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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
In May of 1897 Bishop O’Gorman requested that the Sisters begin
caring for the sick and injured.
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.
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
Service Area Map
This is OUR Mission
This is OUR Name
Compassion
Stewardship
Hospitality
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.
Our Spirituality IS Our
“Competitive Advantage”
• Committed to purpose greater than self
• Have an authentic core (integrity)
• Treat others with dignity and respect
• Are internally free to make choices that serve
the mission
Organizations often stumble because
»No sense of direction
»No vision
»No buy in
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.
Vision: Model of Excellence and
Integrity through the 5 Keys
Financial
Ministry People Service Quality
Stewardship
Doug Ekeren, VP of
Planning and Development
Strategic
Planning
Process
Alignment
•Aligns with Avera’s Keys
Keys
For Board
External
•Action oriented
•Measurable
•Time sensitive
Success •Reportable to the Board
Strategic Plan Measures •Basis for leader performance expectations and driven to staff level performance
•Aligns with Avera’s Keys
•Performance
Expectations •Answers the question “how” will the Success Measures be achieved?
•Action oriented
Mgrs/Leaders
•Resource Allocation
(budget) •Measureable
Internal
•Time sensitive
•Priorities Strategies •Specifically outlined in leader expectations
•Ties performance to strategies and goals by outlining the expected engagement by a staff
member specific to the Success Measure and Strategy.
90-Day
Action Plans
ASHH Success Measures FY 2012
Mission People Service
Expand community wellness & Achieve Patient (CAPS)/ Resident
Increase physician recruitment
preventative health programs Satisfaction in top decile
Optimize technological resources and
Demonstrate values through high
Increase physician collaboration relationships to maximize patient
ratings of patients and employees
access
Achieve positive partner evaluations &
Increase physician engagement
one additional partner facility/year
Be the employer of choice
Quality Financial Stewardship
Achieve top decile for Value Based Achieve financial benchmarks:
Purchasing volumes and net operating margin
Achieve top decile in nationally Offer patients best value for their
measured clinical outcomes money
Achieve meaningful use to enhance
Achieve philanthropy targets
patient centered care
Alignment
Fifteen
Fifty-Two
Five Keys Success
Strategies
Measures
Kim Jensen, VP of Human Resources
Mission & Vision Deployment
• Workforce
• Patients/
Written
Residents
• Community VISION
(5 KEYS)
Person-
Electronic
to-person
Deployment: Written Examples
• Newsletters
– HeartBEAT
– In Great Health
– Grand Rounds
Deployment: Electronic Examples
• Satisfaction Surveys
– Employee
– Physician
– Patient
– Volunteer
Deployment: Person-to-Person
Examples
• Daily Line-up
• Rounding
• Employee Forums
• Partnerships
• Annual Board Retreat
• MEC Meetings
• Meeting Agendas
Theresa Guenther, Director of
Quality Improvement
Measurement Tool:
Balanced Score Card
Measurement & Sustainability
• Gap in Leadership Model
– Baldrige Feedback Report
& MCQ Site Visit
– Call to Lead
– Goals for 5 Keys
Call to Lead Outcomes
People
Goal 1: Employer of
Financial
Ministry Choice Service Quality
Stewardship
Measurement:
Overall Satisfaction
on the Employee
Opinion Survey
Goal: Demonstrate Goal: Patient Goal: Achieve Top Goal: Achieve
values through high 2011: 76th (CAPS)/Resident Decile for Value Financial Benchmarks:
ratings for patients Percentile (3.28) Satisfaction in Top Based Purchasing Volumes & Net
and employees Goal 2015: 90th Decile Operating Margin
Percentile (3.37)
Goal 2: Increase Measurement: Measurement:
Measurement: “You Measurement: Net
Physician Rcmt, Overall Satisfaction Overall Score for
are highly engaged in Income from
Collaboration and Score for Value Value Based
this organization.” Operations
Engagement Based Purchasing Purchasing
Measurement:
2011: 92ndPercentile “Overall how July 2011 to March July 2011 to March Maintain through
(3.41) satisfied are you 2012: 76.0 2012: 98th percentile 2015: 4%
Goal 2015: Exceed with THIS hospital?” Goal 2015: 90th Goal 2015: Maintain
92nd Percentile Percentile 98th percentile
2011: 3.28
Goal 2015: Exceed
the national & Avera
norms
Healing Ministry of Jesus
24 hours a day
365 days a year
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