Purchased Care at the Health Administration Center. Managing Feedback

Transcription

1 Purchased Care at the Health Administration Center Rocky Mountain Performance Excellence Managing Feedback Setting Priorities for Continued Improvement

2 Agenda Who We Are The process Establish the baseline Leverage those with experience Digest the feedback Employ common sense Set priorities Develop action plans Ensure consistency Document your improvement

3 Purchased Care at the Health Administration Center Purchased Care provides policy, business process and oversight for decentralized program and operational control for the single centralized health care benefit and claims processing center for spouses and dependents of certain Veterans Purchased Care plans, manages and supports the Chief Business Office s enterprise-wide learning and workforce development programs 3

4 Purchased Care at the Health Administration Center Civilian Health and Medical Program of VA (CHAMPVA) Health benefits for spouse/dependents of certain Veterans Spina Bifida Health benefits for children of Vietnam Veterans diagnosed with Spina bifida Children of Women Vietnam Veterans Health benefits for children of female Vietnam Veterans when the children are diagnosed with a covered birth defect 4

5 Purchased Care at the Health Administration Center Foreign Medical Program Health benefits for Veterans residing or traveling overseas National Fee Program Enterprise management of the purchase of health services when unavailable at VA facilities Project Healthcare Effectiveness through Resource Optimization (HERO) Demonstration pilot for the use of large-scale contracting to improve the oversight of Fee care 5

6 Purchased Care at the Health Administration Center State Home Per Diem Program Partnership with state entities to provide longterm care services in their facilities Caregiver Benefits Provides stipend payments and health care benefits (via CHAMPVA) to approve Caregivers of certain Veterans Project Healthcare Effectiveness through Resource Optimization (HERO) Demonstration pilot for the use of large-scale contracting to improve the oversight of Fee care 6

7 Purchased Care at the Health Administration Center Contract Management Centralized management of contracts covering areas such as commercial repricing agents and recovery audits Learning and Workforce Development Responsible for ensuring the effective development, delivery, management and evaluation of training and associated workforce development activities under the functional and operational authority of the Chief Business Officer 7

8 The Process An Overview

9 Establish the Baseline Baseline a basic standard or level; guideline a specific value or values that can serve as a comparison or control Know where you are starting based on historic data and information examine knowns / unknowns / assumptions 9

10 Moving toward Cycles of improvement through self-assessment process of writing the application Increased continuous improvement knowledge in the organization Increased knowledge in the organization about the Baldrige criteria Cycles of improvement from feedback analysis response Establish the Baseline 10

11 Leverage Those with Experience Criteria versus Scoring Guidelines Scoring Guidelines describe the applicant s Maturity against each dimension Incremental increases in scoring Pages of Criteria for Performance Excellence Integration is critical to both process and results Integration is the primary tie that links process and results Integration is ensuring that results reflect key results for key organizational processes Results drive decision-making on strategy, need for innovation, and process improvements 11

12 Leverage Those with Experience Criteria versus Scoring Guidelines Examiners rely primarily on Scoring Guidelines for judging maturity Criteria users (writers) frequently rely solely on the Criteria requirements Scoring Guidelines as a mechanism for both gauging improvement and maturity Scoring Guidelines show how to reach that next level of maturity Together the Criteria and the Scoring Guidelines form the full systems perspective 12

13 Leverage Those with Experience Criteria versus Scoring Guidelines Re-engage writing teams Align known gaps with feedback OFIs Set priorities by incorporating writing team feedback Provide detailed recommendations to senior leadership Based on writing team evaluation Aligned with known gaps Develop action plans and resourcing requirements for top priorities Clarify feedback through examination team lead 13

14 Digest the Feedback Strength Feedback OFI Feedback Known Gaps Category 1.1 Senior Leadership (50-65%) Senior Leaders deploy the organizational mission, vision and values to the workforce through: quarterly all employee Director's Call meetings, New Employment Orientation (NEO), performance-based interviews that include questions to identify candidates who demonstrate HAC's values, and frequent center-wide communications that reiterate the importance of the Center's mission. The mission, vision and values are revalidated during the annual strategic planning cycle by the Executive Leadership Team. Senior Leaders advocate accountability and integrity as a core value and have created several key programs that promote, educate, advise and monitor issues relating to ethical business practices and conduct. One key program includes the creation of the Office of Business Oversight (OBO) that maintains internal controls and monitors anonymous reporting, in addition to supporting employees in making ethical decisions. For example, the 'Ethics Creed' was drafted and printed on wallet-size cards to remind employees of the importance of creating and maintaining an ethical organization. Senior Leaders create an environment of organizational workforce learning through the deployment of the Workforce Development Plan which emphasizes succession planning, employees progression and an abundance of training opportunities for employees at all levels. One example of the Center's commitment to developing future leaders is the mentoring program, which provides mentors to aspiring leaders (commonly referred to as mentees). To enhance their skills, senior Executive Leadership has completed training through the Health Care Leadership Institute. Also a majority of the Executive Leadership Team has completed Colorado s Leadership Development Program. Senior Leaders empower staff through formal and informal communication methods to foster frank, two-way communication, provide timely information and encourage staff input. There are a number of internal communication tools that the HAC uses, in various formats and frequency depending on the audience, including: quarterly Director's Call sessions, division staff meetings, , closed circuit television and HAC TICS newsletter. Although Senior Leaders have created an environment for organizational improvement and accomplishment of the mission through the use of a strategic plan and an engaged workforce, one challenge that the HAC faces is cross-divisional exchange and collaboration. The continued encouragement and promotion of a systems perspective by senior leaders may facilitate growth of the organization to progress to the next level of excellence, supporting the Centers initiative of striving for national achievements and recognitions. Senior leaders drive a business review of key performance indicators monthly. When a measure is not meeting its expected goal, senior leaders discuss approaches to correct the lagging metric. However, there is not a systematic or consistent approach for the utilization and monitoring of corrective action plans during this process, which may impact the Centers ability to meet key performance indicators and key success factors. Lack inter-divisional collaborative workgroups Prioritization of key action plans and projects not clear, lack strong project management and monitoring

15 Emphasize the Identified Strength Celebrate it Keep it in the application for next year Strengthen it even more Capture the cycles of improvement Exploit the strength Employ Common Sense Deploy the approach Continue to evaluate and document related results

16 Employ Common Sense Address the OFI Set overall priorities Balance with other strategic priorities Create an action plan Benchmark with other organizations (if appropriate) All Baldrige recipient applications are posted online Similar organizations Dissimilar organizations, similar processes Keep documentation to show cycles of learning and improvement in the next application

17 Employ Common Sense Improve the Application Perhaps there is a strength you under-valued Integrate it into future applications Ensure that the next examiners understand your perspective and your business Improve the explanation in the application Better prepare for the site visit explanation Examination team may indeed be correct An approach that you have is not fully deployed They didn t see it Need an action plan

18 Evaluate the Need Set Priorities Use standardized criteria to establish priority level Enable the organization to balance new action items with other strategic priorities Determine priority score Multiply Score and Weight Add each criteria s result to set the overall score Back to common sense Rack and stack Common sense reigns

19 Set Priorities

20 Develop Action Plans

21 Develop Action Plans Clearly define your action plan State the challenge or problem State the purpose (intended outcome) Identify expected direct/indirect impact Identify key performance measure and targets Define anticipated milestones and ECDs Define projected resourcing requirements Outline external dependencies

22 Ensure Consistency Actions must logically lead to attainment of established vision Be consistent with identified strategic objectives Balance the needs of all stakeholders Value-add for your customers Value-add for your employees Value-add for critical others Consider the impact on Other processes does this solution have an adverse impact on another process Other people who else does your solution affect? Nice versus Need?

23 Document Your Improvement Capture your successes Develop cycles of learning Ensure results are sustained Continuously improve the improvement process Capture your failures What went wrong? Re-evaluate the need Right deliverables? Document Lessons Learned Continuously improve the improvement process

24 Managing Feedback