using baldrige to create organizational alignment & integration sonja wulff, manager,...
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![Page 1: Using Baldrige to Create Organizational Alignment & Integration Sonja Wulff, Manager, Performance Excellence](https://reader038.vdocument.in/reader038/viewer/2022102923/551737b5550346fe558b5fdc/html5/thumbnails/1.jpg)
Using Baldrige to Create Organizational Alignment & Integration
Sonja Wulff, Manager, Performance Excellence
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• Performance Excellence Journey• Role of the Application• Addressing OFIs
Overview
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Poudre Valley Health System• Private, locally owned, not-for-profit• Full spectrum of healthcare services
– 2 tertiary hospitals, outpatient campus, numerous satellite clinics
– Regional medical hub for cardiac, trauma, neonatal intensive care & bariatric surgery
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Poudre Valley Health System• Service area: Northern Colorado, Wyoming & Nebraska• 4,200 employees, 550 independent physicians & 800
volunteers• $1 billion in annual revenue
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Where Our Journey Started• Community hospital serving Fort
Collins, Colorado• 24% annual employee turnover• 5 CEOs in 4 years• Changing healthcare market• Demand for physician integration
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• Leadership: Find an improvement model• Decision: Baldrige National Quality Program
The Baldrige Journey
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Baldrige National Quality Program• Presidential award to recognize high-performing organizations in manufacturing, service, small business, education, health care & nonprofit (1987)
• Criteria for Performance Excellence– Tool for organizational assessment, based on evidence-based practices from high-performing organizations
• Baldrige Process– Submit annual application for review by highly trained examiners– Receive feedback report to drive organizational improvement
• Commitment as recipient: Share best practices
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• Category teams met just to write Application• Application focused on warm-fuzzy stories & lists of
accomplishments, including futures• Results selection based on what looked good and where we had
benchmarks• Baldrige happened outside of “normal” work• Submitted 1st application in 2000• Took a year off “to work on improvements”• Applied again, expecting “success”• Score dropped
The Early Years (2000-2003)
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• Made Baldrige how we do business• Established Quality Improvement Department
– Role: Coordinate performance excellence across Categories
• Established performance excellence teams– Role: Use Criteria to identify & address gaps
A Turning Point (2004)
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Performance Excellence Teams• Criteria-based steering committees that drive
improvements across system• Senior management leadership & participation• Representation from all facilities, disciplines &
customer groups
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Performance Excellence Cycle
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• Goal: Accurate, actionable feedback to help PVHS provide world-class healthcare
• Self-assessment• External assessment by highly trained
team of examiners
Role of the Application
CraigTrauma patient
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• Define who you are & what is important to you– Vision, core competencies– Products, customers– Workforce, facilities– Competitors, strategic challenges/advantages
• Road map for the rest of the application & the way you run your business (key factors, key themes)
Step One: What Is Important to You?Organizational Profile
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• Can you answer the Criteria questions? • Do you address ADLI?
Step 2: How Do You Run Your Organization?Process Categories (1-6)
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• APPROACH: How do you do it? What are the steps in your process? How repeatable is it?
• DEPLOYMENT: Is your approach consistently applied across your organization? Who uses it?
• LEARNING: Do you refine your approach through systematic evaluation and improvement?
• INTEGRATION: Is your approach aligned with your organizational needs? How is it linked to other approaches/processes?
What Is ADLI?
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• APPROACH: Annual process with standardized tool
• DEPLOYMENT: Every employee, all levels of the organization, all facilities
• LEARNING: Annual evaluation & improvement by Workforce Team & HR
• INTEGRATION– Behavior Standards, Values, Key Customer Requirements, Core
Competencies, Personal Goal Cards
– Building Blocks of Leadership
– Balanced scorecard: Timely completion of performance reviews
An ExampleEmployee Performance Review
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• What are your key measures? • Are you measuring what you should be
measuring to support the Organizational Profile and Process Categories?
• Do you address LeTCI?
Step 3: What Are Your Results?
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• LEVELS: What is your current performance?
• TRENDS: How have you performed over time?
• COMPARISONS: How does your performance compare to other organizations?
• INTEGRATION: Do you segment your results? Do you show results for important customers, products/services, markets, processes?
What Is LeTCI?
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An Example: Staff Voluntary Turnover
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Weaving a Thread
Org Profile Category 2 Category 3 Category 7
Customer Groups & Key Requirements
Input into strategic planning
Listening to customers
Healthcare outcomes,
satisfaction & dissatisfaction
measures
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Weaving a Thread
Org Profile Category 1 Category 5 Category 7
Workforce Groups & Key Requirements
Deploying Vision,
Mission & Values
Performance management,
workforce development,
climate, capability &
capacity
Measures of satisfaction &
dissatisfaction, development,
climate, capability &
capacity
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Performance Excellence Cycle
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• Senior Management Retreat– Prioritize improvements
• Performance Excellence Teams– Develop & implement action plans
• Quality Improvement Department– Develop integrated action plan– Coordinate improvement efforts
Addressing OFIs
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An Example: Integrated Action Plan
• Physician Engagement– Leadership: Fully deploy Vision to physicians– Strategy: Identify new ways to involve physicians in strategic
planning– Customer Service Steering Committee: Engage physicians in
improving patient satisfaction– Knowledge Management: Implement physician balanced
scorecards– Workforce: Support action plan from physician engagement
survey– Process Improvement: Support physician-led PDCA teams – Key Measures: Improve reporting of key measures to
physicians
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• Integration with Strategic Plan• Communication through Quarterly
Performance Excellence Meetings• Accountability to PVHS Board of
Directors
Making It How We Do Business
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• 8 national apps + 6 state apps• 4 national site visits + 3 state visits• Colorado Performance Excellence
Peak Award, 2004, 2008• Baldrige National Quality Award, 2008
Learning Patience
PVHS CEO Rulon Stacey at Quest for
Excellence, 2009
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Our Vision
To provide
world-class
health care
Molly 4th generation treated at
PVH