About Studer Group Evidence Based Leadership

Focus, Align and Accelerate
Your Performance Excellence
Journey
Debbie Cardello
Senior Baldrige Examiner &
Studer Group Coach
Feb 22, 2012
About Studer Group
Our Mission:
To make healthcare a better
place for employees to work,
physicians to practice
medicine and patients to
receive care
Evidence Based Leadership
Focus
Objective
Evaluation
System
Align
Leader
Development
Aligned Goals
www.studergroup.com
Must
Haves®
Performance
Gap
Aligned Behavior
Standardization
Accelerators
Aligned Process
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©2011 Studer Group
Studer Group Baldrige Journey
Florida
Sterling
Program
2006
4th Baldrige
3rd Baldrige Application,
2nd Baldrige Application Site Visit, and
and
Award
1st Baldrige Application
Application and Site Visit Site Visit
Band 3
Band 4
2007
2008
Band 5
Band 6
2009
2010
RWJ- H Baldrige Journey
SG and
Baldrige
Criteria
Quality
NJ
“Gold”
Level Award
1999-2000
2001
1st
Baldrige
Application
2002
3rd Baldrige
Application,
Site Visit, and
Award
2rd Baldrige
Application
and
Site Visit
2003
2004
Accountability
How well does your current leader evaluation
system hold people accountable today?
1
2
3
4
5
Is it possible for a leader to get a good evaluation
even if the organization is not achieving results?
1
1= Poor
2
3
4
5
5=Excellent
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©2011 Studer Group
SG Research
Focus and Align
Focus
Objective
Evaluation
System
Objective
Leader
Evaluation
Process
Align
Leader
Development
Aligned Goals
Must
Haves®
Performance
Gap
Aligned Behavior
Standardization
Accelerators
Aligned Process
Example- Before
Mission
Service
Increase
HCAHPS to
70th percentile
in 6/8
composites
Increase ED
Patient
Satisfaction to
80th percentile
People
Quality
Finance
Growth
Reduce
Annualized
Turnover to
12% or less
Decrease
Mortality
Index
Operating
Margin of
5.6%
Increase
Inpatient
Admissions
by 7.0%
Reduce FTE
per Adjusted
Discharge
Increase
Outpatient
Visits by
4.0%
Decrease CHF
Readmissions
to 5% or less
Increase
Employee
Satisfaction
to 85th
percentile
www.studergroup.com
Increase core
measure
performance
to 90th
percentile as
measured by
VBP Bundle
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©2011 Studer Group
Leader Evaluation Results – 2006
80%
73.8%
70%
60%
50%
40%
30%
15.9%
20%
10.3%
10%
0%
Meets
Exceeds
Substantially
Exceeds
Example
Mission
Service
Increase
HCAHPS to
70th percentile
in 6/8
composites
Increase ED
Patient
Satisfaction to
80th percentile
People
Quality
Finance
Growth
Reduce
Annualized
Turnover to
12% or less
Decrease
Mortality
Index
Operating
Margin of
5.6%
Increase
Inpatient
Admissions
by 7.0%
Reduce FTE
per Adjusted
Discharge
Increase
Outpatient
Visits by
4.0%
Decrease CHF
Readmissions
to 5% or less
Increase
Employee
Satisfaction
to 85th
percentile
Increase core
measure
performance
to 90th
percentile as
measured by
VBP Bundle
Leader Evaluation Results - 2007
80%
70%
60%
50%
41%
40%
30%
20%
12%
16%
20%
10%
4%
0%
<1.99
2.0-2.74
2.75-3.74
3.75 - 4.4
<4.44
Note: Percentages noted account for 93% of the leaders who have entered data as
of 6.7.07.
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©2011 Studer Group
“If there are only a few things you do, let
one be the adoption of an objective,
measurable leader evaluation tool.
Then hold leaders accountable for
those results”
Quint Studer
Balanced Framework
Community
Growth
Finance
People
Quality
Service
Mission, Vision, Values
Measure What Matters Most: Pillar Goals
SERVICE
QUALITY
PEOPLE
FINANCE
GROWTH
COMMUNITY
Evaluation
Results:
% Partners
Improving
Results
Employee
Morale
Operating
Margin
Revenue Growth
SG Charitable Gifts
# Partnerships
Volunteer Hours
HCAHPS
ED
OP
SDS
Voluntary
Turnover
Institutes
SL Evaluations
Speaking
Solutions
Partner ROI
Growth in Events
Growth in
Speaking
Partner
Retention
Consistently
Trending Up
Consistently
High
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Solutions
Consistently
Engaged
Consistently
Strong
Back On
Track
Consistently
Generous
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©2011 Studer Group
The Goal Cascade : Alignment
SG
Strategic
Objective
Improve HCAHPS
performance of SG
partners
Senior
Leader
Goal
Coaches
Goal
% Coaches in
division
who met goals
PRC Goal
Individual
partner
HCAHPS results
Improve internal
score to 4.5 or
higher
Studer Group Partners Outpace the Nation in
HCAHPS Improvements
Source: The graph compares the change In one year in “top box” results achieved by Studer Group partners vs. non -partners. Change is from 3Q08-2Q09 to
3Q09-2Q10. The “top-box” is the most positive response to HCAHPS survey questions.
74.0
Better
Top Box: Best Hospital Possible
% 9 and 10 Ratings
HCAHPS Quarterly Change for
Patients’ “Overall Hospital Rating”
72.0
70.0
68.0
66.0
64.0
62.0
SG EBL
Since 2005
Oct07-Sep08
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SG EBL
Since 2006
Jan08 - Dec08
SG EBL
Since 2007
Apr08-Mar09
SG Rural
Jul08-Jun09
Non-Partner
Oct08-Sep09
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©2011 Studer Group
Studer Group Partners Perform Better Than
the Nation in Core Measures
Heart
Failure
Pneumonia
Healthcare-Associated Infections
Studer Group Partners Perform Better Than
the Nation in Core Measures
Surgical Care Improvement
Heart Attack
Example Goals
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©2011 Studer Group
Medical Records - Example
Pillar
Weight
Medical Records Goal
Service
20%
Achieve an average 4.8 on support services
evaluation for fiscal year.
People
20%
Maintain turnover level at or below 5% annualized
for fiscal year.
Finance
30%
Achieve A/R days of 65 by year-end.
Quality
20%
Reduce inpatient denials by 20% for fourth
quarter.
Growth
10%
In-house transcription revenue to increase 10% for
fiscal year.
Patient Care Unit - Example
Pillar
Weight
Med/Surg Unit Goal
Service
30%
Improve 8 of 8 HCAHPS composites to the 75th
percentile.
People
20%
Reduce turnover to 18% annualized for fiscal year.
Finance
20%
Meet productivity target of 6.5 hours per patient
day for fiscal year.
Quality
15%
Reduce HAI by 10% over previous FY.
Quality
15%
Improve MI core measures to 95th percentile.
Tools of Accountability
No Surprises
Monthly
Meetings
www.studergroup.com
Monthly
Report
Cards
90 Day
Plans
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©2011 Studer Group
Supervisory Meeting Model
Leaders bring the following items and results:
1.
2.
3.
4.
5.
6.
7.
8.
Leader Evaluation
Monthly Report Card
90-Day Plan -Professional Development
Linkage Grid (from leadership development
training- quarterly)
Rounding Logs
Thank You Note Matrix
Manage Ups
People Trends and Issues- Standards of Behavior
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©2011 Studer Group
Accelerate
Manage
Performance
HML
Focus
Align
Objective
Evaluation
System
Leader
Development
Must
Haves®
Performance
Gap
Aligned Behavior
Aligned Goals
Standardization
Accelerators
Aligned Process
Results Decline
H
M
H
H
M
L
M
Gap is
uncomfortable
Gap is
intolerable
L
H
The
Wall
M
Results
Decline
L
L
Over the Wall
H
M
H
H
M
H
M
Gap is
uncomfortable
L
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L
M
The
Wall
Gap is
intolerable
L
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©2011 Studer Group
Hold up the mirror…
Do all my employees clearly understand
the behaviors expected of them?
UNCLEAR EXPECTATIONS = UNMET EXPECTATIONS
Mandatory – Required – Expected
Sample Compliance
100%
98%
90%
80%
When you hear this
word…do you think “must”
or “should”?
69%
70%
60%
50%
40%
26%
30%
20%
10%
0%
Mandatory
"Must"
www.studergroup.com
Required
"Must"
Expected
"Must"
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©2011 Studer Group
Performance Management Continuum
Terminate
Counsel
Coach
Up or Out
Remind
Positive
Feedback
Recognize
Develop
Role
Model
Retain
Take Away Tools
Conference Website
•
•
•
•
•
•
Presentation slides
Pillar Agenda
Goal Setting template
HML criteria sample
HML tracking tool
HML tip sheet
Thank you
Questions ?
[email protected]
www.studergroup.com
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©2011 Studer Group