Leading Alignment in a Complex Organization

1. Leading Alignment in a Complex Organization Benedictine Health System Dale Thompson, Chief Executive Officer Dennis Acrea, Senior Vice President

2. What do the following three things have in common?

4. The Special Relationship Between Cat 1: Leadership and Cat 2: Strategic Planningand Cat 3: Customer Focus • BHS is Geographically Dispersed • Forces are changing the face of LTC • BHS must change to addressed these Forces • Benedictine Framework for Performance Excellence

5. Benedictine Health System -Today • BHS has 40 Senior Care Facilities Across 7 States • BHS Serves 6000 Older Adults • 400 Leaders • 5000 Staff Alignment is the Key

6. Forces Affecting Senior Care • Increasing number of older adults • Government Funding • Smaller Settings • Delivering Services in the Home

7. BHS and the 7 Baldrige Healthcare Criteria 2004 – Minnesota Council for Quality • 2005 – Commitment Level • 2007 – Advancement Level • 2009 – Achievement Level

8. BHS’ Journey towards High Performance

9. Mission Statement • The Benedictine Health System is a Catholic organization entrusted with advancing the health care ministry of the Benedictine Sisters of Duluth, Minnesota. Our mission is to witness to God’s love by providing compassionate quality care with special concern for the underserved and those in need.

10. Benedictine Framework for Performance Excellence 2Strategic Planning Strategic Planning & Deployment Focus and Execute Project Management Organizational Results 7 Dashboard Lagging Indicators 1 Values-Centered Leadership Hospitality•Stewardship Respect•Justice . 3 Customer and Market Focus Voice of the Customer Satisfaction Surveys Compliant Management Process 6 Management P-D-C-A Care Processes Support Processes Business Processes Staff Focus 5 Service Standards Mission and Values Survey Performance Management System 4 Measurement and Analysis Dashboard Aligned Review

11. Baldrige Cat 1: Leadership • Senior Leadership • Governance

12. Core Values • Hospitality • Stewardship • Respect • Justice

16. Vision Creating Benedictine Living Communities where health, independence and choice come to life.

17. Strategic Direction & Imperatives • Strengthen the Core & Grow the Ministry • 7 Imperatives

18. Processes to capture the VOC • BHS Voice of the Customer report available on ESource for review by all facilities • 8-10 Listening Posts for hearing internal customers • Developing methods to systematically understand the needs of potential customers and future customers • Creating new methods to engage customers

19. Strategic Planning – Common Language • Strategic Challenges • Strategic Objectives • Goals • Focus Areas • Care • Service • People • Finance • Growth

20. CASCADING OBJECTIVES BHS Strategic Objective BHS Facility Strategic Objective Facility Focus Department Strategic Objective Department Focus Employee Goal Employee Focus

22. SWOT Analysis

23. Strategic Objectives • Vital Few Deployed Across the System • Each Facility has a Local Market

24. Strategy Deployment • “Focus and Execute” a web-based application • Tracks Progress of Action Plans • Team • Open access • Remote management - Webinar • Continuously reviewed at All Levels

26. BHS Dashboard

27. What Do They Have in Common? Alignment!