Our Journey to Improved Service Excellence and Outcomes

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Our Journey to Improved Service Excellence and
Outcomes
Michael PulidoChief Human Resources Officer
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Overview

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

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Why We Do what we do
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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

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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 Healths vision
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• 65 percent overweight or obese
• School district reports an alarming increase in
  obesity
• Direct connection between poverty and obesity

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

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1 out of 4 people in St. Joseph smoke Under
15,000 income bracket, the smoking rate doubles!
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Our community needs more than a hospital
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• Included in Strategic Planning Process
• Community health needs assessment
• Listen to the voice of the customer

because we care
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89 percent of students say they can makea
difference
The emPower Plant program provides a handson
experience for students on the brink of adulthood
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• Youth Health Partnership
• Increase childhood immunizations andwellchild
  exams
• Reduce teen pregnancy
• Improve oral health care

The Health Express
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• Pound Plunge 12week, team approach, weight
  loss challenge
• National model for community health improvement
  events

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Community Health Improvement Solutions Wellness
Connections program creates health and wellness
plans for individual businesses
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Innovation putting the needs of the patient
first
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Why Baldrige
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• Why we started the journey
• How we took the second step

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• CEO support
• Few key leaders spearheaded efforts
• Small group assisted
• Criteria applied gradually

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• Lack of structure
• Lagging results
• Growth focus
• Leadership change

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• Excellence in Missouri Foundation
• Missouri Quality Award (MQA)
• Consultation services
• First integrated system application in 1999
• Team application in 2000

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• Turning point
• Missouri Quality Award recipient as an integrated
  health system in 2000
• HealthGrades Distinguished Hospital Award for
  Clinical Excellence 2003-2006
• HealthGrades Distinguished Hospital Award for
  Patient Safety 2006-2009
• Solucient 100 Top Hospitals Cardiovascular 2000,
  2004

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• Needed to enhance knowledge of the criteria
• Trained eight employees as examiners
• Learned to use feedback report to address
  opportunities for improvement
• Success with performance improvement/ six sigma

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• Applied for Malcolm Baldrige National Quality
  Award in 2003
• Second Missouri Quality Award in 2005
• Small core team approach
• 2007 used the year to address feedback report

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• Changed consultants in 2008
• Shifted to more of a team approach
• Category leads and teams formed
• Focus on integration and learning

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Voice of our Customers
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Hospital and Clinic Inpatients Outpatients ER Clin
ics Community Health Improvement
Solutions Members Community Heartland
Foundation Community Region
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(2)
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If its important to them,its important to us.
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• Make
• Complaints/
• Comments
• Patient Advocate
• Inperson caregiver interaction
• Complaintmanagement

• Seek
• Information
• Direct contact with staff, physicians and guest
  services patient representative
• Patient orientationand guide to services

• Obtain
• Services
• Heartland Clinic
• Service Locations Inpatient, Outpatient,
  Emergency Department, Urgent Care

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• Collect, review and assess voice of the customer
  data and inputs
• Performance improvement

Listening to their concerns
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• 90-Day action plans, Balanced Scorecard (BSC) and
  goals
• Requirements shared with the caregivers, medical
  staff, board

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• Opportunities for improvement
• Cycles of improvement

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Connection to Purpose - Workforce Engagement
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• More than
• 3,300 caregivers
• 120 employed physicians
• 500 adult and student volunteers
• Our Aspiration
• Creating an engaging workplace culture for our
  patients to receive care, for our caregivers to
  work, for our physicians to practice and for our
  community members to volunteer.

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Employees
Physicians
Volunteers
Everyone is a caregiver at Heartland
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Heartlands People Plan Workforce Alignment
ENGAGEMENT OF Leadership Caregivers Physicians Volunteers INTEGRATION OF HRMC HC CHIS HF ROLE CAPABILITIES Skills Competencies Education Certifications Licensures Essential Requirements Physical capacity BEHAVIOR STANDARDS Respect Counts HEART Hear Excellence Appearance Responsibility Teamwork
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Hire the right people a servants heart
combined with the skills and competencies to
achieve our strategic priorities.
Engagement begins day one. New caregivers are
supported by their leader, colleagues, human
resources, education and others
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• Development and Learning
• Aligned to Strategic Planning Process
• Leadership effectiveness a clear differentiator
• Formal Education/ Fellowship/LDI/SDI
• Focused on our high performers

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Behaviors HOW You Do It
HEART behaviors lay a foundation for our
culture H Hear Voice of the Customer E
Excellence Life long learning A Appearance
Creating a positive impression R
Responsibility Adhering to standards T
Teamwork Collaborating with others
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• Many ways to reward and
• recognize
• Competitive benefits/compensation
• Sharing Success
• Wellness programs (walking the talk)
• Touchstone
• All designed to reinforce
• Heartlands strategic priorities
• and align to Organizational
• Core Competencies

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Communication Methods to Engage Caregivers

• This Week At Heartland
• Team Huddles
• CEO lunches
• Unit caregiver meetings
• Results review

• Cross-Functional PI Teams
• Educational sessions
• Leadership meetings
• Caregiver/volunteer rounding
• Patient rounding

Engagement
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• A key priority
• Selection of Physician CEO
• Leadership Structure Dyads
• Quality Management Committee leading quality,
  PI and capital expenditures
• Heartland Clinic Board of Governors Operational
  Council
• Physician Leadership Development

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• A critical extension of our workforce
• HEART expectations aligned
• Assignments based upon organizational Fit and
  interests
• Involvement in operational value activities
• Patient visitors
• Guest Services
• Discharge Transport

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These Linkages translate into these Results
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Connection to Purpose Customer Engagement
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• Patient
• Member
• Community
• Region

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• Rounding
• Satisfaction surveys
• Community perception survey
• Focus groups

Voice of the Customer
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• Health improvement programs
• Community forumssummits
• Community Alliance
• Corporate citizenship
• Youth health
• Senior health
• Employee health

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• Heartland Regional Medical Center regional
  development
• Heartland Foundation regional development
• Regional electronic medical record
• Specialty clinics

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PG Press Ganey
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PG Press Ganey
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Engaged in the community Demonstrates
performance excellence Provides patient
safety Best in value
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Foster McGaw Award
Malcolm Baldrige National Quality Award
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• Balance process and customer relationships
• Longterm health improvement and illness
  prevention is the model for health-care reform
• It takes a team
• Lead with a servants heart
• What is best for the patient

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• Transparency
• Benchmark
• Develop systems for key processes
• Listen Engage

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October 7 8, 2010 November 11 12,
2010 January 13 14, 2011 March 3 - 4, 2011
Register at www.heartland-health.com/baldrige