Using the LEM to Drive Results at OU Physicians Holly Adams, FACHE, FACMPE Executive Director of Operations OU Physicians & OU Children's Physicians Clinical.

Using the LEM to Drive Results at OU Physicians

Holly Adams, FACHE, FACMPEExecutive Director of Operations

OU Physicians & OU Children's Physicians Clinical [email protected]

405-271-3932

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Overview

• Overview of leader accountability system

• Share the “everyday” application of the LEM

• Share OUP leader “toolkit” used to instill accountability and drive results

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LaDonna Tyner – Admin. Coordinator

Terry Rinck – Decision Support Mgr

TBD – OUCP Admin. Coordinator

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Why LEM?

We believe accountability in leadership is the cornerstone of achievement. To achieve our OU Medicine goal — positioning OU Medicine as the premier health care provider in our region — the advances, achievements and accomplishments of the organization must be evidence-based and measureable.

Success that isn’t measurable is questionable. If it can’t be measured, it can’t be managed. Accountability calls for a level of commitment — ownership of responsibility — and is an essential component for organizational goals to be realized… .

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Why LEM?

Each goal we set our sights on, whether achieved, surpassed or even unmet can become a snapshot from which we interpret what works and what we can do better.

LEM tools not only capture the snapshots, but they’ll also help us think more strategically in the goal-setting process and guide us in the best ways to achieve them.

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Building an Culture

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”

- Aristotle

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What is Leader Accountability at OUP?

Accountability is about setting the expectation, clearly communicating it, and then holding yourself and everyone within your sphere of

influence responsible for consistently meeting the established expectations

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Standards of Behavior

We Will EXCEL PROFESSIONALISM CARING COMMUNICATION QUALITY INNOVATION We approach our work in a professional manner:

I will model integrity by being honest and trustworthy in my work.

I will promote accountability by being responsible for my own actions.

I will discuss confidential and personal information in a private area.

I will work together with my colleagues to achieve our common goals.

I will demonstrate respect by treating others as I would expect to be treated.

I will treat our facilities and equipment as I would treat my own.

I will be on time for work, meetings and other commitments.

I will abide by the organization’s dress code. I will accept constructive feedback.

We believe effective communication is fundamental to everything we do:

I will introduce myself to patients, families, visitors and colleagues.

I will explain the expected duration of procedures, visits and delays to patients.

I will share appropriate information with people in a timely manner.

I will communicate effectively by speaking clearly and actively listening while learning and sharing information.

I will wear my ID badge where it can easily be seen.

I will communicate effectively through all levels of our organization.

I will communicate with sincerity, honesty and cultural understanding.

We are sensitive to the needs of those we serve:

I will always act with compassion, kindness, empathy and patience.

I will be respectful and courteous to everyone because they are important to our organization.

I will make myself available to those in need. I will respect cultural, religious and social

backgrounds.

We are committed to quality service:

I will be committed to understanding and applying best practices.

I will continually review my performance and strive to improve myself and the outcome of my work.

I will be committed to everyone’s safety. I will pursue my duties to completion. I will strive to be helpful in every situation. I will demonstrate and encourage positive

behaviors.

We always look for better ways to take care of our patients:

I will take pride and ownership in innovation

within OU Medicine by committing to new technology and research.

I will be committed to developing new knowledge and sharing it with others.

I will promote innovation that will benefit those we serve.

I will actively support, mentor and coach to foster a constructive learning environment.

I will pursue opportunities to learn and grow.

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Clinic Manager Accountability “Tool Box”

Provide an overview of leader accountability tools used to

substantially impact patient satisfaction and other key performance indicators

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Leader Accountability “Tool Box”

• LEM & Leader Report Cards• Monthly Meeting Model (MMM)• Leader Rounding on Patients & Staff• Employee Incentive Program – EXCEL Scorecards• Clinic Performance Review (CPR) Meetings• Reward & Recognition (yes, it’s a tool – use it!)

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Leader Report Cards

Manager Target = Update LEM monthly & bring to meeting with EDO. LEM score targets are built into annual performance evaluation.

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LEM – Summary of 3 Important Tools

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90 Day Action Plans

Every leader should have a 90 day plan in place for goals not met.

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Monthly Meeting Model

Review of Clinic Manager Monthly Meeting Documentation

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Clinic Performance Review (CPR) Meetings

• Focus is on leader accountability for clinics with patient satisfaction rankings below target for 3 consecutive quarters.

• Clinic Manager & Medical Director present the LEM Action Plan to EDO, CEO, CMO, & Department Chair.

• Meeting Agenda:

• Desired Outcomes:• Increased leader accountability• Improvement in patient satisfaction ranking

Presentation of Data

Presentation

of LEM

Action Plan

Discussion

of Obstacles

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CPR Results

• Held 18 CPR meetings over past 12 months.

• 18 LEM Action plans have been approved and implemented with overall success.

• Meetings widely viewed as very productive.

• Used as an example of leader accountability across OU Medicine.

Clinic Before After

Orthopedics 57% 84%

Specialty Clinic 48% 99%

OUCP Latino 42% 66%

OUCP GI 11% 99%

Neurology 10% 73%

Impact on Patient Satisfaction Ranking

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ServiceService

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Service

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2011 GOAL = Maintain a Voluntary FT/PT Turnover Rate of 12.9% or less

OUP – Voluntary Turnover FT/PT

People

Instill and reinforce

standards of behavior that

will attract, develop and

retain outstanding

staff, physicians, faculty and

students

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OUP – Overall Patient Satisfaction

2011 GOAL = Improve Overall Patient Satisfaction Scores to the 75th PercentileGroup Adult Children's

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30

40

50

60

70

80

90

100

44 53 7348 59 5241 54 5371 68 9072 62 9970 68 7768 60 8575 72 77Q4-FY09 Q1-FY10 Q2-FY10 Q3-FY10 Q4-FY10 Q1-FY11 Q2-FY11 Q3-FY11

Target 75th %tileTarget 75th %tile

Service

Promote consistently

positive experiences

for our patients, staff

and community

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OUP – Clinic Visits

2011 GOAL = Grow Clinic Visits by 3%

68% 68% 69% 68% 67% 68%

32%32%

31% 32% 33%32%352K

372K392K

409K432K

449K

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 (Annulized)

Child

Adult

Growth

Grow the enterprise to better serve patients and

physicians and support the fundamental missions of

teaching and research

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8.8%5.3%

7.5%

9.4% 1.8%

2011 GOAL = Increase Payments by 4%

OUP – Payments

Finance

Preserve a focus of fiscal responsibility

and multidisciplinar

y planning

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OUP – Ease of Obtaining Test Results

2011 GOAL = Improve Ease of Obtaining Test Results to the 60th PercentileGroup Adult Children's

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30

40

50

60

70

80

90

100

41 37 4757 55 4649 48 4254 48 5465 48 7475 62 9568 50 9863 56 99Q4-FY09 Q1-FY10 Q2-FY10 Q3-FY10 Q4-FY10 Q1-FY11 Q2-FY11 Q3-FY11

Target 60th %tile

Quality

Strive to be among the

highest ranked health care providers

by both regulatory and health

care scoring systems

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What It’s All About…

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Questions?