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Question:

From this case study, how does the GSAM Leadership System model align with the categories in the Baldrige Criteria framework?

QUALITY in PRACTICE Leadership at Advocate Good Samaritan Hospital41 Advocate Good Samaritan Hospital (GSAM), a part recognized leader in health care. However, it was of Advocate Health Care located in Downer's Grove, not always nationally recognized. In 2004, Good Illinois (a suburb of Chicago), is an acute-care medi- Samaritan was true to its namea "good," but not cal facility that, since its opening in 1976, has grown "great," hospital. Quality was generally perceived as from a mid-size community hospital to a nationally good, but nursing care was seen as uneven; associate satisfaction was pretty good but not exceptional, phy- The GSLS ensures that all leaders at every level sician satisfaction was mixed, and patient satisfaction of the organization understand what is expected of was at best mediocre; technology and facilities were them. Patients and stakeholders are at the center increasingly falling behind other hospitals; and it was of the Leadership System. Driven by their Mission, struggling financially in a highly competitive market. Values, and Philosophy, all leaders must understand Its leadership was determined to achieve, sustain, and stakeholder requirements. At the organizational redefine health care excellence, so it embarked on an level, these requirements are determined in the organizational transformation to take the organiza- Strategic Planning Process and used to set direction tion "from Good to Great (G2G)." The rationale for and establish and cascade goals. Action plans to doing this was achieve the goals are created, aligned, and com- municated to engage the workforce. Goals and To make good on its mission to be "a place of healing," in-process measures are systematically reviewed and course corrections are made as necessary to To create a framework for inspiring and integrat- ing its efforts to build loyal relationships and pro- ensure performance to plan. This focus on perfor- mance creates a rhythm of accountability and leads vide great care, and To differentiate itself and ensure future success to subsequent associate development through the by becoming the best place for physicians to Capability Determination Workforce Learning and Development System and reward and recognition practice, associates to work, and patients to re- of high performance. Development and recognition ceive care ensures that associates feel acknowledged and mo- The first steps that Good Samaritan took included: tivated. Stretch goals established in the SPP and a discomfort with the status quo prompts associates 1. Establishing an inspiring vision: To provide an ex- to learn, improve, and innovate through the Per- ceptional patient experience marked by superior health outcomes, service, and value. formance Improvement System. As leaders review annual performance, scan the environment, and 2. Enrolling leaders in the vision. recast organizational challenges, communication 3. Creating alignment, ownership, and transparency mechanisms are used to inspire and raise the bar. to support the vision. Quoting Gandhi, the presi- GSAM has a systematic eight-step governance dent recognized that "you must be the change process that cascades guidance from the Advocate you want to see in the world." He recognized that transforming an organization cannot be del- Health Care Governing Board and Senior Leadership to the GSAM Governing Council/Senior Leadership egated. Leadership needed to create a sense of Team and to all associates. Guidelines and procedures urgency, explain the "why," and overcommuni- at all organizational levels ensure that the overall in- cate by a factor of 10. tent of governance is achieved and tracked through By 2006, the G2G journey had achieved some measures and goals. The process ensures transpar- breakthrough results in patient satisfaction and clini- ency and equity for all stakeholders via Governing cal measures, and had spawned leading-edge innova- Council committee oversight, independent audits and tions in health care. However, key questions remained: through the diverse composition of the board. Annual How would they ensure long-term sustainability? review of metrics, the mission, vision and philosophy, How would they create a legacy for the future? How and Standards of Behaviors ensures accountability could they hardwire best practices? How could they and compliance. achieve repeatable excellence? Their response was to GSAM also uses multiple stakeholder and com- become a process-driven organization by embracing munity listening posts as inputs into the strategic the Baldrige Criteria. The next major step was to estab- planning process to address the societal well-being lish a systematic leadership process, Good Samaritan of the community. GSAM considers environmen- Leadership System (GSLS), which is illustrated in tal impact on the community. GSAM'S Green Figure 13.2. The boxes represent the process steps, Team implements multiple strategies to conserve and the arrows represent the leadership behaviors energy and recycle materials to ensure protection needed to ensure that the steps are accomplished. of the environment. In keeping with their mission, FIGURE 13.2 Good Samaritan Leadership System Set Direction Establish Goals Understand Stakeholder Requirements Mission Values Philosophy Role Model & Build Commitment Inspire & "Raise the Bar Learn, Improve & Innovate Physicians Volunteers Associates Patient Families Community Suppliers Partners Organize, Plan & Align Integrity Passion Caring Acknowledge Motivate & Communicate, Engage & Empower Develop, Reward & Recognize Accountability for Results Perform to Plan Advocate Good Samaritan Hospital GSAM also views societal well-being and com- Market share has risen; patient satisfaction has munity health as providing care for those without exceeded the 90th percentile nationally for multiple the ability to pay. In addition, GSAM actively par- segments, and physician and associate satisfaction ticipates in Access Dupage, an innovative commu- reached the 97th percentile. The Delta Group ranked nity health approach through which GSAM primary GSAM #1 in Illinois and #4 in the United States for care physicians and specialists provide care to the overall hospital care in 2010, one of 2011's top 50 car- uninsured population, and GSAM provides all diag- diovascular care hospitals by Thomson Reuters, and at nostic tests and treatment without charge. Com- the 100th percentile for patient safety by Thomson munity fairs, screenings, immunizations, a hospital Reuters in 2010. food pantry for associates, and financial/in-kind gifts also support environmental, social, and eco- nomic systems. GSAM contributes to improving their communities by all executive team members having multiple involvements on local boards; as well as the professional nursing staff, medical staff, and other members of the workforce actively par- ticipating in numerous service and professional organizations