Engaging Your Board with Passion, Purpose and …€¦ · 1 © 2008 Studer Group Engaging Your Board with Passion, Purpose and Pillars! Phyllis Cowling President & CEO United Regional

1 © 2008 Studer Groupwww.studergroup.com

Engaging Your Board with Passion, Purpose and Pillars!

Phyllis CowlingPresident & CEO

United Regional Health Care SystemWichita Falls, TX

What’s Right in Health CareSM | Evidence to Outcomes

Presentation Objectives

• At the conclusion of this session, participants will be able to:– Develop and implement Board

communications based on passion, purpose and pillars

– Link Board engagement with organizational improvements

– Develop organizational “want to” and “how to”

– Engage Boards with Passion, Purpose and Pillars!



Discussion Outline

• Why Engage Your Board?• Engaging the Board with Passion,

Purpose and Pillars• Developing “Want To” and “How To”• Results


Why Engage Your Board?

• Question: It takes significant energy and effort to engage a Board – why do it?

• Answer: You CAN achieve excellence within your organization without your Board’s engagement– But it’s MUCH easier to do if your Board

is engaged, providing• Support• Momentum• Positive Energy



Engaging the Board with P3

• If you don’t have passion, they won’t either!– Have a vision for excellence – and be

excited about it!– Engage your own mind and heart first– Remember that your Board (and your

staff) can’t read your mind – you must convey passion with words, with body language, with actions, with energy



• Permeate communications with “passion, purpose and pillars”– Strategic plan– Goals– Dashboards– Agendas– Reports

• But don’t just talk in pillars, think & act in pillars, too!– Must be substantive, not just packaging



Passion &

Purpose

Pillars

Strategies

Tactics

Goals

Expectations

Dashboards

Action Plans




This summary of our passion, purpose, pillars and strategies is

included at the front of each Board meeting material packet.

In this way, we ensure that we keep these concepts “top of

mind” for our Board.

(Note: our strategies are organized by pillar.)




Our annual goals are likewise organized by pillar (notice also the

reference, or link, back to our strategic plan)...


...and so is our

quarterly performance dashboard.





Some organizations arrange their Board

agenda by pillar. We’re not quite that

advanced – but we do highlight what pillars are addressed throughout the

agenda!

We don’t obsess over addressing every pillar at every meeting (but over a

span of 2-3 meetings, each pillar should be

discussed at least once).



Even my monthly administrative

report to the Board is pillar-based.

Again, this helps keep passion,

purpose and pillars visible!



Engaging the Board with P3: Results

89%86%Finance:The Board uses financial indicators and targets against which to measure organizational performance.

90%82%Quality:The Board uses quality indicators and targets against which to measure organizational performance.

90%82%Service:The Board uses customer service indicators and targets against which to measure organizational performance.

90%78%People: The Board has established performance measures with the CEO and evaluates the CEO performance at least annually.

20082005Board Self-Evaluations (and, yes, they’re pillar-based!)

84%78%Growth:The Board monitors implementation of the strategic plan and evaluates accomplishment of plan goals and objectives at least quarterly.

Excerpted from Board Self-Evaluation summaries; results converted to %s from 5-point scale weighted averages


Engaging the Board with P3: Results



First, We Developed “Want to”...

• Establishing a vision – a new CEO’s “on the bus” meeting

• Converting 110-word mission statement to 11 words of passion– Must be heart-driven

• Communicating, communicating, communicating!– Employee forums, newsletter columns,

rounding


...Followed by “How to”

• Leadership Development Institutes• “Must Haves”• HMLs• LEMs• Accountabilities• More Employee Forums• More Newsletter Columns• More Rounding


What’s Right in Health CareSM | Evidence to Outcomes 17

79%

86%

90%

70%

75%

80%

85%

90%

95%

Where We Were (2002) Where We Are (2006) Where We're Going (2013)

"I am proud to tell people I work for this organization"

Source: Morehead Employee Surveys; weighted scored converted to %s

Results: People


50.0

55.0

60.0

65.0

70.0

75.0

80.0

Wei

ghte

d M

ean

Scor

e


Physician Satisfaction with...

Nursing Quality Pharmacy ER Admin CommunicationSource: Press Ganey Medical Staff Surveys

65.8 61.9 67.1 63.7

75.3 70.7 69.5 65.8

Results: People



46%

86%90%

20%

30%

40%

50%

60%

70%

80%

90%

%ile


Inpatient Overall Patient Perception of Care

Source: Press Ganey Patient Surveys; mean %ile for Q1-4 2005 and 2007

Results: Service


32%

60%

90%

20%

30%

40%

50%

60%

70%

80%

90%

%ile


Emergency Services Overall Patient Perception of Care

Source: Press Ganey Patient Surveys; mean %ile for Q1-Q4 2005 and 2007

Results: Service



• Where We Were: – We conducted many quality projects and

felt confident we provided high-quality care, but we couldn’t answer the question, “how do we know?”

• Where We Are: – We are beginning to really measure

quality and focus our efforts on what matters – from the patient’s perspective.

• Where We’re Going: – We will excel in consistent, reliable quality

care.

21

Results: Quality


• Where We Were: – FAST = Opposite of SLOW

• Where We Are: – FAST = Further Assessment Support Team

• Non-critical care Code Blues decreased 50%; non-critical care mortality reduced 52%

• Where We’re Going:

Results: Quality



3.5%

8.4%

5.0%

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%


Operating Margin

Results: Finance


$47,200

$62,400

$75,000

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000


Salaries/Benefits per FTE

Market-Comparable

Salaries/ Benefits

Results: Finance



Results: Growth

Dreaming

Where We Were

Constructing

Where We AreElevating Excellence

Where We’re Going


PassionTo provide excellence in health care for

the communities we serve

PurposeTo make a positive difference in the

lives of others

PillarsPeopleServiceQualityFinanceGrowth



PEOPLE

SERVICE

QUALITY

FINANCE

GROWTH


“The future is not just some place you are going to, but is a place you are creating, and the paths to it are not found, they are made. Follow your passion as long as you live, and on this

you will reach success.”Unknown


Thank You!

Phyllis CowlingPresident & CEO

United Regional Health Care SystemWichita Falls, TX

Documents

Engaging Your Board with Passion, Purpose and …€¦ · 1 © 2008 Studer Group Engaging Your Board with Passion, Purpose and Pillars! Phyllis Cowling President & CEO United Regional