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

CompassCare CompassCare OT Executive TrainingOT Executive Training

Session 7a, 7bSession 7a, 7b

Performance Metrics & Performance Metrics & Continuous ImprovementContinuous Improvement

Implementation ReviewImplementation Review

How are you doing?How are you doing? How was your 1:1 meeting with your How was your 1:1 meeting with your

Executive Coach?Executive Coach? Any Executive ICL issues?Any Executive ICL issues?

Book Material ReviewBook Material Review

Good To Great and the Social SectorsGood To Great and the Social Sectors by Jim Collinsby Jim Collins

Core Metrics ReviewCore Metrics Review

Review Master Report, next slideReview Master Report, next slide

Leadership Development of Leadership Development of StaffStaff

Creating Buy-in for Improving MetricsCreating Buy-in for Improving Metrics Communicate Current SituationCommunicate Current Situation I.D. GoalI.D. Goal Communicate what success looks likeCommunicate what success looks like Set Time-frame for ImprovementSet Time-frame for Improvement Empower staff with ability to address issueEmpower staff with ability to address issue Exec to review and approve proposed solutionExec to review and approve proposed solution Watch results at regular/appropriate intervalsWatch results at regular/appropriate intervals

Innovation Development Innovation Development Process STEPSProcess STEPS

1.1. AssessAssess 2.2. PlanPlan 3.3. DoDo 4.4. ReassessReassess

IDP Step 1 Part A:IDP Step 1 Part A:AssessAssess

Identify the challenge relative to the Identify the challenge relative to the mission/core purpose of the mission/core purpose of the organizationorganization

Clarify the objectiveClarify the objective Amass Team of content expertsAmass Team of content experts Brainstorm solution possibilities (only Brainstorm solution possibilities (only

effective if there are contrary effective if there are contrary opinions)opinions)

IDP Step 1 Part A :IDP Step 1 Part A :AssessAssess

Settle on most probable solutions to pursue Settle on most probable solutions to pursue relative to organization’s mission and core relative to organization’s mission and core valuesvalues

Gather research if available using team and Gather research if available using team and sub-committees including cost analysissub-committees including cost analysis

Review findings as teamReview findings as team Gain group consensus on solution in light of Gain group consensus on solution in light of

missionmission Executive to make final decision on solution to Executive to make final decision on solution to

pursue pursue

IDP Step 2 Part A:IDP Step 2 Part A:PlanPlan

Restate solution objectiveRestate solution objective Identify key measures of effectiveness Identify key measures of effectiveness

with expected time-frames or target with expected time-frames or target dates for reassessment in order to know dates for reassessment in order to know that the solution is workingthat the solution is working See sample Master Report, next slideSee sample Master Report, next slide

Determine how the data will be collected Determine how the data will be collected and who is responsible for reviewing itand who is responsible for reviewing it


Determine the 10 or less steps Determine the 10 or less steps necessary to complete the objective necessary to complete the objective in chronological orderin chronological order (See sample process map, next slide)(See sample process map, next slide)

Sample Process MapSample Process Map


Identify the comprehensive list of individual Identify the comprehensive list of individual tasks required to complete each steptasks required to complete each step

Determine support needed for each task Determine support needed for each task such as forms, scripts, etcsuch as forms, scripts, etc

Assign roles/jobs responsible for completing Assign roles/jobs responsible for completing each stepeach step

Develop checklists for each role to fill out Develop checklists for each role to fill out and submit to their supervisor documenting and submit to their supervisor documenting completion of critical functionscompletion of critical functions See sample job function checklist, next slideSee sample job function checklist, next slide

Sample Job Function Sample Job Function ChecklistChecklist

“Role Name” Checklist

Yes No N/A Job FunctionStep 1:

Step 2

Task A

Task B

I embraced the three core values of the organization:* Fighting Spirit* Relevance* Accountability

Comments/Questions

Role Name Signature Date


Clarify organizational structure/chain of Clarify organizational structure/chain of commandcommand

Determine ideal qualities required for Determine ideal qualities required for each role (sample job function list)each role (sample job function list)

Create training material for each role Create training material for each role including written and hands-on (i.e role including written and hands-on (i.e role play) materialplay) material

Create training checklist for each roleCreate training checklist for each role See sample RN training checklist, next slideSee sample RN training checklist, next slide


Set solution “soft” (solution begins to be used Set solution “soft” (solution begins to be used internally) and “hard” (solution is now public) internally) and “hard” (solution is now public) launch dateslaunch dates

Identify and amass solution teamIdentify and amass solution team Train teamTrain team Set regular solution team meetings for Set regular solution team meetings for

feedback on process stepsfeedback on process steps If solution impacts a constituency group begin If solution impacts a constituency group begin

development of communication plan for development of communication plan for ‘Hard” launch (communication plan to include ‘Hard” launch (communication plan to include message, frequency, outlets, execution message, frequency, outlets, execution timetable, costs, etc) timetable, costs, etc)

IDP Step 3:IDP Step 3: DoDoPart BPart B

““Soft” launch date solution team begins to work Soft” launch date solution team begins to work according to system according to system

Team begins to provide feedback on how Team begins to provide feedback on how process steps are working both on the Job process steps are working both on the Job Function checklists and at the regular team Function checklists and at the regular team meetingsmeetings

Minor process step modifications (tweaking) are Minor process step modifications (tweaking) are made from team feedbackmade from team feedback

Metric data is beginning to be collectedMetric data is beginning to be collected Celebration scheduled for “Hard” launchCelebration scheduled for “Hard” launch Communication plan begins at “Hard” launch Communication plan begins at “Hard” launch

IDP Step 4:IDP Step 4: ReassessReassessPart BPart B

Department leader is actively providing Department leader is actively providing feedback to team through job function checklists feedback to team through job function checklists

Department leader begins analysis of metricsDepartment leader begins analysis of metrics Department leader is getting regular input Department leader is getting regular input

regarding ways to improve performance from regarding ways to improve performance from team members at team meetings based on team members at team meetings based on metricsmetrics

Department leader begins providing metrics Department leader begins providing metrics report to executive for review at predetermined report to executive for review at predetermined and regular intervalsand regular intervals

IDP Step 4:IDP Step 4: ReassessReassessPart BPart B

Solution is reassessed by Executive and Solution is reassessed by Executive and Department leaders at pre-determined time-Department leaders at pre-determined time-frameframe

Determination is made regarding the solution. If Determination is made regarding the solution. If more time and data is required another more time and data is required another reassessment date is set. If the data is reassessment date is set. If the data is determined to be sufficient to understand if determined to be sufficient to understand if solution is working then the solution either solution is working then the solution either continues status quo, is scrapped, or is modified.continues status quo, is scrapped, or is modified.

If it is determined that solution should be If it is determined that solution should be modified then team reengages innovation process modified then team reengages innovation process steps 2 and 3 where appropriate. steps 2 and 3 where appropriate.

Documents

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