CompassCare OT Executive Training

1. CompassCare OT Executive Training Session 7a, 7b Performance Metrics & Continuous Improvement

2. Implementation Review • How are you doing? • How was your 1:1 meeting with your Executive Coach? • Any Executive ICL issues?

3. Book Material Review • Good To Great and the Social Sectors by Jim Collins

4. Core Metrics Review • Review Master Report, next slide

6. Leadership Development of Staff • Creating Buy-in for Improving Metrics • Communicate Current Situation • I.D. Goal • Communicate what success looks like • Set Time-frame for Improvement • Empower staff with ability to address issue • Exec to review and approve proposed solution • Watch results at regular/appropriate intervals

7. Innovation Development Process STEPS • 1. Assess • 2. Plan • 3. Do • 4. Reassess

8. IDP Step 1 Part A:Assess • Identify the challenge relative to the mission/core purpose of the organization • Clarify the objective • Amass Team of content experts • Brainstorm solution possibilities (only effective if there are contrary opinions)

9. IDP Step 1 Part A : Assess • Settle on most probable solutions to pursue relative to organization’s mission and core values • Gather research if available using team and sub-committees including cost analysis • Review findings as team • Gain group consensus on solution in light of mission • Executive to make final decision on solution to pursue

10. IDP Step 2 Part A:Plan • Restate solution objective • Identify key measures of effectiveness with expected time-frames or target dates for reassessment in order to know that the solution is working • See sample Master Report, next slide • Determine how the data will be collected and who is responsible for reviewing it

12. IDP Step 2 Part A:Plan • Determine the 10 or less steps necessary to complete the objective in chronological order • (See sample process map, next slide)

13. Sample Process Map

14. IDP Step 2 Part A:Plan • Identify the comprehensive list of individual tasks required to complete each step • Determine support needed for each task such as forms, scripts, etc • Assign roles/jobs responsible for completing each step • Develop checklists for each role to fill out and submit to their supervisor documenting completion of critical functions • See sample job function checklist, next slide

15. Sample Job Function Checklist

16. IDP Step 2 Part A: Plan • Clarify organizational structure/chain of command • Determine ideal qualities required for each role (sample job function list) • Create training material for each role including written and hands-on (i.e role play) material • Create training checklist for each role • See sample RN training checklist, next slide

18. IDP Step 2 Part A: Plan • Set solution “soft” (solution begins to be used internally) and “hard” (solution is now public) launch dates • Identify and amass solution team • Train team • Set regular solution team meetings for feedback on process steps • If solution impacts a constituency group begin development of communication plan for ‘Hard” launch (communication plan to include message, frequency, outlets, execution timetable, costs, etc)

19. IDP Step 3: DoPart B • “Soft” launch date solution team begins to work according to system • Team begins to provide feedback on how process steps are working both on the Job Function checklists and at the regular team meetings • Minor process step modifications (tweaking) are made from team feedback • Metric data is beginning to be collected • Celebration scheduled for “Hard” launch • Communication plan begins at “Hard” launch

20. IDP Step 4: ReassessPart B • Department leader is actively providing feedback to team through job function checklists • Department leader begins analysis of metrics • Department leader is getting regular input regarding ways to improve performance from team members at team meetings based on metrics • Department leader begins providing metrics report to executive for review at predetermined and regular intervals

21. IDP Step 4: ReassessPart B • Solution is reassessed by Executive and Department leaders at pre-determined time-frame • Determination is made regarding the solution. If more time and data is required another reassessment date is set. If the data is determined to be sufficient to understand if solution is working then the solution either continues status quo, is scrapped, or is modified. • If it is determined that solution should be modified then team reengages innovation process steps 2 and 3 where appropriate.