Creating a Learning Organization Through the AHCA/NCAL Quality Award Program Demi Haffenreffer, RN, MBA President Haffenreffer & Associates, Inc.

Outline Baldrige scoring, key terms & concepts Elements of a “Learning Organization” Panel discussion Audience questions

Baldrige Scoring Steps Toward Mature Processes Characterized by activities mostly responsive to immediate needs or problems rather than by processes Goals are poorly defined Strategic and Operational Goals (1) Reacting to Problems (0-25%)

Baldrige Scoring Steps Toward Mature Processes Beginning stages of using operating processes with repeatability, evaluation, improvement, and coordination Strategy and quantitative goals are being defined Strategic and Operational Goals (2) Early Systematic Approaches (30-45%)

Baldrige Scoring Steps Toward Mature Processes Systematic processes in place that are regularly evaluated for improvement Learning from processes shared Organizational units are coordinated Processes address well defined strategies and goals (3) Aligned Approaches (50-65%) Strategic and Operational Goals

Baldrige Scoring Steps Toward Mature Processes Systematic processes in place that are regularly evaluated for change and improvement in collaboration with other affected organizational units Efficiencies across units sought and achieved through analysis, innovation, and sharing Processes and measures track progress on key strategic and operational goals (4) Integrated Approaches (70-100%) Strategic and Operational Goals

Baldrige Scoring Process Scoring Guidelines ◦ Approach ◦ Deployment ◦ *Learning* ◦ Integration Results Scoring ◦ Levels ◦ Trends ◦ Comparisons ◦ Integration

Approach The methods utilized to accomplish a process The appropriateness of the methods The effectiveness of your use of the methods The degree to which the method or approach is repeatable

Deployment How your approach is applied The consistency of the application of your approach How the approach is utilized by all work units

Learning Refinement of your approaches through evaluation and improvement Breakthrough change to your approach through innovation Sharing refinements and innovations with other relevant work units

Learning Refers to new knowledge or skills acquired through evaluation, study, experience & innovation Directed toward better services & being more responsive, adaptive, innovative & efficient Two types ◦ Organizational ◦ Personal

Organizational Learning Achieved through research & development Includes evaluation & improvement cycles Includes ideas and input from workforce, residents, volunteers, & other stakeholders Includes best-practice sharing Includes benchmarking

Personal Learning Achieved through education, training, & discussion Includes opportunities for growth & development Includes building discipline knowledge & retraining Includes enhancing knowledge of measurements & outcomes Includes many delivery modes

Integration Your approach is aligned with your organizational Profile and other Process Items Your measures, information, and improvement systems are complementary across processes and work units Your plans, processes, results, analyses, learning, and actions are harmonized

Elements of Learning Organization There is a purpose ◦ Vision and mission ◦ Core values ◦ Shared vision There are systems ◦ Work systems ◦ Work processes There are core competencies ◦ Based on work processes

Elements of Learning Organization There is team learning and individual learning ◦ People feel they’re doing something that matters ◦ Every individual is growing at all levels of the organization & encouraged to share ◦ The organization is aware of its knowledge base

Elements of Learning Organization There are skillful discussions ◦ Mutual respect ◦ People feel free to inquire about each others’ & their own assumptions & biases – few if any sacred cows There is testing ◦ Use of theories, methods & tools for evaluation ◦ People take risks & no one is killed for making a mistake

Elements of Learning Organization There is knowledge sharing ◦ Results are shared across the organization & with all stakeholders ◦ Resource building There are results ◦ Marketplace sustainability ◦ Performance advantages ◦ Workforce satisfaction & motivation to excel

How can the Quality Award Help?

Introducing Our Esteemed Panel ElderWood Senior Care, Inc Williamsville, New York

Panel Discussion Robert Chur, President and CEO Michael Murphy, Executive Director of SNF Operations Anna Bozarczuk-Foy, Long Term Care Administrator ElderWood Health Wedgewood Deborah Urbank, Long Term Care Administrator ElderWood Health Lakewood

Panel Discussion Questions Please tell us a little about your organization ◦ Number of step I, II and III winners ◦ Year and first facility to start the quality award process ◦ What prompted you to begin the process?

Panel Discussion Questions As two Gold award (step III) winners, could you briefly describe where you were as a facility when applying for Bronze (step I), Silver (step II), and Gold (step III) – give us a historical view of your journey. How did the quality award application process assist with the changes you and your organization experienced?

Panel Discussion Questions Related to the “Elements” of a learning organization I discussed earlier please comment on the following: ◦ Please describe your learning cycle or process ◦ How have you encouraged shared vision? ◦ How do you share knowledge? ◦ Please give the audience an example of “organizational &/or personal” learning within your own organization (new programs, innovations or other)

Panel Discussion Questions Please comment on how the home office supports the award application process. Please comment on how the award process has led to marketplace sustainability, performance advantages, employee motivation and the desire to excel. Do you have any “words of wisdom” to give us – especially for those independent facilities in the audience?

Comments & Audience Questions