Performance excellence

Workforce Management Strategies

Performance Excellence

Develop and implement a performance approach that enables RHCs to achieve

their performance improve targets.(Finance Pillar 2.3.2)

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2012 Operating Plan Objective:

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What is Performance Excellence?

“A systematic approach in methodology and tools that

allows us to deliver excellence in all we do to all those we

serve”

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Value Proposition

To create an integrated approach to organizational performance excellence that results in:Delivery of ever improving value to

customers and stakeholders; Improvement of overall organizational

effectiveness and capabilities;Enabling disciplined execution; Organizational sustainability; andOrganizational and personal learning

(cultural change).

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Journey to Performance Excellence

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Dec 2011: CHE Operating Plan:

Develop and implement a performance improvement approach that enables the

RHCs to achieve their performance improvement

targets

Jan- March 2012 Performance Excellence Team:

Develops recommendations including philosophy, approaches, guidance, tools and

techniques.

Jan 2012Charter approved

by SMT

March 28, 2012: RHC CEOs / SMT

approve recommendations

April 2012: Implementation

begins

June 2012: PE Steering

Committee first meeting

May 2012 PE Implementation Plans: Develop plans, processes,

resources to implement recommendations

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Building Awareness System-wide

Building Awareness Through…

▪ CHE Internal publications - feature in Summer 2012 issue of The Governance Report - article in Fall 2012 edition of Horizons - CEO Report (upcoming issues)

▪ State of the System webcast (October 30, 2012)

▪ PE slide deck for use at RHC meetings

▪ PE Video for use at local level

▪ Encourage RHCs to include stories in their local publications and communications

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Status on Key Action Steps

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• New Performance Excellence Logo

• “Enabling a culture” represents foundation of building Performance Excellence program

• Cross and hands represent connection to mission-based organization and patient care

• Circular arrows represent continuous motion / improvement

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• Endorsed PE Planning Document: Key Points

• Breakthrough performance includes building capability in all five pillars – service, quality, people, finance and growth

• Performance improvement approach leverages the knowledge and resources being utilized today by RHCs to enable them to achieve their performance improvement targets

• Provides a common definition – a systematic approach in methodology and tools that allows us to deliver excellence in all we do for all those we serve

• PE applies to all processes system-wide – acute, non-acute and administrative

• Hardwiring a culture of performance excellence requires change in mindset starting with leadership’s ability to frame and support change

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• PE Planning Document: Key Points

• The PE approach establishes and aligns accountabilities while at the same time maintains flexibility of each RHC. Sophistication of the approach and program will evolve over time. “Tight-loose-tight” infrastructure

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Disciplined Execution requires root cause identification and

solutions. Selecting the right methodology

leads to more efficient and effective

solution to the opportunity identified

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Leverage and utilize existing

resources. WFM Champions

positioned as PE Champions

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SharePoint provides for central repository of projects, templates

and tools. PE Champions monthly calls focus on best

practice sharing

Over 35 projects collected and loaded into SharePoint for sharing ideas and outcomes

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Training and Education is a critical

success factor beginning with senior

leadership and cascading throughout

the organization

Principles:• Begin with CHE and RHC Leadership as the priority in 2012• Incorporate in already scheduled face to face meetings in July,

September and November• Invest in key note speaker(s) to build momentum and energize

around the possibilities• Utilize RHC CEOs to provide education based on their own

experiences and methodologies• Education should focus on methodologies, tools and practical

applications Training and Education a critical success factor beginning with senior leadership and cascading throughout the organization

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• PE Planning Document: Measures of success

• Short term and long term key performance metrics

• Short term – focus on planning and implementation• Complete an agreed upon education curriculum for CHE and RHC Senior

Leadership teams• Develop and populate Performance Excellence SharePoint site• Incorporate RHC and System Office operational planning and budget

processes, including the 2013 budget process

• Long term – focus on achievement of savings identified in 2013 budgets

• Achievement of dollar savings identified within budgeting process as performance improvement projects.

• 2013 Target: TBD upon completion of 2013 budget approval

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• Endorsed PE Charter and Financial Impact Analysis Guidelines: Key Points

• PE measure of success includes integrating and incorporating performance excellence activities in both our operational planning and budgeting cycles for both the CHE System Office and RHCs

• 2 standard forms developed:

• PE Project Charter

• PE Financial Impact Analysis

• During budgeting cycle, each RHC and System Office will a provide a high level narrative on the performance excellence projects that will be a focus in the upcoming year based on thresholds

• During ongoing operational planning, at a minimum, RHCs complete the 2 standard forms for those projects that meet criteria during budgeting cycle. However, all RHCs are encouraged to utilize the forms as broadly possible for any and all projects.

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• Ongoing Operational Planning: Both the Charter and Financial Impact analysis to be completed and submitted for best practice sharing

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• Annual Budget Cycle: Complete high level narrative for projects with the following thresholds:

• Any projects with financial benefits of at least $1.0 million or greater in total for 2013-2017. If there are no projects with a cumulative financial impact of over $1.0 million, provide an itemization of the four (4) largest projects

PE Project Pillar Estimated $ impact (if applicable)

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Next Steps

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• RHC Senior Leadership:

• Engage in building a culture of ongoing performance improvement

• Include PE as standing agenda topic at all meetings

• Utilize the disciplined approach – standard Charter and Financial Impact analyses

• Identify and share best practices system-wide through the PE Champions

• Educate, educate and educate at all levels

Documents

Performance excellence