Role of the Executive Sponsor: Reflections from Winchester Hospital

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Role of the Executive Sponsor
Reflections from Winchester Hospital
Richard M. Iseke, MD
Vice President for Medical Affairs and CMO
Background on Winchester
Hospital
• Financially strong, highly regarded 229-bed
community hospital (13K discharges and 9K
surgeries)
• Extensive outpatient services including home
care
• 2,600 employees, 700 medical staff, 700
volunteers
• Strategic goals focus on our success factors
 Quality and Safety
 Employee Engagement
 Physician Alignment
 Patient Experience
 Growth and Finance
2
Background Winchester
Hospital
• First community hospital in Massachusetts to
earn Magnet award
• Premier/Care Science National Quality Award
(top 1% of inpatient hospitals)
• IPA and hospital, HPHC Honor Roll
• Top Employer: Boston Business Journal, The
Boston Globe, Fortune
• High satisfaction: physician, employee,
patient
• Centers for Excellence in certain areas
3
Background
• Physician, VP for Medical Affairs at
Winchester
• Executive sponsor for a team
• Serve on Senior Leadership Team
• Infection Prevention reports to Director of
Surgical Services
• Senior Team recognized growing strategic
importance of infection prevention
• Reviewed with Team: CEO assessment of inpatient activities
4
The Beginning
• Followed tips from Jim Conway’s
presentation
• Initial meeting at the Collaborative very
helpful in allowing me to meet team (WHO
checklist) and help them reframe the scope
and timelines
• Regular updates very helpful to keep focus
and provide “project management” –
something other groups have asked for
5
Summary of Jim Conway’s Tips
•
•
•
•
System-level aims
Regular review of progress
Removal of barriers to success
Regular celebration of achievement
6
So then what happened
• Leader adapted the tools to take
advantage of our culture. Every team is
different
• My job became promoting the team via
presentations at Quality, Board,
Leadership Loops
• How to Spread
7
Spread
• Start a weekly huddle for PI team
leaders
• CNO co-led the huddles, No agenda,
Peer support
• HAI team had enthusiastic leader who
was able to point out barriers, make you
laugh and actually think your were
complimented
• Compare stuck teams to the HAI team
8
What we found
• Lack of collaborative
• Lack of regular updates and learning
initiatives
• Lack of sponsors
• Lack of recognition
• Lack of advice “Money is not a
deterrent”
9
What should we do?
• Look for collaboratives
• Form our own: WinCollaborative with Sue
Gullo to launch it as guest speaker
 Motivational and connected history of leaders in
nursing and medicine, and their carrying of the
torch
 Have to have an exec sponsor
 Have to attend the kick-off session
 Have to attend regular updates
• Encourage external collaboratives
• Train our leaders became institutional goal
10
Leadership Training
• Participate in Performance
Improvement projects
• Leadership Loops on Tools including:
Positive Deviance
Lean
Just Culture
Safety Behaviors
11
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