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13th International Conference on Health Promoting Hospitals -Session II-4- Dublin, May 19, 2005

13th International Conference on Health Promoting Hospitals -Session II-4- Dublin, May 19, 2005. The Hospital as HPH-Strategy-Focused Organisation. Mag. theol. Elimar Brandt, Berlin Prof. Dr.paed. Dr.sc.phil. Werner Schmidt, Berlin CA Dr.med. Rainer Hübner, Bernau IMMANUEL DIAKONIE GROUP

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13th International Conference on Health Promoting Hospitals -Session II-4- Dublin, May 19, 2005

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  1. 13th International Conference on Health Promoting Hospitals -Session II-4- Dublin, May 19, 2005 The Hospital as HPH-Strategy-Focused Organisation Mag. theol. Elimar Brandt, Berlin Prof. Dr.paed. Dr.sc.phil. Werner Schmidt, Berlin CA Dr.med. Rainer Hübner, Bernau IMMANUEL DIAKONIE GROUP GERMAN HPH NETWORK (DNGfK) 13th International HPH Conference Dublin Session II-4

  2. 1. What should be implemented? Strategic guidelines for health promotion in hospitals „HPH-Strategy“ 1.1 18 Core HPH Strategies (Pelikan u.a. 2005) 1.2 Health Promotion Principles (Rootmann u.a.2001) 1.3 Standards for Health Promotion in Hospitals (Gröne u.a.2005) 13th International HPH Conference Dublin Session II-4

  3. 18 HPH Core Strategies(Pelikan u.a.) 13th International HPH Conference Dublin Session II-4

  4. Six Core HPH Strategiesfor Hospital Patients (Pelikan u.a. 2005) 13th International HPH Conference Dublin Session II-4

  5. Six Core HPH Strategies for Hospital Staff (Pelikan u.a. 2005) 13th International HPH Conference Dublin Session II-4

  6. Six Core HPH Strategies for the Hospital Community (Pelikan u.a. 2005) 13th International HPH Conference Dublin Session II-4

  7. 1. Empowering 2. Participatory 3. Holistic (physical + psychological + social) 4. Intersectoral 5. Equitable 6. Sustainable 7. Multistrategy (Rootman et.al. 2001) 1.2 Health Promotion Principles 13th International HPH Conference Dublin Session II-4

  8. 1.3 Standards for Health Promotion in Hospitals Standard 1: Management Policy Standard 2: Patient Assessment Standard 3: Patient Information and Intervention Standard 4: Promoting a Healthy Workplace Standard 5: Continuity and Cooperation 13th International HPH Conference Dublin Session II-4

  9. 2. How can be implemented? Three basical options for strategy implementation 2.1 Integration of HP-Core Strategies in a TQM system (f.e. EFQM) (Brandt u.a. 2000, Pelikan u.a. 2003) 2.2 HP-Standard implementation in connection with a self-assessment tool (Gröne u.a. WHO 2004) 2.3 HPH-Policy implementation with EFQM & Balanced Scorecard (BSC) (Brandt / Schmidt 2004) 13th International HPH Conference Dublin Session II-4

  10. 2.3 Implementation with BSC in connection with EFQM - Model Health Promoting Organi- sationel Structure & Culture of the hospital EFQM Excellence Model HPH Policy Balanced Scorecard (BSC) 13th International HPH Conference Dublin Session II-4

  11. BSC - Development for the Immanuel Diakonie Group 2.3.1 Determination of the strategic destination (Vision) 2.3.2 Definition of strategic orientations 2.3.3 Development and introduction of values 2.3.4 Determination of strategic key themes 2.3.5 Commitment to strategic objectives and development of a strategy map incl. formulation of „Story of the strategy“ 2.3.6 Balanced Scorecard with measurements, targets, and strategic initiatives 13th International HPH Conference Dublin Session II-4

  12. 2.3.1 Strategic destination (Vision) of the IMMANUEL DIAKONIE GROUP „…The WHO HPH concept is inserted in connection with comprehensive quality management in the organizational structure and culture of the hospital and the values of the Hospital Holding are observed in staffs daily work in the hospital.” (2002) 13th International HPH Conference Dublin Session II-4

  13. 2.3.3 Values of the IMMANUEL DIAKONIE GROUP • Development, discussion and validation of 18 values • 12 of 18 values are directly related to the strategy standards and principles of health promotion in hospitals • value 18 obliges explicit to integration of the WHO HPH Policy in the structure and culture of the organization (2003) 13th International HPH Conference Dublin Session II-4

  14. 2.3.4 Strategic Key Themes of the IMMANUEL DIAKONIE GROUP • Health Promoting Corporate Culture • Process Optimization and Quality Management • Highest possible health gain through • comprehensive patient orientation • Partnership and Health Centers 13th International HPH Conference Dublin Session II-4

  15. 2.3.5 Commitment to 20 strategic objectives and development of a strategy map 13th International HPH Conference Dublin Session II-4

  16. Concentration on 20 strategic objectives with max. per objective: 1-2 Measurements and 1-2 Strategic initiatives put in order 4 business perspectives Finance Customer Processes Innovation With cause and effect relationships between strategic objectives. BSC Characteristic 13th International HPH Conference Dublin Session II-4

  17. Strategic Objectives Measurement Strategic Initiative Target F1 F2 F3 Patient needs consider & documented % Patient records with doc. spec. pat.needs Task forces Patient needs 10% 30% 70% BSC structure(Example) Strategic Theme: Health Gain through Pat. Orient. Diagram of the cause and effect relationships between strategic objectives Make positive operating results Increase customer loyalty Increase patient satisfaction Increase health Gain Pat. co-producer in treatment proc. Pat. needs consider and doc. HP-Hospital setting Increase staff HP-Competence 13th International HPH Conference Dublin Session II-4

  18. HPH Policy and the Strategic Key Themes of theIMMANUEL DIAKONIE GROUP • 1. Health Promoting Corporate Culture • (Standard 1 and 4) • (Core Strategies for Staff) • 2.Process Optimization and Quality Management • (Standard 1 and 4) • (Core Strategies for Staff) • 3. Highest possible health gain through comprehensive patient orientation • (Standard 2 and 3) • (Core Strategies for Patients) • 4 Partnership and Health Centers • (Standard 5) • (Core Strategies for Community) 13th International HPH Conference Dublin Session II-4

  19. Strategy Map (Immanuel Diakonie Group Berlin) Health promotingcorporate culture Process optimization and quality management Highest possible health gain through comprehensive patient orientation Partnership andhealth centers Make positive operating results (F2) Arrange professional public relations (F4) Open additional business segments and financialresources (F3) F Plan for case costs (F1) Increase staff satisfaction (K2) Increase patient-, occupant- and relatives satisfaction (K1) Promotin health in the region (K3) C Involve patient as co-producer of his health (P1) Introduce a comprehensive human resource development (P7) Identify and reducedepreciative processes (P6) Organize care networks andcooperations (P4) Configurate and place a Immanuel Diakonie Group related corporate identity (P3) P Consider and document the needs of patients and occupants (P5) Create transparent structures of responsibility and information (P2) Strengthen staffs health competence (I6) Lead staff to success (I4) Establish regularlyself-assements (I5) Perceive patients, occupants and relatives holistic (I2) Distinguish performancespectrum (I3) I Promote communicantculture (I1)

  20. 2.3.6 Balanced Scorecard IMMANUEL DIAKONIE GROUP Strategic Objectives F1 Plan for case cost F2 Make positive operating F3 Open additional business segments and financial resources F4 Arrange professional public relations K1 Increase patient/occupant/relatives satisfaction K2 Increase staff satisfaction K3 Promoting health in region P1 Involve patient as co-producer of his health P2 Create transparent reponsibilty- & information structures P3 Configurate & place a IDG related corporate identity P4 Organize care networks and cooperations P5 Consider & document patient- & occupants needs P6 Identify & reduce depreciative processes P7 Introduce a comprehensive human resource development I1 Promote communication culture I2 Perceive patients, occupants & relativs holistic I3 Distinguish perfomance spectrum I4 Lead staff to success I5 Establish regularly self-assessments I6 Strengthen staffs health competence Finance Customer Processes Innovation 13th International HPH Conference Dublin Session II-4

  21. BSC Immanuel Diakonie Group (Perspective: Finance) CS:Core HPH Strategies SHP: Standards HP PRI: HP Principles Strategic Initiative HPH Policy Strategic Objectives Measurement CS SHP PRI F1 Plan for case cost F2 Make positive operating F3 Open additional business segments and financial resources F4 Arrange professional public relations Task force Information Transfer % informed departments % in turnover % proceeds Realization rate PR-Conception Quarterly reports Finance P4 P5 C4 C5 5 7 Analysis add. business 1 PR-plan for action 13th International HPH Conference Dublin Session II-4

  22. BSC Immanuel Diakonie Group (Perspective: Customer) CS:Core HPH Strategies SHP: Standards HP PRI: HP Principles Strategic Initiative HPH Policy Strategic Objectives Measurement CS SHP PRI C1 Increase patient/occupant/relatives satisfaction C2 Increase staff satisfaction C3 Promoting health in region P1 P3 2 1 Satisfaction index Patient survey S1 S2S3 4 1 Satisfaction index Staff survey Customer C1 C2 C3 C4 C5 S6 P6 5 1 2 Rate of Realisation Regional Health plan Project Regional Health 13th International HPH Conference Dublin Session II-4

  23. BSC Immanuel Diakonie Group (Perspective: Processes) CS:Core HPH Strategies SHP: Standards HP PRI: HP Principles Strategic Initiative HPH Policy Strategic Objectives Measurement CS SHP PRI P1 Involve patient as co-producer of his health P2 Create transparent reponsibilty- & informationstructurs P3 Configurate & place a HPH/ID Group related corporate identity P4 Organize care networks and cooperation's P5 Consider & document patient- & occupants needs P6 Identify & reduce depreciative processes P7 Introduce a comprehensive human resource development P2 P4 % included Patients (doc.) Patient survey 3 2 Task force Responsib. & Inf. Structure S2 S3 4 1 2 Realization installment • Realization Action • plan • Awareness Pat. • & Staff S3 P3 1 to5 1 to 7 • Task force • Values • (implementation) • Pat./Staff servey Processes Task force optimize coop. S6/P6 C1/C2 C6 Number & valuation of cooperation's 5 4 7 • Realization • Pat.needs dok. • Pat. satisfaction • (needs index) P1 P4 Quality working Group Patient needs 2 1 2 % change of processes S2 (1+3) Improvement management 2 4 Realization installment S2 Personal management 4 1 2 13th International HPH Conference Dublin Session II-4

  24. BSC Immanuel Diakonie Group (Perspective: Innovation) CS:Core HPH Strategies SHP: Standards HP PRI: HP Principles HPH Policy Strategic Initiative Strategic Objectives Measurement I1 Promote communication culture I2 Perceive patients, occupants & relatives holistic I3 Distinguish performance spectrum I4 Lead staff to success I5 Establish regularly self-assessment I6 Strengthen staffs health competence CS SHP PRI S1 S2 S3 Training Feedback culture 4 1 to 5 % departments with monthly activities P1to P5 2 3 3 Holistic Competence Training (HCT) Score pro employee for HCT participation C1 C2 C3 1 5 2 4 7 Performance distinguish development concept (PDDC) Realization of PDDC-Targets S2 (S1) (S3) 4 1 2 • Manager-train. • Employee- • oriented • Conversation • (EOC) • Number of EOC • (Employee/year) • % aim agreements Innovation S2 1 1+2 4 6+7 • EFQM Self assessment • (Score / RADAR) • % EFQM-Train. Employee EFQM Training of Self Assessment- team S4 S5 Hospitals Healthy Lifestyle Supplies 4 1 2 3 Number of supplies /year 13th International HPH Conference Dublin Session II-4

  25. Strategic Management Process with the Balanced Scorecard ( nach Horváth 2000)) Phase I:Development/revise the Balanced Scorecard Phase IV:Learning andadaptation Phase II:Communication and Specification Phase III:Translate into operational control 13th International HPH Conference Dublin Session II-4

  26. What does that mean? 1. BSC: an integral part of the Management- and Control systems 2. BSC: an integral part of the Planning system 3. Lead staff with BSC 4. BSC: Integration in the Report system 5. BSC and EFQM- Model coordinate use Implementation of the BSC 13th International HPH Conference Dublin Session II-4

  27. Statement CEO Nomination of „Responsible employees“ for every Strategic Objective and for every Strategic Initiative Final Training Next steps April 11, 2005: Start meeting for BSC Implementationof the Immanuel Diakonie Group (in 3 hospitals) with 100 Participants 13th International HPH Conference Dublin Session II-4

  28. The HPH Strategy/Policy is an integral part of the BSC of the Immanuel Diakonie Group The BSC of the Immanuel Diakonie Group is now the official Management instrument in the institutions of this Holding We are sure: Consistency: 13th International HPH Conference Dublin Session II-4

  29. The Strategic destination (Vision) of the Immanuel Diakonie Group becoming reality: „The WHO HPH concept is inserted in connection with comprehensive quality management in the organizational structure and culture of the hospital and the values of the Hospital Holding are observed in staffs daily work in the hospital.” 13th International HPH Conference Dublin Session II-4

  30. e.brandt@immanuel.dewerner.schmidt@immanuel.de 13th International HPH Conference Dublin Session II-4

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