TriHealth AtAGlance

1
(No Transcript)
2
TriHealth At-A-Glance
Mission To improve the health status of the
people we serve
Sponsor Bethesda, Inc.
Sponsor CHI
TriHealth, Inc.
Physician Network
Corporate Health Services
Good Samaritan Hospital
Ambulatory Network
Hospice of Cincinnati
Bethesda North Hospital
3
Why TriHealth Needed to Transform

• Fast growth, but lacked integration
• Needed to improve quality measures and report
  them
• Following a financial turnaround, needed forward
  looking, growth objectives measures
• Needed to understand and manage leading vs.
  lagging measures
• Data integrity and accessibility

Page 3
4
Burning Platform

• Most organizations possess a strategy.few
  possess a systematic approach for deploying,
  communicating and effectively executing strategic
  plans.
• TriHealth is implementing a Business Management
  System using a balanced scorecard to
• Achieve better alignment between strategy and
  daily activities
• Improve the business review process
• Better communicate strategy and performance
  results throughout the organization.

Page 4
5
Why Use a Balanced Scorecard?

• Its a framework based on Kaplan and Nortons
  Harvard Business Schools research that helps an
  organization define
• strategically important focus areas
• It can help organizations look beyond the
  commonly
• reported areas (not just financials)
  ensures a balanced focus on Quality and
  Service, Customers and Community, and Workforce
  Development
• Our scorecard consists of multiple layers of
  cascaded
• balanced scorecards, which will ultimately
  align the entire
• organization to the key top-level strategic
  objectives and
• performance measures

Page 5
6
Mission
Balanced Scorecard-Based Management System
Overview
Why were in business
BSC Framework Year 1 . . . Year 5 Aligned
Improvement Initiatives
How well achieve our Vision
Monthly Business Reviews at all levels
How we drive accountability for timely execution
Vision
Our desired future state
7
Benefits of a Balanced Scorecard-Based Management
System

• Communicates strategy to all organizational
  levels
• Provides alignment drill down visibility into
  strategic objectives, metrics, problem areas, and
  status
• Ensures resources get applied to highest priority
  improvement initiatives
• Is foundation for Business Reviews that drive
  accountability results

Page 7
8
Business Review Benefits

• Consistent review of leading drivers of lagging
  measures
• Event-based role-modeling by management
• Event-based accountability of employee
  performance
• Installation of predictive management thought
  processes and behaviors

Page 8
9
Sample Business Review Cycle
Page 9
10
TriHealths FY 2007 Plan for Deployment of
Scorecards
Page 10
11
TriHealth Strategy Map FY
2007
Tri Health Mission Improve the Health Status of
the People We Serve
Financial
Improve Financial Health
Customers and Community
Grow Physician Base
Grow market
Improve Community Health
Quality Service
Improve Internal Processes
Improve Quality Safety
Grow Capacity
Workforce Growth Development
Become the Employer of Choice
12
Keys To Success

• Top level Leadership must not only support
• this way of doing business, they must drive
  it.
• Management buy-in is crucial at all levels
• Coordination and linkage to the strategic
• planning and budget process
• Commitment to monthly business reviews at all
  levels
• Accountability for performance at all levels
• Process established to ensure accuracy
• and timeliness of data
• Proactively manage ongoing cultural
  transformation

Page 12
13
Lessons Learned

• Language is critical in Strategic Planning and
  Scorecardscreate a language grid
• Dont underestimate the cultural change that this
  will requireneed a change management process
• Staff the project properlyperformance
  improvement, finance, decision support
• Expect some data conflictsinvolve the data
  management team early in the process

Page 13
14
Lessons Learned

• Engage Leaders in a process to drive Corporate
  Initiative Prioritization using 5 key factors
• degree of alignment
• need to improve
• urgency
• capital cost
• organizational readiness
• Use the Scorecards as Communication
  Platformsfocus on what is not in control
• Find Internal Champions and leverage them
• Build in Rewards and Recognition for successful
  building of scorecards and business reviews

Page 14