Embedding Innovation in Healthcare Knowledge Transfer

1. Embedding Innovation in Healthcare Knowledge Transfer Catholic Health Initiatives Colleen Elliott Director of Knowledge Management Holly Pendleton Manager of Knowledge Management

2. Seminar Objective Share how a strategically focused Knowledge Transfer and Learning program helps a large and complex healthcare provider system achieve it’s mission by: • Driving strategic priorities • Collectively raising the bar of performance • Enabling innovation KMWorld 2006

3. Cartoon Removed KMWorld 2006

4. Healthcare Provider Environment Reimbursement Reductions – Non-Profit Provider • Aging Workforce • Labor Shortage • Competition • Informed Consumers • Technology Lag • External Regulations KMWorld 2006

5. Knowledge Transfer & LearningSuccess Story Clinical Interventions Value of Pharmacist as part of bedside patient care team proved and $53 Million saved KMWorld 2006

6. CHI Fast Facts • Multi-institutional System of Catholic Healthcare Providers • Dedicated to the healing ministry of the Catholic Church • 66,000 Employees • National Offices: Denver, Northern Ky, and Minneapolis • Market Based Organizations (MBOs) • 19 states • 68 rural and urban communities • 70 hospitals (62 acute care, 5 behavioral, 2 rehabilitation, 1 long term acute care) • 43 long-term care, assisted living facilities and residential units • 5 Community Health Services Organizations • Licensed acute care beds range from 15 to 1,546 • $8.8 Billion in Assets • $7.1 Billion in Annual Revenues

7. Vision for CHI Catholic Health Initiatives’ Vision is to live out its Mission by transforming health care delivery and by creating new ministries for the promotion of healthy communities. KMWorld 2006

8. Mission Distinguishing Quality People Stewardship Growth Core Values Vision Characteristics CHI Strategic Plan: 2007 - 2011 The Strategic Plan is the renewable map that sets CHI’s course toward its preferred future. That journey’s compass is expressed in CHI’s Mission, Vision and Core Values. Four Core Strategies – People, Quality, Stewardship, and Growth – will focus our investments in time, money and human energy that CHI believes will be imperative for advancing the ministry. Information management is a critical enabler of all four core strategies, with specific tactics aligned with the core strategies and objectives. CHI will be distinguished by: -Committed Leadership that advances our ministry. -Improved health and well-being of our staff, our patients, and the communities we serve through effective advocacy and creative initiatives -Knowledge transfer that creates competitive advantage -Innovative partnerships – with our patients, our physicians, payers, and others – that encourage and reward effective, new models of person-centered care -Continuous improvement across a balanced set of performance measures -Market leadership – and national recognition – based upon excellence in focused service line initiatives Strategic Direction 2007-2011

9. CHI Strategic Plan: 2007 - 2011 KMWorld 2006

10. Leveraging the Knowledge Within “Our goal is for CHI to become known as an innovative organization. That will be our legacy for the future health care system – that CHI learns to leverage the wisdom of the whole, efficiently, effectively, and humanely.” - Kevin E. Lofton, FACHE, CEO, Catholic Health Initiatives KMWorld 2006

11. Innovation at CHI Creative partnerships with physician provider facilities Taking best practices from other industries and customizing for healthcare Working Together to Enable Everyday Innovations Doing more with less New processes to deliver better care and meet customer expectations Defining new healthcare delivery methods and models

12. Knowledge Leadership Knowledge Leaders are Leaders who are effective at… • Embracing and driving change • Sharing experiences and applying learning • Modeling the expected behaviors grounded in the culture of the organization … in order to tap into the intellectual capital of the organization and harness it to innovate and grow KMWorld 2006

13. Knowledge Leadership at CHI Change Leadership Knowledge Transfer and Learning Knowledge Leadership Measurement Leadership Formation CHI’s Distinctive Culture KMWorld 2006

14. Knowledge Leadership: A Strategic Differentiator Knowledge Leadership accelerates our ability to see, sense, and realize new possibilities in reaching our desired future state… Change Leadership Knowledge Transfer and Learning Strategic Priorities Knowledge Leadership Desired Future State Current State Measurement Leadership Formation CHI’s Distinctive Culture KMWorld 2006

15. Strategic Priorities Measurement The Knowledge Transfer & Learning Component of Knowledge Leadership Proven Practices Knowledge Communities Collaboration Tools LEARN Change Leadership Knowledge Transfer and Learning Knowledge Leadership Desired Future State Current State Measurement of Effectiveness in Attaining DFS: Strategic (Dashboard, Balanced Scorecard Leadership (360, P3) Organizational (ECA. CVA, OA Tool) Leadership Formation KMWorld 2006

16. Knowledge Communities Communication & Collaboration Strategic Priority Consulting Practice in Action Formal Education KTL Service Lines KMWorld 2006

17. Knowledge Communities Provides an environment that enables innovation, supports the development and spread of new ideas and builds the organizational social network to save time and reduce costs. Value of Pharmacist as part of bedside patient care team proved and $53 Million saved KMWorld 2006

18. Collaboration & Communication Improve connectivity, celebrate successes and increase awareness and utilization of collaboration resources. Accelerate the implementation of clinical imaging technology, resulting in accelerated NPSR of $1.5 - $3.0 M KMWorld 2006

19. Practice in Action Increase the adoption of reliable, evidence based practices, identify organizational expertise, and recognize facilities that have achieved success. Avoided medication errors through improved reconciliation of home and hospital medications. KMWorld 2006

20. Formal Education Coordinate and share system resources to insure that education and training help employees learn the skills, behaviors and competencies they need to move strategic priorities forward. Reduce dangerous / deadly events in OB through a targeted Advanced Fetal Monitoring curriculum KMWorld 2006

21. Distinguishing Quality People Stewardship Growth Characteristics Strategic Priority Consulting Accelerate the achievement of strategic priorities by creating a plan to leverage available knowledge transfer and learning resources. Accelerate the implementation of ERP technology (Lawson) and the realization of projected savings KMWorld 2006

22. Organic AND Strategic Accelerate Learning & Enable Innovation through… Knowledge Communities …leading to new models of care delivery and creative solutions… Communication & Collaboration Strategic Priority Consulting • …resulting in improved outcomes: • Quality & Patient Safety • Employee Satisfaction & Engagement • Increased Operating Margins Formal Education Practice in Action KMWorld 2006

23. KTL Accelerates Innovation “…the path to a sustainable future is an ability to innovate - create knowledge, convert it into viable products and services, and apply it for the profitable growth of an enterprise, the vitality of a nation’s economy and the advancement of society. It is that simple and that complex." 7 C’s of Knowledge Leadership: Innovating our Future  by Debra M. Amidon and Doug Macnamara  KMWorld 2006

24. Let’s Connect! Colleen Elliott Director, Knowledge Management 303.383.2735 ColleenElliott@catholichealth.net Holly Pendleton Manager, Knowledge Management 303.383.2736 HollyPendleton@catholichealth.net KMWorld 2006