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Strategically Aligning
Leadership Development
Leading for Improvement Across Penn Medicine
Judy SchuelerSenior Advisor, Office of the
CEO
Ralph W. MullerCEO
Patricia Sullivan, PhD
VP, Quality & Patient Safety
Beth JohnstonExecutive Director, Clinical
Practices
Craig Loundas, PhDDirector, Leadership Practice &
Organization Development
Michele VolpeExecutive Director, Penn
Presbyterian Medical Center
Creating Strategic Alignment Through Leadership Development
3
Leadership Development
A program with emphasis on organizational skills — applied to real challenges in the workplace.
Penn Medicine Leadership Forum
A major force for change
Curriculum that Matters
Linchpins for Action Learning
Outcomes Speak Louder than Words
1234
4
A major force for change
FY08
Quality teamroles
Cancer serviceline
Transitionsin Care
Improving thepatient experience
Traditional executive ed
FY09 FY10 FY11-14 FY11-14
Advancing our Blueprint for Quality
Exec Ed for Chiefs and Chairs
Case-study Based
Teams have responsibility for action learning in their daily work
5
Curriculum that Matters . . .
What I learn today, I can use tomorrow
• Financial links to sustain clinical strategies
When people say ‘It’s not about the money,’ . . . they mean it’s about the money.
“
”
6
Linchpins for action learning
Performance Improvement CoachesHelp team leaders frame, execute, and communicate project outcomes
Leaders as TeachersTwo way learning
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Outcomes Speak Louder than Words
Keep the Main Thing the Main Thing
Process is not the most important product
Rapid Experimentation
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PERFORMANCE RESULTS
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Reducing Mortality and Saving Lives
Declining risk adjusted mortality
Increasing number of lives saved
98
352
441
6250.90
0.770.73
0.65
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
0
100
200
300
400
500
600
700
FY11 FY12 FY13 FY14
UHC M
ortality IndexUPH
S Lives S
aved
(n)
Lives Saved Mortality Index
10
Improving the Patient Experience
Penn Medicine ExperienceWork Started
11
7.9%
11.8%10.8%
9.3%
11.7%11.4%
10.6%
9.0%
7.8%
11.7%
8.4%
10.8%
9.6%
10.1%
13.9%
11.3%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
2010 Q1
2010 Q2
2010 Q3
2010 Q4
2011 Q1
2011 Q2
2011 Q3
2011 Q4
2012Q1
2012Q2
2012Q3
2012Q4
2013Q1
2013Q2
2013Q3
2013Q4
Financial Performance Benchmarking
Source: COTH Quarterly Survey of Hospital Operations and Financials
25th Percentile
Teaching Hospital
75th Percentile Teaching Hospital
HUP Quarterly Operating Margin
HUP Margins vs. AMC Peers
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Who We ArePanel
– Ralph Muller, CEO– Pat Sullivan, Vice President, Quality and Patient Safety– Beth Johnston, Executive Director, Clinical Practices– Michele Volpe, Executive Director, Penn Presbyterian Medical
Center– Craig Loundas, Director, Leadership Development and Talent
Management
Penn Medicine Academy Team – Monica Heuer, Senior Organizational Development Consultant– Christopher Klock, Performance Improvement Advisor– Denise LaMarra, Director, Standardized Patient Program – Cindy Morgan, Vice President for Learning and Organizational
Development
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ENGAGEMENT Involve faculty and staff as partners with patients and families to achieve goals of care.
Penn Medicine will improve the health of our patients and assure safe care.
CONTINUITY Deliver seamlessly coordinated care across all settings and service lines.
VALUE Provide high quality, efficient care and the best outcomes for all patients.
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Challenge to Performance Improvement
• Rapid Experimentation
• Value of Fast Failure
• Rapid Deployment
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Learning Labs Yields Outcomes New PI cohort is launched every 100 days
134 PI projects
1,206 participants
Entity Project Outcomes
CPUP My Penn MedicineContact your Care Team • Patient & Physician Satisfaction has increased
HUP Surgical Care • 100% compliance for 12 months
PAH “Green” OR • Reduced Regulated Medical Waste by approximately 80,000 pounds
PPMC SICU: Early Extubation • Full Adoption of new process into the practice of the SICU
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Our Approach: the Work System Model
Desired State: Improved
Patient Experience
Desired State: Improved
Patient Experience
Workplace DesignWorkplace Design
OrganizationOrganization
Decision AllocationHuddles
Staff Meetings
Decision AllocationHuddles
Staff Meetings
Information DistributionRounding
Information DistributionRounding
MeasurementPatient Satisfaction
DashboardsLeader Boards
MeasurementPatient Satisfaction
DashboardsLeader Boards
RewardsManagement Incentive PlanPerformance Management
Recognizing Service Heroes
RewardsManagement Incentive PlanPerformance Management
Recognizing Service Heroes
PeoplePatient Service Rep
AcademyBehavioral Screening Tools
PeoplePatient Service Rep
AcademyBehavioral Screening Tools
TaskStandards Reduce
Variability
TaskStandards Reduce
Variability
Copyright: Greg Shea, Ph.D.
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Penn Medicine Patient Experience
Transforming the Patient Experience
April 2012-Learning Lab Launch November 2014December 2012-Sustainability
PENN Presbyterian Medical Center (PPMC)Orthopedics service line, focused on Cupp 5 and
Cupp 3 / 4 South, 3 East, CCU, SICU
• Leader and manager preparation
• Dynamic, four-hour, classroom experience
• Standardized Patient simulations
• Leader rounding
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Optimizing our Facilities and People
Need for a different configuration of space among our hospitals
Leveraging the Penn Medicine Academy for change management
Building vs. buying talent
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Hospital of the University of Pennsylvania (HUP)
Cancer CardiovascularNeurosciences Transplantand others
Penn Presbyterian Medical Center (PPMC)
Cardiovascular OrthopaedicsOphthalmology
Increasing our Capacity to Care
Moving the Trauma Program at Penn to PPMC to optimize inpatient capacity across Penn Medicine
Pennsylvania Hospital (PAH)
OB/GYN Neurosciences Orthopaedics
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1) Physical plant
construction
2) Team definition &
skills
3) Resource depth &
dynamics
A Collaborative Team Planning Process
Brought together the collective expertise to define the future of care in three primary areas:
Support Services
Physicians
Nursing and Allied
Health
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The Penn Medicine Academy
Center for Learning Solutions
Center forWorkforce
Development
Center for Leadership and Organizational
Development
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Leaders as Teachers Model
Teachers of strategy, innovation and change
Multi-prong benefit:
• Identify key leadership expectations and behaviors
• Engage regularly with front-line supervisors and managers
• Assess new talent
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Core Leadership Curriculum
Common Core Leadership Curricula for 850 Managers
Learning Lab Environment with Rapid Experimentation
Focus Courses on four key result areas:
1. People and Employee Engagement 2. Service 3. Finance4. Quality and Patient Safety
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Developing Managers Through Simulation
• Each participant manages three cases utilizing a standardized employee
• After the simulation, the manager receives a full debrief on strengths and opportunities for improvement
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Questions and Comments