Sidra

Performance
 The Goal:

To develop our people to

solve problems and improve
performance
 A Performance Improvement System is an integrated approach to developing culture
of performance and continuous improvement within every department
FROM: From: A host of activities across Sidra for improving TO: A standard integrated approach to improve performance &
performance, teamwork, and accountability ensure alignment with Sidra goals - every day

Unit performance Root cause analysis

huddles reviews
STRATEGIC FRONT LINE
Area performance KPI reviews ALIGNMENT ENGAGEMENT
huddles

Ad-hoc rounding by
Operational Front of
house huddle
leaders and Performance
executives
Improvement
System
Project and activity Quality Tools
trackers for VISUAL MANAGEMENT
PROBLEM SOLVING
improvements PDSA

TeamSTEPPS

Diads 3
 Sidra Improvement Program
A world-class ‘brand’ that incorporates best in class, proven methodologies

Celebrate
success Alignment
with Vision

Daily
Coaching
Performance
Information
Sidra Centers
Improvement
Program
Standard
Work
Huddles

Effective
routines Improvement
Boards

4
 Sidra Improvement Program
A world-class ‘brand’ that incorporates best in class, proven methodologies

Celebrate
success Alignment
with Vision

Daily
Coaching
Performance
Information
Sidra Centers
Improvement
Program
Standard
Work
Huddles

Effective
routines Improvement
Boards

5
Program Roadmap Wave 2

2016 2017

Aug Sep Oct Nov Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Programme design
and preparation Wave 1 (Pilot) Wave 2 Wave 3 Wave 4 Wave 5
phase

Key Planning Assumptions

• Each wave of interventions should be completed in a 12-week timeframe.
• Launch date of the methodology is subject to resources being approved and on-boarded

Standard Approach
Week 2 - 9
Deliver training
Week 1 on all elements
Baseline Kick Off SiP
Assessment SiP training begins:
Approx. 2 weeks Vision
Week 11
Week 10 Evaluation &
Training complete Sustainability
Week 12
Lessons learned

6
 SiP - A Part of our Values

Trust Transparency
• Delivering on commitments • Speaking up about concerns
Celebrate
success Vision • Publishing performance indicators
• Frequent and honest communication
Coaching &
capability
Information
The Elements Centers

Care & Innovation

• Listening and responding Value • Creating confidence
Standards & Association • Celebrating successes
processes • Welcoming ideas and
Huddles
encouraging creativity

Teamwork Effective
routines
Innovation and Efficiency
• Collaborating and being accessible Problem • Using data to drive decision making
solving
• Sharing information and knowledge and • Continuously improving outcomes in
learning from demonstrated expertise patient and family care

7
Manager Daily Huddle Sheet

This is an example of how information will be managed on the patient and management level.
Managers would have access to a daily status sheet reflecting all areas of the Safety Moments framework.

8
Manager Daily Huddle Sheet

This example shows the type of questions that could be asked.

Questions in red:
• Broad questions on critical topics
• Required each day in some form

9
10
Daily Improvement Board - Sequence

An example of how information will flow from an opportunity card to an idea being implemented.

Larger Challenges
Collect
(PDSA3)
Improvement Completed
Cards

Quick Fixes

Prioritize Issues

11
12
 Different Levels of Problem Solving

Very few
Large issues Large
Projects

Six
Few Sigma
Lean
Medium issues Event

PDSA
Many
Small issues

Focus of SiP Huddles

15
 Performance Improvement System impact to quality indicators
across active units

Impact metrics across selected units 2012-2014

Quality Metrics 71% Access Metrics

25%
16% 17%
8% 6% 8%

Nursing GRASP Med Rec Hand Hygiene Patient Satisfaction Falls Compliance Discharges by 1100 Discharges by 1400
Compliance

Average increase from pre-DCIP baseline in Quality and Access in DCIP areas
(Source: Inpatient Unit scorecards aggregated (FY 2012-2014)
 Performance Improvement System deployment at impacted
quality indicators across active units

Engagement and Participation metrics Quality Metrics Financial impact metrics

2672 70% 8 95%

52% 70%
61%
47% 42%
30%

482 1

Triage Pain ED LOS <8hrs % of chemotherapy

Employee Engagment Speciment ID Intervention started before 6pm
Errors/Month Documentation
Number of
Improvements
Completed
Feb-13
Apr-15
 Program Resource Needs per Wave: 2 Units per Wave
2016

Pre-Deployment Month 1 Month 2 Month 3 Post-Deployment

Planning
Dedicated 2.0 FTE 2.5 FTE 2.5 FTE 2.5 FTE 1.5 FTE
resources for
Core SiP deploying across Wave deployment and coaching
Deployment units Deployment design
and preparation
Resources phase
Administrative and coordination support

Department 0.2FTE 0.5FTE 0.5FTE

Quality
Huddle Training / Coaching
Teams
(Nursing and PDSA & Tools Training / Coaching
Core)
0.2FTE 1.6FTE 1.6FTE 1.6FTE 0.6
Unit Develop Practioner Level Expertise for future deployments as
Deployment Core SiP Resources
Champions