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Concurrent Session 6_Poudre Valley

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Concurrent Session 6_Poudre Valley Powered By Docstoc
					Achieving Performance Excellence in 
        a o a io a i e
      Transformational Times

                    William Neff, MD
             CMO, Poudre Valley Health System
                       September 13, 2011




Overview
• Who we are: then and now
• Changes in U.S. Healthcare
• How using Baldrige has positioned
          ll for    f     i    l i
  PVHS well f transformational times
• Results




Where Our Journey Started ‐ 1997
• Community hospital serving Fort
  Collins, Colorado
• 1,500 employees, 300 independent
  physicians & 575 volunteers
• 24% annual employee turnover
• 5 CEOs in 4 years
• $250 million in annual revenue
• Changing healthcare market
• Demand for physician integration




                                                1
Poudre Valley Health System ‐ 2008
• Private, integrated, locally owned, not-for-profit system
• Full spectrum of healthcare services
   – 2 tertiary hospitals, behavioral health hospital, outpatient campus,
     numerous satellite clinics
                                cardiac, trauma,
   – Regional medical hub for cardiac trauma orthopedic & oncology
     services, neonatal intensive care & bariatric surgery




Poudre Valley Health System ‐2008
• Service area: Northern Colorado, Wyoming & Nebraska
• 4,200 employees, 550 independent physicians & 800
  volunteers
• $1 billion in annual revenue
  $




Poudre Valley Health System ‐ 2011
• Service area: Northern Colorado, Wyoming & Nebraska
• 5,300 employees, 600 physicians & 1,000 volunteers
• $1.4 billion in annual revenue




                                                                            2
Wave of Change: U.S. Healthcare
    • Patient Protection & Affordable Care Act
    • Future Trends
       – Integration: Coordinate care, patient is the customer
         Value: D li
       –V l                 lit   t          d high levels of
                Deliver quality outcomes and hi h l      l f
         service at a reasonable cost
       – Transparency: Learn, grow and respond




Using Baldrige: Systematic Approaches
•    Think systematically
•    Identify best practices (internal & external)
•    Plan deployment
•              results,
     Analyze results determine improvements




Systematic Approaches
• Leadership System
• Workforce Engagement
• Performance Measurement




                                                                 3
Leadership System




Leadership System: Strategy for Sustainability
Strategic Objectives
   Strengthen and expand PVHS’s market position and integrate
        the service portfolio while providing for the healthcare and
        wellness needs of a diverse and growing marketplace.
   Create an integrated health system with physicians and other
        members of the regional healthcare community.
Mission Statement
   To be an integrated, independent, non-profit organization
     providing innovative, comprehensive care of the highest
     quality while exceeding expectations of the communities
     we serve




Workforce Engagement
• Listen and Respond
• Encourage a Culture of Appreciation
• Promote a Team Culture




                                                                       4
Listen and Respond
 •   Surveys – answer “why”
 •   Employee Forums
 •   Leadership Meetings
 •   Open Houses




Encourage Culture of Appreciation
• Peer-to-Peer Appreciation – includes
  volunteers
• Physician Appreciation – Penguin
  Partners
• Grill Days
• Summer Event
• Culture of Appreciation becomes a
  culture of “we”




Promote a Team Culture
• Interdisciplinary Teams
     – Patient care, process/facility design, quality
       improvement
• Key Leadership Roles & Leadership
  Development
     – Board & leadership retreats, strategy sessions,
       physician leadership academy
• Service Lines




                                                         5
Performance Measurement
 • Choosing the “right” measures
 • Acting on Results
 • Setting goals high
    –         g       good enough
        Average isn’t g        g
    –   Defining World-Class
    –   Challenging top 10%
    –   Reaching 100%




Wave of Change: Poudre Valley Health System
    • Poudre Valley Medical Group (PVMG)
       – Added 27 Clinics
       – Physician Changing Model
          • 2008: nearly 100% independent practice
          • 2011: 25% in PVMG, 75% independent
    • University of Colorado Hospital
       – Share overall management structure
       – Pool revenues and expenses
    • Medical Center of the Rockies (MCR)
       – Successful transfer of processes




Poudre Valley Medical Group (PVMG)
• 27 Clinics, 180 clinicians, 600 support staff
   – Two-way Communication
   – Rounding
   – Employee Appreciation Days
   – Quality Indicators




                                                     6
PVHS & University of Colorado Hospital
•   Sustainability
•   Integration
•   Partnerships
•   Quality




MCR: Transfer of Process
     •   Magnet Designation, 2010
     •   Emergency Nurses Association Lantern Award, 2011
     •   Award for Critical Care Excellence, American Association of Critical
         Care Nurses, 2009, 2010
     •   LEED Gold Certification, U.S. Green Building Council, 2009
     •                            Prize,           magazine,
         Greener Facilities Grand Prize Buildings magazine 2008
     •   Exemplary Service Overall Best Performer, Avatar, 2007, 2008, 2009,
         2010
     •   Exceeding Patient Expectations, Avatar, 2008, 2009, 2010
     •   NDNQI National Database of Nursing Quality Indicators Award, 2010
     •   Top 10% for Inpatient Mortality, Patient Satisfaction, Employee
         Satisfaction & Physician Engagement (PVHS) 2008, 2009, 2010
     •   Top 100 Best Places to Work, Modern Healthcare (PVHS) 2008, 2009,
         2010




Perfection?
• Baldrige: meeting challenges
   – Using great tools
   – Having the right people at the table
   – Asking the right questions
   – Taking the time to learn




                                                                                7
         Additional Information:
      William Neff, MD neff@pvhs.org



PVHS Center for Performance Excellence
            www.pvhs.org




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posted:2/23/2013
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