{"id":254,"date":"2018-06-10T13:44:22","date_gmt":"2018-06-10T13:44:22","guid":{"rendered":"http:\/\/leadingachildrenshospital.com\/?p=254"},"modified":"2018-07-29T16:59:03","modified_gmt":"2018-07-29T16:59:03","slug":"what-you-do-and-how-you-do-it-strategy-is-about-both","status":"publish","type":"post","link":"https:\/\/leadingachildrenshospital.com\/?p=254","title":{"rendered":"Strategy is about both the what and the how"},"content":{"rendered":"

When we put together our strategic plan for the children\u2019s hospital four years ago we used a modification of the triple aim as a frame, expanding it to the quadruple aim a year or so later.\u00a0Super Health for all children was established as our primary purpose and passion, Super Care was affirmed as a presupposition of being in the business of providing health care to children, and a Super Supportive Care Experience being what makes a children\u2019s hospital different, would be what we would need to make us different from any local or regional competitors.\u00a0 A year later we added the essential element of engagement of our colleagues, as well as the patients, families and communities we serve.\u00a0 For our colleagues we felt that feeling joy and pride in their work was important.\u00a0 We identified the 2 most important things as reliability<\/em><\/strong>\u00a0in providing care and engagement<\/strong><\/em> of all those supporting, delivering and experiencing that care.<\/p>\n

In our efforts to fully realize a children\u2019s hospital we focused equally on what<\/em><\/strong> we would do and how<\/strong><\/em> we would do it.\u00a0 For example, we chose as a frame for how we would achieve engagement and a super care experience child- and family-centered care and decided we would need a child-friendly environment and family support systems.\u00a0 When it came to achieving reliability and super care we chose high-reliability principles and robust continuous quality improvement methods for the how .\u00a0 We borrowed from the theories and philosophies of Deming and Covey, and the methods of Lean management. \u00a0We focused on how<\/strong><\/em> we would achieve our desired results more so on a daily basis than what those results were. \u00a0 The best example of this is measuring safety behaviors and practices daily, while paying attention to the outcomes of hospital acquired conditions (e.g. days since last event) weekly.<\/p>\n

We developed a set of high-level guiding principles: transparency, collaboration, alignment, ownership for excellence and fiscal responsibility (aka efficiency). \u00a0After reliability and engagement, efficiency has become an essential management focus today, and yet to not pay attention to how<\/strong><\/em> that is achieved is to lose out on reliability and engagement.<\/p>\n

Our strategic plan has been very successful, reaching most of our goals and milestones, and on time. \u00a0Our secret sauce comes down to disciplined improvement, relentless alignment and empowering accountability. \u00a0For a best practice conceptual frame for management we\u2019ve used the Shingo model.<\/p>\n

Our strategic measure of success, as well as our means to justify and secure what it would take to realize a children\u2019s hospital, has been growth, including inpatient and outpatient, subspecialties and primary care.\u00a0 We’ve realized growth through increasing our capacity through recruitment of more clinicians as well as improving the efficiency of our key processes, all along keeping front of mind that if we didn’t stick to our mantra of super care and a super supportive care experience, we wouldn\u2019t gain the needed respect and awareness from the public.\u00a0 Our growth has been consistent year to year and has exceeded our target of 10%.<\/p>\n","protected":false},"excerpt":{"rendered":"

When we put together our strategic plan for the children\u2019s hospital four years ago we used a modification of the triple aim as a frame, expanding it to the quadruple aim a year or so later.\u00a0Super Health for all children was established as our primary purpose and passion, Super Care was affirmed as a presupposition […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[2],"tags":[],"_links":{"self":[{"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=\/wp\/v2\/posts\/254"}],"collection":[{"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=254"}],"version-history":[{"count":4,"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=\/wp\/v2\/posts\/254\/revisions"}],"predecessor-version":[{"id":266,"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=\/wp\/v2\/posts\/254\/revisions\/266"}],"wp:attachment":[{"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=254"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=254"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/leadingachildrenshospital.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=254"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}