Engaging Through Strategic Alignment

BC Health Leaders Conference November 2, 2016

Ila Watson & Shauna Hynna

Session Outline • Sharing the iCcare Way at Sault Area Hospital

• Our model and experiences with engaging through strategic alignment

• Enabling participants to consider this model and diagnose where focus may be needed

• Aligns with LEADS domains • System transformation • Achieving results • Engaging others

Organization/Environment

SAH Overview • Community hospital in

Ontario providing primary, secondary and limited tertiary care, oncology and renal services for district

• First ever satellite radiation treatment suite

• 120,000 people in catchment area (Algoma district)

• 1,900 staff, 130 physicians and 450+ volunteers

OUR iCcare Way How we lead + How we provide services

+

*Evidence-Based Leadership – The Studer Group

Strategic Plan 2016-2021 Patient Perspective

My vision is that the people at Sault Area Hospital are skilled at what they do; they ALWAYS acknowledge me and greet me with a smile. They ask, “How can I help?”. They see me and treat me as a person and not a diagnosis. They are passionate about caring for all people, they enjoy their roles and are proud to work at the hospital. The health care system in Algoma looks and feels like one system to me. When I go to different departments in the hospital or from the hospital to my home or somewhere else in the community, the transition is seamless and smooth. My health care providers are able to get accurate and up-to-date information about me when and where they need it. I know that the care I’m getting at SAH is top notch and I only need to travel to other cities for care when it is in my best interests to do so. Where possible, I receive the care I need at home or elsewhere in the community, rather than always having to go to the hospital. I can always get information, have my questions answered and I have a voice in my health care. The people at SAH consider and respect my wishes and we make decisions about my treatment together.

What they tell us …

Voice of the Patient • See me and treat me

like a person • Access to information • Help me participate in

my care

Voice of staff, physicians • More access to

leadership • More opportunity to

participate in decisions that impact my work

Strategy is about Choice

9

Values Foundations

Vision Aspiration

Mission Purpose

Strategy Choice

Strategic Alignment

• Links structure and resources with strategy and the business environment

• Yields higher performance - right processes, right people in right roles

• Minimizes waste • Adds clarity, sets priorities • Connects to the ‘why’ - engagement

11

Strategic Plan 2016-2021

Operational Plan 2016-2018

Corporate Goals 2016-2017

90 Day Plans

Key Question: Are we set up to achieve strategy?

Exceptional people – outstanding care • Are we supporting our people? • Are we front-facing to the customer? • Have we made it possible for key practices (such as rounding

with patients and staff) to be successful? • Do we have unwarranted variation?

• Can we truly move from usually to always? • Have we truly aligned our priorities, structure and resources

with our strategy?

How do we need to change?

Key Change: Role Clarity

• Essential for strategic alignment • Delineation and adherence to who

does what can be a significant challenge and impediment to success

• We had to change adjust our structure and refine the approach

Role of the Board/Governing Body (simplified)

• Vision, Mission, Values • Sets Strategy • Oversight and Insight

Leadership Levels of Work

Leader Standard Work

Leader Standard Work

Leader Standard Work

Our Planning Roadmap

Vision, Mission &

Values

5 Year Strategic

Plan

3 Year Operational

Plan

Corporate Goals & QIP

1 Year Operational

Plan 90 Day Plan

Alignment

•Pillar Goals •Objective leader evaluation •90 Day Plans •Monthly meeting model •Visual results (transparency)

Engagement

•Rounding for outcomes •Recognition •H-M-L •Key words •Development (leader & skill) •Transparency •Lean problem solving •A3 thinking and PDCA •Performance and improvement

huddles •Focus – Fix – Follow up (stop light

reports) •Hire for fit

Accountability

•Standard Work •Transparency •Visual Management •Performance management •iCcare conversations

Patient and Family

Experience

• AIDET • Hourly Rounding • White Boards • Post discharge calls • Plan of Care with EDD

Our iCcare Way

Impact on the Organization

SAH Journey • Over 64 hours iCcare Way (Lean) Leadership training – LDI • Board education and updates • Executive and Director Learning – Thedacare • 60+ certifications – to build skill at SAH in all Depts. • 88% employee strongly know Our iCcare Way • Over 50 initiatives driven by Depts. and more happening

everyday • 10 Performance Huddles – 100s of improvements • Leader Standard work • Our iCcare Way is our performance standards and drives our

standard work • Significant component of our new hire orientation

Best Practices

– ensure it is all aligned, tie it back to values and the PATIENT

Give the culture time to adjust Keep reinforcing and teaching at all levels Really listen to feedback from staff and patients CEO and Executives demonstrate it by doing it wear – build pride Involve everyone – Front-line Board of Directors Let the staff own their improvements Make it fun and celebrate your successes… A lot!!

Where we expect to be in 20/21 Exceptional People: • Values and skill alignment • High and middle performers; low performs have plan for ‘up or out’ • AIDET always • Highly engaged and proud • People take pride in professional practice Working Together: • One information system • One journey for patients and families • Responsive to emerging population health needs; we know where the

best care is • Part of a population health partnership • One organization for Algoma Outstanding Care: • Service commitment to patients – living the service promise • Standardization of care – for the journey, not just the silo