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NATIONAL CENTER FOR HEALTHCARE LEADERSHIP In Pursuit of Excellence ‐ AtlantiCare, 2009 Malcolm Baldrige National Quality Award Winner May 21, 2010
NATIONAL CENTER FOR HEALTHCARE LEADERSHIP
In Pursuit of Excellence ‐ AtlantiCare, 2009 Malcolm Baldrige National Quality Award Winner
May 21, 2010
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Today’s Discussion
Discuss the Baldrige Process and the leadership roles
− Paul G. Kuchuris, Jr., chairman of the National Alliance for Performance Excellence, and president and CEO of the Lincoln Foundation for Performance Excellence (administers the Baldrige Award process in Illinois)
Share AtlantiCare’s experience towards winning the Baldrige Award
− Roseann Kobialka, Corporate Director of Organizational Development, AtlantiCare
The Alliancefor
Performance Excellence
Advancing Organizational Excellence through Baldrige-Based Programs
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Random Organizational Activity
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Activity vs. Organizational Direction
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Improving Random Activity
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Aligned Organizational Activity & Direction
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4Information, Analysis, and Knowledge Management
1Leadership
Organizational Excellence FrameworkA SYSTEMS PERSPECTIVE
3Customer and Market Focus
3Customer and Market Focus
6Process
Management
2StrategicPlanning
5Workforce
Focus
7Results
# Alternatives for Excellence# Organizational Assessment
# Champions for Excellence# Tools I & II# Examiner Process# Mgmt. Development
# Six Sigma# Lean# Reengineering# TQM
# SPC# ISO 9000# Score Card
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Why the Framework Works
• Systematic, integrated approaches for all key requirements that are fully deployed & aligned.
• Fact-based evaluation and improvement leading to breakthrough and continuous improvements.
• Improvement trends in results for all key performance measures.
• Good performance relative to competitive and comparativeorganizations.
• It drives you to be a Role Model organization
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Award Process
• An organization completes a 50 page application• A 6 to 10 member examiner team of professionals
independently evaluates the application and comesto consensus on strengths & opportunities for improvement.
• A panel of judges evaluates to determine if a site visit is necessary.
• If required, the examiner team spends up to four days on site to validate the application & finalize a feedback report.
• A panel of judges reviews the feedback report and decides on what recognition level should be awarded.
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Benefits to Organizations Who Apply for Awards
• Clear understanding of your organization’s strengths and opportunities for improvement
• Receive rigorous feedback from a highly trained professional team
• Affirms commitment to excellence• Valuable insights from experts• Recognition and reinforcement of effort
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National Healthcare Recipients
• 2009 - AtlantiCare, NJ & Heartland Health, MO• 2008 - Poudre Valley Health System, CO• 2007 - Mercy Health System, WI• 2006 - North Mississippi Medical Center, MS• 2005 - Bronson Methodist Hospital, MI• 2004 - Robert Wood Johnson Univ. Hospital, NJ• 2003 - St. Luke’s Hospital of Kansas City, MO• 2003 - Baptist Hospital, FL• 2002 - SSM Healthcare, MO
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Getting Startedon a Journey to Excellence
• Gain & Maintain Leadership Support.• Establish a Clear Focus of where you want to go
and a Measurement of Success.• Orientation to the Baldrige Criteria• Organizational Self Assessment• Plan of Action• Mobilize & Move Your Organization into a
Continuous Improvement Culture.• Develop Internal Expertise on the Baldrige Examiner.
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A Plan for Achievement
Visionary Leadership
Managing & Accelerating Change
Communication Skills
Performance Management
Teamwork Skills
Problem Solving Skills
Action Plan Management
Framework Orientation
Organizational Assessment
Champions of Excellence
Applicationfor
Excellence&
FeedbackReport
Assessment to Improvement
Journey to Organizational Excellence
Phase 1Cultivating the Environment
Phase 2Installing the Framework
Personnel Development•Pathways to Excellence•Balance Scorecard•Six Sigma/Lean•Strategic Management Systems•Strategic Planning•Tools for Excellence•Situational Leadership•Facilitation Skills•Managing a Diverse Workplace•Etc.
Examiner Training
How to Write an Application
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Why use the Baldrige Award Process
• Objectivity• Solid expertise
in organizational development• Broad experience through recipients• Cross sector benchmarking• Passion for excellence• It’s the most inexpensive –
yet the most beneficial consultingyou can get for your organization
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Resource InformationPaul G. Kuchuris, Jr.
The Lincoln Foundation for Performance Excellencec/o Tellabs, Inc.1415 W. Diehl Road – MS 514Naperville, Illinois 60563Phone: (630) 637-1595
Website: www.LincolnAward.org
National & State Award InformationWebsite: www.BaldrigePE.org
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The Alliance & the Baldrige Process
Together
Driving Continuous ImprovementThrough Communities of Excellence
In Pursuit of Excellence
AtlantiCare2009 Malcolm Baldrige Quality Award
Recipient
May 21, 2010
What We Do
Who We Are
Our Culture
How We Lead
AtlantiCareSouth Jersey’s Healthcare Leader
Healthcare Delivery
Health Engagement
Health Information
The AtlantiCare Family
5 business units5,000 strong80 volunteer board members5 operating boards
AtlantiCare Quality Journey
VISION: WHERE WE ARE HEADEDATLANTICARE BUILDS HEALTHY COMMUNITIES
MISSION: WHY WE ARE HEREWE DELIVER HEALTH AND HEALING TO ALL PEOPLE
THROUGH TRUSTING RELATIONSHIPS
VALUES: HOW WE ACT
LeadershipSystem
Baldrige Criteria
How do you develop your strategies and objectives?How are those strategies and objectives turned into actions?How are those strategies and objectives altered, if necessary?
Comprehensive Strategy FrameworkDevelop a Strategy Framework that is tailored to your organization’s culture. Ours has three main components:1. System-wide directional strategy is developed
outside our Business Unit structure to overcomesiloed thinking.
2. Strategy is operationalized through our Business Units focused on achieving Performance Excellence aligned with our 5-best commitments (5Bs).
3. This approach results in:System level goals, objectives, and measuresAligned Business Unit Action Plans and BudgetsIndividual goals and incentives
Strategy Map
Continuous Process
Systematic “Rolling” 3-Year Long Range Strategic Planning Process (LSPP) that is integrated into our Annual Strategic Planning Process (ASPP).A 12-Step ASPP that includes real and relevant monthly and quarterly steps and deliverables, including a cycle of improvement for the process itself.Bi-weekly, senior leadership oversight and review at Strategic and Operational levels.
Planning Process
Effective Strategy DeploymentThe greatest challenge put forward by the Criteria and a site visit is the deployment test. To succeed is to make your strategy meaningful and relevant at all levels. AtlantiCare does the following:1. Boards & Physician Leadership
Strategic Planning CommitteeMid-Year Planning RetreatBU Annual Action Plan & Budget review/approvalAnnual Meeting
2. Middle Management (ALT)Bi-monthly, half-day meetings focused on the 5BsDeployment to departments
3. IndividualTown Hall Meeting (2 per year)Personal Strategy Map
Strategy Map
Connecting The Dots
Key LearningsPeter Drucker: “Plans are only good intentions unless they immediately degenerate into hard work.”Our experience:
If Strategic Planning truly becomes your Road Map to alignment of effort;If you create a vibrant planning structure that organizes the work; andFind a way to engage your work force at all levels in moving towards your vision…
You will have truly “degenerated” into hard work.
Key Business & Support Processes
AtlantiCare Process Management
Scorecard
Key LearningsKnow what your Key Processes are Measure them rigorouslyDevelop a Tool KitBenchmark with the BestListen/Learn from your:
StaffPhysiciansPatientsCustomers
Process management holds the secrets to what drives organizational excellence.
Questions?
AtlantiCare Sharing Days
August 19 - 20, 2010October 21 - 22, 2010February 28 - March 1, 2011
Register at:www.atlanticare.org/sharingdays
or
1-888-569-1000
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Next Leadership Webcast
Redesigning Continuing Education in the Health Professions – Findings from the IOM ReportPresenter:Wendy L. Rheault, Ph.D.
Vice President, Academic Affairs and Dean, College of Health Professions, Rosalind Franklin University of Medicine & Science
Date: Friday, June 18
Time: 1:00‐2:00 pm ET, 12:00‐1:00 pm CT, 10:00‐11:00 am PT
Have specific questions for our presenter to address? Submit them to Catherine Maji at [email protected]
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Upcoming Learning Lab: Leading Clinical Innovation and Excellence
Host Lucile Packard Children’s Hospital at Stanford University, Palo Alto, California
Date August 26 – 27, 2010
Presentation/ Discussion Focus
August 26: Building Pre‐eminent Clinical ServicesAugust 27: Infrastructure and Leadership
Who should attend Senior executives including hospital CEOs, COOs, CMOs, CNOs, CHROs, and CLOsAdministrative and clinical executives leading clinical innovation and improvement initiatives
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Contact personCatherine [email protected]
