CLIENT SHOWCASE:
SOLUTIONS
IN ACTION

Learn how organizations like yours are using our unique solutions to get real results.

CLIENT SHOWCASE:
SOLUTIONS IN ACTION

Learn how organizations like yours are using our unique solutions to get real results.

St. Joseph’s Hospital-North: A Culture of
Business Acumen

Solutions: Business Acumen
Products: Zodiak

The leadership team of St. Joseph’s Hospital-North sought an experiential framework through which the hospital’s managers could:

  • Improve their financial acumen
  • Better understand the hospital's finances and strategies
  • Increase their mindshare about business acumen and hospital strategies while on duty making decisions
  • Form a big-picture understanding of how a hospital stays financially healthy

Paradigm Learning collaborated with a small team of directors at the hospital, including the hospital president, to create customized activities to be woven into the Zodiak®:The Game of Business Finance and Strategy simulation and used in follow up communications, along with a custom Business Model graphic that displayed the flow of cash and assets throughout the hospital.

Read our latest Business Acumen eGuide.

Business Situation

The Paradigm Learning design team conducted presession interviews and assessments to benchmark participants’ prior knowledge of business acumen, hospital finances, and the hospital’s specific strategies, and then used that information to create teams with a diverse level of experience, prior knowledge, and from different departments in the hospital. These teams participated in the Zodiak Healthcare session and reported an average knowledge increase of 37% as a result of the day.

Follow up communications after the session provided sustainable tools for these managers to use independently in meetings with their direct reports in an effort to cascade a sense of business acumen and strategic accountability throughout the organization. Paradigm Learning also provided participants with a downloadable e-publication of key terms that they reported useful and helpful during budget conversations, meetings with hospital directors, and when making decisions that affected the hospital’s bottom line, such as hiring or replacing a staff member.

Due to the hospital president’s communicative and transparent leadership, the managers who experienced Zodiak were very strategy-focused and results-driven in their approach to their actions outside of the classroom, which fueled participants’ desires to see their ZPlans through to completion and ensure their plans made an impact.

The president of St. Joseph’s Hospital-North said of the program: “It was a bonding opportunity for our leadership team and an opportunity to expand participants’ knowledge and comfort with financial matters. Paradigm Learning has given us tools that will allow us to take the terms, “no margin, no mission” and put them into meaningful concepts that we can use in our everyday operations. Going forward, the tools we learned today provide us an opportunity to do better because we know better. The more knowledge you have, the more sound your judgments can be. We have specific goals—financial as well as quality goals—that we want to work toward. We want to take this opportunity to incorporate these action plans to become the support or infrastructure for the other goals that we [will work to] attain throughout the course of the year.”

Only 7% of employees fully understand their company's business strategies and what's expected of them in order to help achieve company goals.

— Brandon Hall

“The Zodiak program provided me with a better understanding of the financial goals and strategies that our company has set and helped identify an opportunity for improvement, set personal/ department-specific goals and develop action plans to help contribute to the financial success of [the entire system].”

— Manager of International Services, St. Joseph's Hospital-North

“The Zodiak program provided me with a better understanding of the financial goals and strategies that our company has set and helped identify an opportunity for improvement, set personal/ department-specific goals and develop action plans to help contribute to the financial success of [the entire system].”

— Manager of International Services, St. Joseph's Hospital-North

Success Stories - Stock Room Savings

Success Stories - Stock Room Savings

The Manager of Emergency Services at North was new to her role when the Zodiak Healthcare session took place. She reported having little knowledge of hospital finances going into the class but expressed eagerness to learn. After the class, she reported a 50% increase in her understanding of hospital finances and excitement to move forward with her ZPlan. After meeting with her manager and taking first steps on her ZPlan, she decided to focus on achieving cost savings through better supply management. As she puts it: “I have worked with central supply and went through all my inventory in every stock room, removed all supplies that have not been used in the past year, lowered my pars for 21 items, and instead of stocking two stock rooms with the same items, consolidated into one stock room. It was great doing it. I felt I have saved the department substantial dollars. We returned $700 of sutures back to the supplier and took about 50 items out of the supply rooms that we were no longer using.”

Regarding the Zodiak Healthcare experience, she said, “I feel the program was excellent, very informative, assisted me with budget cost in my department. I feel it is very important for all employees to be aware of the organization’s financial and strategic goals and [to know] what everyone can do to control budget in their departments.”

See how learners at St. Joe's Hospital-North experienced our solution.

 

Mutlidisciplinary Collaboration to Reduce Length of Stay

The Manager of Interventional Services at North initiated meetings across departments to put her Z-Plan into action. Her plan to contribute includes reducing the average Length of Stay and requires the collaboration of several nursing units and eventually, physician alignment. She is well underway with her action steps and targets three months after the Zodiak session for the completion of her plan.

As she said, “My department-specific action plan in supporting the hospital objective (reducing the patient length of stay) will greatly impact the overall outcome of this project. With the successful implementation of the interdepartmental process improvement initiatives and positive physician engagement plans, as evidenced by our improved MD compliance rate on timely and appropriate PowerPlan entry/order initiation, I believe that our institution is just a few steps away from achieving its overall goal.”

She continued: “The Zodiak program provided me with a better understanding of the financial goals and strategies that our company has set and helped identify an opportunity for improvement, set personal/ department-specific goals and develop action plans to help contribute to the financial success of [the entire system].”

Mutlidisciplinary Collaboration to Reduce Length of Stay

Earlier Rounds for Decreased Length of Stay

A Nurse Manager and Assistant Nurse Manager created ZPlans that would directly contribute to decreasing length of stay in their units by implementing earlier-than-usual multidisciplinary bedside rounds that prepared the patient and staff for discharge and sought to address discharge hang-ups before they happened.

The Assistant Nurse Manager explained, “With our charge nurse and case manager/social work rounding, we are able to talk to patients early and discuss the discharge process. This discussion will take place the day before their anticipated date of discharge (ADOD) so the patent has a ride home, answers to all questions, anticipated release time, etc. This makes the patient happy knowing what to expect and also the early discharges will make room for new patients coming in, eliminating holds and delays.”

The multi-disciplinary rounds have been going on for some time, but these two leaders have been working toward making those rounds happen earlier, so that the patient can be discharged just 90 minutes after the physician writes the discharge order. By ensuring that patients have logistics settled and details addressed well in advance, they can make that 90-minute window happen consistently.

As the Nurse Manager said, about four weeks after the Zodiak session, “Our efforts to reduce length of stay are going well! We have already seen an increase in our discharges out by 11am, thus decreasing our overall length of stay. We plan to schedule weekly meetings with our director to discus progress and next steps.”

The Nurse Manager reported that one of her units had a reduction in length of stay in May and June. The unit’s length of stay in July showed no change, but the rest of the hospital increased in length of stay in that month. She expects to see the same results when the other unit goes live.

71% of companies with above average employee commitment had greater one-year revenue growth relative to their industry.

— Corporate Leadership Council