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2. Aligning Lifelong Learning and Continuous Improvement with the Business Direction at SSM Health Care
Dawn Runge, Ph.D.
Corporate Vice President – Organizational Effectiveness
Russ Scalpone, Ph.D.
Corporate Director – Organizational Effectiveness
October 2012
Good morning! As many of you know I am Dawn Runge, corporate VP of organizational effectiveness. I would like to give you an informational update today on key projects related to leadership development and performance development.

3. SSM Health Care Mission
Through our exceptional
health care services,
we reveal the healing presence of God.
At SSM Health Care everything we do begins with the Mission of the organization – Through our exceptional health care services, we reveal the healing presence of God. Our mission provides the overarching frame by which we measure our effectiveness in day to day activities.
Our Core Values
Compassion: We reach out with openness, kindness and concern.
Respect: We honor the wonder of the human spirit.
Excellence: We expect the best of ourselves and one another.
Stewardship: We use our resources responsibly.
Community: We cultivate relationships that inspire us to serve.

4. Mission Defined: Characteristics of Exceptional Health Care Services
Exceptional Patient Care
Clinical: Clinical Composite Indicators
Patient Satisfaction: Likelihood to Recommend
Safety: Patient Serious Event Rate
Exceptional Commitment
Employee Engagement
Physician Overall Satisfaction
Exceptional Financial Performance/ Growth
Financial: Operating Margin
Growth: Net Patient Revenue

5. SSM Health Care System
Based in St. Louis, Mo., with facilities located in four Midwest states including Missouri, Illinois, Wisconsin, Oklahoma
Provides services in inpatient, outpatient, outpatient surgery and emergency department hospital settings, two nursing homes, and home care
Traces its roots back to 1872, when Mother Mary Odilia Berger and four sisters migrated to the United States from Germany
The congregation, now known as the Franciscan Sisters of Mary, sponsors SSM Health Care
25,600 employees, 7,300 employed and affiliated physicians, 6,750 nurses and nearly 2,400 volunteers all working together to provide exceptional health care services 5

6. More About SSM Health Care
First health-care recipient of the Malcolm Baldrige Award
First large health system to go tobacco-free inside and out
SSM is implementing an electronic health record in all its hospitals
Top 6 percent of hospitals to implement electronic health records
Core Competencies:
We know how to improve
We use values to guide decision-making
We take advantage of being a system 6

7. How are we going to improve? Mission & Strategic Direction
Leadership Concept
WHY
How are we going to improve?
Mission & Strategic Direction
HOW
WHAT
For us effective leaders connect the dots – they know how to engage employees by clearly defining the why we do what we do – for us it’s the mission link – and they are very clear about the what we need to do (for us it’s achieving exceptional health care through the characteristics) – but the How we make improvements is left to the creativity and ideas of the employees and other members involved in thee work system. Engaging people in the dialogue.

8. SSM Health Care Corporate Organizational Effectiveness
Corporate Vice President –
Organizational Effectiveness
Administrative
Education Assistant
Reports to Senior Vice President – Human Resources
Corporate
Director – CQI
Corporate
Director – OE/CQI
Corporate
Manager – OE
Curriculum Development and Instruction
Manage SMEs & Faculty
Support CQI Effectiveness Measures
Manage Corporate Office CQI Projects
MBNQA Category Six
Co-Manage and Support CQI Workgroup
CQI Website
Quality Companion
Database
CQI Knowledge Sharing
Curriculum Development and Instruction
Education Strategy
Evaluation and Assessment
Design CQI Effectiveness Measures
System CQI Projects
MBNQA Category Five
Co-Manage CQI Workgroup
Knowledge Sharing
Curriculum Development and Instruction
Manage SMEs & Faculty
Physician Leadership Development
CME Process for System
Member of Physician Leadership Council
Manage Leadership Pathways & OD Roundtable Team
Corp. Systems
Specialist – OE
Corp. Education
Consultant – OE
Corp. Education
Specialist – OE
Corporate VP responsibilities:
Creates and Implements Education Strategy
Curriculum Development and Instruction for all
Leadership Competencies
Performance Development for System
Leadership Development at all Levels
Succession Planning Programs
Coordinates SSM University Policy Board
Department Strategy & Operational Functions
Policy Formation and Dissemination
CQIPlus – Education, Projects & Support for System
Create Courses in LMS
Create & Maintain Catalog
System Admin – Performance
Development
Track Training Metrics
Live Meeting Administrator
Member of LMS Team
Member of Performance
Development Teams
Curriculum Development and Instruction
Manage SMEs & Faculty
Administer School at Work
Manage Emerging Leaders
Member of Performance Development Teams and Educator’s Roundtable
Curriculum Development Create Online Courses
Integrate Online Courses with LMS Function
Maintain all Online Programs
Member of LMS Team
Web 2.0 Teamwork
Quality Companion Database

9. Purpose of the Learning Function
Help SSMHC achieve its mission of exceptional health
care services by developing leadership and serving as a
resource for leaders throughout the System.
“At SSM Health Care, we have a saying that was coined by our former President/CEO Sister Mary Jean Ryan: ‘No matter what your title, no matter what your job…you are an SSM Health Care leader.’ For us, leadership is the process of achieving the goals of the organization in a way that reflects our history, heritage, mission and values. Education and training is an integral part of SSM’s culture, and we continue to invest our resources into developing and retaining our employees because we want to further their intellectual, spiritual and emotional well-being at work and home.”
Bill Thompson, President/CEO
March 2012
What do we do? Well, we are responsible for leadership development at all levels of the organization. SSM University was created out of MBNQA feedback about four years ago and serve the entities as an educational resource. Our programs are designed to enhance job related and interpersonal skills, offering a wide range of programs, including leadership education for executives and new supervisors, education & development programs for all employees, continuing education for the director/manager, succession planning programs, and ongoing development for everyone.

10. Baldrige Performance Excellence Model
Organizational Profile:
Environment, Relationships, and Challenges
2: Strategic
Planning
5: Workforce
Focus
1: Leadership
7: Results
3: Customer
Focus
6: Process
Management
This section, as we know, is essential for our success. “Quality is achieved through people.”
4: Measurement, Analysis, and Knowledge Management

11. Workforce Management

12. Areas of Organizational Effectiveness (OE)
Leadership Development
Performance Development Process
Succession Planning Programs
Process Improvement Methodology
Other
Organizational Effectiveness includes the following:
Leadership Development
Delivered through SSM University
Courses link to Mission, Values, Exceptionals, Competency Model and MBNQA
Performance Development Process
Content of Goals, 360 Degree feedback and Performance Appraisals
Success Factors & Share Point Application system administration
Succession Planning Programs
School at Work
Emerging Leaders
Leadership Pathways
Advancement in Careers & Education (ACEs)
Executive Integration
Process Improvement Methodology
CQIplus training & certification
Other
Training Effectiveness Measures
LMS Support 12

13. Areas of Organizational Effectiveness (OE)
Leadership Development
Performance Development Process
Succession Planning Programs
Process Improvement Methodology
Other
SSM OE – Leadership Development
The strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.
SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.
Learning programs are linked to System strategic initiatives and the Leadership Competency Model. 13

14. Core Curriculum at SSM University
Built on our Leadership Competency Model and past accomplishments
Designed for leaders who drive 85% of organizational change
Uses internal resources in design and as faculty
Links courses to our Mission, Values, the “Exceptionals,” Competency Model, and MBNQA
Updated continuously via a range of needs analysis inputs
All core curriculum or courses offered through SSM University is built on our competency model and past accomplishments.
Data supported that the middle management level generates much organizational change, therefore we created these leadership development modules to be our core curriculum for managers and directors (which is updated every other year).
We realized the untapped expertise in our System and began utilizing senior leaders not only as subject matter experts, but also as faculty. Because of relying on executives such as yourselves, we now have a core curriculum that ties to our mission, values and exceptionals. Be aware—we are always looking for new faculty! 

15. Needs Diagnosis Process
SSM University Policy Board
Professional Organizations
Universities
Fontbonne University
ACHE
Health Care Advisory Board
Press Ganey
Healthstream
ASQ
Organization Capabilities To Implement SSM Strategies
SSM Health Care
Leadership Competency Model
Special Needs Surveys & Executive Fact-Finding
SSM Educator & OD Roundtables; CQI Workgroup
SSM Satisfaction Results & Drivers
LMS Performance Development Results
SSM Functional Groups
Organizational Development & Curriculum Plan
101 Leader Series
201 Leader Series
Leader Development Programs
Physician Leadership
Other
Nursing
Physicians
Human Resources
IHT
CQI
Other

16. SSM Training Effectiveness
Level 1: Reactions
Level 2: Learning
Level 3: Behavior
Level 4: Results
Feedback surveys for all courses
Overall Satisfaction
Relevancy/applicability to job
Accomplishment of learning objectives
Semi-annual survey of titled leaders
CQI needs assessments
Special needs assessments
Testing (certain courses)
Performance demonstration (some courses)
Learning applications (most courses)
Performance demonstrations (some courses)
Documenting, tracking and sharing of learning applications
All CQI courses
All leader development programs
Conduct surveys to assess behavioral change associated with learning objectives
Document and track learning goals within the Performance Development Process
Assess changes in organizational performance metrics (e.g. financial, operational, patient, and employee measures, etc.)
Special studies on Employee and Physician metrics
Document improvements in organizational metrics linked to training application
All CQI course applications
All leader development programs
Key Points:
Semi-annual survey of titled leaders at SSM
Assesses perceptions of needs and satisfaction with training & developmental offerings
Random sample of approximately 300 leaders
The July sample elicited a 42% response rate (n=126), representative of titled leaders at SSM
Have begun semi-annual assessments for other functional groups as well, related to CQI
Some key conclusions this year:
Satisfaction with SSM University’s range of developmental offerings is good, but could be expanded to better satisfy approximately one sixth of respondents.
“Getting work done through other people” and “achieving quality through employee participation, involvement, and engagement” remain key areas of interest and opportunity for new learning offerings
Being sufficiently trained in CQI to apply it in one’s work and having a CQI goal in one’s Passport are related, yet more than one third (38%) of respondents did not feel sufficiently trained in CQI.
Blended learning (a blend of face-to-face meeting and online learning) is the most popular learning format for pursuing another degree.
The most popular option for choosing to pursue an additional college degree is a Masters or Doctorate in Business Administration.

17. Mission & Values Based Leadership
Champion for Clinical Quality, Patient Safety, Physician Professionalism, and Support of Code of Conduct
Leads and Manages Change and Ability to Influence Others
Committed to Achieving Results
Models AEPC Service Standards
Demonstrates Integrity & Courage
Develops Self through Personal Growth/Learning
Maintains Optimistic (Can Do) Attitude
Demonstrates Knowledge of SSM History, Traditions and Catholic Social Teachings
Demonstrates Flexibility with Industry Changes
Holds Self and Others Accountable
Engaging an Exceptional Workforce
Exceptional Process Improvement
Exceptional Planning
Exceptional Financial Stewardship
Gives and Receives Feedback
Communicates Effectively
Coaches & Mentors Others
Promotes Teamwork & Achieves Results through Others
Addresses & Resolves Conflict
Develops Others & Builds Trust
Holds Self & Others Accountable for Physician and Employee Satisfaction
Comprehends & Utilizes CQI Plus
Makes Decisions Based on Data
Achieves Results through Process Analysis & Modification
Holds Self & Others
Accountable For Exceptional Clinical Outcomes, Safety and Patient Satisfaction
Participates with Clinical and Admin Leadership in Setting Direction & Goals
Demonstrates Critical Thinking Skills
Sets Priorities & Allocates Resources
Develops / Organizes / Implements Strategic Plans
Holds Self & Others Accountable for Achieving Strategic Initiatives
Understands Health Care Finance Principles Appropriate to Role
Comprehends & Utilizes Budgets & Financial Reports
Assumes Risk & Responsibility for Financial Decisions
Holds Self & Others Accountable for Financial Results

18. Growth of Leadership Development at SSM
Goal is to develop leaders at ALL levels, regardless of title
Tuition reimbursement is available for ALL employees after 6 months of employment 18

19. Leadership Development
SSM University
Goal is 1,600 courses in 2012 with 95% satisfaction rate with current series (3rd gen) with ILT, on-line and mobile learning options
Continuing 2012 School at Work program in all regions – Collaboration with STLCC for courses beyond graduation (pilot in STL)
Informal learning programs very successful with increase in hours
“Inside Leadership Council” = 4 hrs
“Read to Lead” = 36 hrs
“Leaders for Lunch” = 24 hrs
“Lifelong Learning” policy increase to 80 hrs in 2013 with more opportunities for hours
Physician Leadership Development Program has four levels:
New Physician Orientation – Pilot Underway at St. Clare
New Physician Leader – Curriculum done July 2012
Ongoing Physician Development – September 2012
Advanced Physician Development – Planning in Progress 19

20. Areas of Organizational Effectiveness (OE)
School at Work (SAW) – Nine-month program for entry level employees to attend courses during work hours to develop leadership & technical skills – Upon graduation, they move to degree-seeking status
STLCC & SSM – Created program (pilot) to prepare SAW graduates for college entrance exams through enrollment
Emerging Leaders – 10-month leadership development program tailored to the needs of staff and front line leaders to grow into future managers – 95% satisfaction rate with 90% promotion rate upon completion
Leadership Pathways – Rigorous, two year development program designed for the top 25 directors to become future executives – 98% satisfaction rate with 92% promotion rate upon completion
Executive Integration – Created for new executives to ensure a consistent understanding of our history, mission, values and philosophy of SSM Health Care; and are clear on executive expectations, key operational processes and performance metrics 20

21. Areas of Organizational Effectiveness (OE)
Leadership Development
Performance Development Process
Succession Planning Programs
Process Improvement Methodology
Other
SSM OE – Leadership Development
The strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.
SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.
Learning programs are linked to System strategic initiatives and the Leadership Competency Model. 21

22. What is the Performance Development Process?
360 DEGREE FEEDBACK
GOAL SETTING
Departmental to Support Mission
Individual to Develop Leader
ANNUAL PERFORMANCE
REVIEW
DAWN PRESENTS
What is the Performance Development Process? Well, it is the automation of goals, 360 Degree Feedback and annual evaluations in Success Factors, the system which houses the process components. Success Factors calls each component a module, and we purchased three main modules. Those modules are:
Goal setting – This module is where leaders put in departmental and individual goals.
360 degree feedback process - This is where peers and employees provide feedback based on the leadership competencies. Annual performance review – This is the annual performance reviews which include essential job duties, goals, AEPC service standards and 360 degree results.
Put together, these modules make up the automated performance development process. We will look at each of these modules in greater detail in order to better understand the connectivity and to review significant enhancements in each component, including a demonstration of all enhancements in the System.

23. Translating Mission into Strategy and Action23

24. Alignment of Performance Development Process with Strategic/Operational Plans
Mission Statement
Network Goals
Strategic/
Operational Plans
Entity Goals
Department Plans,
Posters & Graphs
Department Goals
DAWN PRESENTS
This is a visual depiction that shows how everything is aligned, coordinated and integrated with the mission. Cascading from the mission, to the strategic and operational plans at the regional and entity basis, to the department level goals, to the individual goals to support these plans. From there, you can see the link from goal achievement to the performance development process. The performance development process includes input of department & individual goals, the 360 process and annual evaluations. One of the biggest enhancements to SF is the ability to print monthly poster graphs out of the system!
Let’s take a moment to discuss the poster and passport process and how it links to Success Factors, the system that we utilize for the Performance Development Process. Managers & directors, which are Success Factors users, will be focused on the global perspective of the goal or outcome measures, while the department employees (who would not be typical SF users) would be focused on the department poster which lists the process measures to get to the outcome. For instance, let's use weight watchers as an example. The participants get weighed monthly, but the 'in process' measures daily include caloric intake and minutes exercised. The program manager is looking at total pounds lost. HENCE, AS A DEPARTMENT LEADER YOUR INDIVIDUAL GOALS SHOULD BE THAT OF YOUR DEPARTMENT AND WHAT GOES ON YOUR POSTER.
Performance
Development
Process (Goals, 360
And Evaluations)
Passports 24

25. Connecting Our Work
What “we” will do as a department to improve performance
What “I” will do to support the department’s improvement goals

26. Areas of Organizational Effectiveness (OE)
Leadership Development
Performance Development Process
Succession Planning Programs
Process Improvement Methodology
Other
SSM OE – Leadership Development
The strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.
SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.
Learning programs are linked to System strategic initiatives and the Leadership Competency Model. 26

27. Succession Planning Programs
Emerging Leaders
In third year, with approximately 150 participants each cycle
Approximately two additional training programs per year for alumni
Leadership Pathways
In fourth year, with approximately 25 participants at one time
Alumni enter the ACEs Program
Advancement of Careers & Education (ACEs)
Began March 2011 – Will continue to grow due to incoming LP graduates
Program changes include two courses per year
Success is dependent upon the individual
Executive Integration
Program for new executives to better understand expectations of their role, SSM history, governance, key operational & strategic processes, etc.

28. Purpose of Emerging Leaders & Leadership Pathways
Improve overall quality of high potential leaders
Provide overview of talent in the organization
Repository of information regarding employee ability and performance coupled with career interests
Provide recruiting information when key positions are open
Identifies key developmental areas
Provides opportunity for long term development of high potential individuals:
Training
Coaching
Developmental assignments
Networking and visibility

29. Areas of Organizational Effectiveness (OE)
Leadership Development
Performance Development Process
Succession Planning Programs
Process Improvement Methodology
Other
SSM OE – Leadership Development
The strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.
SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.
Learning programs are linked to System strategic initiatives and the Leadership Competency Model. 29

30. Areas of Organizational Effectiveness (OE)
Continuous Process Improvement (CQIplus)
SSM utilizes the CQIplus model for designing, innovating and improving work processes to meet key customer/patient requirements and achieve better performance, reduce variability, and improve outcomes.
This model is based on SSM’s five quality principles:
Patients and other customers are our first priority
Quality is achieved through people
All work is part of a process
Decisions should be based on facts
Quality requires continuous improvement 30

31. We Use CQIplus to Improve
The Science of Becoming Exceptional

32. Applied CQIplus Education
Titled Leaders
Teams and Departments
Executives
Individual Contributors
Physicians
CQIplus Overview & Simulation
Applying Lean Principles for Process Improvement
Process Management (Module 5) Operational Team Leader Training (OTL)
Project Team Leader Training (PTL)
Advanced Project Team Leader Training (APTL)
CQIplus for Executives
CQIplus for Physicians
Additional CQI Related Training – All Staff
Creativity & Innovation
Leading and Managing Change
Key Process Metrics
Measuring Health Care Quality Through Statistical Process Control

33. Workforce-Level Integration
Improvement Goals included in Passport
Participates in CQI Teams
Training in CQIplus Tools & Methods

34. Entity/Region Level Integration
All AC members Champion CQI Projects
PTL Projects in Every Department
CQI Projects Support Strategic & Operational Plans
CQI Metrics Monitored by AC
CQI Director Input into Strategic & Operational Plans
Entity Teams Participate in Regional & System Level Sharing Events

35. System-Level Integration
Educational Curricula:
Staff
OTL
PTL/ATL
Train-The Trainer, Curriculum Administration, & Evaluation
Organizational Learning/Performance Improvement Interventions
Entity-Level
Unit/dept.-level
Training Policy
CQI Project Tracking & Metrics
CQI Mentoring & Coaching
Community Building & Knowledge Transfer
CQI Directors
CQI Practitioners/PTLs

36. Science in a Toolbox Team Facilitation Tools Lean Tools
Six-Sigma Tools
Change Management Tools
CQIplus is a set of tools, techniques and training to improve processes. Depending on the problem or opportunity identified, teams use the appropriate mix of tools to achieve the project objectives. This “Mix” is the Methodology.

37. Why Focus on Variation?
Our patients and other customers don’t feel the average they feel the variation ! S P
R Average E A D

38. How Do We Know We Are Effective?

39. Performance Management: Linkage of PIR to Other Performance Reports

40. Performance Management: How Our Data Links With Our Planning Process

41. More Than Just Data… Why do we collect the information we do?
Analysis
Communication
Application
Data
Information
Knowledge
Wisdom
Why do we collect the information we do?
What do we do with it?
How do we use it to set goals?
How do we share it?
How do we ensure that it is accurate and timely?
But it’s more than just data

42. Areas of Organizational Effectiveness (OE)
Leadership Development
Performance Development Process
Succession Planning Programs
Process Improvement Methodology
Other
SSM OE – Leadership Development
The strategic purpose for leadership development creating and implementing learning experiences that inspire and enable leadership practices and generate meaningful change.
SSM University is the vehicle with which courses are delivered, and remains to help SSMHC achieve its mission of exceptional health care services by helping to develop leadership throughout the organization.
Learning programs are linked to System strategic initiatives and the Leadership Competency Model. 42

43. Other ICD-10 training under way
Created ‘LMS Road Show’ to educate new and current users on system functionality
Installation of Badge Card Readers for easy course registration & influenza vaccination processing
Working with IHT on single sign-on for all physicians into LMS
Training effectiveness measures noted as strength on MQA & MBNQA Feedback Reports
Continue to refine the way in which we measure & deliver training so as to assess the business effects of the training 43

44. Questions?
That’s it! Does anyone have any questions?