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“oh joy!?! …now I have to be a grown-up…”
(end of youth)or
“oh joy!?! …now I get to be a grown-up!
(beginning of life)
2015 in Review• Workforce Challenges• Community CEO and DON Turnover = 7 & 13
• Demand Shifting Away from SNF • The Four Initiatives
– Funding the Journey– Winning in the Medium Term– Establishing Right Team, Organization and Culture
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2015 in Review• Financially Challenged• Leadership:
– Expanded SMT to include Clinical, Quality, Technology– New SVP, Community Engagement & Innovation– New COO– New VP, People Development
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2015 in Review• New Brighton to Shoreview = CBO!• Innovation Discussions Continued• Projects
– Interlude– Small House Memory Care at Madonna– The Summit by Madonna Towers: Byron, MN– St. Gabriel’s Housing Development
• Our Dashboard Results!– 5 Star/Pain/Falls/Re-hospitalization/Satisfaction
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Vision for BHS and the Industry“DON’T DICTATE A VISION – SET A GRAND CHALLENGE”
“If we ask you to think of a leader setting a grand innovation challenge, what might come to mind is some story about Steve Jobs – maybe the one in which he challenges his team to put 1,000 songs in your pocket.
That’s not what we’re talking about here. Nor are we talking about setting a vision the way traditional leaders do, by laying out the company's strategic priorities. Both approaches imply the leader’s role is to decide what to do and then direct the organization to do it.
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Vision for BHS and the Industry“DON’T DICTATE A VISION – SET A GRAND CHALLENGE”
Innovation is at heart a process of discovery, and so the role of the person leading it is to set other people down a path, not to short-circuit it by jumping to a conclusion right at the start. To lead innovation you don’t need to be the next Steve Jobs, nor do you need to guess the future. Rather, you must carve out the mental space within which the innovation process can be carried out.”
From: Leading Your Team into the Unknown, Furr & Dyer
HBR December 2014
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CEO’s “TRIPLE AIM”Fall 2013
• Standardization• Innovation• Seek “Big Deals”
Summer 2015
• One BHS• Innovation• Strengthen “Brand”
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A Grand Challenge – “Filling it in…”• Industry/Sector Factors to Consider
– Inadequate Workforce Across the Spectrum– Downward Trends in Reimbursement– Increasing Regulation Across Continuum– Disruptive Technology and Service Offerings– Market Demand is Moving to Alternative Settings– Consolidation of Providers– Financing Models Changing– Competition Becoming More Aggressive
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Strategic Context – a “Picture Frame”Transformation: The Imperative to Change
• Funding the Journey• Winning in the Medium Term• Establishing Right Team, Organization and Culture
There’s No Such Thing as Corporate DNA • Restructure:
• Portfolio• Organization• Team
• Nothing is Sacred – Only Your Stakeholder Relationships Matter• The heart and soul of your company is defined by your relationships with employees,
customers, suppliers, investors and communities
The “New” BHS?• Portfolio
– Services and Products?
• Organization– Business Model
• Vertically or Horizontally Integrated?• Operating Company?• Management/Consulting Company?
• Team– Talent Mix for Tomorrow?
• Clinical/marketing/technology/people development/systems and process management, other?
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The “New” BHS
• Growth through “Vertical” (with Health Systems) and/or “Horizontal” (with Sr. Services Providers) Integration?
• Upper Midwestern Service Area?– “Competitive Markets” Focus (30K+ Population)
• Benedictine Living Communities (#>50@<8%)?:– Peri-Acute Care (includes “@Home,” AL, IL, SNF & PAC)– Affordable Housing– CCAH/CCRC
• Management/Consulting Services?• The Catholic “Expert” for Senior Care Options?
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The “New” BHS
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• “Cooperative” Membership (AAA/AARP+ for Seniors and their caregivers) =“Connections for Life”?
• Comfortable with “Bundled Payment” and Acceptance of Risk?• Robust Internet Portal for BHS “Members” = “New Front Door”?
• Residents• Guests• Tenants• Clients• Families & Advocates• Associates• Partners
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Care Pillar Desired StateCurrent
We guide our associates, residents and guests to optimal health and wellness by providing exceptional care and services utilizing effective technology and practices.
Proposed
By 2020 we will have increased our clinical capacity resulting in a higher level of care, focusing on a range of clinical needs that include:• Dementia/Alzheimer’s• End-of-Life Care• Post-Acute and Transitional Care• Chronic Disease Management and
Palliative Care
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Service Pillar Desired StateCurrent
Guided by our Mission and
Core Values, we create
trusting relationships with
those we serve through our
commitment to exceptional
care and service.
ProposedBy 2020, grounded in our Mission and Core Values, we will have defined and implemented the “BHS experience” to provide a unique and memorable encounter
for all we serve.
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People Pillar Desired StateCurrent
We engage, empower and equip
Compassionate professionals to help those we serve live fully and live well.
ProposedBy 2020 we will provide personalized development plans and activities for all associates that enhance their personal and professional commitments to quality and engagement.
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Finance Pillar Desired StateCurrent
We sustain this ministry by
operating efficiently, prudently managing resources and providing services that meet the changing needs of our associates, residents and guests.
ProposedWe will support sustainable growth through consistent operating margins and our ability to manage risk across all settings (Bundled payments and PMPM.) Our needs for investments in technology, growth and innovation will be met by the BHS Strategic Capital Fund.
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Growth Pillar Desired StateCurrent
Our communities grow as we partner with those who share our vision, values and commitment
to living fully and living well.
ProposedBy 2020 BHS’ growth has occurred through creating partnerships with providers of senior services and health care. In addition, we will have expanded our presence in the home, and in housing with services (assisted living and independent living apartments and townhomes.)
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Technology Pillar Desired StateCurrent
We will maximize the effectiveness and efficiency of care and service through the use of integrated technology systems
ProposedBy 2020, BHS investments in technology will have focused on improving consistency of services delivery, reducing data entry by associates and partners, facilitating analysis of data and providing instant access to information needed by associates, partners and those we serve.
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Innovation Pillar Desired StateCurrent
Collectively, we will apply
innovative thinking and processes
to transform the care and service
we deliver.
ProposedBy 2020, BHS will have worked with partners to streamline education and training programs that help associates develop and grow their capacity to help those we serve “live fully and live well.”
Confidence (with a “C”!)• We have 30 years of preparation• We are beginning to focus on the people we serve and
the people who serve– Regional Support– Training and Development Initiatives
• Clinical and Leadership
• Clarifying roles and responsibilities across all of BHS22
Confidence (with a “C”!)• BHS Board is changing with new members and creation of a Strategy
Committee– Sr. Beverly Raway, Prioress– Dr. Dean Fox, Chair– Quality Committee to add Physician and Health Information
Management expert– New Members: Dr. Dan Zismer & Jerry Carley
• Planning underway to establish a “Center for Aging and Innovation” with St. Catherine’s University and Presbyterian Homes and Services.
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Confidence (with a “C”!)• Chartered new operating committees to guide
development in 2 key areas:– IT Steering– Purchasing
• Moving away from “Management Holding Company” Model to “Operating Company” Model
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Confidence (with a “C”!)• Management/Holding
– Focus on Managers & Opportunities
– Strategy– “What’s Best for Me?”– High Variability Accepted– B2B Brand is Key– Quality Results
• Operating Company– Focus on Customers &
Associates– Execution– “What’s Best for Us?”– High Consistency Required– B2C Brand is Key– Quality Results
Confidence (with a “C”!)• “One BHS” is more than a phrase (or a three ring binder!?!)
– The “BHS experience” is REAL for those we serve and those serving
– Training and Development of associates is a clear priority
(with a budget to match!)– Specific key processes that deliver consistent results are used
across BHS– Our information helps us consistently improve and provides
tangible proof of our value27
Confidence (with a “C”!)• BHS may only be 30 years old, but its
Commitment to Serve goes back nearly 1500 years to a community who believed that we exist to serve others as though Christ. We are doing work that is Sacred. Let us not forget!
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