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Accountability and Alignment: Assessment, Goals and Standards. Presented by Brad Weeks. Free T-Shirt Giveaway!. Two Kinds of Accountability. what's. how’s. Under Achievers. What do they think?. IHI Model for Improvement. What are we trying to accomplish?.
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Accountability and Alignment: Assessment, Goals and Standards • Presented by • Brad Weeks
Two Kinds of Accountability what's how’s
IHI Model for Improvement What are we trying to accomplish? How will we know that a change is an improvement? What changes can we make that will result in improvement? *Langley GL, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (2nd edition). San Francisco: Jossey-Bass Publishers; 2009.
Can your leaders receive a good evaluation even when they don’t meet their goals?
Is it possible for a leader to meet the goals, but not meet behavioral standards, and still receive a good evaluation?
Do consequences differ for high achievers compared to under achievers?
Case Study on Leadership Performance 100% 75% 50% 15% 6% 3% 1% 0% Substantially Exceeds Expectations Substantially Below Expectations Below Expectations Meets Expectations Exceeds Expectations
In order to achieve long-lasting results in your organization, you must hold leaders accountable for measurable results. Al Stubblefield President Emeritus, Baptist Health Care
Best Practice Goal Setting • Annual organizational goals completed • Goal cascading to direct reports • Annual leader goals completed • Alignment and equity review
Sample Patient Experience Goal Increase perception of HCAHPS Overall Rating to 74 percent 9s and 10s with a stretch goal of 82 percent 9s and 10s as measured by vendor by the 4th Quarter FY2012. ≥ 82.0 = 5 79.0 – 81.9 = 4 74.0 – 78.9 = 3 71.0 – 73.9 = 2 ≤ 70.9 = 1
Goal Setting Guidelines • 6-8 total • Each goal is weighted to reflect importance and time spent • Weights between 10% and 50% each • Total weights add up to 100% • Alignment is crucial • Quality = efficiency and effectiveness
Goal or Tactic? Round on employees to improve morale. Achieve 90th percentile in employee morale. Develop new protocol to reduce infections. Reduce Hospital Acquired Infections by 5%. Tactic Goal Tactic Goal
People Service Quality Finance Growth Increase Employee Retention to 88% Improve Employee Satisfaction to the 90th Percentile Improve Physician Satisfaction to 85th Percentile Inpatient: Increase HCAHPS Overall to the 90th Percentile ED: Increase Patient Satisfaction to the 80th Percentile Decrease HAI by 30% 96% Compliance in Core Measures Achieving Operating Income margin of 4% or Greater Increase Inpatient Volume by 5% as compared to last year Increase Outpatient visits by 10% as compared to last year
Weight 25% Weight 30% Weight 20% Weight 25% People Service Quality Finance Goal: Reduce annualized turnover to 25% with a stretch goal of 15% for fiscal year. Metric: ≤15.0 = 5 19.9 – 15.1 = 4 25.0 –20.0 = 3 27.5 – 25.1= 2 ≥ 27.6 = 1 Goal: Achieve HCAHPS percentile rank of 85 with stretch goal of 95 as measured by vendor for the fiscal year. Metric: ≥ 95 = 590 – 94 = 485 – 89 = 385 – 84 = 2 ≤ 74 = 1 Goal: Decrease pressure ulcers to less than 2 occurrences for last 6 months of fiscal year. Metric: ≤ 0 = 51 – 1 = 42 – 2 = 33 – 3 = 2 ≥ 4 = 1 Goal: Manage unit productivity to budget. Metric: ≥ 105.0 = 5103.0 – 104.9 = 4100.0 – 102.9 = 390 – 94 = 2 ≤ 89 = 1 Example: Patient Care Manager
Service Goal Metric Examples ≥ 70th = 556th – 69th = 450th – 55th = 3 26th – 49th = 2 ≤ 25th = 1 ≥ 80th = 571st – 79th = 465th – 70th = 3 45th – 64th = 2≤ 44th = 1 Baseline Below 25th Percentile Baseline Between 26th and 50th ≥ 98th = 594th – 97th = 490th – 93rd = 3 75th – 89th = 2 ≤ 74th = 1 ≥ 90th = 581st – 89th = 475th – 80th = 3 55th – 74th = 2 ≤ 54th = 1 Baseline Above 70th Percentile Baseline Between 51st and 70th
A critical element of the desired culture A code of behaviors A set of expectations What are Standards of Performance?
