When Good is NOT Good Enough

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When Good is NOT Good Enough

• Benedictine Health System
• Jeri Reinhardt, Director of Quality

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Todays Topics

• Overview of Benedictine Health System (BHS)
• The BHS Values Driven Culture and Leadership
  Strength
• The Development and Deployment of a Strategic
  Planning Process and Integrated Measurement
  System
• Your Questions

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Purpose

• In 1985, the Benedictine Sisters of St.
  Scholastica Monastery established BHS to
• Further the Benedictine healthcare mission
• Efficiently and effectively manage the healthcare
  resources of the BSBA
• Increase the involvement and participation of the
  laity in the expanding Benedictine healthcare
  ministry.

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Mission Statement

• The Benedictine Health System, a Catholic health
  care organization entrusted with furthering the
  health care mission of the Benedictine Sisters of
  Duluth, Minnesota, provides a spectrum of
  services with special concern for the poor and
  the powerless. The System is committed to witness
  to Gods love for all people by providing
  high-quality services in a compassionate
  environment that enhances human worth.

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Core Values

• Hospitality
• Stewardship
• Respect
• Justice

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Vision

• Creating Benedictine Living Communities where
  health, independence and choice and come to
  life.

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Benedictine Health System - Today

• BHS owns and/or manages more than 50 long term
  care facilities across 7 states
• Bed complement
• 4,001 Long Term Care
• 1,120 Assisted Living
• 828 Independent Living
• Staff
• Approximately 5,000
  employees

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Mission, Vision, and Values Strength

• Mission Integration is led by Sponsors
• Customers and Employees
• 2007 -90 of employees understand how their job
  support and 94 understand the Mission and
  Values
• Routine training and retreats for leaders and
  employees

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Leadership Strength

• Solid Governance
• Annual meeting of local boards with System board
• Audit results favorable
• Rotating tenure
• Annual self -evaluation
• National Leaders in Long Term Care on staff
• Systematic meetings to share, learn and plan
  among all levels of employees
• Ongoing leadership communication

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When we Started the Baldrige Journey We Were
Already Good But Not World Class.

• Many different models for strategic planning
  across the organization
• Many measures and metrics tracked but data was
  housed in silos and the vital few measures were
  unclear
• Decision-making maybe or maybe not based upon data

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Process to Introduce Baldrige

• Selected Coach
• Developed System-wide Quality Council
• CEO Chair, Quality Director and the Systems best
  business writer support
• 6 Category (Cat) Teams
• Senior Vice President champions a team
• Team leaders hand selected by CEO
• Team members are volunteers

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Process to Introduce Baldrige

• Coach provided training at quarterly meetings
• Baldrige recipients presented at meetings
• SMM
• Sunny Fresh Foods
• Ritz Carlton
• Staff became evaluators with the MN Council
• Cat Teams examined performance against the
  Criteria

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Strategy Development

• Lead by Category 2 Team
• Gathered all strategic planning models used
• Brainstormed with all leaders at quarterly
  meetings
• Final Model approved by Governing Board

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Common Language

• Strategic Challenges
• Strategic Objectives
• Goals
• Focus Areas
• Care
• Service
• People
• Finance
• Growth

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People - Example

• Strategic Challenge
• BHS is challenged to attract, retain and develop
  highly qualified employees
• Strategic Objective
• To be the work community of choice
• Goal
• Employee Commitment at the 90 percentile
  nationally
• Employee Retention at 90

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Planning Events
February meeting Full Board Planning
Event Thinking strategically external internal
environment SWOT Analysis Shared Assumptions
Vision Discussion Emerging Strategic Directions
March meeting ULT meeting Share SWOT with ULT
Identify strategic challenges/advantages
April meetings Format long-term plan (3 years)
May meeting Full Board event
All-Administrative event Board determines 3-5 yr
strategic directions
June meetings
July meetings
August meetings
September meetings Test aggregated goal
statements with metric
October meetings
November meetings
December meetings Final final plan 2010
budgeting
Feb. Mar. April May June
July Aug. Sept. Oct.
Nov. Dec. Jan.
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Strategy Deployment

• Adoption of Focus and Execute a Web-based
  application
• Cascading of BHS Objectives
• Tracking of progress of action plans
• Team
• Open access
• Remote management
• Continuous Review of Progress on Action Plans

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BHS Strategic Objective Goals
BHS Focus
Facility Specific Goals
Facility Focus
Department Goals
Department Focus
Employee Goals
Employee Focus
BHS CASCADING STRATEGIC OBJECTIVES AND GOALS
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Focus Execute Jeff Call [phone]
Jeff.call_at_att.net
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Development of a System-wide Dashboard

• Led by Category 4 Team
• How will we know when we have overcome our
  challenges?
• Leadership group brainstorming for measures
• Cat 4 team and Subject Matter Experts determined
  Metric categories
• Validated by leadership and Board

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Category 4 Team

• Determined measurement specifications
• Numerator
• Denominator
• Comparative data set
• Method to gather, aggregate and display
• IT developed Dashboard
• Controlled accesses- open system
• Identifies top quartile of performance

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• The strongest human instinct is to impart
  information,
• the second is to resist it.
• - Kenneth Grahame

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Dashboard Performance Review

• Quarterly
• Board
• Senior Management
• Operations
• Facilities
• Dashboard metrics reviewed annually after each
  SDD

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BHS
Vision 2009 Strategic Goals
C a r e
S e r v i c e
P e o p l e
F i n a n c e
G r o w t h
Mission
Hospitality Stewardship
Justice Respect
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Benefits of using SDD and Dashboard

• Alignment of staff
• Focus on the vital few
• Identification of top quartile of performance
• Asking the right questions
• Improving results
• Sustaining the Benedictine Sisters ministry into
  the future!

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• Your Questions
• Jeri.reinhardt_at_bhshealth.org
• 763-689-1162