“A Quest for Quality….The Business Case” Chris Boldt, Operations VP Steven Chies, Sr. VP for Operations Benedictine Health System 2011 AHCA/NCAL Quality Symposium February, 2011 The Frequent Questions: Why did BHS adopt quality process? How did you achieve six (6) AHCA Gold Quality Awards? Benedictine Health System - Today • BHS owns and/or manages more than 70 LTC facilities on 40 campuses across 7 states • BHS Profile ▪ 4,000 NF Beds ▪ 2,000+ Housing with Services/ Assisted Living Suites • 6,000+ Employees Core Values • • • • Hospitality Stewardship Respect Justice Vision Creating Benedictine Living Communities where health, independence and choice come to life. Creating a Quality Culture • • • • Leadership…commitment, passion from the top Foundational elements…mission, vision, values The LTC Quality Story…and baggage! The long, long run… What do we know as factual? • • • • • • • • • Perception of quality is poor Demographics are changing Dementia diagnosis is increasing Boomers have different expectations Governmental commitment is waning Understanding of need is poor Current product line is aging Unexpected events will impact society All politics and health care is local Quality in Long Term Care • The perception of the American public of the quality of care and quality of life in a “nursing home” is extremely poor. • The vast majority of Americans do not want to go to a “nursing home”. • They believe they are places we go to die and lose our independence and dignity. What is the public perception? • 95 % Question • Do you want to go to a nursing home? Implications of Quality Perception: • • • • • • Guilt and Fear of individuals and families Demand for Quality Improvement Regulatory Reaction – More is Better Poor regulatory compliance – More Surveyors Media Coverage of poor compliance Poor compliance – litigation opportunities • Greatest Generation (1905-25) 50 Million • Silent Generation (1926-45) 35 Million • Boomer Generation (1946-1964) 77 Million • Xer Generation (1965-1982) 65 Million • Millennium Generation (1983-02)80 Million Implication of Demographics: • • • • • Fewer people….more competition Fewer tax payers….more competition More competition for client Product line need to meet expectations Need for process enhancement Implications for Government Payment: • Cannot rely on stable source • Personal Responsibility will prevail • Pay for Performance • Expectation of Improved Outcomes Dr. Donald Berwick • Challenge Providers to: ▪ Reduce Resources by 10% without: • Single instance of harm • Without rationing care • Without excluding services • Knowledge of Quality • Understands Data • Expectation of Performance BHS Leadership Systems • Solid Governance • National leaders in long term care on staff • Systematic meetings to share, learn and plan among all levels of employees • BHS Leadership Institute • Ongoing leadership communication • Compliance and risk programs Benedictine Framework for Performance Excellence Organizational Results 7 2 Strategic Planning Dashboard Process Management Strategic Planning and Deployment Model 1 6 Values-Centered Leadership P-D-C-A Care Processes Support Processes Hospitality•Stewardship Respect•Justice 3 Customer and Market Focus Satisfaction Surveys Compliant Management . Staff Focus 5 Service Standards Mission and Values Survey 4 Measurement and Analysis Dashboard http://www.quality.nist.gov/HealthCare_Criteria.htm Drivers Systems Results . 7 1 5 Leadership 2 Strategic Planning 3 Customer Focus Peopl e Operations 6 Results: • Health Care • Patient Satisfaction • Financial/Market • Staff & Work System • Organizational Effectiveness • Governance/Social Responsibility 4 Measurement, Analysis & Knowledge Management Operational Improvement • • • • The theory sounds great…but How does it get to the bed side? How do you determine improvement? How do you sustain the improvements? BHS Strategic Planning • • • • Strategic Challenges Strategic Objectives Goals Focus Areas ▪ ▪ ▪ ▪ ▪ Care Service People Finance Growth BHS Alignment Model BHS Vision and Direction BHS Board and SMT Strategic Objective & Corp. Action Plans BHS SMT and Corporate Directors Facility Specific Goals Participating Organizations Facility Action Plans Departments and Teams Employee Goal Employee Focus BHS Strategy Development and Deployment Model Focus Where are we now? Internal and External Analysis BHS Corporate Strategic Objectives SWOT Align Where do we need to go? Vision, Facility Strategic Objectives and Goals Execute How will we get there? Review How are we doing? Determine action plans, resources, accountability and Metrics/Action Plan Goals Quarterly review of progress and Performance Action Plans Results Who > Governance / Leadership Governance / Leadership Leadership and Staff Leadership and Staff When > Annually Annually Annually Quarterly Strategy Deployment • Adoption of “Focus and Execute” a webbased application • Tracking of progress of Action Plans ▪ Team ▪ Open access ▪ Remote management - Webinar • Continuous review of progress on Action Plans BHS Facility “Focus and Execute” Plan BHS Quality Performance Excellence • • • • The Mission and Core Values are the basis Led by President/CEO All 6 SVP are Lead for a Baldrige Category Quality Director ▪ Supports and coordinates ▪ Provides training BHS Customer Service Standards • Based upon the Core Values of the organization • Behavioral expectations for all staff • Self-evaluation of performance by each employee at annual evaluation • Performance Management System BHS Service Recovery • Service Recovery is bringing a customer back from the brink of defection – and doing so in a timely fashion to the customer’s satisfaction. • The ART of Service Recovery ▪ A = Acknowledge ▪ R= Resolve ▪ T= Trend Customer Satisfaction Surveys • Nursing Facility ▪ Newly Admitted Resident ▪ Resident ▪ Family – MyInnerview • Assisted Living ▪ Tenant - MyInnerview ▪ Family- MyInnerview • Housing ▪ Tenant - MyInnerview BHS Facility Example BHS Dashboard • Internal IT system • Current performance on key strategic measures • Trend performance • Best practice performance identified Care – Percent of Pain National Average BHS System Median Target Best Practice Quartile Opportunity for Improvement Quartile Good Finance – Operating Cash Flow Margin BHS Operating Cash Flow Margin Median Target Best Practice Quartile Opportunity for Improvement Quartile Good Current Structures for Performance Review BHS Board OVP & Regional Consultants Administrator, QMC, DON, and other Strategy Senior leaders OVP, & CD Strategic Performance Team Regional Operations Facility Quality Council Pillar Metrics 15 Measures Results CEO, Board and SVP Pillar Metrics & PP Pillar Metric, PP & other metrics Facility Functioning 30 measures BHS Facility Example Employee Performance Management • Developed by a team of team from corporate office and facilities • Common Job Descriptions across all sites ▪ Behavioral based • Supervisory training • Self evaluation including self-evaluation of performance compared to the Customer Service Standards. BHS Key Systems and Processes Business Systems Customer Facing Systems Support Systems Resident & Tenants Process Improvement – P-D-C-A Act Plan Check Do PDCA aka • Shewhart Cycle • Deming Cycle 42 PDCA Improvement Example “Bottom Line Value:” • • • • • • • • Organizational Focus Clear/Crisp Strategic Direction Alignment throughout the System Enhanced Management Processes and Systems… Consistent Performance Customer Focus…Enhanced Satisfaction Strong Financial Performance Committed, Energized Workforce Measurable Results! • “The problems that exist in the world today cannot be solved by the level of thinking that created them.” • Albert Einstein Contact Information • Chris.boldt@bhshealth.org • Steven.chies@bhshealth.org • 763-689-1162