Nov. 15, 2019
Barbara Wadsworth, DNP, RN, FACHE, FAANMain Line HealthBryn Mawr, PA
Strategic Thinking and Effective Use of Data
Disclosure
• I have no conflicts to disclose.
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PRESENTATION OBJECTIVES
• Education on embedding Appreciative Inquiry into our work while using strategic thinking including structure, process and outcomes to achieve future goals.
• Overview of how to engage staff in strategic planning and how it is connected it to their daily work.
• Share 3 ways to incorporate data into the daily work of leaders that cascades to the staff creating focus and better outcomes.
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Introducing Main Line Health
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Main Line Health,System Magnet® Designation March 2015
THIRD DesignationLankenau Medical Center
Bryn Mawr HospitalPaoli Hospital
INITIAL DesignationRiddle Hospital
Bryn Mawr Rehabilitation HospitalML HomeCare & Hospice
Follow us on
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7BACKGROUND
https://www.mainlinehealth.org/about/strategic-plan-2016-2020
9Im
pera
tives
1. Eliminate preventable harm. 2. Enhance the culture of safety and quality. 3. Create and embed a culture of security. 4. Successfully implement the PIVOT
(Promoting Innovation by Valuing Organizational Transformation) initiative, powered by Epic.
5. Meet the rise of health care consumerism by making it easier for all customers to do business with us.
6. Establish a meaningful Main Line Health brand: safe, high quality, consistent experiences across all sites.
7. Drive patient volume by stemming inappropriate outmigration and improving patient retention within the System.
8. Invest in assets (programs, manpower, facilities, technologies and partnerships) to advance health and achieve organizational growth.
9. Enhance advanced care planning that includes post-acute, palliative, home and hospice care.
Improve the Health of the Communities
We Serve
Deliver Outstanding Value by Continually Improving Performance
Develop Highly Engaged Employees, Physicians and
Partners
Advance Research and the Education of Future Health Care Professionals
Deliver a Superior Experience for Patients, Physicians, Employees,
Partners and Payors
1. Be the health delivery system market leader, measured by attributed patient lives, in our core market areas and in new markets.
2. Implement an enterprise-wide environmental risk assessment to provide reasonable assurances that Main Line Health’s objectives are achieved.
3. Achieve top decile scores for safety, quality, patient satisfaction (Hospital Consumer Assessment of Healthcare Providers and Systems—HCAHPS), clinical outcomes and efficiency metrics.
4. Implement innovative value-based payment models.
5. Create a culture of transparency for outcomes, performance and cost information.
6. Lower the overall cost per unit of care to reflect Medicare rates.
7. Enhance data analytics and clinical and business intelligence capabilities.
8. Develop a competitive pricing strategy. 9. Maintain a positive operating margin to
reinvest in facilities, technology, manpower and systems.
10. Enhance philanthropy to support investments.
1. Seek, identify and ameliorate disparities in care.
2. Enhance the health status of the communities we serve, with increased focus on vulnerable and high-risk populations.
3. Expand the primary care distribution network.
4. Serve the mental and behavioral health needs of the community.
5. Create excellence and distinction as a provider of services to the senior population.
6. Advance wellness by creating access to nutrition and fitness resources.
7. Serve the community by remaining an independent, integrated health system, with strong strategic alliances, especially the Delaware Valley Accountable Care Organization (DVACO).
8. Collaborate to reverse the trend of opioid misuse and abuse and raise awareness for all in our communities.
1. Advance a culture of diversity, respect and inclusion.
2. Plan for the workforce of the future.
3. Create clinical and economic alignment across the pluralistic medical staff.
4. Enhance Clinical Environment Workgroups (CEWs), Microsystems, service lines and programs to facilitate data-driven operational improvements.
5. Enhance employee benefit plan competitiveness and efficiency.
6. Develop employee engagement initiatives to improve the accountability index and further enhance our highly engaged workforce.
7. Select partners to compliment the Main Line Health continuum of care.
1. Foster a culture of lifelong learning and knowledge sharing.
2. Expand clinical and population health research at the Lankenau Institute for Medical Research (LIMR), while continuing to foster scientific efforts to invent drugs and devices that transition to clinical settings.
3. Leverage research activities to improve patient care, quality and safety, and advance marketing, development and financial goals.
4. Maximize the potential of residency and fellowship programs.
5. Cultivate and optimize academic and research affiliations with Thomas Jefferson University, Philadelphia College of Osteopathic Medicine and others for training Main Line Health staff of the future.
6. Create partnerships with community organizations and schools to enhance health status and develop a pipeline of future employees.
Goa
lsStrategic Imperatives and Goals
Over the next five years, Main Line Health will:
10BACKGROUND
ANA SCOPE & STANDARDS OF PRACTICE: NURSING ADMINISTRATION
• Foundation of practice
• Orchestrates, influences work in a defined environment
• Catalyst for change creating a shared vision
• Advocates – voice of nursing
• Creates Culture of Safety – Safe, Timely, Effective, Efficient, Equitable and Patient Centered
• Appreciative Inquiry
• Mentoring
• Emotional Intelligence
• Transformational & Servant Leadership
BACKGROUND 11
NURSING PROFESSIONAL PRACTICE MODEL
BACKGROUND 12
13BACKGROUND
14Highly Engaged Employees
Savings= 968 Nonproductive hours=$35,000 cost savings
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PE2020 is the uniting force – the nucleus – connecting and informing each of our integrated initiatives through Systemwide standards and metrics based on the STEEEP principles
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We will use the Baldrige Performance Excellence Framework to streamline and standardize our work processes in every
area across MLH. The Baldrige philosophy will ensure this work is systematic and
sustainable.
The Academy of Medicine has defined that STEEEP care (Safe, Timely, Efficient, Effective, Equitable and Patient-centered) provides best outcomes. Our efforts in Safety, Patient Experience, Financial Performance, Quality, Diversity, Respect & Inclusion and PIVOT demonstrate STEEEP at work at MLH.
GOAL
STEEEP?
WE NEED YOU!
HOW?
1919
To create a high-reliability and high-performing organization focused on quality, safety, financial responsibility and equitable care delivery by systematically using the STEEEP principles.
Future State: To deliver a STEEEP Experience, every time, everywhere for everyone across Main Line Health by 2020
Every employee, physician, volunteer, Board Member and
community partner can influence our PE2020 effort.
Pathway to PE2020
Why? To make MLH the best place to give and receive care.
Top Decile Performance in Quality Indicators
Eliminate Disparities in Care
Eliminate Harm
Break Even with Medicare
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21Superior Experience
Hospital Acquired Pressure Injury
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SafeTimelyEffectiveEfficientEquitablePatient centered
Driving Accountability with Data
Building Accountability – Corporate and Individual
• Annual cascading goal structure requires Culture of Safety and Patient Experience Goals for every employee
– All leaders and managers have goals that cascade to their staff
– A performance excellence goal will be added this year
• MLH System Award – “Superior Experience Award”– Based on financial and HCAHPS outcome metrics
• Recognition Awards– “Great Catch” Awards
– “Great Experience” Awards
– “Safety Hero” Awards
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“Great Catch” Winners
Recognizing Staff Reinforces Behavior!
The “Safety Heroes” Program
“Great Experience” Winners
Huddles Transformed by STEEEP Process
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Inpatient Falls
26Superior Experience
Top Quartile
50th %tile
Top decile
Injury Falls
27Superior Experience
Inpatient Falls and TNHPPD
28Superior Experience
APPRECIATIVE INQUIRY MODEL• A perspective that assumes change is inevitable and that dialogue can promote
organizational growth
• Helps staff link the nursing vision and goals to their daily work in a meaningful way and promotes an engaged workforce
• Builds engagement, empowerment and transforms the way in which nursing approaches their work
DRIVING CHANGE AT MLH
Strengths Opportunities
Aspirations Results
SOAR
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APPRECIATIVE INQUIRY: THE 4 D CYCLE
DRIVING CHANGE AT MLH
Discovery
Dream
Design
DestinyAffirmative
Topic Choice
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32DRIVING CHANGE AT MLH
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PARTICIPATIVE PROCESS
• Invite participation from nurses at all levels in the SOAR process
• Use Appreciative Inquiry to understand the positive and build from there
• Meet them where they meet – Magnet Ambassadors
– Quality Champs and Council
– Nursing Councils and Individual Campus SOARs
• Strategic Planning Retreat (133 participants)– Total years in nursing = 3373
– Total years as a MLH nurse = 2100
DRIVING CHANGE AT MLH 34
STRUCTURE – PROCESS – OUTCOME
Using the BALDRIGE Framework
The Baldrige Framework is the underpinning of PE2020 workstreams and supports the overall organizational focus on creating systemness
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Based on the Baldrige assessment we are focused on several key opportunities for improvement:
• Leadership Systems and implementing standard leadership behaviors and expectations
• Driving accountability and consistency across the systems
• Consistency of messaging and communications
• Advancing the MLH culture of safety and high reliability
• Enhancing process and measurement maturity, and aligning requirements and measures to specific projects and initiatives
Incorporation of the Baldrige Framework into PE2020
LEADERSHIP COMPETENCIES
BACKGROUND 37
38PE2020 Governance Structure
PE2020 OWNERSB. Wadsworth / J. Wiest
EXECUTIVE STEERING COMMITTEEB. Wadsworth / M. Buongiorno / A. Norton / P. Yakulis / D. Phillips
J. Wiest / K. Goonan / J. Clancy
PMOE. McKillipJ. Clancy
K. Litshiem
CORPORATE SERVICESM. Buongiorno
C. TorresR. Austin
CLINICAL TRANSFORMATION
A. Norton, B. Wadsworth
K. Goonan
WORKFORCE
B. WadsworthP. Yakulis
J. SchwartzV. Gunukula
PHYSICIAN ENTERPRISER. MankinA. NortonM. Delp
J. Skwarek
Direction, Leadership, Accountability
Status Updates, Risk Reporting, Realization
Tracking
SEC
PE2020 is the uniting force – the nucleus – connecting and informing each of our integrated initiatives through Systemwide standards and metrics based on the STEEEP principles
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There are multiple projects and teams working collaboratively across the workstreams
40PE2020 Workstreams Projects
CLINICAL TRANSFORMATION
Target: $60MProjects:• Clinical Supplies• Care Coordination• Blood & Lab• Pharmacy High Cost Drug• ICU Standardization• Clinical Documentation Integrity• TAVR / PACT Penalty• Hospital Acquired Infections• Readmissions • Total Cost of Care / Discharge
Disposition• Keepage / Annual Wellness Visits• CHF & COPD Clinical Pathways• Hip & Knee Joint Replacement / Hip
Fracture Clinical Pathways• Vaginal Delivery & C-Section Clinical
Pathways• Abdominal Surgeries with ERAS
Clinical Pathways• Sepsis Clinical Pathway• Spine Clinical Pathway
WORKFORCE
Target: $28MProjects:• Position Control• Staffing Optimization• Redesign of Work Flows• Support Services• Laboratory• Therapies: OT, PT, Speech,
Audiology, Recreational Therapy • Cardiac & Pulmonary Rehab• Non-Invasive Cardiology• Endoscopy• Respiratory Therapy & Neuro-
diagnostics• Cath/EP Lab/CV Admin/Neuro
Interventional Lab • Quality & Patient Safety• Community Health• Emergency Department• Pharmacy• Nursing
PHYSICIAN ENTERPRISE
Target: $5MProjects:• Physician Compensation• Physician Contracting
CORPORATE SERVICES
Target: $27M
Projects:• Administrative Org Structure• System Reorganization• Mid-Level Span of Control• Contract Approval Process• Cerner Decommissioning• IT Post-Pivot Span of Control• Shadow IT Roles• Bond Refinancing• Tax Assessments• Energy Cost Reductions• EVS & Food Services Contractual
Negotiations• Marketing & Business Development
Operations• Advertising Spend• Marketing Labor Reductions• HR (various)
Decreasing Inpatient Falls with Harm
Define: Falls is the most frequently reported adverse event in the inpatient setting. Falls that cause injury have the potential to impair mobility, increase length of stay and decrease independence.
Measure: In QY15, MLH experienced an increase of falls with injury. The incidence of falls with injury is benchmarked against baseline performance of 5 injury falls per quality year.
Analyze: There are no current trends around time of day or shift where falls occur. However, the majority of falls occur around the activity of toileting: ambulating to/from the bathroom, standing up to use a urinal, ambulating to a bedside commode.
Improve:• Post Falls Huddle: Debrief after each fall on all units• Bed alarms and chair alarms: Alerts staff when patients get out of bed or chair• Reinforce hourly rounding: Purposeful rounding which includes toileting
• Assisting patient to and from the bathroom
• Falls brochure with patient/family agreement• Accountability: Performance management for staff that are non compliant with MLH falls policy
and bundle• SBAR communication to NMs: Post fall, an SBAR is sent to NMs to be aware of current factors
that can increase the risk for falls
Control: Continue to monitor compliance to Falls Bundle with audits• Standard 90 day action plan for units with falls with harm• Mandatory CBT for all staff after a fall with injury
Project Information Contact: Margarita de la Fuente, DNP, RN-BC, NE-BCSystem Director, Magnet & Professional [email protected]
Lessons learned: Preventing falls and falls with injury requires staff and patient education. The use of technology such as alarms are supportive measures, but there should be a focus on assistance with toileting.
Team Members: Judy Latham, Louise Hummel, Kathy Pratt, Jennifer Jones, Diane Lynch, Theresa Ritz, Joan Joyce, Jennifer Forster, Margarita de la Fuente
Revision Date: 1/18/19
A majority of PE2020 Clinical Transformation projects are implemented with Epic optimization underway to sustain current performance
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Design in progress / Early implementation
Fully deployed & embedded
Implementation underway / Implemented & require Epic hardwiring
Care Coordination Hip & Knee Joint Replacement Clinical Pathways Vaginal Delivery Clinical Pathways Hospital Acquired Infections High Cost Drugs, Blood Clinical Documentation Integrity
CHF / COPD Clinical Pathways Clinical Supplies, Lab Discharge disposition ERAS for Abdominal Surgeries Readmissions Improvements Sepsis Clinical Pathways
ERAS for C-Section ICU Standardization Keepage / Annual Wellness Visits Pharmacy Patient Assistance Program Spine Clinical Pathways TAVR / PACT pilot
Monitor performanceMonitor sustainability & hardwiring
Complete implementationEpic hardwiringRe-educate, re-implementMonitor performance
Project design underwayEarly implementationEpic hardwiringMonitor performance
PE2020 initiatives are targeting $120M of margin improvement by FYE’19; to date we have approved initiatives totaling $121.5M in savings, of which $111.5M will be realized by FYE’19
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Realization ScheduleLast Updated: 03-07-19$ in Millions
PE2020 Realization Targets
PE2020 Impact
Project Target
FY19Target
TotalImpact
FY18 Actual
FY19Impact FY20 Impact
Clinical Transformation $60.00 $46.10 $59.70 15.20 $36.73 $7.77
Workforce $27.72 $15.88 $28.63 1.84 $16.62 $0.17
Physician Enterprise $5.15 $1.60 $4.86 3.55 $1.31 -
Corporate Services $26.77 $10.41 $28.28 16.36 $9.89 $2.03
Total $119.64 $74.00 $121.45 46.94 $64.55 $9.97
PE2020 initiatives have improved FY19 operations through December by $48.8M, compared to our target of $47.4M
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Realization ScheduleLast Updated: 03-07-2019$ in Millions
WorkstreamFY19 YTD
ActualFY19 YTD
TargetVariance
(Act to Trgt)FY19
ProjectedPE2020 Target Percent to Target
Clinical Transformation 1 20.86 28.07-4%
## 30.55 46.1080%
P4P 2 5.95 0.00 6.18 0.00
Workforce 13.30 10.59 26%## 16.62 15.88 105%
PES 0.89 0.90 -1%## 1.31 1.60 82%
Corporate Services 7.83 7.84 0%## 9.89 10.41 95%48.83 47.40 3%## 64.55 74.00 87%
Legend: Favorable Variance Unfavorable Variance up to 10%
Not Started Unfavorable Variance >10%
##
1. FY19 YTD Actual includes estimated realization for IDWs CDI 1 & CDI 2. Actual realization can not be verified at this time due to Epic constraints.2. P4P initiatives are a component of the Clinical Transformation workstream. For the purposes of PE2020,we are recognizing P4P as the funds are collected. The revenue was accrued in
FY18.
MLH SYSTEM SOAR
DRIVING CHANGE AT MLH 45
Tools & Tactics
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47Manager Message Map: PE2020
PE2020 Goals• Main Line Health is committed to eliminating preventable harm, increasing our focus on
achieving top-level performance, identifying disparities in care, lowering our costs and improving the experience we create for our patients and colleagues.
• Performance Excellence 2020 (PE2020) is the overarching, transformative project inclusive of all of the important work we have employed to achieve this plan.
• PE2020 requires the engagement and participation of each member of the Main Line Health team.
• PE2020 will help to ensure Main Line Health is the best place to give and receive care by delivering a STEEEP (safe, timely, efficient, effective, equitable and patient-centered) experience every time, everywhere.
• PE2020 will result in hundreds of projects over the next few years, including the recently implemented PIVOT project and projects underway focused on length of stay, blood utilization, care progression rounds and OR start times.
• We are using the Baldrige Performance Excellence Framework to streamline and standardize our work processes.
Manager Actions
Review the Manager Talking Points and all related information and regularly discuss PE2020 with staff.
Be a leader. Stand up for what PE2020 is trying to achieve and its importance to Main Line Health.
Find ways to localize the goals of PE2020 to your area. Demonstrate how PE2020 represents an exciting opportunity to be innovative and improve the experience for patients and each other.
Understand that employees might feel threatened by change or perceive PE2020 as solely a cost-cutting measure. Talk about PE2020, take questions and show interest in the ideas employees bring forward.
PE2020 FAQsWhat is Performance Excellence 2020?Performance Excellence 2020 (PE2020) is an ambitious project to eliminate preventable harm, increase our focus on achieving top-level performance, identify disparities in care, lower our costs and improve the experience we create for our patients and colleagues. It relies on the Baldrige Performance Excellence Framework to streamline and standardize our work processes in every area across Main Line Health. Our ultimate goal is to create a high-reliability and high-performing organization focused on quality, safety, equitable care delivery and financial responsibility.
Why are we doing this?Our standard models of care and operational management worked in the past, but consumer behaviors, new regulations, declining reimbursements and advancing technology demand that we think and act differently with an intense focus on innovation and value-based care delivery. PE2020 will help us to focus and unify our efforts to achieve these goals.
What is the Pathway to PE2020?
Manager Message Map: PE2020Why is breaking even with Medicare on the list?We are experiencing demographic changes in our patient base that are making our ability to break even on Medicare patients incredibly important to our financial future. Our Medicare discharges have rapidly increased and now account for more than 50% of all patient discharges – and the number is growing daily. At the same time, reimbursements have dropped for Medicare patients, payments are increasingly “one-size fits all” bundles, and incentives and penalties are paid out or assessed based on performance factors. We need to pay attention to all of these and ensure we are at least breaking even when we care for Medicare patients.
Why are we changing so much when we already have a great health system?There is no avoiding change in the health care landscape. Our demographics are changing, payments methodologies are changing, the type of care people want is changing. We must change as well. But we will do it in an organized, evidence-based, project-based manner that will enable us to not only survive, but thrive in this environment. What we won’t change is our commitment to provide safe, high-quality care to our patients and a great place to work for our employees. Standardization will provide better patient care and improve our outcomes, while decreasing the total cost of care.
PE2020 FAQs (continued)When will we start to see results?PE2020 will result in hundreds of projects over the next few years. There are current projects underway focused on length of stay, blood utilization, care progression rounds and OR start times, among many other areas. We have begun to see positive changes and progress with these efforts, including clinical transformations in both surgical services and care coordination, and efficiencies and standardization with supply chain utilization and decision-making framework.
How will we measure our success?Ultimately, across the System, we will all share the same visual metrics of success (e.g., dashboards, scorecards) to help standardize our efforts, allowing each of us to work to our fullest capacity in creating a superior experience.
How will PE2020 affect my daily work?The success of PE2020 requires the engagement and participation of each member of the Main Line Health team. The project is a multiyear transformational endeavor.
How are we going to work on and implement these projects when we are already busy? We have provided resources to guide PE2020 and ensure we are focused on the projects that are essential. While we will all share responsibility for ensuring the success of our vision for Main Line Health, it is essential and will result in a high-reliability and high-performing organization that will benefit each one of us and our patients.
What can we do to help?PE2020 is about doing the work in a more standardized and structured manner. If you see something that we can do more efficiently or safely or that can improve patient/employee experience, please let your manager know. Variation in practice is costly and not beneficial to the staff or our patients.
What is “Systemness”?You have likely hears a lot of discussion about Systemness at Main Line Health. It is the term to describe how we are organizing all of the complex moving parts that make up Main Line Health to efficiently deliver patient-focused, high-quality care. For example, we announced organizational changes earlier this year that centralized some services. Our goal is to increase accountability around Systemwide thinking, collaboration and standardization of processes.
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All work is documented - data processes have been undertaken to measure impact for each PE2020 Initiative Project
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CharterOutlines workstream business problem, scope,
objectives, deliverables, measurement, membership, timeline and responsibilities
Workplan and Realization ScheduleDefines initiative work steps, anticipated financial
benefit and associated timing
Dashboard, IDWs* and Realization TrackingMeasures operational and financial improvement
*Initiative Documentation Worksheet
Engagement & Deployment
Engagement and Workstream leads review these details during weekly/bi-weekly meetings
• Example: Clinical Transformation Stoplight report
51Engagement & Deployment
Start Status Start Status Start Status FY18 FY19 TotalClinical Governance 1 8-17 2-18 n/a n/a $0.00 $0.00 $0.00 $0.00 $0.00 System Clin. Ops implmented; Rolled out CEW project reporting
Sustainability & Hardwiring 3 5-18 5-18 n/a n/a $0.00 $0.00 $0.00 $0.00 $0.00Finalizing knowledge management process; BITS demos underway with PIEs, PM, PMA; Developing central PE2020 Epic team to support prioritization
Supp
ly
Supply Chain 1 6-17 11-17 11-17 $4.37 $1.64 $1.93 $6.86 $8.79Impl. in progress. Risk: delays in finalizing Spinal implants RFP price negotiations causing significant delays in realization (Impact: $100k+ / m delayed)
Care Progression Rounds 1 6-17 9-17 12-17 Epic optimizationDischarge Enterprise 2 9-17 1-18 2-18 $8.00 $2.43 $1.42 $6.58 $8.00 Epic report development in progressPhysician Escalation 3 12-17 1-18 2-18 CompleteContinued Stay Reviews 3 4-18 5-18 7-18 Pilot start 5/14 at Riddle for 90-days through August
Blood 1 6-17 9-17 12-17 $0.74 $0.63 $0.43 $0.31 $0.74 Implementation complete; optimzing Epic; quanitfying wastage opp.
Lab 1 6-17 9-17 12-17 $0.94 $0.43 $0.47 $0.47 $0.94 Implementation complete; optimizing Epic
High Cost Drugs 1 6-17 9-17 12-17 $3.10 $2.15 $1.00 $2.16 $3.16 Implementation completePatient Assistance Program (Oncology-Chemo)
1 6-17 11-17 12-17 $0.00 $1.21 $1.21 MLH IT / Legal constraints are under evaluation
CHF 1 6-17 10-17 7-17 $1.04 $0.30 $0.52 $0.52 $1.04 Further impl. with epic optimizationCOPD 1 6-17 10-17 7-17 $0.37 $0.25 $0.09 $0.28 $0.37 Impl. in progress, education underway, pilot launch in AugustJoint Replacement & Hip Fracture 1 7-17 10-32 7-17 $3.18 $2.51 $0.60 $2.58 $3.18 Implementation of early ambulation complete, rolling out BlocksAquamantys Sealer 1 7-17 10-17 10-17 $0.25 $0.15 $0.19 $0.06 $0.25 Project completed, tracking realization
Spine Care 2 9-17 12-17 3-18 $0.07 $1.63 $1.70 Tactics identify, developing communication and implemenation plan for surgeons
Sepsis 2 11-17 1-18 2-18 $0.15 $1.35 $1.50 Phase 1 Impl. In progress; Phase 2 Epic Design in progress
OB (Vaginal Delivery / C-Section) 3 12-17 7-18 8-18 $2.74 $1.25 $0.60 $2.14 $2.74 Implementation in progress, reducing post-partum LOS, dashboard imp. complete, finalizing OB ERAS order set
ERAS for Abdominal Surgeries 3 3-18 6-18 7-18 $1.00 $0.08 $0.00 $1.50 $1.50 Pilot at Lankenau launched 7/16; Epic ERAS identifier complete; developing Epic ERAS order set
DRG
Re-D
esign
Target
Care
Coord
inatio
nBl
ood
& La
bPh
arm.
Project Name Savings To Date Status / Risks / ChallengesWave
Design Implement. Realization IDW Signed
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PE2020 Communications Channels
Leadership AssembliesMonthly updates from PE2020 and entity
leadershipAudience: Managers
PE2020 PulseMonthly newsletter highlighting key
milestones and initiativesAudience: All Employees and Medical Staff
PE2020 Message MapsProvide key messages and FAQs for
specific PE2020 initiativesAudience: Managers
PE2020 Landing PageWebsite dedicated to PE2020 news and
resourcesAudience: All Employees and Medical
Staff
STEEEP HuddleWeekly unit-based Huddles
Audience: All Employees and Medical Staff
PE2020 Friday BriefingBi-weekly update to Senior Executive
CouncilAudience: Senior Executives
Communication
Appreciative Inquiry – How We Do Our Work
DRIVING CHANGE AT MLH
MLH Strategic
Plan
Nursing Vision
Culture of
Safety Nursing SOAR
Journey of Excellence
Nursing Strategic
Plan
Cascading Organizational
Goals
Outcomes with
Impact
MLH – The BEST Place to GIVE & RECEIVE CARE
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A Culture of
Excellence
Barbara Wadsworth, DNP, RN, FACHE, FAAN, NEA-BC
DRIVING CHANGE AT MLH 54
SPECIAL THANKS to…..Pennsylvania Organization of
Nurse Leaders