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ST. LUKE’S HOSPITAL AND HEALTH NETWORK 385 Principles. The following principles will be the foundation of the goals, manage- ment, and future development of the network. • Each network entity has a responsibility to operate financially at break-even or better on a stand-alone basis over the long term. Our entities should focus on their core services and divest of nonprofitable services that are not essential to our mission. • Day-to-day management of operations must be performed locally. It should be based on a continuously simplified management structure that promotes effec- tiveness, efficiency, and accountability for its integrity. However, decentralized management still requires various degrees of network oversight to coordinate the allocation of resources and informed decision making. • The development of any network is an evolutionary process that depends on members’ sharing a sense of purpose, belonging, and a commitment to collec- tive success. There needs to be an ongoing commitment to integration, leading to a seamless system of care. • To establish and sustain the St. Luke’s “brand” of quality and customer service, it is necessary to establish network-wide standards that are measured against national benchmarks. However, each entity must decide how best to implement them in a cost-effective and responsible fashion. • Regular and effective communication is a prerequisite for integration, satisfaction, and ownership among the network’s stakeholders. • Employees are one of our most important assets. • Medical care should be delivered at the local level as a first choice and within the resources of the network whenever appropriate. • All persons included in the network are accountable to the community to adhere to the network’s mission and vision and ultimately to improve the health status of the community. Exhibit 16.1. (Continued) cart_14399_ch16.qxd 10/19/04 1:19 PM Page 385 386 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 16.2. Management Philosophy, Vision for Patient Satisfaction, PCRAFT Core Values, Service Excellence Standards of Performance, and Performance Improvement Plan The management philosophy, vision for patient satisfaction, and PCRAFT core values are, as follows: Management Philosophy for St. Luke’s Hospital Introduction • We believe that quality patient care will best be provided in an environment supported by a positive management philosophy. Objectives • To demonstrate by behavior and attitude that employees, physicians, and volunteers are St. Luke’s most valuable resource • To create a positive work environment through timely and effective communi- cation and involvement of employees, physicians, and volunteers Management Principles 1. Promote open, timely, and effective communication throughout the organization 2. Promote an environment that recognizes individual differences and encourages individuals to treat one another with respect and dignity 3. Foster an environment in which creativity and professional and personal growth are encouraged 4. Encourage decision making at the department level 5. Create clear goals, performance expectations, standards of accountability, and provide timely feedback to the people with whom we work; each employee is expected to • Cultivate a caring atmosphere in our hospital • Place the needs of the patients first • Interact positively with physicians, visitors, fellow employees and volunteers • Solve problems • Follow through on commitments • Continually improve hospital systems, emphasizing quality • Be fair and consistent in all dealings • Conduct all business dealings in an ethical manner • Be fiscally responsible cart_14399_ch16.qxd 10/19/04 1:19 PM Page 386 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 387 • Treat everyone as responsible adults • Recognize there are consequences for all behaviors, both positive and negative 6. Provide a safe working environment 7. Provide a compensation and benefit program that enables St. Luke’s to recruit, develop, and retain qualified, loyal, and experienced employees Vision for Patient Satisfaction • St. Luke’s Hospital and Health Network wants to set the industry standard for achieving and sustaining the highest level of patient satisfaction for our patients and their family members in every encounter. Core Values • At St. Luke’s Hospital and Health Network, our people are the source of our strength; their commitment and involvement determine our future success. To achieve our vision, we are guided by our values. Great focus is placed on our values. The mnemonic PCRAFT was developed to help staff remember and more readily “live” the values. St. Luke’s Values are as follows: Pride—We take pride in our accomplishments and our organization. Caring—We show consideration for others and their feelings. We treat others, as we want to be treated. Respect—We recognize the value, diversity, and importance of each other, those we serve, and the organization. Accountability—We are responsible to make decisions and solve problems in a timely and effective manner. Flexibility—We adapt to the changing needs and expectations of those we serve. Teamwork—We work together to improve quality. Exhibit 16.2. (Continued) cart_14399_ch16.qxd 10/19/04 1:19 PM Page 387 388 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE The mission, vision, goals, and member roles for the leadership steering committee include Mission • To fully develop the excellence within each leader Vision • To become the best leaders in health care . . . to be teachable again and always Goals • Educate to change behavior • Move from managers to leaders • Harness the creative energy of our network and focus it in the same direction • Create a service, action-oriented culture based on consistency, relationships, and accountability • Build trust • Reduce rework, redundancy, and duplication • Set up a built-to-last culture • Establish a focus on Five Points of the Star—service, people, quality, growth and cost—enabling us to align and connect back to our mission, vision, values, and goals Member Roles • In order to organize the work of the committee, ad hoc groups were established and still exist to support the different actions needed to ensure success of our endeavors; these Ad Hoc groups include Curriculum, content Communication Ambience, atmosphere Logistics Linkage Evaluation, measurement Exhibit 16.3. Leadership Steering Committee Mission, Vision, Goals, and Member Roles cart_14399_ch16.qxd 10/19/04 1:19 PM Page 388 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 389 SERVICE COST PEOPLE GROWTHQUALITY Exhibit 16.4. The Five Points of the Star Model cart_14399_ch16.qxd 10/19/04 1:19 PM Page 389 Example: This is an example of the Forum Evaluation results fr om the Leadership Forum held on March 8, 2003 at Lehigh Univ ersity in Bethlehem, Pennsylvania. LEADERSHIP FORUM March 20, 2003 Lehigh University There were 182 completed evaluation forms returned fr om the meeting. Strongly Strongly Total Disagree Disagree Neutral Agree Agree No. (No. of (%) Ans.) (No. of (%) Ans.) (No. of (%) Ans.) (No. of (%) Ans.) (No. of (%) Ans.) Ans. 1. The program today has helped me to better 0 0% 0 0% 5 3% 66 36% 98 54% 169 understand our growth as a network. 2. Evan Jones was effective in explaining the 2 1% 2 1% 3 2% 54 30% 121 66% 182 financial aspects of our strategic growth. 3. Bob Martin’s presentation heightened my 0 0% 5 3% 13 7% 68 37% 96 53% 182 awareness of our strategic initiatives across the network. 4. Brooke Huston’s presentation helped me to 0 0% 2 1% 13 7% 104 57% 60 33% 179 understand how to build a Great Place to Work at St. Luke’s. Exhibit 16.5. Sample Forum Evaluation Note: This is an example of the forum evaluation results from the leader ship forum held on March 8, 2003 at Lehigh Univ ersity in Bethlehem, Pennsylvania. cart_14399_ch16.qxd 10/19/04 1:19 PM Page 390 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 391 Exhibit 16.6. 2000–January 2004: St. Luke’s Hospital and Health Network Major Accomplishments by Five Points of the Star Model People • 100 Best Places to Work in Pennsylvania • Employee turnover rate of 12.8 percent at St. Luke’s Bethlehem (awaiting trended information—no national benchmark) • RN turnover for Medical/Surgical and Critical Care areas was 14.15 percent in FY 2003. This is down from 16.98 percent in FY 2002. Note: This data is only for St. Luke’s Hospital, and not the entire network. Quality • U.S. News & World Report, America’s Best Hospitals, Cardiology and Open Heart Surgery 1999, 2000, 2001, 2002, 2003 • 100 Top Hospitals: Benchmark for Success 1997, 2001 • 100 Top Cardiovascular Hospitals: Benchmarks for Success 1999, 2001, 2002, 2003 • 100 Top ICU Hospitals: Benchmarks for Success 2000 Service • St. Luke’s Hospital and Health Network participates in Press Ganey. All hospitals in the network are ranked among national leaders in various individual areas of performance and service. • Unit and departmental plans for customer service improvement Cost • Average length of stay (ALOS) has decreased from 5.07 days in FY 2000 to 4.34 days in FY 2003. Note: Excluding newborns and TCU • Operating margin has increased from 0.6 in FY 2000 to 1.5 in FY 2003 Note: For the St. Luke’s Hospital only the operating margin has increased from 2.2 in FY 2000 to 3.0 in FY 2003. Growth • Admissions for the network were 33,742 in FY 2003. This is up from 29,564 in FY 2000. Note: Excluding newborns and TCU • Outpatient visits have increased from 392,770 in FY 2000 to 530,033 in FY 2003 • Emergency room (ER) visits have increased from 73,731 in FY 2000 to 93,075 in FY 2003. • Total clinic visits have increased from 67,124 in FY 2000 to 88,026 in FY 2003 • Achieved Level I Trauma Center Accreditation based on volume growth and quality care • Most birth in the region in FY 2003 cart_14399_ch16.qxd 10/19/04 1:19 PM Page 391 392 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 16.7. Press Ganey Report Mean Mean Score N Score N Mean 7/1/02– 7/1/02– 7/1/03– 7/1/03– Score Question-PEDS 9/30/02 9/30/02 9/30/03 9/30/03 Change Pleasantness of room décor 85.5 19 82.6 23 (2.9) Room temperature 72.4 19 81.5 23 9.1 Accommodations and comfort 82.4 17 85.7 21 3.3 for visitors Staff attitude towards visitors 85.7 14 92.9 21 7.2 Staff sensitivity to inconvenience 87.5 16 93.8 20 6.3 cart_14399_ch16.qxd 10/19/04 1:19 PM Page 392 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 393 Exhibit 16.8. Accountability Grid for Best “People Point of the Star,” Fall 2003: Linking Education to Changing Behavior Completed Completed Who What by Yes or No Senior leadership As a manager, review the daily Ongoing and management structure of your work day. Take a personal assessment in terms of work-life balance issues to make the most of your hours at work each day. Set a goal to feel that you accomplish something each day in both work and personal life. Senior leadership Choose and implement in your Ongoing and management personal journey of work-life balance one of the items presented by Ellen Galinsky at the end of her presentation. (Goal is to list the top ten that she presented . . . left an e-mail message with Bob W. to see if we could get this from her.) Senior leadership Provide an environment that Ongoing promotes an individualized work-life balance journey for direct reports. This includes initiating a conversation with each direct report with the goal of developing an individualized work-life balance plan. cart_14399_ch16.qxd 10/19/04 1:19 PM Page 393 394 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 16.9. Management Performance Evaluation St. Luke’s Hospital and Health Network Name ______________________ Department and Job Title ________________________ Entity ____________________ Evaluator ____________ Evaluation Period____________ Date ______________ MANAGEMENT JOB PERFORMANCE EVALUATION Instructions to Determine Level of Performance Rating 1. Use a point system to differentiate between the performance levels. Performance Rating Levels Point Factor Definition 4 Performance is exceptional as evidenced by consistent achievement of the maximum results attainable. 3 Performance is consistently above expected standards as evidenced by specific achievements. 2 Performance meets expected standards. 1 Performance fails to meet expected standards. Improvement is required. Ratings of .5 (i.e., 1.5, 2.5, 3.5) are permissible in situations where improve- ment has been noted since the last evaluation but is not consistent enough to move to the next rating factor. 2. Assign a performance rating (1–4 points) to each of the core competencies. If all competencies were rated “extraordinary” (4 points), the appraisal would have a perfect score of 28 points. cart_14399_ch16.qxd 10/19/04 1:19 PM Page 394 [...]... performance and of hiring employees in good times and firing them in bad The company was known for starting lots and 405 406 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE finishing little, and for rewarding “fire fighting” rather than permanent fixes A consensus and relationship-driven culture meant that decision making was slow and, even when decisions were made, they could be appealed and reversed... were introduced at the 2001 leadership conference Soon thereafter, the capabilities were intertwined through the language of the second RootLearning map, “Strategy: Navigating to New Horizons,” embedded in the Leading for Results workshop and performance management system, and used to link various initiatives within the organization 415 416 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE. .. Rating: _ • Is committed to excellence in service by ensuring timely and effective responses to inquiries, complaints, and requests from all customers • Ability to communicate visions effectively • Demonstrates active listening skills • Effectively communicates ideas both orally and in writing • Effectively presents ideas or information at meetings (Continued) 395 396 BEST PRACTICES IN LEADERSHIP DEVELOPMENT. .. hospitals, including Georgetown University Medical Center and Geisinger Wyoming Valley Medical Center Her educational repertoire includes M.S in nursing from the University of Pennsylvania and a B.S in nursing from Georgetown University Bob Weigand is the director of management training and development for St Luke’s Hospital and Health Network He is responsible for designing, developing, implementing, and. .. _ Administrative Signature: Date: _ 399 400 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE ABOUT THE CONTRIBUTORS Andrew Starr is the director of clinical operations for St Luke’s Hospital His primary responsibilities are managing the clinical and business aspects for multiple departments in the perioperative service line Prior to his present position, Andrew... shipped in 197 0, just fourteen months after start-up That was followed by the introduction of magnetic disk in 197 3 By 198 1, the company had grown to 13,000 employees and $603 million in revenue The balance between operational management and innovation was difficult to maintain, and StorageTek filed for Chapter 11 bankruptcy protection in 198 4 Emerging from bankruptcy in 198 7, StorageTek once again had... problems” provide opportunities for learning • Balances long-term and short-term objectives and goals • Effectively works within a group (contributes to the success for achievement of identified goals) (Continued) 397 398 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 16 .9 Management Performance Evaluation (Continued) • Compliance with internal and external regulatory requirements... organizations beginning a major transformation or analyzing and implementing corrections to the current path INTRODUCTION Four IBM engineers with a dream of building better and less expensive tape drives for data storage founded StorageTek in Boulder, Colorado, in 196 9 Today, StorageTek is a $2 billion worldwide company with headquarters in Louisville, Colorado, and an innovator and global leader in. .. Open and trusting environment Customer loyalty and key business metrics Effective growing organization Figure 17.4 Transforming on Three Levels Executive Visability Hiring Goals Affinity Round Tables Groups Staff Meetings MBO's Stock Incentives Engineering Excellence Engineering Excellence Traning/ Development Focus [On] Dual Salary Voice Ladder Staff Meetings R&R Program Market-driven technology leadership. .. ceremonial tom-tom ATTAIN AND SUSTAIN IMPROVEMENT As 2004 began, StorageTek initiated the third stage of change The goals of this stage are • Continue results focus • Build sustainable future foundation Continuing the focus on results and alignment to a high-performance culture will involve adding other initiatives while continuing to focus on and deliver results in the areas already introduced In some cases, . goal of developing an individualized work-life balance plan. cart_14 399 _ch16.qxd 10/ 19/ 04 1: 19 PM Page 393 394 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 16 .9. Management. degree in nursing and in family practice. She also holds a bachelor’s of nursing from 400 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE cart_14 399 _ch16.qxd 10/ 19/ 04 1: 19 PM Page. Becker, Howard Cook, and Joe Pinto. 402 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE cart_14 399 _ch16.qxd 10/ 19/ 04 1: 19 PM Page 402 CHAPTER SEVENTEEN StorageTek Aiming for a high-performance