Axxess Home Care Evangelist C. Sam Smith shares cultural ideas which position agencies to become agile and successful in today's rapidly changing healthcare environment. For information about the US' fastest growing home health software, go to: http://axxessweb.com

1. C.
Sam
Smith
Home
Care
Evangelist
Vice
President
-­‐
Business
Development
2013
1

2. What are some specific characteristics that mean
‘success’ to you?
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3. 2013-­‐
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Characteris/cs
that
will
lead
to
success…

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Or….is
this
success?
§ A
steady
stream
of
ever
increasing
hospital
referrals
from
new
hospital
client/partners
§ Because
your
team
has
proven
how
your
agency
can
aid
in
delivering
dramaDc
reducDons
in
hospital
readmissions
rates
because
of
your
ability
to:
§ Manage
paDent
condiDons
§ Measure
and
monitor
successes
§ Report
on
the
outcomes
that
have
been
achieved
§ And
moreover,
to
document…your
proficient
PaDent
Care,
leading
to
PosiDve
PaDent
Outcomes,
resulDng
in
Reduced
Hospital
Readmissions.
§ This
is
certainly
markeDng
success!
Characteris/cs
that
will
lead
to
success…

5. 1. Understand
how
to
develop
success
benchmarks(outcomes)
for
your
agency
2. Understand
the
Learning
Organiza/ons
concept
3. Ideas
for
crea/ng
and
promo/ng
a
posi/ve
culture
4. Develop
ac/ons
which
op/mize
Level
Of
Effort,
Stability
and
Profitability—”success”
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6. 6
#1
#2
#3
#4
#5
#6
#7
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The Organic
View

7. “Success Secrets”
Secret
#1
-­‐
Become
a
Learning
Organiza?on
Secret
#2
-­‐
Grow
in
Proficiency
in
Clinical
Services
Secret
#3
-­‐
Maintain
compliance
with
regula?ons
Secret
#4
-­‐
Grow
in
Wisdom
in
Financial
MaKers
Secret
#5
-­‐
Diversifica?on
in
Service
Models
Secret
#6
-­‐
Culturally
Sensi?ve
Work
Environment
Secret
#7
-­‐
Understand
and
set
an
example
of
Servant
Leadership
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8. 8
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9. 9
“Organiza)ons
where
people
con)nually
expand
their
capacity
to
create
the
results
they
truly
desire,
where
new
and
expansive
pa:erns
of
thinking
are
nurtured,
where
collec)ve
aspira)on
is
set
free,
and
where
people
are
con)nually
learning
to
see
the
whole
together”
-­‐Dr.
Peter
Senge
2013-­‐
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LEARNING
ORGANIZATIONS
ARE:

10. Characteris/cs
Of
Learning
Organiza/ons
A.
Systems
Thinking
B.
Shared
Vision
C.
Understanding
Mental
Models
D.
Team
Learning
E.
Personal
Mastery
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11. Systems Thinking
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• …..
is
a
conceptual
framework
that
allows
people
to
study
businesses
(home
health
agencies
are
businesses)
and
local
markets
as
bounded
objects,
like
cellular
organisms.
• Learning
organiza/ons
have
informa?on
systems
that
enable
them
to
measure
success
• Systems
thinking
involves
all
the
characteris?cs
that
must
be
appear
in
an
organiza?on
for
it
to
be
a
learning
organiza?on,
which
brings
success
• If
some
of
these
characteris)cs
are
missing,
then
the
organiza)on
will
fall
short
of
its
goal
of
being
fully
effec)ve,
or
highly
successful.

12. A theoretical system example
12
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Health
Informa?on
Exchange
System
Home
and
Community
Pa?ent
Health
Info
Pa?ent
Health
Info
Home
Health
HIE

13. Organic Systems
• The
original
organism
for
human
endeavor
is
a
tribe
–
“human
beings
banded
together
for
a
common
purpose”.
• Tribes
evolve
and
survive.
Ref.
“Tribes”
–
Seth
Godin
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14. 14
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15. 15
Great
leaders
move
us.
They
ignite
our
passion
and
inspire
the
best
in
us.
When
we
try
to
explain
why
they
are
so
effecDve,
we
speak
of
strategy,
vision,
or
powerful
ideas.
But
the
reality
is
much
more
primal:
Great
leadership
works
through
the
emoDons.
No
maSer
what
leaders
set
out
to
do
–
whether
it’s
creaDng
strategy
or
mobilizing
teams
to
acDon
–
their
success
depends
on
how
they
do
it.
Even
if
they
get
everything
else
just
right,
if
leaders
fail
in
this
primal
task
of
driving
emoDons
in
the
right
direcDon,
nothing
they
do
will
work
as
well
as
it
could
or
should.
~~~Goleman,
Daniel
(2011-­‐09-­‐06).
Leadership:
The
Power
of
Emo?onal
Intelligence

16. 16
#1
#2
#3
#4
#5
#6
#7
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The Organic
View

17. Shared Vision
17
§ The
shared
vision
guides
and
shapes
the
culture
§ Personal
Mastery
of
each
team
members
role
in
the
Opera/on
is
an
organiza/onal
vision
§ Each
member
strives
to
become
a
Subject
Maber
Expert
§ Knowledge
is
encouraged
to
be
shared,
not
hoarded
for
personal
advantage
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18. A Shared Vision
as a manager or owner - are you up to it?
18
It
is
incumbent
upon
owners
&
managers
to
communicate,
to
dispense
posi?vity,
aka
constant
praise
and
encouragement
towards:
• PERSONAL
MASTERY
for
staff
/
both
administra/ve
and
clinical
• TEAM
LEARNING
PRACTICES
so
all
staff
members
can
benefit.
• Benefits
will
manifest
in:
• Quality
pa?ent
care
• Repeated
fine
tuned
and
improved
processes
• Procedural
understanding
• Posi?ve,
produc?ve
inter-­‐personal
standards
• Mutually
beneficial
work
objec?ves
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19. 19
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20. 20
§ We
must
ensure
that
our
staff
members
are
achieving
Personal
Mastery
§ Becoming
Highly
Skilled
Masters
–each
role
in
your
agency
§ Pa?ent
Admissions
§ Char?ng
/
Case
Management
§ Therapy
Deployment
§ Regulatory
Compliance
§ Coding
§ RN
Accredita?on/Licensing
§ Billing
§ Team
Building
Proficiencies

21. 21
§ We
must
ensure
that
our
staff
members
are
achieving
Personal
Mastery
–in
other
areas
of
our
business
§ Financial
Management
–
With
ACO’s/Bundling
of
Payments,
more
important
than
ever
§ How
to
become
an
expert
in
Referral
“Rainmaking”
§ Data
Applica?on
for
Referral
Genera?on-­‐
Report
Genera?on
§ Authen?c
Confidence
in
Approach
to
sources
of
referral
business
Proficiencies

22. 22

23. 6-­‐7-­‐2012
23
§ Using
up
to
date
technology
to:
ü Provide
the
teams
with
a
methodology
for
saving
?me,
to:
ü Follow
the
doctor’s
orders
ü Perform
the
du?es
of
skilled
care
of
pa?ents
thoroughly
ü Bill
&
accurately
collect
data
to
accurately
report
those
pa?ent
episodes
in
a
shortened
?me
frame

24. 6-­‐7-­‐2012
24
• Is
Your
Technology
Vendor
your
consultant?
• Do
you
stay
current
with
your
state
associa/on?
• Do
these
folks
enable
you
to
stay
ahead
of
new
regulatory
issues,
management
ideas,
and
changes
in
reimbursement
and
clinical
standards?
ü With
Medicare,
this
is
a
maber
of
survival!

25. 25

26. 26
Key
ques/ons:
• Are
the
agency’s
costs
and
expenditures
aligned
with
the
agency’s
shared
vision?
• “Is
what
we
are
doing
making
us
more
profitable
–
by
either
increasing
revenues
or
decreasing
expenses”?
• “Do
we
have
sophis/cated
enough
systems
and
measurements
in
place
to
accommodate
bundled
payment
business
models
and
diversified
lines
of
business?”

27. Organization Name: Bluebonnet Health Services, Inc.
Size: 400+ patients
Population served: McLennan County, Metro Waco, TX
Services provided: Home Health services with varied reimbursement models
Exemplary
in
wisdom
regarding
expenditures:
The
market
has
two
hospitals
both
with
HHA
subsidiaries.
The
HHA
marke?ng
challenge
is
to
seek
prospects’
TOMA
(Top
of
Mind
Awareness).
Expensive
adver/sing:
As
sponsor
of
the
Lady
Bears
basketball
team,
radio,
TV,
and
onsite
game-­‐?me
adver?sing
Results:
Creates
TOMA
among
the
over
65
crowd
who
enthusias?cally
supports
the
Baylor
women’s
basketball
team—average
aKendance
over
10,000
per
game.
Census
is
regularly
50%
higher
than
the
hospital
subsidiary
HHA’s.
VIGNETTE
#2-­‐
AN
EXEMPLARY
HEHHA

28. VIGNETTE
#2-­‐
AN
EXEMPLARY
HEHHA

29. Diversification
29
§ Step
by
step
deployment
of
diverse
home
based
services:
§ Medicare,
Insurance
Authoriza)ons,
Hospice,
Private
Duty,
Companion
Care,
Medicaid
Contract
Specializa)on,
Chronic
Care
Special)es
–
for
ex.
Cardiac
Care
(CHF,
COPD,
Recovery
and
Monitoring)—and
the
possibili)es
go
on
and
on…
§ Seeking
a
diverse
number
of
income
streams
§ Government
reimbursement
§ Private
insurance
§ Private
pay
from
families
§ Combina)ons

30. 6-­‐7-­‐2012
30

31. 31
The
cultural
environment
-­‐
driven
by
Learning
Organiza/on
tenets
• There
is
a
ideological/spiritual
connec?on/component.
• For
sustainable
growth,
employees
must
have
an
ideological
iden?ty
with
the
organiza?on.
• Employees
possess
an
obvious
and
open
commitment
to
Learning
and
Achieving
Mastery
• The
organiza?on
encourages
those
who
are
inspired
and
who
are
learning
and
growing
• Service
and
servant
hood
are
important
values
Secret #6
Intentional, Culturally Sensitive
Environment

32. 32

33. Servant
Leaders
• Regularly
translate
&
communicate
the
Present
Reality
to
the
Shared
Vision
• Value
advice
and
truthful
advisers
• Are
slow
to
speak
and
eager
to
listen
• Highly
Value
the
aim
of
Personal
Mastery
in
every
work
func?on
• Display
Emo?onal
Intelligence
• Understand
the
connec?on
between
gipedness
and
responsibility
33

34. Servant Leaders
34
§ “Huddle
Up”
regularly.
§ Operate
with
a
regularly
scheduled
“tribunal”
-­‐
or
-­‐
“huddle”
§ Embodies
the
values
to
accomplish
the
vision
§ Align
his/her
work
in
order
to
enable
the
staff
§ Encourage
open
communica?on
and
provides
an
example
of
humility
and
humor
with
the
organiza?on
members
§ Make
sure
everyone
is
having
fun!

35.
CULTURE
EATS
STRATEGY
FOR
BREAKFAST®
And
all
of
these
secrets
are
cultural
standards
that
are
vital
to
our
aspira)on
of
becoming
a
Successful
Home
Healthcare
Provider
The Secrets of Success!
-­‐®Peter
Drucker
“Managing
in
a
Time
of
Great
Change”

36. 36
To summarize…

37. For more information on Learning Organizations
and Dr. Peter Senge
http://www.infed.org/thinkers/senge.htm
The Fifth Discipline by Dr. Peter Senge
Thank you for your attention today

38. 9/3/13
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