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 Excellencedelafuentem@mlhs.org

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

53

A Culture of

Excellence

Barbara Wadsworth, DNP, RN, FACHE, FAAN, NEA-BC

wadsworthb@mlhs.org484-337-4324

DRIVING CHANGE AT MLH 54

SPECIAL THANKS to…..Pennsylvania Organization of

Nurse Leaders