“What Top Performing Organizations Do and Don’t

Transcript:“What Top Performing Organizations Do and Don’t:
“What Top Performing Organizations Do and Don’t Do” Jon Burroughs, MD, MBA, FACHE, FACPE President and CEO, The Burroughs Healthcare Consulting Network, Inc. April 28, 2017 How do you define “High Performance”? Economic (volume, margin, core measures, outcomes, HCAHPS)? Thomson Reuters (outcomes, safety, mortality/morbidity, core measures, ALOS, cost per adjusted discharge, margin) ? Baldrige (leadership, planning, customer, measurement, workforce, operations, results) Your strategic criteria? Your customers’ criteria? I. Focus on Culture! Culture drives everything and either limits or expands strategic possibilities Jim Collins’ “Great by Choice: Uncertainty, Chaos, and Luck-Why Some Thrive Despite them All”(2011) Hill Country Memorial Hospital, Fredericksburg, Texas “Remarkable Values” RVs #1: Others First Anticipate and exceed expectations to serve others (internal and external) Listen empathetically at all times Teamwork Embrace and honor diversity Recognize the contribution of others Respect one another at all times RVs #2: Compassion Consistently treat others with courtesy, respect, kindness, and patience Show genuine interest in what is important to others Display a helpful and friendly attitude Support and encourage always RVs #3: Innovation Embrace evidence based practices Learn from experience and share with others Create unique ways to provide remarkable care Incorporate technology to improve patient and team member experience/outcomes Always think beyond the box RVs #4: Accountability Provide safe care Lead by example at all times Be open and honest about successes and failures Take initiative for personal growth and development Make appropriate decisions in difficult situations RVs #5: Stewardship Demonstrate ownership of continuous improvement Actively participate in financial success by optimizing resources Make a positive contribution to our community Note: Everyone in the organization is obligated to sign off on these values annually Results: Increased Medicare CMI from 1.3 to 1.7 (significant impact on net margin) Press Ganey ‘Mentoring Hospital’ (99%tile) Top 10%tile for all core/safety measures “Chasing 0” safety program (eliminate the denominator) Texas Quality Award Able to attract top national talent 2014 Baldrige Award for Healthcare One of the Top Small Hospitals in the US II. Commit to Leadership Training and Roles at all Levels of the Organization Leadership academies Certified Physician Executive (CPE) program MBA, MMM, MHA programs 10/17 US News and World Report Top US Hospitals overseen by physician leaders Baylor Healthcare, Dallas, Texas: Mandatory physician leadership boot camp and executive MBA program for committed physician leaders 2017 MSLD Curriculum Medical Staff Leadership Development Program To provide a common development framework for Medical Staff leaders