Embedding Innovation in Healthcare Knowledge Transfer

1
Embedding Innovation in Healthcare Knowledge
Transfer

• Catholic Health Initiatives
• Colleen Elliott
• Director of Knowledge Management
• Holly Pendleton
• Manager of Knowledge Management

2
Seminar Objective

• Share how a strategically focused
• Knowledge Transfer and Learning
• program helps a large and complex healthcare
  provider system achieve its mission by
• Driving strategic priorities
• Collectively raising the bar of performance
• Enabling innovation

3

• Cartoon Removed

4
Healthcare Provider Environment

• Reimbursement Reductions Non-Profit Provider
• Aging Workforce
• Labor Shortage
• Competition
• Informed Consumers
• Technology Lag
• External Regulations

5
Knowledge Transfer LearningSuccess Story

• Clinical Interventions
• Value of Pharmacist as part of bedside patient
  care team proved and 53 Million saved

6
CHI Fast Facts

• Multi-institutional System of Catholic Healthcare
  Providers
• Dedicated to the healing ministry of the Catholic
  Church
• 66,000 Employees
• National Offices Denver, Northern Ky, and
  Minneapolis
• Market Based Organizations (MBOs)
• 19 states
• 68 rural and urban communities
• 70 hospitals (62 acute care, 5 behavioral, 2
  rehabilitation, 1 long term acute care)
• 43 long-term care, assisted living facilities and
  residential units
• 5 Community Health Services Organizations
• Licensed acute care beds range from 15 to 1,546
• 8.8 Billion in Assets
• 7.1 Billion in Annual Revenues

7
Vision for CHI

• Catholic Health Initiatives Vision is to live
  out its Mission by transforming health care
  delivery and by creating new ministries for the
  promotion of healthy communities.

8
CHI Strategic Plan 2007 - 2011
The Strategic Plan is the renewable map that sets
CHIs course toward its preferred future. That
journeys compass is expressed in CHIs Mission,
Vision and Core Values.
Four Core Strategies People, Quality,
Stewardship, and Growth will focus our
investments in time, money and human energy that
CHI believes will be imperative for advancing the
ministry. Information management is a critical
enabler of all four core strategies, with
specific tactics aligned with the core strategies
and objectives. CHI will be
distinguished by -Committed Leadership that
advances our ministry. -Improved
health and well-being of our staff, our patients,
and the communities we serve through
effective advocacy and creative
initiatives -Knowledge transfer
that creates competitive advantage
-Innovative partnerships with our patients, our
physicians, payers, and others that
encourage and reward effective, new models
of person-centered care -Continuous
improvement across a balanced set of
performance measures -Market
leadership and national recognition based
upon excellence in focused
service line initiatives


Strategic Direction 2007-2011
9
CHI Strategic Plan 2007 - 2011
10
Leveraging the Knowledge Within

• Our goal is for CHI to become known as an
  innovative organization. That will be our legacy
  for the future health care system that CHI
  learns to leverage the wisdom of the whole,
  efficiently, effectively, and humanely.
• - Kevin E. Lofton, FACHE, CEO, Catholic
  Health Initiatives

11
Innovation at CHI
Creative partnerships with physician provider
facilities
Taking best practices from other industries and
customizing for healthcare

• Working Together to Enable Everyday Innovations

Doing more with less
New processes to deliver better care and meet
customer expectations
Defining new healthcare delivery methods and
models
12
Knowledge Leadership

• Knowledge Leaders are Leaders who are effective
  at
• Embracing and driving change
• Sharing experiences and applying learning
• Modeling the expected behaviors grounded in the
  culture of the organization
• in order to tap into the intellectual
  capital of the organization and harness it to
  innovate and grow

13
Knowledge Leadership at CHI
Change Leadership
Knowledge Transfer and Learning
Knowledge Leadership
Measurement
Leadership Formation
CHIs Distinctive Culture
14
Knowledge Leadership A Strategic Differentiator
Knowledge Leadership accelerates our ability to
see, sense, and realize new possibilities in
reaching our desired future state
Change Leadership
Knowledge Transfer and Learning
Strategic Priorities
Knowledge Leadership
Desired Future State
Current State
Measurement
Leadership Formation
CHIs Distinctive Culture
15
The Knowledge Transfer Learning Component of
Knowledge Leadership
Proven Practices Knowledge Communities Collaborat
ion Tools LEARN
Change Leadership
Knowledge Transfer and Learning
Knowledge Leadership
Desired Future State
Current State
Measurement of Effectiveness in Attaining
DFS Strategic (Dashboard, Balanced Scorecard
Leadership (360, P3) Organizational (ECA. CVA,
OA Tool)
Leadership Formation
16
KTL Service Lines
17
Knowledge Communities

• Provides an environment that enables innovation,
  supports the development and spread of new ideas
  and builds the organizational social network to
  save time and reduce costs.

Value of Pharmacist as part of bedside patient
care team proved and 53 Million saved
18
Collaboration Communication

• Improve connectivity, celebrate successes and
  increase awareness and utilization of
  collaboration resources.

Accelerate the implementation of clinical
imaging technology, resulting in accelerated
NPSR of 1.5 - 3.0 M
19
Practice in Action

• Increase the adoption of reliable, evidence based
  practices, identify organizational expertise, and
  recognize facilities that have achieved success.

Avoided medication errors through improved
reconciliation of home and hospital medications.
20
Formal Education

• Coordinate and share system resources to insure
  that education and training help employees learn
  the skills, behaviors and competencies they need
  to move strategic priorities forward.

Reduce dangerous / deadly events in OB through
a targeted Advanced Fetal Monitoring curriculum
21
Strategic Priority Consulting

• Accelerate the achievement of strategic
  priorities by creating a plan to leverage
  available knowledge transfer and learning
  resources.

Accelerate the implementation of ERP technology
(Lawson) and the realization of projected
savings
22
Organic AND Strategic
Accelerate Learning Enable Innovation through
Knowledge Communities
leading to new models of care delivery and
creative solutions
Communication Collaboration
Strategic Priority Consulting

• resulting in improved outcomes
• Quality Patient Safety
• Employee Satisfaction Engagement
• Increased Operating Margins

Formal Education
Practice in Action
23
KTL Accelerates Innovation

• the path to a sustainable future is an ability
  to innovate - create knowledge, convert it into
  viable products and services, and apply it for
  the profitable growth of an enterprise, the
  vitality of a nations economy and the
  advancement of society. It is that simple and
  that complex."
• 7 Cs of Knowledge Leadership Innovating our
  Future 
• by Debra M. Amidon and Doug Macnamara 

24
Lets Connect!

• Colleen Elliott
• Director, Knowledge Management
• 303.383.2735
• ColleenElliott_at_catholichealth.net
• Holly Pendleton
• Manager, Knowledge Management
• 303.383.2736
• HollyPendleton_at_catholichealth.net