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Prescription for Engagement

Prescription for Engagement. Insight into Engagement. Engagement has Exponential Benefits Patient Satisfaction Statistically significant link between engagement and patient likelihood to recommend Clinical quality Statistically significant link between engagement and medical errors

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Prescription for Engagement

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  1. Prescription for Engagement

  2. Insight into Engagement • Engagement has Exponential Benefits • Patient Satisfaction • Statistically significant link between engagement and patient likelihood to recommend • Clinical quality • Statistically significant link between engagement and medical errors • Retention • Engaged physicians are five times more likely to stay • Savings given exorbitant costs of physician turnover • Source: Cejka Search and American Medical Group Assoc, et al.

  3. What Motivates Us? What is our Passion?

  4. What Do We Learn From This? No matter who we are, it’s all about the patient.

  5. Engagement Starts with Strong Relationships “To achieve a sustainable change in what we see…. we must first make a sustainable change in what can’t be seen.”

  6. What Holds Us Back? • A barrier to accomplishing one’s own work • Create more complexity in already difficult project • Stirring a pot that shouldn’t be stirred • Fear of rejection • Waking the sleeping tiger • Disrupting time of a busy clinician • Lack of intentional organized effort

  7. Mutual Respect and Shared Responsibility Enable Higher Performance Fill in the blank with Physician, Nurse, Co-worker, Patient • How much time did I spend interacting with a _______ today? • How much input did I get from a ________ when making this decision? • Did I recognize a _________ for something that went right today? • Did I get back to my ____________ within 24 hours?

  8. Engaging Yourself and With Others Work on our relationships • Create an environment of collaboration • The point of care (or thinking about the point of care) is where our engagement works best • Understanding how others like to work is how we can get better • Respect others: Show appreciation; Be responsive • Support Lean – Take our realities and let Lean guide us to improvement

  9. Deliver on Our Promise of Assurance Dramatic things can happen when we are aligned; Most importantly, high quality patient care and service.

  10. Linda Everett, PhD, RNExecutive Vice President and Chief Nurse Executive

  11. Our Mission and Vision • Our Mission is to improve the health of our patients and community through innovation and excellence in care, education, research and service • Our Vision is to become a preeminent leader in clinical care, education, research and service, by: • Using evidence-based and established best practices • Creating a care environment of trust and respect • Encouraging collaboration among our hospitals and the IU School of Medicine to provide excellent, innovative care

  12. Ourpromiseis to provide patients and their families the assurancethat they are Imaking the right choice when I choice matters most.

  13. 2012 Year-End Goal Achievements • QUALITY & SAFETY • Population Health Panel • FINANCE & GROWTH • Operating Margin • Diversity Spend • Days Cash on Hand (System Goal) • PEOPLE • Employee Commitment (System Goal) • SERVICE • Overall Rating of Care – Inpatient • EDUCATION & RESEARCH • Biorepository Patient Enrollees

  14. 2013 Opportunities • QUALITY & SAFETY • Quality Panel • PEOPLE • Net Minority Representation • SERVICE • Overall Rating of Care – Outpatient • Physician Office Visits • EDUCATION & RESEARCH • Number of Clinical Rotations for Medical Students

  15. External Forces Impact Performance • We face a more challenging reimbursement environment • Federal government determined to reduce both short and long term costs of healthcare • Numerous Medicare cuts contained in Affordable Care Act • Additional Medicare cuts due to Sequestration took effect April 1 • Disproportionate Share Hospital (DSH) cuts coming in 2015 • Employers/insurers using new strategies to manage health costs • Pushing more costs onto employees • Providing incentives for use of lower cost care venues • Creating “narrow networks” to direct employees to lower cost providers • Anthem product for new Health Insurance Exchange limited to Community Health Network

  16. IU Health in The Market • Perceived and documented as the high cost provider • High deductible insurance plans put a lot more skin in the game for consumers; consumers will seek lower costs. • Physicians perceive other places as easier to navigate and/or work • While our brand is strong, we need to create a more efficient organization to advance both mission and market.

  17. Our More Efficient Future • IU Health is better prepared than most health systems to tackle the unprecedented changes facing the industry • Apply the evidence-based leadership (EBL) tools to help us achieve our goals • Leverage efficiencies of systemness • Grow market share – develop our service lines and population health management capabilities • Improve productivity and decrease costs in an accelerated way • Partner with our physicians and all clinicians

  18. Advancing our Mission • Improve our long-term organizational strength so we can continue to improve the health of our patients and communities

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