GOOD MORNING!!! If you have not already completed the “Type & Temperament Sampler” that was...

GOOD MORNING!!!

• If you have not already completed the “Type & Temperament Sampler” that was e-mailed to you this past Tuesday, there is an additional copy in your packet.

• Please take a few minutes to fill it out now as it will be instrumental as we get started today!

• Thank You Very Much!!!

Leadership Development Institute

March 6, 2015

Welcome!

• Welcome to today’s Leadership Development Institute!

• Following our last LDI we had the group participate in a “Leader Needs Assessment” survey. Those results indicated a need/want for additional leader development in the areas of communication, team-building, and leading versus managing.

• Those results will drive a great deal of our content for this year’s LDI’s.

Attendance/Sign-In Sheets

• Please ensure that you have signed-in

• Sign-in sheets are located at the registration desk.

• Please take the time to answer all of theevaluation questions.

• CME certificates will be issued and mailed 4-6 weeks after the activity.

• Please put your pagers and cell phones on vibrate.

Disclosure Statement

Under Accreditation Council for Continuing Medical Education guidelines disclosure

must be made regarding financial relationships with commercial interests

within the last 12 months.

Jon Brightbill

I have no financial relationships or affiliations to disclose.

Learning Objectives

Upon completion of this activity, participants will:

• Identify personality temperaments (Keirsey) & type (Myers-Briggs).

• Review ways we engage “normally” based on personality attributes.

• Recognize how to apply “type watching” to problem definition and resolution in a group or team.

• Review the influence of stressors on “normal” personality and behavior.

• Employ strategies to achieve positive outcomes.

AgendaLEADERSHIP DEVELOPMENT INSTITUTE

March 6, 2015

7:30-8:00 a.m. Registration and Breakfast 8:00-8:10 a.m. Welcome and Introduction

Jon Brightbill 8:10-9:00 a.m. OU Medicine Leader Updates

Chuck Spicer Brian Maddy Dewayne Andrews, MD

9:00-9:15 a.m. 2014 EXCEL Awards Presentation

Chuck Spicer Brian Maddy Dewayne Andrews, MD

9:15-9:30 a.m. Break 9:30-10:30 a.m. Managing Yourself and Understanding Others: Personality Temperament and

Type in the Academic Health Care Organization (Part I) Valerie Williams, PhD, Vice-Provost for Academic Affairs, OU Health

Sciences Center 10:30-10:45 a.m. Break 10:45-11:45 a.m. Managing Yourself and Understanding Others: Personality Temperament and

Type in the Academic Health Care Organization (Part II) Valerie Williams, PhD, Vice-Provost for Academic Affairs, OU Health

Sciences Center 11:45 -12:00 p.m. Linkage Grid / Wrap-Up / Closing Remarks

Chuck Spicer 12:00-1:00 p.m. Buffet Lunch

Leadership Linkage Grid March 6, 2015

To help us incorporate what we have learned today into our everyday business practices, a “linkage” grid has been provided below. The linkage grid provides a clear, consistent message on the items that need to be communicated to staff and the expectations for our implementation work over the next 60 days.

Assignment Activity Tools and Validation Complete By

Complete

Learning Objectives: Communication

“Identify”

“Practice”

“Identify”

Part 1 – Personality Attributes & You

1. Identify personality temperaments (Keirsey) & type (Myers-Briggs) EXCEL Standards (Innovation – I will pursue opportunities to learn and grow.)

2. Review ways we engage “normally” based on personality attributes EXCEL Standards (Caring – I will always act with compassion, kindness, empathy and patience.)

Part 1 – Application and Practice

o What are the Salient attributes of my “Type and Temperament” as compared to others?

EXCEL Standards (Professionalism – I will promote accountability by being responsible for my own actions.) o Who are these people that work for me? (by Type and Temperament) and, what makes them tick?

EXCEL Standards (Caring – I will respect cultural, religious and social backgrounds.) o How do I best communicate with other personality types?

EXCEL Standards (Quality – I will continually review my performance and strive to improve myself and the outcome of my work.)

o How do I make my expectations clear to people with a different temperament than mine? EXCEL Standards (Quality – I will be respectful and courteous to everyone because they are important to our organization.)

Part 2 – You, Your Team and Other Groups

1. Recognize how to apply “type watching” to problem definition and resolution in a group or team EXCEL Standards (Innovation – I will be committed to developing new knowledge and sharing it with others.)

2. Review the influence of stressors on “normal” personality and behavior EXCEL Standards (Communication – I will communicate with sincerity, honesty and cultural understanding.)

3. Employ strategies to achieve positive outcomes EXCEL Standards (Communication – I will proactively seek out information and accept accountability for staying informed.)

Self-Identify Jung and Kiersey

Test/Sorter

MMM (Discuss with Leader)

Communication Page

Team Exercise

Build Knowledge Base

Identify Your Leaders Natural Skills

(Based on Type and Temperament)

4-10-15

4-10-15

4-24-15

4-24-15

4-24-15

(over)

“Practice”

Part 2 – Application and Practice

o How do I use personality types to set people up to be successful in the workplace using knowledge of the types and temperaments?

Delegate tasks based on personality type. EXCEL Standards (Innovation- I will promote innovation that will benefit those we serve.)

o How do I lead those that don’t see things the way that I do? EXCEL Standards (Quality – I will demonstrate and encourage positive behaviors.)

o How do I best establish teams with a goal of success? Know your people in an effort to be able to effectively manage them. Try and put people in

positions to succeed due to natural ability. Additionally, identify opportunities for growth based on individual challenge areas.

EXCEL Standards (Innovation – I will actively support, mentor and coach to foster a constructive learning environment.)

o How do I recognize and reward people based on their personality attributes rather than mine? EXCEL Standards (Professionalism – I will demonstrate respect by treating others as I would expect to be treated.)

o How do I work with a group that I don’t engage or work with daily? (for example when serving in leadership positions, or involved in improvement processes, or with specific workgroups or tasks) EXCEL Standards (Communication – I will communicate effectively by speaking clearly and actively listening while learning and sharing information.

“Toolkits”

Jung Typology Test: http://www.humanmetrics.com/cgi-win/jtypes2.asp - this will provide the 4-letter

Type from which I can show people how to get their Temperament. The 1-page (1-paragraph plus advertisements!) report can be printed out.

Keirsey Temperament Sorter II: On completion of the instrument the “Mini Version” of the report will be unlocked in addition to more detailed reports people can purchase—there is no need to purchase anything BEFORE the LDI and certainly optional but not necessary afterward: http://www.keirsey.com/default.aspx go to drop down “About the KTS-II” > take the KTS II or on the homepage banner here look for this image. ONLY provides the temperament – no Type preferences – but short report is more detailed.

Online Evaluation

After attending this LDI, you will be emailed a link to the Evaluation/Survey. Complete the Evaluation/Survey to provide feedback for future Leadership Development Institutes and to receive CME or CEU credit (where applicable). It is expected that 100% of leaders will complete the Survey.

Online Evaluation/Survey

4-6-15

Leader Updates

Leader Updates

• Mr. Chuck Spicer– Chief Executive Officer, OU Medical System

• Mr. Brian Maddy– Chief Executive Officer, OU Physicians

• Dewayne Andrews, M.D.– Senior Vice President and Provost, Executive

Dean, OU College of Medicine

OU Medical System

LDI – OUMS UPDATEMARCH 6, 2015

13

14

SYSTEM PERFORMANCE DASHBOARD

GOALS BY THE END OF: Most Recent

Trend 2015 2016 2017

Exceptional Clinical Quality (Quality Pillars)

Attain Risk Adjusted Mortality Index at 90th percentile by 2017 (Calendar Yr.) 0.79 (0.71)

80th (0.58) 90th

90th

Attain Risk Adjusted Complication Index at 90th percentile by 2017 (Calendar Yr.) 1.19 (0.70)

80th(0.56) 90th

90th

CAUTI (NHSN Rate) 2.7 1.0 0.5 0

CLABSI (NHSN Rate 1.3 0.8 0.5 0

Consistent Earnings Outperformance (Growth and Earnings Pillars)

Achieve EBITDA Growth Objective (Annual) (15.1% compounded) 18.6% 4.8% 4.8% 4.8%

Unparalleled Patient Service (Service and People Pillars)

Patients: Achieve HCAHPS Overall Rating at the 90th percentile by 2017

37th (4Q prelim – 68% top

box)

75th Percentile

80th Percentile

90th Percentile

Achieve ED Overall Rating at the 90th percentile by 2017

54th (4Q prelim – 42% top

box)

75th Percentile

80th Percentile

90th Percentile

Employees: • Decrease Total Turnover Rate to 13% by 2017 19.8% 17% 15% 13%

• Reach Top Decile in HCA in Employee Engagement by 2017 70% 2nd

QuartileTop

QuartileTop Decile

Physicians: Improve Performance on Medical Staff Perception Survey “Place to Practice” Percent Excellent Score to 35% in 2016

19.5% No Survey 35% No Survey

15

QUALITY - RAMI

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q140.7

0.8

0.9

1

1.1

1.2

1.3

1.01

0.94

0.991.01

1.11

1.04

0.95

0.85

0.89 0.900.92

0.88 0.88

0.84

0.79

OUMS CHOIS Mortality Index (Actual/Expected)

Quarterly Rolling 12 month System System

16

QUALITY - COMPLICATIONS

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q140.4

0.5

0.6

0.7

0.8

0.9

1

1.1

1.2

1.3

0.930.91

1.051.02

0.94

0.87 0.87

0.95 0.95 0.94 0.95

1

1.08

1.14

1.19

OUMS Complication Index (Actual/Expected)

Quarterly Rolling 12 month System Benchmark Series4

Change in definition for Iatrogenic pneumothorax

QUALITY - CLABSI

1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q140.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

1.9

2.7

1.8

1.71.3

1.5

1.0

1.2

2.5

3.1

2.7

1.8

2.4

2.6

1

0.3

Central Line Associated Blood Stream Infections: Rate per 1000 Line Days

OUMC TCH

QUALITY - CAUTI

1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q140.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

1.9

2.9

3.2 3.2

3.7

4.0

3.2

1.1

0

1.4

1.8

1.1

1.7

1.3

0

1.3

Catheter Associated Urinary Tract Infection Rate per 1000 Foley Days

OUMC OUMC - Edmond

GROWTH

19

DECEMBER YTD

Admissions ED Visits ED Admits Surgeries Deliveries Trend

YTD 2013

YTD 2014

YTD 2013

YTD 2014

YTD 2013

YTD 2014

YTD 2013

YTD 2014

YTD 201

3

YTD 2014

OU Medical Center

13,869

16,280

47,155

44,527

8,86610,38

912,30

113,20

3- -

The Children’s Hospital*

13,750

14,967

47,051

51,605

7,204 8,025 8,776 9,5084,15

74,323

Edmond 2,621 2,63720,97

320,93

81,676 1,792 3,484 3,168 333 197

Total 30,440

33,884

115,179

117,070

17,74620,20

624,56

125,87

94,49

04,520

*Includes 5,143 admissions, 8,085 ED visits, 2,819 ED Admits at Women’s

Place to Practice Medicine

* Overall HCA results are preliminary.

North Texas Division (1491)

OU Med Ctr-Presbyterian Tower (218)

Women's & Newborn Center (9)

The Children's Hospital at OU (134)

Plaza Med Ctr of Fort Worth (86)

Denton Regional Medical Center (90)

OU Medical Center Edmond (49)

Green Oaks Hospital (26)

Medical Center of Arlington (127)

North Hills Hospital (124)

Medical City Dallas Hospital (189)

Medical Center of Lewisville (122)

Medical Center of McKinney (90)

Las Colinas Medical Center (79)

Medical Center of Plano (148)

0.0 20.0 40.0 60.0 80.0 100.0

57.60.81.1

23.223.7

50.356.9

60.367.268.3

72.774.475.9

94.397.1

90thPercentile

PEOPLE – PHYSICIAN ENGAGEMENT

90thPercentil

e

PEOPLE – VOLUNTARY TURNOVER

21

16.7% RN Decrease

112.4% ALL Decrease

SERVICE – OU MEDICAL SYSTEM

22

Facility Number of Domains with Increase Q1-

Q4

Grand Composite

Trend (Q1-Q4)

OUMC Edmond 6 of 10

Children’s Hospital

5 of 10

OU Medical Center

10 of 10

Women’s & Newborn

6 of 10

OU Physicians

FY15 Pillar Results thru January 2015

Pillar FY 15 Goal Status

People Achieve an overall employee turnover rate of 16% or less.(at 20.2% at this date)

People Achieve a physician satisfaction national percentile ranking at 50th percentile for all practices and at the 60th percentile of AMGA academic practices.

PendingResurvey

People Achieve an employee engagement national percentile ranking at the 90th percentile of AMGA practices.

PendingResults

Service Achieve “Top Box” score for the CGCAHPS overall rating of provider question at the top national quartile. (Target = 86.7%)

Service Achieve “Top Box” for all 5 CGCAHPS domains at the top national quartile. (achieving 3 of 5 and 1/10 point on the fourth)

Service Achieve inpatient satisfaction ranking for physician communication at the 75th percentile on HCAHPS.

Quality Increase to 75% the percentage of hypertension-diagnosed patients (ages 18-85) who had blood pressure adequately controlled.

Quality Increase to 75% the percentage of patients (ages 6 months and older) who receive an influenza immunization.

Quality Increase to 50% the diabetes composite score for eye, urine, foot and lipid exams of diabetes-diagnosed patients (ages 18-75 years).

Pillar Goal Report Card – FY15

Pillar FY 15 Goal StatusQuality Increase to 90% the percentage of URI-diagnosed patients (ages 3

months – 18 years) who were not prescribed an antibiotic on or within three days after the episode.

Quality OUP will show a 10% improvement from baseline in overall patient safety excellent-very good rankings as measured by AHRQ’s Medical Practice Office Survey on Patient Safety Culture.

PendingResurvey

Growth Achieve 80% retention rate of internal ADULT referrals.

Growth Achieve 90% retention rate of internal CHILDREN’S referrals.

Growth Any provider below the 50th percentile of MGMA WRVU benchmark will increase WRVU production by 20% for the providers assigned clinical effort.

Growth Any provider between the 50th percentile and the 75th percentile will increase WRVU production by 10% for the providers assigned clinical effort.

Finance Increase OU Physicians revenue by 3% for FY15. Currently running 8.1% over prior year.

Finance Develop and implement an approved plan for each OUP ASU department and clinic to achieve a 2% improvement in efficiency of operations

Pillar Goal Report Card – FY15

ServiceOUP – CGCAHPS domains

2015 GOAL = Achieve Top Box for all 5 CGCAHPS Domains at the Top National Quartile.

ServiceOUMS HCAHPS Physician Communication

2015 GOAL = Achieve inpatient satisfaction ranking for physician communication at the 75th percentile on HCAHPS.

GrowthReferrals – adult & children’s internal referral capture

Growth Pillar Goal FYTD Result Target

Achieve 80% retention rate of internal ADULT OU Medicine referrals. 79.4%

(9,736 referrals tracked) 80%

Achieve 90% retention rate of internal CHILDREN’S OU Medicine referrals. 90.0%

(4,622 referrals tracked) 90%

GrowthClinic volume update (non-pillar goal)

Growth Pillar Goal FYTD 14 FYTD 15 % Var

Adult Services 134,747 141,530 5.0%

Children’s Services 65,853 74,260 12.8%

Primary Care 93,176 98,195 5.4%

Stephenson Cancer Center 29,950 40,208 34.3%

OUP Total 323,726 354,193 9.4%

FinanceImprovement in efficiency

2015 GOAL = Develop and implement an approved plan for each OUP ASU department and clinic to achieve a 2% improvement in efficiency of operations

Project Updates:

66 projects submitted Completed Phase 2 = Measure &

analyze Phase 3 = results & analysis

submitted March 2, 2015. Overall, projects are on schedule

and moving forward as planned.

Select Project Themes:

Reduction in no-show rates Improve documentation for POC tests Increase upfront collections Streamline radiology orders Reduce check-in time Increase Emmi and informed consent Decrease visit wait time Decrease registration errors Automate charge capture Reduce office supply expense Reduce paper copies

QualityLean Six Sigma Training

Employee Title Department /Clinic

Kelly DanielsShirley HarrisJan Frazer

Nicole DillmanDana DriskillStace DeVousTrisha ReedMargaret Wilson

Claudette GreenwayMichelle GadenLin GoldstonJamie Herbert

Clinic ManagerClinic Nurse ManagerClinics Administrator

Clinic ManagerClinic Nurse ManagerClinic ManagerSr. Project Manager Clinics Administrator

Assoc. Dir. OperationsSr. Data AnalystManagerStaff Accountant

OUCP Dental, Neurosurgery, Neuro.OUCP Jimmy Everest CenterOUP Cardiovascular Institute & Pulmonary MedicineOUP Otorhinolaryngology (ORL)SCC InfusionSCC Hematology & Breast OncologyOU PhysiciansOUP Primary Care, Community & Population Health OU PhysiciansOUP Reporting and AnalyticsOUP Quality and CredentialingOUP Financial Services

Serving our Population

Improving Health – Impacting our Community of Patients

Promoting Breast Cancer Screening

• Between November 1 and December 1, 2014– Email and telephone campaign to women (PCP patients

of OUP) eligible for screening mammography– 15,322 attempts– Oklahoma Breast Institute volume:

November December0

200

400

600

800

1000

1200

1400

1170

992

1205 1207

20132014

Promoting Influenza Vaccination

• OUP saw 83,590 unique patients between October 1, 2014 and February 28, 2015– 40,034 patients had received vaccine– 33,109 patients declined– 16,235 doses administered

• OUP Flu Shot Clinics (patients or their families)– OUCP – gave 1,992 doses– OUPB – gave 674 doses

College of Medicine

College of Medicine-Pillar Update

“Instill and reinforce standards of behavior that will attract, develop and retain outstanding staff, physicians, faculty and students.”

• Admissions: Latest application cycle—2,075 applicants (1,463 in 2012). 411 applicants were Oklahoma residents (highest number to date).

– 3.81 GPA and 30.77 MCAT for class of 2019

• GME: 568 Residents and Fellows at OKC campus in 63 specialty andsubspecialty training programs. People


“Promote consistently positive experiences for our patients, staff, students, and community.”

• Latest Graduation Questionnaire results: “Overall, I am satisfied with my medical education.”– 89.4% agree or strongly agree

• 47.5% of latest graduates plan to practice in Oklahoma (27.9% responded “unknown”).

SERVICE


“Develop the highest quality medical education programs for all level of learners.”

• Step 1 and Step 2 USMLE scores for medical students exceed the national benchmarks.

• GME/Clinical Learning Environment Review (CLER) Visit:

– A clinical environment that continually strives to provide safe, effective, and high quality care is the best learning environment

– OUMC Visit: November 2014. – Benchmarking data available July 2015

QUALITY


“Grow the enterprise to better serve patients and physicians and support the fundamental missions of teaching and research.”

• All sponsored funding increased from $117.5M in 2013 to $135.6M in 2014.

– NIH award of $20.3 million for OSCTR/OCTSI project.– NIH award of $18.4 million for IDeA program.

• Faculty has grown more than 18.5% over last five years…up to 862 full-time faculty. GROWTH


“Preserve a focus of fiscal responsibility and multidisciplinary planning.”

• On-line “OnStrategy” tool implemented by College of Medicine.

• Thus far 31 department leaders and 76 team members have been enrolled and have access to the tool.

FINANCE

2014 EXCEL Awards

2014 Excel Awards

• The EXCEL Awards were created to honor outstanding individuals for their commitment to excellence at OU Medicine.

• Ideal nominees are those individuals who make OU Medicine a better place to work and inspire others to support our mission, vision and values.

2014 Excel Awards-OUMS


• Awarded to:

2014 Excel Awards-OUMS


• Awarded to:– Roxanne Shimp

2014 Excel Awards-OUP


• Awarded to:

2014 Excel Awards-OUP


• Awarded to:– Kelli Hayward Walsh

2014 Excel Awards-COM

• Dr. Dewayne Andrews– Senior Vice President and Provost, Executive


• Awarded to:

2014 Excel Awards-COM

• Dr. Dewayne Andrews– Senior Vice President and Provost, Executive


• Awarded to:– Jason Wagner, M.D.

GOOD MORNING!!! If you have not already completed the “Type & Temperament Sampler” that was...

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