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Driving Decisions with Data: The CHRISTUS Health 10Year Journey to Excellence

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Title: Driving Decisions with Data: The CHRISTUS Health 10Year Journey to Excellence


1
Driving Decisions with DataThe CHRISTUS Health
10-Year Journey to Excellence
  • MEDITECH Physician Workshop
  • Canton, MA
  • October 16, 2008

Presented by Thomas C. Royer, M.D. President and
CEO
2
Introduction
  • A decade of challenges, changes, and progress
  • Like our mission, vision, and values, information
    systems and data are foundational in CHRISTUS
    Health
  • Our Journey to Excellence is a necessity, not a
    luxury

3
The Questions to Ponder
  • What did we accomplish on our Journey to
    Excellence?
  • What lessons have we learned?
  • Where has data been a critical success factor?
  • How do we envision the future?

4
Some of Our Major Accomplishments
  • Embraced a sacred name CHRISTUS which has
    become our brand
  • Created a CHRISTUS culture, with a lived
    mission and values
  • Developed a CHRISTUS promise to provide an
    exceptional patient experience and an exceptional
    environment for physicians and associates and
    striving to be one of the best health care
    systems in the world

5
Some of Our Major Accomplishments
  • Articulated a clear vision Journey to
    Excellence
  • Committed to metrics driven by internal and
    external best practices in "4" Directions
    supporting a balanced scorecard
  • Implemented a three-year rolling strategic
    planning process
  • Focused on 19 recommendations from Futures Task
    Force I
  • Committed to, and implemented, full transparency

6
Some of Our Major Accomplishments
  • Became a global ministry
  • Developed strong advocacy and philanthropy
    programs
  • Created excellent governance processes and
    structures
  • Embraced innovation and technology expertise as
    critical success factors, while seeking
    operational stability
  • Developed a Best Practice Program driven by a
    benchmark competitive evaluation process and
    Touchstone Award Program

7
Some of Our Major Accomplishments
  • Developed a new region in Santa Fe, New Mexico
  • Systematized and grew home care and hospice
  • Systematized managed care contracting, Unity
    Project, and Biomedical Engineering
  • Became the sole member of the CHRISTUS Stehlin
    Cancer Research Foundation

8
What Do We Look Like at this Moment in Time
  • CHRISTUS Healths assets have grown to 4.7
    billion from 3.3 billion and our net revenue has
    grown from 1.9 billion to 3 billion
  • All of our 10-year trends are positive when
    compared to our performance measurements in 1999

9
CHRISTUS Healths Organizational Evolution Today
Consistent Predictable
CHRISTUS Health
  • Increasing System
  • Influence
  • Capabilities
  • Coordination

Holding Co.
Operating Co.
Hyper-Operating Co.
Influence Co.
Inconsistent Unpredictable
  • Sharing
  • Best Practices
  • Must Haves
  • Shared Services

Decentralized
Centralized
10
What Lessons Have We Learned?
  • Listen to the voices demanding change
  • If you cant measure it, then do not do it
  • Embrace outstanding health care governance
  • Developing, sharing, and rewarding best practices
    are critical success factors
  • Effective teamwork is critical
  • Never be satisfied
  • Unlimited optimism is paramount
  • Use of a Balanced Scorecard approach is essential

11
What Lessons Have We Learned?
  • A high level of accountability must be sought
  • Incremental victories must be identified and
    celebrated
  • Great dreams do not occur overnight where
    CHRISTUS is today is no accident
  • Our theological and ethical foundations do make a
    difference
  • Future thinking and monitoring of innovations are
    important
  • Change management is difficult, but a critical
    CHRISTUS leadership competency

12
The Six Continuing Drivers of Future Change Will
be
  • Declining reimbursement
  • Rapid introduction of non-invasive technologies
  • Hospital inpatient roles will continue to change
  • Trauma will become the leading cause of death in
    people 54 years and younger

13
The Six Continuing Drivers of Future Change Will
be
  • Physician-hospital relationships will continue to
    be reshaped
  • The aging process we have been observing will
    continue
  • Demand for transparency will increase from
    payors, patients, and their families

14
For Our Journey, We are Embracing These Three
Umbrella Strategies
  • Strengthen CHRISTUS Healths position across the
    full continuum of services
  • Develop customer-centric innovative and
    integrated approaches to care delivery
  • Grow and develop CHRISTUS Healths International
    Ministry

15
We Will Continue to Develop and Capitalize
Strategies to Evolve CHRISTUS Healths Portfolio,
Programs, and Services into
  • Care requiring an acute inpatient bed and the
    outpatient related services
  • Post-acute
  • Community-based services
  • Senior services
  • Physician/Provider Clinics
  • Retail Services

1/3 International
1/3 Acute Care
1/3 Non-Acute Care
  • Mexico
  • Other

16
June 2009 Summit
  • Directions to Excellence Goals
  • Sustain Excellence
  • Educate
  • Influence
  • Reward
  • Employer of Choice
  • Magnet Status
  • Baldrige Award

The Journey to the 2009 Summit
June 2008
June 2007
June 2006 Summit -Directions to Excellence
June 2005
June 2004
June 2002
June 2003 Tip Point
June 2001
June 1999
Rev 05/19/08
17
We Will Maintain A Full Understanding and
Integration of the Continuum of Care
Healthy, Independent Living
100
Community Clinic
Chronic Disease Management
Doctors Office
Assisted Living
Quality of Life
Specialty Clinic
Skilled Nursing Facility
Community Hospital
ICU
Home Care
Residential Care
Acute Care
0
1,000
10,000
1
10
100
Cost of Care/Day
18
I Have A Dream
  • ?

19
Key Strategies to Create a Sustainable Future of
Excellence for CHRISTUS Health
  • Birthed the virtual CHRISTUS Innovations
    Institute
  • Commissioned Future Task Force II whose findings
    and recommendations will be presented in
    February 2009 at the CHRISTUS tri-annual
    Governance Conference
  • Clear strategies for growth and acquisition of
    our 1/3, 1/3, 1/3 portfolio evolution
  • Capital re-allocations through a System-wide
    Capital Committee

20
Key Strategies to Create a Sustainable Future of
Excellence for CHRISTUS Health
  • Matrix Planning
  • Partnership development
  • International business development
  • Organization redesign
  • Potential governance redesign
  • Designed and implemented System-wide
    Organizational Ethics Program
  • Developed a comprehensive Enterprise Risk Program
  • The continuing focus on performance metrics
    supported by outcome data

21
The CHRISTUS Vision 2016 and Beyond
  • Some diseases will be cured (Alzheimers,
    Parkinsons, Non-Hodgkins Lymphoma, Cystic
    Fibrosis, Osteoporosis, some Behavioral
    Diagnoses, some GI Cancers)
  • Trauma will become the leading cause of death in
    people 54 years of age and younger
  • Six diseases, at least, will be best treated by
    alternative and complementary medicine, including
    migraine headache and tinnitus
  • Heat illnesses related to global warming will
    increase
  • Home Health and remote monitoring will become
    CHRISTUS Healths primary care delivery tool
    resulting in retail rather than payor orientation
  • Retail services, including e-Commerce will
    quadruple

22
The CHRISTUS Vision 2016 and Beyond
  • Philanthropy, including estate planning, will
    double
  • Innovative partnerships with payors for disease
    management and wellness maintenance will result
    in major cost savings and re-aligned industry
    incentives and payment strategies
  • A more innovative CHRISTUS physician employment
    model which enables a sophisticated
    community-based care delivery strategy
  • Innovative border strategy and medical tourism
    will be fully integrated into our major system
    services offering increasing international
    services which fully integrate into regional and
    system strategies

23
The CHRISTUS Vision 2016 and Beyond
  • CHRISTUS will have a fully integrated EMR and
    sophisticated IT networks driving patients,
    physicians, payors, and other partners inside our
    network
  • Critical partnerships and other non-acute
    programs with innovative senior housing
    developments will expand CHRISTUS markets well
    beyond current acute care geographics

24
Some Closing Thoughts
  • CHRISTUS Health has journeyed through a decade
    earmarked with challenges, changes, and progress
  • All "4" Directions to Excellence have been guided
    by data-driven decisions

25
Questions?
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