ssm healthcare: a baldrige perspective on leadership
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Leadership Leadership CategoryCategory
Jim Hyde, PresidentJim Hyde, PresidentBone & Joint HospitalBone & Joint Hospital
SSM Health CareSSM Health Care
Founded in 1872
SSM Health CareSSM Health Care
21 hospitals, three nursing homes, 21 hospitals, three nursing homes, physician practices, home care, award-physician practices, home care, award-winning information centerwinning information center
23,000+ employees, 5,000 physicians, 23,000+ employees, 5,000 physicians, 5,000 volunteers5,000 volunteers
82% women, 18% minorities82% women, 18% minorities
SSM Health CareSSM Health Care
In Oklahoma . . .In Oklahoma . . .
Bone & Joint HospitalBone & Joint Hospital– Founded in 1926Founded in 1926– 330 Employees330 Employees– 140 Physicians140 Physicians
St. Anthony HospitalSt. Anthony Hospital– Founded in 1898Founded in 1898– 2000 Employees2000 Employees– 650 Physicians650 Physicians
Importance of LinkagesImportance of Linkages
CriteriaCriteria1.1 Organizational Leadership1.1 Organizational Leadership
- Senior Leadership Direction- Senior Leadership Direction
- Organizational Performance - Organizational Performance ReviewReview
Leadership SystemLeadership System
Recognized need to encourage Recognized need to encourage breakthrough performance among breakthrough performance among executive leadersexecutive leaders
Developed a cohesive leadership Developed a cohesive leadership system in 1997 as a part of an internal system in 1997 as a part of an internal self-assessment model based on the self-assessment model based on the Baldrige AwardBaldrige Award
Executive LeadershipExecutive Leadership
Seven expectations for executive Seven expectations for executive leaders ... leaders ...
Based on five system values:Compassion, Respect, ExcellenceStewardship, Community
ExpectationsExpectations
Superior Results in clinical, operational, and Superior Results in clinical, operational, and financial performancefinancial performance
Fact-based decision makingFact-based decision making Shared accountabilityShared accountability Continuous quality improvementContinuous quality improvement Customer focusCustomer focus Information sharingInformation sharing Commitment to develop peopleCommitment to develop people
All Employees are LeadersAll Employees are Leaders
Through our exceptional
health care services,
we reveal the
healing presence of God.
Our MissionOur Mission
Our MissionOur Mission
Exceptional satisfactionExceptional clinical outcomes
Exceptional financial performance
Constancy of PurposeConstancy of Purpose
Hang on to your vision!
Our Vision StatementOur Vision Statement
““... Communities, especially those that ... Communities, especially those that are are economicallyeconomically, , physicallyphysically and and sociallysocially marginalizedmarginalized, will experience , will experience improvedimproved healthhealth in body, mind, in body, mind, spirit and environment ... ”spirit and environment ... ”
Strategic, Financial and HR Strategic, Financial and HR Planning ProcessPlanning Process
Goals set by Innsbrook GroupGoals set by Innsbrook Group Support Vision and MissionSupport Vision and Mission Processes occur within each entity and Processes occur within each entity and
network to translate goals into entity network to translate goals into entity SFPsSFPs
Ensure the goals reflect each Ensure the goals reflect each stakeholder’s requirementsstakeholder’s requirements
Deploying Our MissionDeploying Our Mission Deploying Our MissionDeploying Our Mission
Established goals as a Established goals as a part of the strategic, part of the strategic, financial and human financial and human resources planning resources planning processprocess
Developed Developed department posters department posters and employee and employee passports to ensure passports to ensure alignment of goals alignment of goals across the across the organizationorganization
Established goals as a Established goals as a part of the strategic, part of the strategic, financial and human financial and human resources planning resources planning processprocess
Developed Developed department posters department posters and employee and employee passports to ensure passports to ensure alignment of goals alignment of goals across the across the organizationorganization
Culture of ImprovementCulture of Improvement
Addressing the nursing shortage
Assessing the Organization’s Assessing the Organization’s PerformancePerformance
Performance Management ProcessPerformance Management Process– Defines the roles and responsibilities of Defines the roles and responsibilities of
leadership groupsleadership groups– Defines a consistent set of reporting Defines a consistent set of reporting
toolstools– Establishes standardized definitions and Establishes standardized definitions and
indicators to ensure consistency in indicators to ensure consistency in measurementmeasurement
Assessing the Organization’s Assessing the Organization’s PerformancePerformance
Three General Areas of ReportingThree General Areas of Reporting– FinancialFinancial– Customer SatisfactionCustomer Satisfaction– Clinical Quality PerformanceClinical Quality Performance
16 System Level Indicators16 System Level Indicators– Monthly entity performance indicator Monthly entity performance indicator
reportsreports– Examination of variancesExamination of variances– Action on variancesAction on variances
Assessing the Organization’s Assessing the Organization’s PerformancePerformance
Leadership Development ProcessLeadership Development Process– 360-degree evaluations360-degree evaluations– Based on the 7 management practices Based on the 7 management practices
adoptedadopted Stakeholder surveysStakeholder surveys Utilized annual Baldrige feedback to Utilized annual Baldrige feedback to
develop action plans for improvementdevelop action plans for improvement
CriteriaCriteriaPublic Responsibility & CitizenshipPublic Responsibility & Citizenship
- Responsibilities to the Public- Responsibilities to the Public- Support of Key Communities - Support of Key Communities
andand Community HealthCommunity Health
Responsibility to the PublicResponsibility to the Public
Corporate Responsibility Process (CRP)Corporate Responsibility Process (CRP) Safe environment for patients, employees Safe environment for patients, employees
and visitorsand visitors Regulatory/licensureRegulatory/licensure AccreditationAccreditation Community HealthCommunity Health Bioterrorism Task ForceBioterrorism Task Force Contract Review ProcessContract Review Process
Preservation of the EarthPreservation of the Earth
1,557,481 pounds recycled
Healthy CommunitiesHealthy Communities
Mission AwarenessMission Awareness
Spirit DaysSpirit Days Reinforces the Mission throughout the Reinforces the Mission throughout the
yearyear Community ActivitiesCommunity Activities
– Adopt a FamilyAdopt a Family– Mark Twain ElementaryMark Twain Elementary
Charity CareCharity Care
$35.5 million in charity care$35.5 million in charity care $44.4 million in unreimbursed cost of $44.4 million in unreimbursed cost of
services under Medicaidservices under Medicaid