1. Performance Excellence
Workforce Management
Strategies

2. 2012 Operating Plan Objective:
Develop and implement a performance
approach that enables RHCs to achieve
their performance improve targets.
(Finance Pillar 2.3.2)
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4. What is Performance Excellence?
“A systematic approach in
methodology and tools that allows
us to deliver excellence in all we do
to all those we serve”
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5. Value Proposition
 To create an integrated approach to
organizational performance excellence that
results in:
 Delivery of ever improving value to customers
and stakeholders;
 Improvement of overall organizational
effectiveness and capabilities;
 Enabling disciplined execution;
 Organizational sustainability; and
 Organizational and personal learning (cultural
change).
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6. Journey to Performance Excellence
Jan- March 2012 May 2012
Performance Excellence Team: PE Implementation Plans:
Develops recommendations including April 2012: Develop
philosophy, approaches, guidance, tools and Implementation plans, processes, resources to
techniques. begins implement recommendations
Dec 2011: Jan 2012 March 28, 2012: June 2012:
CHE Operating Plan: Charter approved RHC CEOs / SMT PE Steering
Develop and implement a by SMT approve Committee first
performance improvement recommendations meeting
approach that enables the
RHCs to achieve their
performance improvement
targets
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8. Building Awareness System-wide
Building Awareness Through…
▪ CHE Internal publications
- feature in Summer 2012 issue
of The Governance Report
- article in Fall 2012 edition
of Horizons
- CEO Report (upcoming issues)
▪ State of the System webcast
(October 30, 2012)
▪ PE slide deck for use at RHC
meetings
▪ PE Video for use at local level
▪ Encourage RHCs to include
stories in their local publications
and communications
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9. Status on Key Action Steps
•New Performance Excellence Logo
•“Enabling a culture”
represents foundation of
building Performance
Excellence program
•Cross and hands represent
connection to mission-based
organization and patient care
•Circular arrows represent
continuous motion /
improvement
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11. Status on Key Action Steps
•Endorsed PE Planning Document: Key Points
•Breakthrough performance includes building capability in all five pillars –
service, quality, people, finance and growth
•Performance improvement approach leverages the knowledge and resources
being utilized today by RHCs to enable them to achieve their performance
improvement targets
•Provides a common definition – a systematic approach in methodology and tools
that allows us to deliver excellence in all we do for all those we serve
•PE applies to all processes system-wide – acute, non-acute and administrative
•Hardwiring a culture of performance excellence requires change in mindset
starting with leadership’s ability to frame and support change
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12. Status on Key Action Steps
•PE Planning Document: Key Points
•The PE approach establishes and aligns accountabilities while at the same time
maintains flexibility of each RHC. Sophistication of the approach and program will
evolve over time. “Tight-loose-tight” infrastructure
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13. Status on Key Action Steps
•PE Planning Document: Key Points
Disciplined Execution
requires root cause
identification and
solutions. Selecting
the right methodology
leads to more
efficient and effective
solution to the
opportunity identified
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14. Status on Key Action Steps
•PE Planning Document: Key Points
Leverage and
utilize existing
resources. WFM
Champions
positioned as PE
Champions
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15. Status on Key Action Steps
•PE Planning Document: Key Points
SharePoint provides
for central repository
of projects, templates
and tools. PE
Champions monthly
calls focus on best
practice sharing
Over 35 projects collected and loaded into SharePoint for sharing
ideas and outcomes
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16. Status on Key Action Steps
•PE Planning Document: Key Points
Principles:
•Begin with CHE and RHC Leadership as the priority in 2012 Training and
•Incorporate in already scheduled face to face meetings in Education is a critical
July, September and November
•Invest in key note speaker(s) to build momentum and energize
success factor
around the possibilities beginning with senior
•Utilize RHC CEOs to provide education based on their own leadership and
experiences and methodologies
•Education should focus on methodologies, tools and practical
cascading throughout
applications Training and Education a critical success factor the organization
beginning with senior leadership and cascading throughout the
organization
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17. Status on Key Action Steps
•PE Planning Document: Measures of success
•Short term and long term key performance metrics
•Short term – focus on planning and implementation
•Complete an agreed upon education curriculum for CHE and RHC Senior
Leadership teams
•Develop and populate Performance Excellence SharePoint site
•Incorporate RHC and System Office operational planning and budget
processes, including the 2013 budget process
•Long term – focus on achievement of savings identified in 2013 budgets
•Achievement of dollar savings identified within budgeting process as
performance improvement projects.
•2013 Target: TBD upon completion of 2013 budget approval
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18. Status on Key Action Steps
•Endorsed PE Charter and Financial Impact Analysis
Guidelines: Key Points
•PE measure of success includes integrating and incorporating performance excellence
activities in both our operational planning and budgeting cycles for both the CHE
System Office and RHCs
•2 standard forms developed:
•PE Project Charter
•PE Financial Impact Analysis
•During budgeting cycle, each RHC and System Office will a provide a high level
narrative on the performance excellence projects that will be a focus in the upcoming
year based on thresholds
•During ongoing operational planning, at a minimum, RHCs complete the 2 standard
forms for those projects that meet criteria during budgeting cycle. However, all RHCs
are encouraged to utilize the forms as broadly possible for any and all projects.
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19. Status on Key Action Steps
•Endorsed PE Charter and Financial Impact Analysis
Guidelines: Key Points
•Ongoing Operational Planning: Both the Charter and Financial Impact
analysis to be completed and submitted for best practice sharing
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20. Status on Key Action Steps
•Endorsed PE Charter and Financial Impact Analysis
Guidelines: Key Points
•Annual Budget Cycle: Complete high level narrative for projects with the
following thresholds:
•Any projects with financial benefits of at least $1.0 million or greater in total for
2013-2017. If there are no projects with a cumulative financial impact of over
$1.0 million, provide an itemization of the four (4) largest projects
PE Project Pillar Estimated $ impact (if
applicable)
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22. Next Steps
•RHC Senior Leadership:
•Engage in building a culture of ongoing performance improvement
•Include PE as standing agenda topic at all meetings
•Utilize the disciplined approach – standard Charter and Financial
Impact analyses
•Identify and share best practices system-wide through the PE
Champions
•Educate, educate and educate at all levels
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