Transition and integration center

staff

Integrating…

community

capability

promise

physicians

SolutionsSingle Source

New Challenges- Bringing Entities Together Integration

Cultures Employees Physicians Services Capabilities Facilities

Changing healthcare economics More (and/or different services)

while receiving less revenue Strategic shift while

maintaining core mission, vision and values

promise & capability

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Integrating – Establishing the “New We” For a successful integration:

Clarify rationale of affiliation Create value Blend Cultures Communicate (Over communicate)

The Core of Every Entity …

CultureCommuni

tyLeadersh

ipOperatio

ns

• Assessment• Integration

• Assessment• Communication

• Assessment• Integration• Development

• Assessment• Innovation• Integration


Bringing Entities Together-General Considerations Assessment of impact Evaluate potential

enhancements Identify similarities/differences Establish the operating

structure Determine communications

strategy

We need to know where we

are



Proposed Focus

Operations Integration

Innovation and Leadership Development

Copyright 2010 Six Sigma Solutions, Inc. All rights reserved

Operations Integration

Establishing the New “We”


Operations Integration For a successful integration:


First we need to know where we

are


Assessment Offerings (Short Term Impact Analysis)

Clinical services Information technology Communications Logistics Sourcing Community expectations Leadership


Clinical Services Assessment Processes, procedures, protocols and metrics Unique services Replicate services

Implication Potential redundancy

Leverage strengths IT specifications:

Communications Reporting Coding


Information technology Assessment Respective site requirements Connectivity/compatibility Cross communication between entities Outpatient expectations and requirements Capabilities:

Strengths/Weaknesses Compatibility Cross-communication requirements Pending enhancements


Communications Assessment Strategy and plan

Content Frequency Focal Point

Target audience and mode(s) for: Employees Physicians and physician leadership Community

You can’t over communicate!


Logistics and Sourcing Assessments Logistics

Patient transport Employee assignment Employee transport Supplies and equipment

Sourcing and materials Vendor agreements Contract services Pricing advantages Order approvals and

processes Systems


Leadership Assessment Leadership focus

Clinical services and Service Lines Clinical and Academic Chairs Physician Leaders Administrative Leaders Nursing Leadership Leadership Structure


Integration Cornerstones: Post Assessment Steps


Copyright 2010 Six Sigma Solutions, Inc. All rights reserved

Innovation and Leadership Development

Adapting to New Challenges

New Challenges Integration

Cultures Employees Physicians Services Capabilities Facilities

Changing healthcare economics More (and/or different services) while receiving less

revenue Strategic shift while maintaining core mission,

vision and values

promise & capability


Focus Areas for Getting to the “New We”

CultureCommuni

tyLeadersh

ipOperatio

ns



Leadership Development and Organization Culture

According to a 2010 Harvard Business Review article, most leaders facing a failing business situation will :

• Tighten the purse strings• Take strict control over the organization • Put strategy first

“Culture eats strategy for breakfast.”

In the famous words of Peter Drucker:


Culture

Strategy

Tradition/ Past Practices

Employees/ Leaders / Processes

CU

LTU

RE

Given the importance of CultureWhat is Culture?


Culture

Culture

Community

Employees

Service


Culture Current state assessments

Facilitate compiling a current state cultural assessment for: Allied health and support employees Nursing and Nursing leaders Physicians and Physician leaders Administration and Administrative leaders Communities served and local government


Culture Given the importance of culture:

What drives culture?

How do you sustain culture?

How do you change or redirect culture?

A significant responsibility of a leader is to foster and develop

the organization culture

We need to give them the tools


“Culture Eats Strategy for Breakfast” Culture is the “performance” cornerstone –

but … Strategy needs to adapt to changes in the

market How do you align/realign culture with

changing strategies necessary to adapt to changing demands?


Integrating – Establishing the “New We” For a successful integration:



Innovation and Leadership Development Center

Value of an Innovation and Leadership Development Center

How it would be developed at NBI Possible configurations Address possible barriers


Innovation and Development Center Provide an ARCHITECTURE of PARTICIPATION and

ATTENTION (O’Reilly; Nielsen)

Create a collaborative atmosphere and a platform for collaborative leadership training

Real-time/real-work issues addressed, measured and improved

Showcase dynamic and engaged leadership Enhance enterprise wide engagement


Innovation and Development Center Start by identifying leader

candidates Identify core groups Identify leaders in an intentional

way Physician Nursing Administration

Define individual and group expectations


Innovation and Development Center Identify key objectives and

improvement areas as possible first stage targets

Present target list to leader candidate group for consolidation and finalization with leadership

Establish goals, metrics, and end points for the targets with the leader candidate group

Establish clear expectations for the group and define incentives and goals

Manage and monitor progress Stay Engaged


Innovation Center Possible Impediments Possible Physician (or anyone's)

reaction: “Why will this work and what

makes this different?” “We have participated in these

activities hundreds of times and nothing changes – No one really seems to care.”

“This is the same old song-and-dance from administration because they want us to do something their way.”

“I don’t have time for this.” “How will this help my Patients,

practice or revenue?” (WIIFM)


Program Model Physician driven Targeted site approach with “end-to-end”

perspective Targeted individual approach for maximum impact Blended learning-maximum impact-minimal time

“Off the floor” Experiential training Cultural assessment included Gap analysis incorporated


Program Focus Training delivered as required by individual

assessment including but not limited to: Analytics

Finance Strategic planning Acquiring meaningful data and data analysis Format and delivery of meaningful and succinct

management reports Leadership

Team work Self-awareness Interpersonal interaction Conflict management Change management


Program Features Clear messages delivered: Expectations and accountability of

participants Technologies/tools to efficiently lead

groups/teams Modern/current education and development

programs Performance management system


What Makes this different? Clear messages delivered:

Mission, vision and value reinforcement Strategic adaptations required Expectations and accountability of participants Priorities clearly established

Model Requirement Organizational philosophy supporting physician

alignment Clear position descriptions Orientation to new physician responsibilities Staff support


Leadership Development Center Value Engaged and cohesive workforce Engaged Physicians Clear and consistent message Provides structure for required improvements

Paid for by achieving the

targeted strategic improvements


What we will provide (as required) Program is Enterprise driven/

Enterprise specific. The recommended approach is

blended-learning On-line/Class room/workplace Real world/real time enterprise

opportunities Training will be supplemented with case

study to encourage and fuel innovative thinking

Program will include: Culture Assessment

360 Evaluations -Self-assessments Bench-strength opinions with gap

analysis Executive Management

Managing innovation and technology Cross-functional collaboration -Managing

other professionals Negotiation Management and Financial Reporting

(format options-by audience): Data analysis and interpretation

Financial impact of impending marketplace changes: Healthcare economics ACA, VBP, ACO Impact

Communications Presentations Providing team feedback

effectively

Leading change and change management Team building and group processes How to be an Internal Consultant Diversity and Change Management Managing strategic transformations

Process and change management

Another way to look at Culture

Culture • Assessment• Integration

Community

• Assessment• Communication

Leadership

• Assessment• Integration• Development

Operations

• Assessment• Innovation• Integration



Physician Integration

Allied Physicians Employed Physicians


Physician Integration

Clinical Chairs/Physician Leadership

Employed Physicians


Employee Integration

Transition and integration center

Business

Transcript of Transition and integration center