Saving Lives with Baldrige Rulon F. Stacey, PhD, FACHE President/CEO Po dre Valle Health S stem President/CEO, Poudre Valley Health System
Poudre Valley Health System • Private, locally owned, not-for-profit P i t l ll d t f fit • Full spectrum of healthcare services – 2 tertiary hospitals, outpatient campus, 2 tertiary hospitals, outpatient campus, numerous satellite clinics – Regional medical hub for cardiac & trauma services orthopedics trauma services, orthopedics, oncology, neonatal intensive care & bariatric surgery
Poudre Valley Health System • Service area: Northern Colorado, Wyoming & Nebraska S i N th C l d W i & N b k • 4,500 employees, 600 primarily independent physicians & 800 volunteers & 800 volunteers • $1 billion in annual revenue
Where Our Journey Started • Community hospital serving Fort Collins, Colorado • 1,500 employees, 300 independent physicians & 575 volunteers volunteers • 24% annual employee turnover • 5 CEOs in 4 years • $250 million in annual revenue $250 million in annual revenue • Changing healthcare market • Demand for physician integration
The Baldrige Journey • Leadership: Find an improvement model • The Work Horse Philosophy
Our Vision To provide world-class health care health care Wendy Oncology patient
Definition of World ‐ Class Striving for results in the 90 th percentile or top 10% of available national comparative databases Craig Trauma patient
Communicate Direction Our Beliefs Set Direction
Communicate Direction • N New Employee Orientation E l O i i • Forums for Employees & Volunteers – Quarterly updates on performance & action plans that support each Strategic Objective plans that support each Strategic Objective • Name Badges • Meeting Templates • Learn & Lead Program g • Vision/Mission/Values Team • Leadership Meetings • Medical Executive Committees
Plan & Align
Core Competencies
Partnering: An Innovative Strategy • Identify strategic opportunities – How can we provide a lifetime of care? • Align economic incentives & build • Align economic incentives & build relationships – Outpatient services, home health, sub- acute care third-party administrator acute care, third-party administrator, strategic vendor relationships – Win-win for PVHS, other healthcare providers patients & community providers, patients & community • Improve clinical quality
The Ultimate Partnership PVHS & Regional West Medical Center PVHS & Regional West Medical Center • Rural dilemma – Insufficient volumes to ensure quality q y – Choice: Revenue or optimal outcomes? • New alternative – PVHS + Regional West Medical Center = PVHS R i l W t M di l C t Medical Center of the Rockies – Improved outcomes & revenues for all p
Execute the Plan & Drive Performance
Execute the Plan & Drive Performance Balanced Scorecard Process Balanced Scorecard Process
Develop People
Develop People • Performance Review Process • Reward & Recognition, including Peer-to-Peer Coupons • O ti Optional Performance Plan l P f Pl • Learn & Lead, Building Blocks of Leadership • Learn & Grow • Grand Rounds, Tuesday Afternoon Conferences • Mentoring Program • Tuition Reimbursement Tuition Reimbursement • Professional Associations, Conferences
Develop People • Performance Review Process – Best Practice: Integration of Values, Behavior Standards, Core Competencies, Key Customer Requirements & Personal Goal Cards
Execute the Plan & Drive Performance Personal Goal Cards Personal Goal Cards
Learn, Share & Innovate
Learn, Share & Innovate • Performance Excellence Teams – Baldrige-driven improvements • PDCA Model for Process Improvement • Process Design – Best practices: Stakeholder involvement & Voice of the Customer
An Example: Medical Center of the Rockies • 20 interdisciplinary teams with staff, physicians, partners, vendors & community members • Community focus groups Community focus groups – Wayfinding, spirituality, furniture, menus, naming • National site visits with physicians, staff & vendors • Mock-ups for OR, trauma suite, patient room & elevator M k f OR t it ti t & l t • Day-in-a-Life Scenarios
Results Gabriel, NICU “Graduate”
Healthcare Outcomes Risk-Adjusted Mortality Rate Risk Adjusted Mortality Rate
Customer ‐ Focused Outcomes Top Box Scores for Patient Satisfaction Top Box Scores for Patient Satisfaction 8 years of consistent improvement
Customer ‐ Focused Outcomes HCAHPS* *Hospital Consumer Assessment of Healthcare Providers & Systems
Financial & Market Outcomes Patient Discharges: 50% increase since 1 st Baldrige application Patient Discharges: 50% increase since 1 Baldrige application 50% increase in PVHS discharges from 2000 to 2008 11% population growth in Larimer County from 2000 to 2008 County from 2000 to 2008 18% increase in Competitor discharges from 2000 to 2008 39% population growth in Competitor’s home county from 2000 to 2008 home county from 2000 to 2008
Workforce ‐ Focused Outcomes Staff Voluntary Turnover Staff Voluntary Turnover
Workforce ‐ Focused Outcomes Employee Satisfaction & Engagement Employee Satisfaction & Engagement • Engaging Employees in Excellence Award, MSA, 2009 – Top 3 organizations in national MSA database • 93rd percentile in national database (2009) • Top 100 Best Places to Work, Modern Healthcare , 2008 2009 2008, 2009
Workforce ‐ Focused Outcomes Physician Engagement Scorecard Physician Engagement Scorecard
Remaining Competitive Hospital Charges Hospital Charges
Community Benefit • Charity Care • Family Medicine Center • Community Case Management • Patient Navigators • Poudre Valley Nurse Line Poudre Valley Nurse Line • Mental Health & Substance Abuse Partnership • Lifestyle Challenge • • Healthy Kids Club Healthy Kids Club • Well City Initiative • Poudre Valley Prenatal • Aspen Club • Safe Kids Coalition • Teen Motor Vehicle Safety Coalition
Challenging Times… • Increased hospital discharges almost 50% with only 11% population growth • Doubled the workforce Doubled the workforce • Added 2 nd hospital, outpatient campus & numerous offsite clinics • Expanded service area from Fort Collins • Expanded service area from Fort Collins community to 50,000 square miles in Colorado, Wyoming, Nebraska
World ‐ Class Results • Top 10% for inpatient mortality, patient satisfaction, employee satisfaction & physician engagement • Thomson Reuters Top 100 Hospital for 5 consecutive years • Top 100 Best Places to Work for last 2 years, Modern Healthcare • Magnet designation since 2000 • NDNQI Outstanding Nursing Quality Award for last 3 years
Our Vision To provide p world-class health care health care Molly 4th generation treated at PVH
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