Download - Qf And Phoebe 2010 Rev
The Leadership Map
From Quality First,Through Good to Great,To Achieve Phoebe’s Key Strategic Initiatives
Charting the Course
The Future?
• In the future, there will be two kinds of providers—the excellent and the non-existent.
-- Larry Minnix, CEO
AAHSA
Extinction is not an option!
• The aging services profession’s quality assurance initiative.
• A philosophy of quality.• A framework for earning public trust in
aging services.• A method of planning real programs to
achieve quality results.
“Tangible evidence is required that an organization practices what it preaches in all areas of its activities.”
PriceWaterhouseCoopers
Why Quality First
• Face a doubting public, critical media, and skeptical regulators.
• Prove our value in the continuum.
• Demonstrate our value as not-for-profit providers of care and services.
Quality First’s Principles
1. Continuous quality assurance and improvement
2. Public disclosure and accountability
3. Consumer and family rights
4. Workforce excellence
5. Community involvement
6. Ethical practices
7. Financial integrity
Elements of Quality First
1. Commitment: Publicly demonstrate our commitment to the people we serve
2. Governance Accountability: Develop a strategy to improve the management of our organization
3. Leading-edge Care and Services: Identify and implement better ways to improve quality of care and services
Elements of Quality First
4. Community Involvement: Solidify relationships with individuals and organizations in our locality
5. Continuous Quality Improvement: Create procedures to enhance quality on an ongoing basis
6. Human Resources Development: Validate the important role of our staff and ensure their advancement
Elements of Quality First
7. Consumer-Friendly Information: Ensure that the information we provide is clearly understood
8. Consumer Participation: Fulfill the needs of our residents/clients/families by involving them in our organization
9. Research Findings and Education: Reap the rewards of increasing knowledge about aging services
Elements of Quality First
10. Public Trust and Consumer Confidence: Strengthen the public’s trust of aging services and our organization
Quality First Culture,Quality First Results
• Quality First fosters a healthy corporate culture.• Healthy corporate cultures foster quality collaboration and problem-solving.• Quality collaboration and problem-solving create quality outcomes.• Quality outcomes create employee satisfaction.
• Employee satisfaction creates customer satisfaction.
• Customer satisfaction creates community confidence.
• Community confidence creates increased market share.
• Increased market share creates long term growth and stability.
Quality First Culture,Quality First Results
Quality First Results =Mission Accomplished!
• Long term growth and stability fulfills original founders’ vision and mission.
• Quality continues Phoebe’s Legacy of Care.
We must lead with quality
• Quality in our financial dealings• Quality in our ethical standards• Quality in accountability for our actions• Quality in using technology• Quality in developing a caring workforce• Quality in demonstrating good citizenship• Quality in straightforward communications• Quality in the way we respect consumers
Extinction is not an option.
“Excellence is never an accident; it is the result of high intention, sincere effort, intelligent direction, skillful execution, and the vision to see obstacles as opportunities.”
H.J. Brown, Jr.
From Quality Firstto Good to Great!
• A philosophy of leadership• A style of management• A method of analysis• A deployment of teams• A means of organizational
transformation• A foundation for enduring quality
TeamWork
• What does G2G mean to Phoebe?
• What does it mean to you as a team?
• Define the following:* First Who…Then What* Hedgehog* Flywheel v. Doom Loop* Culture of Discipline* Level 5 Leadership
Quality First LeadersPractice G2G Principals
• The means of understanding• The means of responding• The means of planning• The means of improving• The means of sustaining• The means of surviving
Inputs and Outputs of GreatnessInputs of Greatness
By applying G2G frame…
We build the foundation of…
Outputs of Greatness
A Great Organization
Stage 1 Disciplined People
--Level 5 leaders--First who, then what
Delivers superior performance
Stage 2 Disciplined Thought
--Confront the brutal facts--Hedgehog
Makes a Distinctive Impact
Stage 3 Disciplined Action
--Culture of Discipline--Flywheel
Achieves unadulterated excellence
Stage 4 Greatness That Lasts
--Clock building--Preserve the Core, Stimulate Progress
Achieves lasting endurance
Our Leadership Foundation for the Future
*5 KSA’s*Quality
Outcomes
*Great Customer Service
Quality First
Good to Great
Ethics
Integrity
Hedgehog
Leadership/Staff Develop.
Operational Improvement
Institutional Advancement
Financial Performance
Customer Focus
6. HR/ Leadership DevelopmentWorkplace cultureLabor-Mgt processTeam developmentEthical culturePerformance Goals & Objectives program
3. Leading Edge Care/ServicesCenters of ExcellenceAlzheimer's CareRehab svcs.Project teamsOIM process Alliance with CURA & ARAMARK partners
1. CommitmentCommunity EngagementCode of EthicsMission & ValuesFundraising practicesBoard Development
10. Public Trust &Consumer ConfidenceStewardship of org. resourcesCost controlsInvestment Endowed fundsAudit policies
7. Consumer-friendly informationPerson centered care Eden conceptCulture ChangeCustomer Satisfaction Resident rightsWebsite design
Front line supervisor trainingEmployee Satisfaction SurveyGoal oriented evals
5. CQI programs IT SystemsRefining ContinuumQI Awards
2. Governance &Social AccountabilityCorporate ComplianceMedia relationsBranding campaign
Case MixCensusRehab programs
8. Consumer ParticipationIntergenerational programsFamily CouncilsResident Councils
Recruit/RetainBenefits Admin.Tuition Reimb.EE Recognition
9. Research based educationQIPRegulatory ChangesSurvey & Enforcement Process
AdvocacyVolunteer SupportPhoebe InstituteLegislative relationsPANPHA-AAHSAProfessional Org.
Competitive pricing Materials mgt programsMarketingTurnover mgt.
Wellness Programs Spiritual WholenessCommunity educationVolunteer programsHS & College student affiliations
InternshipsCPEScholarships
Tiered care ALF 10. Public Trust &Consumer Confidence
Facility reinvestment projects
End Of Life CareHome/Community Based Services
Better Jobs/Better Care project
Risk Management Workplace SafetyOcc. Health & Safety
Strategic Advisory Councils
Future expansionCampus Repositioning
Area Office on AgingOmbudsman program
Quality First Philosophy + Good To Great Leadership Equals…
Looking Ahead
• Creating Operating Plan for 07
• New Performance Goals 07
Performance Framework 07
• Organization Improvement & Operational Effectiveness
• Clinical Quality Indicators – research-based programs to improve Quality of Care
• Implement clinical pathways• Risk Mgt. Issues• Campus risk assessment
program.• Evaluation of Orthopedic
specialty services. • EMR Plus
• Leadership and Staff Development
• Quality First initiative• Workplace safety program• Frontline supervisor education• Employee satisfaction efforts.• Better Jobs/Better Care
initiative.• Good to Great implementation
at facility and department level.• Individualized leadership
development education program.
Performance Framework 07
• Fiscal Performance
• Census/RUGS/CMI• Pharmacy expansion• Cost control in clinical
and nursing supplies and medication utilization.
• Regulatory updates and impact.
• Campus repositioning projects
• Customer Focus• Defining Hedgehog and
measuring success• Culture change initiatives• Quality of Life programs• Customer Satisfaction
Survey• CURA and ARAMARK
customer satisfaction performance.
Performance Framework 07• Institutional
Advancement• Wyncote transition and
support planning.• Governance & Strategic
Advisory Council roll-out• Community engagement
activities.• Advocacy efforts.• Mktg/PR/Comm. Relations
efforts• Q1st/G2G publicity efforts.
Process—Next Steps• By May 31st , Administrators review Framework
with Dept. Heads.• By May 31st, PSI/Sr. Living VP’s review
Framework with directors.• By June 6th VP, Administrators, Exec. Directors
meet to develop final Framework drafts.• By June 13 & 20th, Sr. Mgt. reviews drafts and
completes final 2007 Performance Objectives.• On June 28th , present 2007 Operating Plan at
Leadership Development.
Extinction is not an option!
The Phoebe Legacyis in our hands!