UNIVERSITY OF MISSOURI
HEALTH CARE
MAY 10, 2006 (1:00-5:00)
UMHC LEADERSHIP RETREAT
The Buck Stops Here
AGENDA
Registration
Welcome
UMHC Mission Vision Values
James H. Ross, CEO, University of Missouri Health Care
Values-based Leadership
Juni Muhota & Kevin Anderson
Defining UMHC Values
Department Scorecards
John Sauer, Administrative Fellow
Jason Miller, HR Information Specialist
David Sohl, Service Excellence Management Analyst
Service Excellence Year in Review Karen Harris, Service Excellence Manager
Q&A
All participants
Wrap up
When leadership is defined not as a position you hold, but as a way of being,
you discover you can lead from wherever you are.
Mission Statement
To advance the health of all people,
especially Missourians. Through exceptional
clinical service, University of Missouri Health
Care supports the education and research
missions of the University of Missouri.
Vision Statement
Through discovery and innovation, University
of Missouri Health Care will be the health
system that people choose for exceptional
service and exemplary health care.
Core Values
To pursue its vision within an environment
that fosters integrity, respect, trust,
openness, fairness, quality performance,
accountability and dedication to quality care
for patients and their families.
Values-based leadership
Mission
Strategy
Communication
Organizational Culture,
Decision-making, Reward
Systems, Performance Mgmt
General Electric – Turning Values to Actions
Values
Actions
Curious
Passionate
To imagine: We put imagination to work for our
customers, people and community.
Resourceful
Accountable
To solve: We help solve some of the world’s
toughest problems.
Teamwork
Committed
To build: We are a performance culture that
builds markets, people and shareholder value.
Open
Energizing
To lead: We are a meritocracy that leads
through learning, inclusiveness and change.
Always with unyielding Integrity
Imagination at Work
University of Missouri Health Care
Mission - To advance the health of all people, especially Missourians. Through exceptional
clinical service, University of Missouri Health Care supports the education and research missions
of the University of Missouri.
Vision - Through discovery and innovation, University of Missouri Health Care will be the health
system that people choose for exceptional service and exemplary health care.
Strategic Plan
Cultural Priorities
Integrity
Respect
Trust
Openness
Fairness
Quality Performance
Accountability
Dedication to Quality Care
Group Work – Preliminary definition of the core value assigned to your table
Value:
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Large Group Discussion on Value Definitions
Value
Integrity
Respect
Trust
Openness
Fairness
Quality Performance
Accountability
Dedication to Quality Care
Definitions
Implementing the Values
Manifestation in Three Parts
Leadership
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Role Modeling
Decision Making
Story Telling
Teaching/Coaching
Talent Management
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Selection
Orientation/Training
Recognition &
Feedback
Terminations
Infrastructure
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Written Policies
Organizational Norms
Organizational Structure
Leadership
Departmental Action Plans
Cultivating an environment that fosters integrity, respect, trust, openness, fairness,
quality performance, accountability and dedication to quality care for patients and their
families.
Steps to ensure implementation
Resources, tools, programs
we can use to support
Leadership
Talent Management
Infrastructure
Tough Question Exercise
Goal: Helping leaders find the answers to some tough questions.
Below are a few questions we have collected that staff may potentially ask you when holding
discussions regarding the new values for UMHC. In your groups, discuss how you might answer
these questions.
The Tough Questions:
1. Why are the values changing?
2. Why do I need to know these? What do they mean to me?
3. How does this fit with our Standards of Performance?
UMHC Service Excellence Leadership
Every pilot who flies an airplane uses a pre-flight checklist to hardwire safety. These are some of the
UMHC Service Excellence standards for leaders to hardwire our practices.
Daily
Monthly
Manage Up self, co-workers, physicians, and
departments.
Hold monthly departmental meetings.
Rounding for Outcomes with employees,
patients, and customers – Use the Rounding
Logs to follow up on issues.
Reward & Recognize (3:1 compliment ratio)
No meetings scheduled 9:00-9:30. Use this
time for Rounding on your staff, patients,
physicians or other customers. Those
without specific areas could round on waiting
areas in key places.
Service Recovery – Use and promote the
ICARE methodology to ensure consistency.
Focus on the value you are adding to the
patient’s experience.
Weekly
Manage Up at least one compliment to a
senior leader to feed the thank you note
process.
Publicly Reward & Recognize a high
performer while rounding or during meetings.
Re-recruit (celebrate) a high performer and
coach one middle performer.
Encourage employee involvement and
innovation.
Update departmental communication boards
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Patient Satisfaction scores
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Departmental specific information
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Celebrate birthdays, anniversaries, etc
Solicit feedback from staff on how Key
Words and other service excellence projects
are working.
Present Cascade Learning modules or
departmental specific education programs.
Meet monthly with department leaders
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Discuss Press Ganey and Column actions
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Harvested wins from Rounding
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Identified opportunities for improvement
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Update and identify actions from
department key indicators
Reinforce Standards of Performance.
Review and return Service Recovery Logs.
Look for trends or concerns.
Formal meetings with new hires on 30/90/365
days to review performance and celebrate.
Quarterly
Review and update departmental plans/goals
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New initiatives
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Actions steps
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Timelines
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Rewards
Attend one Leadership Class and Leadership
Retreat.
Complete departmental scorecard.
Update departmental and personal goals.
Annually
Plan in new projects, services, and growth
Evaluate your own leadership skills (strengths
and weaknesses)
Plan in fun for your department
“We must become the change we want to see.” Mahatma Gandhi
DEPARTMENTAL LEADERSHIP MEETING
Date
Time
Location
AGENDA & NOTES
TOPICS
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STANDING TOPICS
Celebrations
PEOPLE
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 Thank You Notes
 New Hires/Terminations
 Rounding Outcomes/Trends
SERVICE
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 Press Ganey Scores
 Cascade Learning
 Service Excellence Heroes
 Service Recovery Trends
QUALITY
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 CQI Projects
 Staff Suggestion Program
 Standards of Performance
FINANCE
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 Budget
GROWTH
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 Dept and Personal Goals
 Leadership Classes
COMMUNITY
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 Communication Boards
 Staff Involvement
 Physician Satisfaction
SUMMARY: What actions need to be taken? Planning for the next meeting. How do we
communicate any decisions/actions to staff?
Department Scorecard
Scorecard Description
The department scorecard will serve as a means for reporting quarterly department results in five of
UMHC’s Columns of Excellence (Service, Finance, People, Growth, and Quality). All departmentspecific indicators will be collapsed into a one to two-page document that will serve as a “snap-shot”
of department performance and succinctly report goal-directed results to the department manager’s
Director.
Scorecard Components
Indicators already on the scorecard template in bold type are reported by every manager across the
organization. Other indicators selected for inclusion in the scorecard are items that the manager
currently reports to his/her Director, and any other readily available items that the Director wishes to
have reported. Each category, or column, should have at least one indicator.
Examples of indicators:
Service – Press Ganey patient satisfaction data or any data collected to evaluate customer service
Finance – Revenues per widget, expenses per widget
People – Employee Perspectives scores, turnover, vacancy
Growth – Volume data
Quality – Any data collected to evaluate clinical or process improvement
* Solucient reports are good sources for finding indicators
Targets are displayed on a quarterly basis and may come from a variety of sources, such as industry
benchmarks, Solucient benchmarks, budget, or goals established within the department. Sources of
these targets should be footnoted on the scorecard.
Scorecard Questions
If you have any questions or concerns during the development of your scorecard, please contact
John Sauer, Administrative Fellow (sauerj@health.missouri.edu or 882-9338).
Excel Training through IAT Services
Registration & Information
http://iatservices.missouri.edu/training/
Excel for Starters (3 ½ hours)
 May 25
 June 2, 7, 27
 July 18
 August 15
Other Excel classes also available
Service Excellence Year in Review
Patient Satisfaction Team
First-year Accomplishments:
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The “I Care” Program: Designed to give all employees a unified program to solve the concerns
and complaints to the satisfaction of our patients, guests and co-workers.
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Ambassador Training Program: Ambassadors learn about the Press Ganey survey and how to
communicate results to co-workers in their departments. Review areas with low patient
satisfaction scores, as well as areas with high and acceptable scores; work with managers to
create action plans to increase patient satisfaction in low-scoring areas.
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Updated Cover Letter: Reworked letter patients receive with satisfaction surveys so that it would
be less confusing.
Ongoing and Upcoming Projects:
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Ambassador Training Program: Holding quarterly ambassador roundtable meetings to share
issues, concerns, and success stories.
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Increase number of patient responses: Creating a thank-you note for the admission packet,
brochures and posters. Also brainstorming other avenues of communicating to patients to
achieve a higher survey return rate.
Physician Satisfaction Team
First-year Accomplishments:
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Completed internal job satisfaction survey of medical staff.
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All in-house phones were converted to allow dial-out capabilities.
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Reviewed issues relating to community marketing of new medical staff members with marketing
staff.
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Approached facilities design to address aesthetic concerns related to the hospital’s environment.
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Made recommendations for streamlining credentialing process at Columbia Regional Hospital.
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Organized a Kaizen Blitz session regarding the discharge planning process with interdisciplinary
representation.
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Proposed a new format to the discharge planning process using technology to support efforts of
medical staff.
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Recommended information to be included in the Inside Track newsletter that listed members of
the elected medical staff.
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Reviewed content of nursing continuing education relating to physician/nurse communication
and recommended basic modifications.
Ongoing and Upcoming Projects:
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Pilot the new discharge planning documentation process for internal medicine, family and
community medicine, child health.
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Endorse changes to existing physician on-call scheduling utilizing technology for assistance.
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Establish a reward and recognition program for staff members from physicians.
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Develop an effective communication tool for all members of the medical staff.
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Patient follow-up appointment process revisions, using technology to support the change.
Reward & Recognition Team
First-year Accomplishments:
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Participated in the existing Delivering the Difference and new Service Excellence Heroes
programs.
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Developed and helped implement University of Missouri Health Care Staff Recognition Month in
May.
Ongoing and Upcoming Projects:
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Reward and Recognition Program: developed a comprehensive rewards and recognition
program; presented the plan to senior leadership in late April; we plan to implement in the
coming year.
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Increase program use: plan to increase the number of employees who use the reward and
recognition programs consistently. Some departments need some assistance to incorporate
recognition programs into their regular activities. We look forward to assisting departments and
leaders in implementing some great recognition programs.
Service Recovery Team
First-year Accomplishments:
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Developed Service Recovery Toolkit and to aid in the use of this toolkit we also developed:
Brochure for distribution to all staff that lists examples of these skills and examine how to use the
kit.
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Instructional DVD produced and directed by Roger Jared, creative services at Missouri
Rehabilitation Center, and featuring members of our own staff.
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250 toolkits were distributed in late February 2006 to all departments at University of Missouri
Health Care.
Ongoing and Upcoming Projects:
Service Recovery Toolkit ongoing management:
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Team will have quarterly meetings to review service recovery logs from each department.
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Logs will serve as a tool to assess usage and trends.
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Team will offer feedback to department managers based on these findings.
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Team will look for system-wide problems that need to be addressed.
Standards Teams
First-year Accomplishments:
Standards of Performance program:
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Hosted several public signings of the standards.
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Coordinated the use of the standards with University of Missouri Health Care’s Human
Resources Department.
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Developed a Standards of Performance Handbook.
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Developed and implemented a Standard of the Month program to help educate all employees
about the importance of these standards.
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Collaborated with the Employer of Choice team to develop a new evaluation tool that reflects
equal emphasis on the standards of performance and job description abilities.
Ongoing and Upcoming Projects:
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Develop and implement Press Ganey ambassadors in conjunction with the Patient Satisfaction
team.
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Develop and implement a plan for rounding for outcomes.
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Develop and appoint rounding for outcomes ambassadors.
Measurement Team
First-year Accomplishments:
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Reviewed all patient satisfaction surveys with stakeholders.
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Updated the Heads Up Display for both employees and patients.
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Developed goals for two major patient concern areas: wait times and response times to patient
concerns and complaints.
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Revised cover letter for all patient satisfaction surveys.
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Continued development of familiarity of all survey tools, and expertise in the interpretation of
reported satisfaction data.
Ongoing and Upcoming Projects:
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Developing an interdepartmental survey so that departments can survey their internal customers
to identify strengths, areas for improvement.
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Ongoing work with several teams:
Patient Satisfaction Team: focus for improving patient satisfaction scores
Physician Satisfaction Team: priority areas to be identified from 2006 physician and resident
surveys.
Employer of Choice Team: key issues to be identified in 2006 employee satisfaction survey
Reward and Recognition Team: units with significant improvement in overall patient,
physician and employee satisfaction, also the high and low performing units for the 90-day
action plan topics (wait times and response to complaints and concerns).
Employer of Choice Team
First-year Accomplishments:
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Revised the staff evaluation tool: Trained more than 200 supervisors and managers to use the
tool. The tool and all supporting materials are posted to the health system’s Intranet and
available for staff review.
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Designed and implemented a peer interviewing training program: Hosted several training
sessions with a more than 150 participants.
Ongoing and Upcoming Projects:
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Proposal for establishing paid time off to enhance the current time off systems.
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Proposal to establish systemwide incentive programs to share the rewards of superior
performance with all employees.
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Encouraging merit increases for health system employees.
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Working with staff council to enhance employee discounts.
Leadership Development Team
First-year Accomplishments:
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Quarterly leadership retreats: More than 150 leaders from all facilities and the MU School of
Medicine gather to learn and discuss a variety of topics.
Ongoing and upcoming projects:
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Cascade Learning Packet: Continue to develop and provide packets of training materials for
each manager to take back to his or her department and implement.
Communications Team
First-year Accomplishments:
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Installed public communications boards in each facility; these are updated monthly through the
Service Excellence office.
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Polled more than 100 staff to determined means of communication necessary to reach everyone.
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Created talking points as an educational tool regarding Service Excellence and shared with all
Service Excellence teams.
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Established Communication Team members to serve as liaisons to all the other Service
Excellence teams.
Ongoing and upcoming projects:
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Creating “communications training” sessions with the Center for Education and Development.
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Created a short list of system-wide communication recommendations that have been forwarded
for approval and implementation.
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Developing a way to make staff forums more appealing to all staff.
In Conclusion…
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A lot of people have done a lot of work in the past year.
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We’ve made some progress… but we must make more!
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It takes EVERYONE being engaged in the process in order to be an excellent organization.
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These slides will be available to you with the other information from today’s retreat.
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A detailed document of this “Year-in-review” information is being created which will be made
available to you as well, target date is May 31st.
THANK YOU for helping to communicate the progress UMHC has
made with Service Excellence with your faculty and staff!