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Our Journey

Our Journey . Lisa Michaelis Heartland Regional Medical Center Administrator. Overview. Why we do what we do Our Journey to Quality - Baldrige Voice Of Customers (VOC) Connection to Purpose Customer Engagement Workforce Engagement. Heartland Health, St. Joseph, Mo.

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Our Journey

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  1. Our Journey Lisa MichaelisHeartland Regional Medical Center Administrator

  2. Overview • Why we do what we do • Our Journey to Quality - Baldrige • Voice Of Customers (VOC) • Connection to Purpose • Customer Engagement • Workforce Engagement

  3. Heartland Health, St. Joseph, Mo. Heartland is a fully integrated health-care delivery system, located in the heart of America and comprised of four entities: • Heartland Regional Medical Center • Heartland Clinic • Heartland Foundation • Community Health Improvement Solutions

  4. Heartland Health, St. Joseph, Mo. To make Heartland Health and our service area the best and safest place in America to receive health care and live a healthy and productive life. Heartland Health’s vision

  5. Why We Dowhat we do

  6. Obesity • 65 percent overweight or obese • School district reports an alarming increase in obesity • Direct connection between poverty and obesity

  7. Diabetes • Nine percent of people in St. Joseph live with diabetes • In the under $15,000 bracket, rate soars to nearly 21 percent

  8. Smoking 1 out of 4 people in St. Joseph smoke … Under $15,000 income bracket, the smoking rate doubles!

  9. Our community needs more than a hospital

  10. Social Responsibility • Included in Strategic Planning Process • Community health needs assessment • Listen to the voice of the customer because we care

  11. Our Solution – Heartland’s Health Pyramid

  12. The Foundation of our Health Pyramid

  13. EmPower Plant 89 percent of students say they can makea difference The emPower Plant program provides a hands–on experience for students on the brink of adulthood

  14. Innovative Solutions • Youth Health Partnership • Increase childhood immunizations andwell–child exams • Reduce teen pregnancy • Improve oral health care The Health Express

  15. The Middle of our Health Pyramid

  16. Innovative Programs • Pound Plunge —12–week, team approach, weight loss challenge • National model for community health improvement events

  17. Innovative Partnerships and Solutions Community Health Improvement Solutions’ Wellness Connections program creates health and wellness plans for individual businesses

  18. The Tip of our Health Pyramid

  19. Quality Care Innovation —putting the needs of the patient first

  20. Why Baldrige

  21. The First Few Steps • Recognition • Change course

  22. Early Approach • CEO support • Few key leaders spearheaded efforts • Small group assisted

  23. Early Changes • Organizational Structure • Measurement • Quality focus • Growth • Leadership Changes

  24. Engaging Others • Excellence in Missouri Foundation • Balanced scorecards • Processes • Customers • Leadership • Performance Improvement • Across entire organization

  25. Later Lessons Learned • Needed to enhance knowledge of the criteria • Trained eight employees as examiners • Deep understanding of customers • Success with performance improvement

  26. More Changes • Shifted to more of a team approach • Category leads and teams formed • Focus on integration and learning

  27. Voice of our Customers

  28. Health Pyramid Hospital and Clinic Inpatients Outpatients ER Clinics Community Health Improvement Solutions Members Community Heartland Foundation Community Region

  29. Leadership System

  30. Strategic Planning Process

  31. Customer Relationship Model (CRM) Voice of the Customer Analysis and Decision Listening , Inputs and Methods Making ( 3.2 - 2) Evaluation and Improvement SPP Steps 2 - 6 ( 2.1 - 1) SPP Step 1 ( 2.1 - 1) Customer Groups Conduct reviews to Review customer inputs Patients determine customer and analyze processes to Members requirements and assess if refine feedback Community - Region services, processes, and mechanisms, customer improvements are meeting relationship strategies, Deployment of Strategy and customer needs. and action plans Actions Plans (annual/ongoing). Translate results of SPP Step 8 ( 2.1 - 1) ( 6.1 - 2) Deploy improvement priorities analysis into priorities fo r through the BSC and LEM 90 improvement. 3.1 - 1, Customer Relationship . day acti on plans Management Model (2) (3) (5) (1) (4)

  32. Customer Groups CRM #1 If it’s important to them,it’s important to us.

  33. Voice of the Customer Requirements CRM #2

  34. Analysis and Decision Making CMR #3 • Collect, review and assess voice of the customer data and inputs • Performance improvement Listening to their concerns

  35. Analysis Performance Improvement CRM #3 • Multiple Methods (Figure 6.1-1) • Problem, Analysis, Solution, Transition, Evaluation (PASTE) — continuous improvement • PASTEplus — with Black Belt support • PASTEplus for Design — design or redesign with Black Belt Support Continuous

  36. Deployment Strategy and Plans CRM #4 • 90-Day action plans, Balanced Scorecard (BSC) and goals • Requirements shared with the caregivers, medical staff, board

  37. Evaluation and Improvement CRM #5 • Opportunities for improvement • Cycles of improvement

  38. Connection to Purpose – Customer Engagement

  39. Customer Engagement • Patient • Member • Community • Region

  40. Listening • Rounding • Satisfaction surveys • Community perception survey • Focus groups Voice of the Customer

  41. Patient/Member Engagement • Leader action plan • Rounding with patients, members and caregivers • Service recovery • Thank you notes • Coaching and teaching • Keywords • Discharge calls • Behavioral standards • Individual care plan • Leader goals

  42. Community Engagement • Health improvement programs • Community forums–summits • Community Alliance • Corporate citizenship • Youth health • Senior health • Employee health

  43. Regional Engagement • Heartland Foundation regional development • Regional electronic medical record • Specialty clinics

  44. Customer Satisfaction Results PG = Press Ganey

  45. Inpatient Satisfaction Results Key Drivers PG = Press Ganey

  46. Willingness to Recommend

  47. Regional Referrals

  48. Net Revenue

  49. Connection to Purpose - Workforce Engagement

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