type of team (i.e. during training sessions provide peri-op examples to peri-op teams).
16Sponsorship/SupportConsistent, aligned, and visible sponsorship is necessary for building successful relationships.Successful UBTs have sponsors that are involved with their UBTs. They support the work of the UBT, remove barriers when necessary, coach and mentor the Co-leads and team members, and provide linkages to other resources.Labor leadership capacity is developed to lead UBT.Successful teams and team members are given the time and resources to meet.
17Methods MetricsUBT co-leads demonstrate basic meeting management skills (creating an effective agenda, maintaining group focus, time management, and facilitation).Teams utilize huddles and other methods of meeting for short periods of time.Successful UBTs are a valuable resource to other UBTs through sharing of key learnings, best practices, etc.Successful UBTs share and discuss team metrics at every meetingAll team members are aware of all the metrics of team successMetrics include –UBT tracker data – service measures, attendance metrics, workplace safety metrics, employee opinion measuresTeams track success on tests of change through metrics developed by the teams
18Key FindingsMany of these findings are not new (for instance, importance of participation on physicians, committed labor and management co-leads, strong sponsorship, regular meetings)What is new with UBTs that is making a difference:Systematic use of metrics and organizational support in accessing, analyzing, and reporting metrics.Systematic integration of UBTs into work of the department and goals of the facility, region and organizationThe use of explicit performance improvement models along with more traditional LMP processes like IBPSOther infrastructure support: training, facilitation, reporting, performance improvement/ODLong-term success of the UBTs is grounded in resources and support.Sponsorship should be visible from the Regional level to the medical centers, from the Medical Center leadership groups to their UBTs, and from the Co-leads of each UBT to their employees.Ideal team structure requires small natural work groups. If representative models are to be used, clear communication to the larger department is necessary to maintain success of the team.Co-leads for each team need to be selected carefully, both on the management and labor sides. Labor needs to be chosen by the whole department and be a strong leader in the department.Most teams have needed support in accessing, analyzing, and reporting metrics. Those that have received this support are able to utilize the metrics effectively.Teams are using the UBT as a way of accomplishing the work of the department and this creates success for the team. When the UBT is viewed as another initiative, teams are not as successful.Team meetings are difficult to schedule due to competing schedules, a budget for back-fill, and competing initiatives. Successful teams are supported by sponsors by providing resources so teams have time to meet. Without regular meetings, teams struggle to accomplish their goals.UBT work (tests of change, huddles, etc.) is difficult to communicate to the whole department unless clear and concrete methods are developed.Teams need involvement by physicians and/or other support departments when appropriate.