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Mission Possible

Mission Possible. Deploying Avera’s 5 Keys and Achieving Sustainability Minnesota Council for Quality June 5, 2012. Sr. Elena Hoye, VP of Mission. Founding of Benedictine Sisters in Yankton, SD. Sisters arrived in 1887 as teachers in a girl’s academy, Indian school, and orphanage

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Mission Possible

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  1. Mission Possible Deploying Avera’s 5 Keys and Achieving Sustainability Minnesota Council for Quality June 5, 2012

  2. Sr. Elena Hoye, VP of Mission

  3. Founding of Benedictine Sisters in Yankton, SD Sisters arrived in 1887 as teachers in a girl’s academy, Indian school, and orphanage In May of 1897 Bishop O’Gorman requested that the Sisters begin caring for the sick and injured.

  4. Sister John Owens, who drove the horse and buggy downtown; Sister Cyrilla Hartung, the retired biology teacher who passed out the hospital paychecks; Sister Ligouri Grail, who kept the books before there were computers; Sister Annunciata Stroebele, who overcame her fears of the giant mangle to serve for years in the laundry; Sister Clete Hejl in the kitchen, who cured the meat and butchered chickens, geese & turkeys They epitomized the dedication which so often went unnoticed and, of course, unpaid.

  5. Who We Are Today • Over 1,200 Employees • Regional Referral Center and Sole Community Provider • Serve 15 Rural and Frontier Counties • Main Campus: • 144 Bed Hospital, Outpatient Surgery Center, 6 Bed Inpatient Rehabilitation Unit, Wellness Facility, Cancer Center, Specialty Clinics • Senior Living Campus: • 187 Long-term Care Beds, 58 Apartments, 8 Townhomes, 6 Adult Day • ASHH Region: • 4 Critical Access Hospitals, 6 Rural Health Clinics, 3 Long-term Care Centers

  6. Service Area Map

  7. This is OUR MissionThis is OUR NameCompassionStewardshipHospitality

  8. Mission Statement Avera is a health ministry rooted in the Gospel. Our mission is to make a positive impact in the lives and health of persons and communities by providing quality services guided by Christian values.

  9. Our Spirituality IS Our“Competitive Advantage” • Committed to purposegreater than self • Have an authentic core (integrity) • Treat others with dignity and respect • Are internally freeto make choices that serve the mission Organizations often stumble because • No sense of direction • No vision • No buy in

  10. Investment for Mission Sustainability • Board Members: System Members and CEO • VP Mission for each regional hospital • Senior Leadership: Leadership in Ministry • Physicians: Physician Academy • Managers: Monthly Mission Education • Employees: Heart Days, Quarterly Departmental Education, Employee Forums, Call to Care, Daily Line-up, etc.

  11. Vision: Model of Excellence and Integrity through the 5 Keys Ministry People Service Quality Financial Stewardship

  12. Doug Ekeren, VP of Planning and Development

  13. Strategic Planning Process

  14. Alignment External For Board Internal Mgrs/Leaders

  15. ASHH Success Measures FY 2012

  16. Alignment

  17. Kim Jensen, VP of Human Resources

  18. Mission & Vision Deployment • Workforce • Patients/Residents • Community

  19. Deployment: Written Examples • Newsletters • HeartBEAT • In Great Health • Grand Rounds

  20. Deployment: Electronic Examples • Satisfaction Surveys • Employee • Physician • Patient • Volunteer

  21. Deployment: Person-to-Person Examples • Daily Line-up • Rounding • Employee Forums • Partnerships • Annual Board Retreat • MEC Meetings • Meeting Agendas

  22. Theresa Guenther, Director of Quality Improvement

  23. Measurement Tool: Balanced Score Card

  24. Measurement & Sustainability • Gap in Leadership Model • Baldrige Feedback Report & MCQ Site Visit • Call to Lead • Goals for 5 Keys

  25. Call to Lead Outcomes People Ministry Service Quality Financial Stewardship Goal: Patient (CAPS)/Resident Satisfaction in Top Decile Goal: Achieve Top Decile for Value Based Purchasing Goal: Demonstrate values through high ratings for patients and employees Goal 1: Employer of Choice Goal: Achieve Financial Benchmarks: Volumes & Net Operating Margin Goal 2: Increase Physician Rcmt, Collaboration and Engagement Measurement: Overall Satisfaction on the Employee Opinion Survey Measurement: Overall Satisfaction Score for Value Based Purchasing Measurement: Overall Score for Value Based Purchasing Measurement: Net Income from Operations Measurement: “You are highly engaged in this organization.” Measurement: “Overall how satisfied are you with THIS hospital?” 2011: 76th Percentile (3.28) Goal 2015: 90th Percentile (3.37) July 2011 to March 2012: 98th percentile Goal 2015: Maintain 98th percentile Maintain through 2015: 4% July 2011 to March 2012: 76.0 Goal 2015: 90th Percentile 2011: 92nd Percentile (3.41) Goal 2015: Exceed 92nd Percentile 2011: 3.28 Goal 2015: Exceed the national & Avera norms

  26. Healing Ministry of Jesus 24 hours a day 365 days a year

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