Strategic Mapping & Program Alignment

1. Strategic Mapping & Program Alignment Aligning Experiences – Expectations – Resources – Outcomes

2. Session Objectives • Introduce Choice as a service culture & dining experience • Review application of Choice in dining service • Present process for mapping from a strategic objective to a tactical initiative • Conduct the Mapping Exercise for a Current Project Initiative • Review Process, Q & A LSNI Annual Meeting - 2005

3. Changing Demographics • More Couples • More Choice & Selection • More Control • More Flexibility • Experience Consumers • More Knowledgeable of CCRC Living • Healthier – Wellness Important • Seamless Experience • Broader Constituencies LSNI Annual Meeting - 2005

4. Evolution of Experience Economy • Commodity Economy • Whole bean • Consumer Economy • Ground Coffee • Service Economy • Dunkin Donuts • Experience Economy • Starbucks LSNI Annual Meeting - 2005

5. The Resident Value Of Positive ExperienceA Memorable Feeling Created By You As A Result Of Us Relative Resident Value EXPERIENCE SERVICE GOOD RAW MATERIAL Created Within The Resident Source Of Resident Satisfaction Created By A Provider LSNI Annual Meeting - 2005

6. Operational Culture Rhythms of Daily Living is an operational culture that aligns resources and expectations of service experiences. RDL facilitates initiatives of environmental culture change implemented within the community. The core service model for liberating residents and staff from an institutional paradigm is dining service. Dining is a catalyst and enabler of transformation across coordinated services. LSNI Annual Meeting - 2005

7. The core of RDL is the opportunity to exercise choice residents’ for how they choose to live their day and staff choice for care delivery. This creates a collaborative coalition of residents and caregivers working together in a living environment. RDL facilitates the delivery of care, the experience of living and the dignity of self-determination. RDL is a management principle that aligns the natural rhythms of residents and the support they need. The organizing principle of RDL is that people should be able to make meaningful choices in their daily lives – on their own or with assistance. RDL relies on caregivers to help define and achieve outcomes that balance individual choice and system efficiency. Rhythms of Daily Living LSNI Annual Meeting - 2005

8. When Landing A Plane, What Is The Main Thing?1 Left Of Runway Altitude Too High Aligned Pitch Altitude Air Speed Cross Winds Wind Speed 1. Concepts and Diagrams From The Power of Alignment - How Great Companies Stay Centered and Accomplish Extraordinary Things By G. Labovitz/V. Rosansky LSNI Annual Meeting - 2005

9. The Main Thing Choice LSNI Annual Meeting - 2005

10. Alignment The appropriate positioning of systems and resources to attain a defined goal, mission, outcome or culture LSNI Annual Meeting - 2005

11. Program AlignmentProcess Overview PLAN & DEVELOP Evaluate Organize Define Plan Codify Implement Assess Alter Train Improve LSNI Annual Meeting - 2005

12. Evaluate “Readiness” With Leadership, Managers & Residents/Families • Define Outcomes Baseline and Expectations Plan Transition Process and Commit Resources • Write Program Transition Budget and Operating Narrative Organize For Culture Change Define Service Functions and Outcomes For Each Experience • Identify Beneficiaries/Benefits and Diagram Service Functions • Establish “Experience” Alignment Teams To Define/Implement Transition Codify Policies/Procedures and Training By Function • Write & Task Procedures/Training Using RDL© Base Process AlignmentPlan and Develop Evaluate Organize Define Plan Codify LSNI Annual Meeting - 2005

13. STRATEGIC OBJECTIVES – TACTICAL IMPLEMENTATION PROJECT MAPPING As dining options and program enhancements are discussed, specific initiatives are defined and envisioned by department management and staff. These new “dining experiences" require a specific definition process from concept to strategic alignment to tactical implementation. Executive and Board leadership must clearly identify specific strategic organizational considerations. Leadership must clearly define their expectation and measurement of a successful contribution to the community strategic vision. LSNI Annual Meeting - 2005

14. STRATEGIC OBJECTIVES – TACTICAL IMPLEMENTATION PROJECT MAPPING The following are the task requirements for this process: • Identify Service Initiatives • Define Their Contribution To Strategic Objectives • Define Appropriate Measurements Of Successful Experience Outcomes • Identification Of Resource And Operational Intersects • Identification Of Intersects And Roles Of Other Contributing Departments • Structure Of The Process For Resource Allocation To Develop The Defined Initiative • Sequencing Of The Tasks • Implementation of the Initiative. LSNI Annual Meeting - 2005

15. Map Process #1, 2 ,3 LSNI Annual Meeting - 2005

16. Map Process #4, 5 LSNI Annual Meeting - 2005

17. Project Management LSNI Annual Meeting - 2005

18. Choice Dining Continuous Alignment LSNI Annual Meeting - 2005

19. Institution-Directed Culture Staff provide standard “treatments” based on clinical Institutional defined schedule and routines – resident comply Work is task oriented and staff rotates assignments – interchangeable residents Centralized decision making Hospital environment Structured activities There is a sense of isolation and loneliness Choice – Directed Culture Staff enters into a care giving relationship based upon individualized care & resident desire Residents and staff design the schedules Care is relationship-centered, consistent assignments Frontline decision making Environment reflects the comforts of home Spontaneous activities Sense of community and belonging Comparison of CulturePioneer Network LSNI Annual Meeting - 2005

20. Workmanship of Riskvs. Workmanship of Certainty The distinction between workmanship of risk and workmanship of certainty turns on the question "Is the result predetermined and unalterable once production begins?" LSNI Annual Meeting - 2005

21. Culture of Curing There is a significant difference between these two cultures. A culture of curing, the medical model, requires workmanship of certainty – specific, objective, regimented procedures to achieve a specific outcome. LSNI Annual Meeting - 2005

22. Workmanship of Certainty Leadership Attributes • Workmanship of certainty requires a traditional hierarchical leadership style. • Expectations are defined by the leadership • Outcomes are measured against static benchmarks • The process is predetermined and always replicated LSNI Annual Meeting - 2005

23. Culture of Caring A culture of caring, the LTC model, requires workmanship of risk – the collaborative relationship to create a quality of living experience that is subjective and defined by the resident and care provider at the moment of service. LSNI Annual Meeting - 2005

24. Workmanship of Risk Leadership Attributes • Workmanship of risk is best developed with a servant leadership model of direction. • Leadership defines, through collaborative development, the expectations. • The role of servant leadership is to then provide the community direction and then assure that staff have the necessary resources and environment for achieving the experiential outcomes. LSNI Annual Meeting - 2005

25. Servant Leadership a practical philosophy which supports people who choose to serve first, and then lead as a way of expanding service to individuals and institutions. Servant-leaders may or may not hold formal leadership positions. Servant-leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment. LSNI Annual Meeting - 2005

26. Culture of Servant Leadership OR I’m here to see that you do your job -- and that you do it right! How may I help you successfully do your job? LSNI Annual Meeting - 2005

27. “Some facilities studied, usually the lower turn-over ones, were in the process of thinking about how to increase individualized care. For example, the researcher asked, what are you doing if anything about resident choice. ‘We are looking at it. Ideally, we want them to eat when they want. We encourage them to tell us what care they want, a shower or bath, or to get up when they want.” Page 5-49 Appropriate of Minimum Nurse Staffing Ratios in Nursing Homes, Phase II Final Report prepared by Abt Associates for the Centers for Medicare and Medicaid Services, December 2001. LSNI Annual Meeting - 2005

28. Quality of Living Considerations A large proportion of nursing home residents are malnourished and up to half are substandard in body weight, leading to serious consequences including infections, hip fractures, and even death. The environment in which residents eat and the degree to which residents may choose when and what to eat can affect residents’ health (malnutrition and dehydration) and quality of life (perceived safety, enjoyment, social relationships, individuality, autonomy, choice).[i],[ii],[iii] • [i] Burger, S.G., Kayser-Jones, J., and Bell, J. P. “Malnutrition and Dehydration in Nursing Homes: Key Issues in Prevention and Treatment.” National Coalition for Nursing Home Reform. June 2000. • [ii] Chou, S., Boldy, D., and Lee, A. “Resident Satisfaction and Its Components in Residential Aged Care.” The Gerontologist 42:188-198, 2002. • [iii] Kane, R. “Long-Term Care and a Good Quality of Life” The Gerontologist 41:293-304, 2001. LSNI Annual Meeting - 2005

29. Session Objectives • Introduce Choice as a service culture • Review application of Choice in dining service • Present process for mapping from a strategic objective to a tactical initiative • Conduct the Mapping Exercise for a Current Project Initiative • Review Process, Q & A LSNI Annual Meeting - 2005

30. Contact Dan Look – 770-565-4006 Dining Management Resources, Inc. 3605 Sandy plains Road Suite 240-269 Marietta, GA 30066 dcl@dm-resources.com www.dm-resources.com LSNI Annual Meeting - 2005