Embedding Innovation in Healthcare Knowledge

Transfer

Catholic Health Initiatives

Colleen ElliottDirector of Knowledge Management

Holly PendletonManager of Knowledge Management

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Seminar Objective

Share how a strategically focused Knowledge Transfer and Learning program helps a large and complex

healthcare provider system achieve it’s mission by:

• Driving strategic priorities• Collectively raising the bar of performance• Enabling innovation

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Healthcare Provider Environment

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

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Knowledge Transfer & LearningSuccess Story

Clinical Interventions

Value of Pharmacist as part of bedside patient care team

proved and $53 Million saved

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

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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.

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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

CHI Strategic Plan: 2007 - 2011The Strategic Plan is the renewable map that sets CHI’s course toward its preferred future. That journey’s compass is expressed in CHI’s Mission, Vision and Core Values.

Strategic Direction 2007-2011

Quality People

StewardshipGrowth

Core ValuesVision

Mission

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CHI Strategic Plan: 2007 - 2011

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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

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Innovation at CHI

Working Together to

Enable Everyday Innovations

Doing more

with lessNew processes to deliver better care and meet

customer expectations

Creative partnerships with

physician provider facilities

Taking best practices from other industries and customizing for

healthcare

Defining new healthcare

delivery methods and models

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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

KMWorld 200613CHI’s Distinctive Culture

Knowledge Leadership

Change Leadership Knowledge Transfer and Learning

Leadership Formation

Measurement

Knowledge Leadership at CHI

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Desired Future State

Current StateKnowledge Leadership

Change Leadership Knowledge Transfer and Learning

Leadership Formation

Strategic Priorities Measurement

Knowledge Leadership accelerates our ability to see, sense, and realize new possibilities in reaching our desired future state…

Knowledge Leadership: A Strategic Differentiator

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Desired Future State

Measurement of Effectiveness in Attaining DFS:

Strategic (Dashboard, Balanced Scorecard

Leadership (360, P3)

Organizational (ECA. CVA, OA Tool)

Proven Practices Knowledge CommunitiesCollaboration ToolsLEARN

Current State

Change LeadershipKnowledge Transfer and Learning

Leadership Formation

Strategic Priorities Measurement

Knowledge Leadership

The Knowledge Transfer & Learning Component of Knowledge Leadership

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KTL Service Lines

StrategicPriority

Consulting

Knowledge Communities

Formal Education

Practice in Action

Communication& Collaboration

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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

Value of Pharmacist

as part of bedside

patient care team proved

and $53 Million saved

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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

Accelerate the

implementation of

clinical imaging

technology, resulting

in accelerated

NPSR of $1.5 - $3.0 M

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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.

Avoided medication

errors through

improved reconciliation

of home and hospital

medications.

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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

Reduce dangerous /

deadly events in OB

through a targeted

Advanced Fetal

Monitoring curriculum

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Strategic Priority Consulting

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

Quality People

StewardshipGrowth

Accelerate the

implementation of

ERP technology

(Lawson) and the

realization of

projected savings

Accelerate the

implementation of

ERP technology

(Lawson) and the

realization of

projected savings

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Organic AND Strategic

Practice in Action

StrategicPriority

Consulting

Knowledge Communities

Formal Education

Communication & Collaboration

Accelerate Learning & Enable Innovation through…

…leading to new models of care delivery and creative solutions…

…resulting in improved outcomes:

• Quality & Patient Safety

• Employee Satisfaction & Engagement

• Increased Operating Margins

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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 nation’s economy and the advancement of society. It is that simple and that complex."

7 C’s of Knowledge Leadership: Innovating our Future by Debra M. Amidon and Doug Macnamara 

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Let’s Connect!

Colleen ElliottDirector, Knowledge Management303.383.2735ColleenElliott@catholichealth.net

Holly PendletonManager, Knowledge Management303.383.2736HollyPendleton@catholichealth.net