the organizational profile: springboard to...

ACMC LDI March 7, 2013 DFox 1

The Organizational Profile: Springboard to Excellence

Sandy Churchill, VP of Operations– Professional ServicesPattie Skriba, VP - LearningQUEST 2013

The Baldrige Criteria Framework: A Systems Perspective

CONTEXT

WHAT?

HOW

The Organizational Profile captures the key influences on how you operate and the key

challenges you face

What Is An Organizational Profile?


Key Factors In Organization Profile

• KEY organizational characteristics

• KEY relationships

• KEY elements that engage your workforce

• KEY health care market segments

• KEY requirements and expectations of customers

• KEY types of suppliers, partners, collaborators

• KEYmechanisms for communicating with suppliers, partners, collaborators

• KEY supply chain requirements

• KEY strategic challenges and advantages

• KEY changes affecting your competitive situation

• KEY sources of comparative and competitive data

• KEY elements of your performance improvement system

Elements of the Organizational

Profile

Two Items In Org Profile

P.1 Organizational Description

a. Organizational Environment

b. Organizational Relationships

P. 2 Organizational Situation

a. Competitive Environment

b. Strategic Context

c. Performance Improvement System


Each Item Has Areas to AddressP.1 Organizational Description

a. Organizational Environmento Your service offeringso Vision and mission (core competencies)o Workforce profileo Assets (facilities, technology, equipment)o Regulatory requirements

b. Organizational Relationshipso Your organizational structureo Key customer groups/market segmentso Key types of suppliers, partners and collaborators

Each Item Has Areas to AddressP.2 Organizational Situation

a. Competitive Environmento Competitive Positiono Competitiveness Changeso Comparative Data

b. Strategic Context: Challenges and Advantages

c. Performance Improvement System: Key elements of PI system, process to evaluate and improve projects and processes

The Organizational Profile Is Important Because It…

• Crystalizes a holistic view of who you are – your identity

• Identifies what is most important to your organization

• Identifies what you still need to learn or determine about your organization

• Identifies gaps in information, performance requirements, results


How the Key Factors Connect

to the Criteria

Describe the important things to your organization

How the Key Factors Link Across the

Criteria

Workforce Groups & Segments

Main Offerings

Challenges & Advantages

Performance Improvement System

Organizational Profile

Core Competencies

1 Describe the process you use to address what’s important

Leadership

Strategic Planning

Customer Focus

Measurement, Analysis, Knowledge

Management

Workforce Focus

Operations Focus

2Display the results of the

process you said was important

Results

3

Customer & Stakeholder Groups & Requirements

Health Care & Process Results

Customer Results

Workforce Results

Leadership & Governance Results

Financial & MarketResults

Criteria Categories


Main Offerings



Leadership

Strategic Planning

Customer Focus


Management

Workforce Focus

Operations Focus

2 Display the results of the process you said was important

3

7.1 – Health Care and Process Results7.2 - Customer Focused Results7.5—Financial and Market Results

CardiacSurgery

Mother / BabyGeneral Medicine


Customer Results

Workforce Results



Strategic Planning Process

Patient and Stakeholder Relationship System

Performance Measurement System


Exemplary

30-Day Surgical Mortality Index

Needs Improvement

Good

Source: NSQIP

7.1-7

G

0.00

0.25

0.50

0.75

1.00

1.25

Year 1 Year 2 Year 3 Year 4

Inde

x

Overall Complication Index

Expected = 1.00

Approaching Top Decile

7.1-10

Goo

d

Source: Thomson Reuters 6 County Top Decile

0.00

0.20

0.40

0.60

0.80

1.00

1.20

Year 1 Year 2 Year 3

Inde

x

Cardiology Mortality Index

Top Decile

Expected = 1.00

Top Decile

Source: TJC S3P

7.1-8

Goo

d

0123456789

10

Year 1 Year 2 Year 3Rat

e pe

r 1,

000

Liv

e B

irth

sNeonatal Mortality Rate7.1-9

Outperforming State of IL

Source: ACOG small "n" sizes State of IL

Goo

d

0

20

40

60

80

100

Unit 41 Unit 42 Unit 43

Per

cent

ile

Satisfaction General Medicine

Year 1

Year 2

Year 3

110-120% Improvement

7.2-15

Top DecileSource: Press Ganey

Goo

d

0

20

40

60

80

100

IP Cardiac OP Cardiac

Per

cent

ile

Satisfaction Cardiac Services

Year 1

Year 2

Year 3

HealthCare Sector and Benchmark Leadership

7.2-12

Goo

d

Source: Press Ganey Top Decile

0

20

40

60

80

100

IP Surgery OP Surgery

Per

cent

ile

Satisfaction Surgery

Year 1

Year 2

Year 3

7.2-13

Top Decile

300% Improvement

Source: Press Ganey

Goo

d

Top Decile

0

20

40

60

80

100

Year 1 Year 2 Year 3

Per

cent

ile

Satisfaction Mother/Baby 7.2-14

HealthCare Sector and Benchmark Leadership

Goo

d

Source: Press Ganey Top Decile

0%

5%

10%

15%

20%

25%

GSAM Competitor 1 Competitor 2 Competitor 3

Per

cent

GSAM Market Share - Overall (IP)

Year 1

Year 2

Year 3

Consistent Growth in Market Share

Goo

d7.3-11

Source: CompData

11.5% Increase

0%

5%

10%

15%

20%

25%

30%


Per

cent

GSAM Market Share - Cardiac (IP)

Year 1

Year 2

Year 3

Maintained Market Share Leadership

7.3-12

Source: CompData

Goo

d

0%

5%

10%

15%

20%

25%


Per

cent

GSAM Market Share - Surgery (IP)

Year 1

Year 2

Year 3

Achieved 13% Growth in Market Share

7.3-13

Source: CompData

Goo

d

0%

5%

10%

15%

20%

25%


Per

cent

GSAM Market Share Mother/Baby (IP)

Year 1

Year 2

Year 3

Continued Growth in Market Share

7.3-15

Source: CompData

Goo

d


Six Org Profile ‘Must Haves’

1. Main service offerings

2. Core competency(ies)

3. Workforce segments & elements that engage them

4. Customer/stakeholders & requirements & expectations

5. Key strategic challenges and advantages

6. Performance Improvement system



P.1a(1) What are your organization’s main service offerings?




Criteria


Main Offerings




Core Competencies


Leadership

Strategic Planning

Customer Focus


Management

Workforce Focus

Operations Focus



Results

3



Customer Results

Workforce Results



Criteria Categories

20

Main Service Offerings:7.2 Customer Satisfaction Results





Core Competency(ies)

Area(s) of greatest expertise

Strategically important

Central to fulfilling mission

Provide an advantage in market

Challenging for others to imitate

P.1a(2) What are your organization’s core competencies?

o Food Qualityo Speed of Serviceo Accuracyo Counter-service-hospitalityo Cleanliness

P.1a(2) What are your organization’s core competencies?



Criteria


Main Offerings




Core Competencies


Leadership

Strategic Planning

Customer Focus


Management

Workforce Focus

Operations Focus



Results

3



Customer Results

Workforce Results



Criteria Categories


Core Competencies:7.2 Customer Satisfaction Results





P.1a(3) What are your workforce segments… and the key elements that engage them?

Workforce Segments Engagement Elements Results Figures

Associate: Nursing A caring patient environment

7.4‐1

7.4‐2

Fulfilling work 7.4‐3

A commitment to quality

improvement

7.4‐4

All Other Associates (Non‐

Nursing)

A Caring patient environment

7.4‐6

7.4‐7

Confidence in Senior Leadership

7.4‐11

Fulfilling Work 7.4‐8

To be treated with respect 7.4‐9

Physicians Responsive administration

Efficient operations Quality & consistent nursing care

Patient Safety

7.4‐13

7.4‐14

7.4‐15

Volunteers Personal satisfaction‐contribution

Flexible scheduling7.4‐3


Results: Workforce Segments & Elements of Engagement





4. Customer/stakeholders & their requirements

P.1b(2) What are your key customer groups & their requirements?


31

P.1b(2) What are your key customer groups & their requirements?






5. Strategic challenges & advantages

P.2b What are your key strategic challenges and advantages?

Area Strategic Advantage Strategic Challenge

Business Privately held, profitable company with owners willing to invest for growth

Competition from internet-only retailers


2.1 Strategic Planning

34

Strategic Challenge

StrategicObjective

Strategic Objective Goal Key Action Plans

Competition from internet-only retailers

Improve website performance,customer interface, & overall value

1. Improve ‘Ease of finding what you are looking for’ from 87.67% to 88.67%

2. Improve ‘Overall look and design of site’ from 88.33% to 89.33%

3. Improve website speed from 2 to 1.5 seconds.

1. Improve web applications

2. Improve home page3. Improve Media

Linker

P.2b What are your key strategic challenges and advantages?

Challenges

35

Strategic Challenges Drive Strategic Objectives and Action Plans to Achieve Results






5. Strategic challenges & advantages

6. Performance improvement system


P.2c Organization Situation: Performance Improvement System

What are the key elements of your performance improvement system?





4. Customer/stakeholders & requirements & expectations

5. Key strategic challenges and advantages

6. Performance Improvement system

How do Organizations use the Organizational Profile?


Org Profile: Starting Point for Baldrige Self-Assessment

• Identify topics where conflicting, little or no information is available

• Structure action planning around these identified topics

• Re‐assess progress systematically

Identify and Close Gaps

GAP #1: What items have no consensus answer?

Customer? Partners? Main services? Workforce groups?

Requirements? Core competencies? Challenges? Cultural characteristics?

Gap #2: Do you have results for what you said was important in the org profile?

What data/info will we use to come to a decision?

Springboard to Excellence…

• Scan the questions in the org profile

• Read org profiles of Baldrige recipients

• Have SLs answer the questions in the profile

• Answers should be key – only 5 pages!

– Do you want the examiners to note this and refer back to it throughout their analysis of every category?

– Do we have results to link with these ‘key’ answers?


KEYS to Success

• Senior Leaders take ownership for the profile

• Dedicate Senior Leader time to create

• Utilize the information you learn to make improvements

• Deploy throughout to governing board, leaders, etc.

• Incorporate feedback from other key stakeholders

How Do Examiners Use the Profile?

Read Org Profile

Key Factor Worksheet

Follow through In Application

Verify/Validate in Site Visit

The Organizational Profile is a snapshot of your organization that captures the spirit and

culture of your organization

What Is An Organizational Profile?


Capturing the Spirit and Culture of Your Organization……………..

“Welcome all to this place of healing”It’s the difference between hearing a heartbeatand listening to a suffering heart; it’s thedifference between being cured and being healed.

As one physician turned patient remarked, WhenI was a patient at a teaching hospital, they treatedmy disease; when I was a patient at GSAM, youtreated me as a person while treating my disease.This ultimate compliment gives life to the wordsposted inside our front door welcoming all to thisplace of healing. Our aim is to cure and to heal,and the difference rests in the depth and qualityof our relationships.

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THANK YOU

QUESTIONS?

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