1. Leadership Category Jim Hyde, President Bone & Joint Hospital SSM Health Care

2. Founded in 1872 SSM Health Care

3. 21 hospitals, three nursing homes, physician practices, home care, award- winning information center 21 hospitals, three nursing homes, physician practices, home care, award- winning information center 23,000+ employees, 5,000 physicians, 5,000 volunteers 23,000+ employees, 5,000 physicians, 5,000 volunteers 82% women, 18% minorities 82% women, 18% minorities SSM Health Care

4. In Oklahoma... Bone & Joint Hospital Bone & Joint Hospital –Founded in 1926 –330 Employees –140 Physicians St. Anthony Hospital St. Anthony Hospital –Founded in 1898 –2000 Employees –650 Physicians

5. Importance of Linkages

6. Criteria 1.1 Organizational Leadership - Senior Leadership Direction - Organizational Performance Review

7. Leadership System Recognized need to encourage breakthrough performance among executive leaders Recognized need to encourage breakthrough performance among executive leaders Developed a cohesive leadership system in 1997 as a part of an internal self-assessment model based on the Baldrige Award Developed a cohesive leadership system in 1997 as a part of an internal self-assessment model based on the Baldrige Award

8. Executive Leadership Seven expectations for executive leaders... Seven expectations for executive leaders... Based on five system values: Compassion, Respect, Excellence Stewardship, Community

9. Expectations Superior Results in clinical, operational, and financial performance Superior Results in clinical, operational, and financial performance Fact-based decision making Fact-based decision making Shared accountability Shared accountability Continuous quality improvement Continuous quality improvement Customer focus Customer focus Information sharing Information sharing Commitment to develop people Commitment to develop people

10. All Employees are Leaders

11. Through our exceptional health care services, we reveal the healing presence of God. Our Mission

12. Exceptional satisfaction Exceptional clinical outcomes Exceptional financial performance

13. Constancy of Purpose Hang on to your vision!

14. Our Vision Statement “... Communities, especially those that are economically, physically and socially marginalized, will experience improved health in body, mind, spirit and environment... ”

15. Strategic, Financial and HR Planning Process Goals set by Innsbrook Group Goals set by Innsbrook Group Support Vision and Mission Support Vision and Mission Processes occur within each entity and network to translate goals into entity SFPs Processes occur within each entity and network to translate goals into entity SFPs Ensure the goals reflect each stakeholder’s requirements Ensure the goals reflect each stakeholder’s requirements

16. Deploying Our Mission Deploying Our Mission Established goals as a part of the strategic, financial and human resources planning process Established goals as a part of the strategic, financial and human resources planning process Developed department posters and employee passports to ensure alignment of goals across the organization Developed department posters and employee passports to ensure alignment of goals across the organization Established goals as a part of the strategic, financial and human resources planning process Established goals as a part of the strategic, financial and human resources planning process Developed department posters and employee passports to ensure alignment of goals across the organization Developed department posters and employee passports to ensure alignment of goals across the organization

17. Culture of Improvement Addressing the nursing shortage

18. Assessing the Organization’s Performance Performance Management Process Performance Management Process –Defines the roles and responsibilities of leadership groups –Defines a consistent set of reporting tools –Establishes standardized definitions and indicators to ensure consistency in measurement

19. Assessing the Organization’s Performance Three General Areas of Reporting Three General Areas of Reporting –Financial –Customer Satisfaction –Clinical Quality Performance 16 System Level Indicators 16 System Level Indicators –Monthly entity performance indicator reports –Examination of variances –Action on variances

20. Assessing the Organization’s Performance Leadership Development Process Leadership Development Process –360-degree evaluations –Based on the 7 management practices adopted Stakeholder surveys Stakeholder surveys Utilized annual Baldrige feedback to develop action plans for improvement Utilized annual Baldrige feedback to develop action plans for improvement

21. Criteria Public Responsibility & Citizenship - Responsibilities to the Public - Support of Key Communities and Community Health Community Health

22. Responsibility to the Public Corporate Responsibility Process (CRP) Corporate Responsibility Process (CRP) Safe environment for patients, employees and visitors Safe environment for patients, employees and visitors Regulatory/licensure Regulatory/licensure Accreditation Accreditation Community Health Community Health Bioterrorism Task Force Bioterrorism Task Force Contract Review Process Contract Review Process

23. Preservation of the Earth 1,557,481 pounds recycled

24. Healthy Communities

25. Mission Awareness Spirit Days Spirit Days Reinforces the Mission throughout the year Reinforces the Mission throughout the year Community Activities Community Activities –Adopt a Family –Mark Twain Elementary

26. Charity Care $35.5 million in charity care $35.5 million in charity care $44.4 million in unreimbursed cost of services under Medicaid $44.4 million in unreimbursed cost of services under Medicaid