leading alignment in a complex organization

Leading Alignment in a Complex Organization

Benedictine Health System

Dale Thompson, Chief Executive Officer

Dennis Acrea, Senior Vice President

What do the following three things have in common?

The Special Relationship Between Cat 1: Leadership and Cat 2: Strategic Planning

and Cat 3: Customer Focus

• BHS is Geographically Dispersed• Forces are changing the face of LTC• BHS must change to addressed these Forces• Benedictine Framework for Performance Excellence

Benedictine Health System - Today

• BHS has 40 Senior Care Facilities Across 7 States

• BHS Serves 6000 Older Adults

• 400 Leaders

• 5000 Staff

Alignment is the Key

Forces Affecting Senior Care

• Increasing number of older adults

• Government Funding

• Smaller Settings

• Delivering Services in the Home

BHS and the 7 Baldrige Healthcare Criteria

2004 – Minnesota Council for Quality

▪ 2005 – Commitment Level

▪ 2007 – Advancement Level

▪ 2009 – Achievement Level

BHS’ Journey towards High Performance

Baldrige - Category Results by Percentage of Points 2005-2011?

0

10

20

30

40

50

60

70

80

90

100

Leadership Strategic Planning Focus on Patients, OtherCustomers and Markets

Measurement, Analysis,& Know ledgeManagement

Workforce Focus Process Management OrganizationalPerformance and Results

Perc

enta

ge o

f Poi

nts

MN Council Percentage 2005 MN Council Percentage 2007

MN Council Percentage 2009 Next Level

Mission Statement

• The Benedictine Health System is a Catholic organization entrusted with advancing the health care ministry of the Benedictine Sisters of Duluth, Minnesota. Our mission is to witness to God’s love by providing compassionate quality care with special concern for the underserved and those in need.

Benedictine Framework for Performance Excellence

2 Strategic PlanningStrategic Planning & DeploymentFocus and ExecuteProject Management

3 Customer and Market FocusVoice of the Customer Satisfaction Surveys Compliant Management

4 Measurement and Analysis Dashboard

Aligned Review

Staff Focus 5Service StandardsMission and Values SurveyPerformance Management System

Process 6ManagementP-D-C-A Care Processes Support Processes Business Processes

Organizational Results 7 Dashboard Lagging Indicators

1Values-Centered

LeadershipHospitality•Stewardship

Respect•Justice

.

Baldrige Cat 1: Leadership

• Senior Leadership

• Governance

Core Values

• Hospitality

• Stewardship

• Respect

• Justice

Mission and Values Survey Response Percentage

30

40

50

60

70

80

90

100

2002 2004 2007 2009

Perc

entag

e

BHS Nat'l Healthcare Average

Best practiceRecognition

Mission and Values Survey - "I understand our Mission and Core Values"

4.1

4.15

4.2

4.25

4.3

4.35

4.4

4.45

4.5

4.55

4.6

4.65

2002 2004 2007 2009

BHS Nat'l Average

Corporate Staff Demonstrate the Core Values

0%

10%

20%

30%

40%

50%

60%

70%

Always Frequently Seldom Never

Vision

Creating Benedictine Living Communities where health, independence and choice come to life.

Strategic Direction & Imperatives

• Strengthen the Core & Grow the Ministry▪ 7 Imperatives

Processes to capture the VOC

• BHS Voice of the Customer report available on ESource for review by all facilities

• 8-10 Listening Posts for hearing internal customers

• Developing methods to systematically understand the needs of potential customers and future customers

• Creating new methods to engage customers

Strategic Planning – Common Language

• Strategic Challenges• Strategic Objectives• Goals• Focus Areas

▪ Care ▪ Service▪ People▪ Finance▪ Growth

BHSStrategic Objective

FacilityStrategic Objective

DepartmentStrategicObjective

Employee Goal

BHS

Facility Focus

Department Focus

Employee Focus

CASCADING OBJECTIVES

BHS Strategy Development and Deployment Model

Focus Execute ReviewAlign

How are we doing?How will we get there?Where do we need to go?Where are we now?

Leadership and StaffLeadership and StaffGovernance / LeadershipGovernance / LeadershipWho >

Annually Annually Annually QuarterlyWhen >

Internal andExternal

Analysis

SWOT

Vision, StrategicAdvantages, Challengesand

Objectives

Goals

Determine action plans,resources, accountability and Metrics

Action Plans

Quarterlyreviewof progress and

Performance

Results

BHS Strategy Development and Deployment Model

SWOT AnalysisStrategic Objective

Strengths Weaknesses Opportunities Threats

People

Care

Service

Finance

Growth

Strategic Objectives

• Vital Few Deployed Across the System

• Each Facility has a Local Market

Strategy Deployment

• “Focus and Execute” a web-based application

• Tracks Progress of Action Plans▪ Team

▪ Open access

▪ Remote management - Webinar

• Continuously reviewed at All Levels

BHS Dashboard

What Do They Have in Common? Alignment!