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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

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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

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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

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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.

“

”

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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

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Improving the Patient Experience

Penn Medicine ExperienceWork Started

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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