Download - 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!