Trinity Health Annual Report 2008

More documents

Recommendations

Info

“ I want to thank you, as leaders, for giving us the opportunity to be part of a Culture Circle. The principles I learned will improve the way I interact with my team, my peers, my customers and my family. I have worked at other organizations and have never been part of an initiative as energizing and motivating as this one is. Scott Citron Manager, Enterprise Applications I truly want to express my gratitude for being included in this incredible team-building exercise. There is absolutely no doubt in my mind that the principles and concepts that I was exposed to will make a positive difference in my day-to-day interaction with my co-workers and customers. Mount Carmel College of Nursing is one of three schools to offer Trinity Health scholarships to students. Kevin Seruga Payroll Team Lead, Trinity Information Services DIVERSITY AND INCLUSION ” Scholarships Infuse Hospitals With Diverse Talent Trinity Health has established an endowment to help prospective college students from diverse backgrounds achieve their ambitions for a career in medicine, with the hope that our hospitals become their first destination. Three schools with strong medical programs each received a $2 million low-interest loan from Trinity Health’s socially responsible investment program. The colleges are investing the loan proceeds in securities that will generate higher returns that will, in turn, be used to award multiple scholarships of up to $100,000 a year. The participating schools are the College of St. Catherine, St. Paul, Minn.; Mount Carmel College of Nursing, Columbus, Ohio; and the University of Arkansas at Pine Bluff, Ark. “Diversity is a cornerstone of our organization’s values, and increasing the number of nurses of color supports Trinity Health’s focus on fostering a culturally competent organization reflective of the diverse communities we serve,” said VeLois Bowers, Senior Vice President, Diversity and Inclusion. “We’re extremely proud to partner with these great educational institutions to provide nursing scholarships to deserving students of color.” As communities become more diverse, an organization that is attuned to cultural preferences ensures that all associates have the resources to deliver responsive and respectful patient-centered care. This year, Trinity Health’s Diversity and Inclusion (D&I) department made significant strides in its ongoing efforts to nourish a culturally competent and diverse workforce. The D&I team manages a comprehensive initiative that includes training and education, recruitment, retention and development, communication, community partnerships and supplier diversity. Every Ministry Organization has a designated Diversity Leader. By their example, Trinity Health is sustaining an environment that inspires associates to experience a passionate dedication to their work with a stronger sense of connectedness to the patients and families they serve. In order to shift the culture and focus on this imperative, Trinity Health instituted a mandatory system-wide goal for the completion of the diversity-training program and all Ministry Organizations developed three-year work plans. LEADING WITH INTEGRITY Trinity Health was established on a foundation of faith-based values: Respect, Social Justice, Compassion, Care of the Poor and Underserved, and Excellence. These values – combined with our Mission – serve as a compass to guide our ongoing health care ministry. But working in the health care field is extremely challenging, and sometimes the right course of action can be unclear. In 1997, Trinity Health introduced the Organizational Integrity Program (OIP) as a response to the significant increase in regulatory enforcement activity in health care. Rather than focus on “compliance,” OIP emphasizes “integrity.” Compliance with the law and regulations is a minimum requirement, but at Trinity Health we also expect our leaders and associates to make decisions consistent with and faithful to our Mission and Values. “The Organizational Integrity Program is even more critical today than when it began in 1997,” said Michael Holper, Senior Vice President, Organizational Integrity and Audit Services. “Our associates and others must have the ability to raise concerns whenever they encounter an issue.” Associates have a guide called “The Standards of Conduct” to support “Right Relationships” – relationships with patients and others in our care, relationships with our co-workers and business partners, relationships 6
with the government and others that pay for the health care services we provide, and relationships with our organization and communities. The Standards of Conduct describe the behaviors and conduct expected of all Trinity Health associates, volunteers, medical staff and board members. It also describes how our actions and behaviors should be consistent with the numerous legal, ethical and professional obligations that apply to our health system ministry. Within Trinity Health, Local Integrity Officers at each Ministry Organization and OIP staff at the Home Office are available to assist when questions or concerns arise about compliance or ethical issues. Other avenues include a 24-hour “Integrity Hotline” and options to speak directly with a supervisor or person of higher authority. LEADERSHIP DEVELOPMENT Trinity Health is blessed with an abundance of highly skilled and talented health care professionals. Investment in the growth and development of our associates is essential to the success of our Catholic health care ministry. We strive to be a dynamic “continuously learning” organization where associates are enthusiastic partners in attaining our strategic objectives. We identify and nurture leaders who bring out the best in themselves and others, who are builders and enablers of our Unified Enterprise Ministry and culture, and who are effective coaches and mentors. These leaders model the behaviors expected of others. Trinity Health’s Organization Learning and Development team provides vision and strategic direction for the development of more than 40,000 associates and 5,000 leaders. All associate development programs are rooted in Trinity Health’s Mission, Vision and Core Values. The programs are a means of achieving our strategic priorities and are based on defined and validated competencies. Development opportunities for associates range from online HealthStream courses to the School at Work program (see sidebar). For our leaders, the Organization Learning and Development team created the Trinity Health Leadership Series to provide a clear, well-defined career progression in our organization. The series has four parts: • Essential Skills for New Leaders – for emerging leaders and new supervisors • Foundations in Leadership – for managers and directors • Strategic Leadership Program – for directors, vice presidents and senior executives • Advanced Leadership Program – for directors, vice presidents, senior executives and “high potential” leaders Trinity Health has been recognized with numerous awards for its high-impact training initiatives to develop effective health care leaders. Trinity Health was the only health system in the nation to receive the 2007 Best Practice Award for Leadership Development by the Corporate University Xchange. At the other end of the career spectrum, Trinity Health trains new master’s program graduates through its Fellowship Program. With a focus on “learning by doing,” fellows use the organization’s national presence to access a variety of markets, service lines and management perspectives. Since 1980, more than 80 fellows have gone on to excel in many fields of health care management. Several former fellows have since attained leadership positions within Trinity Health. Diversity Summit 2008 Throughout the United Enterprise Ministry, associates celebrated Diversity Summit Week from April 21-25 with thought-provoking programs ranging from diversity and inclusion strategies to new ways of thinking about race and gender. By week’s end, associates were talking about the conference in lunchrooms, by coffee stations and in work areas. Diversity and Inclusion team members were excited about the turnout and responses from the program. Plans are under way for more forums in 2009. “Culturally competent organizations are better able to live into the culture complexities of a diverse society,” Trinity Health President and CEO Joe Swedish said. “Sensitivity plus engagement equals respect.” Strategic Leadership Program Grads Accept Degrees During a May 2008 commencement exercise, 36 clinical and administrative leaders walked to the podium to receive certificates of completion as the first graduating class of Trinity Health’s Strategic Leadership Program (SLP). The graduates completed a rigorous 18-month leadership development program covering topics and skills required for excellence in health care leadership. The SLP focuses on cultivating the rapid growth and development of leaders — recommended by senior associates – who have the potential to make exceptional contributions to Trinity Health organizations. The program format consists of six, two-day intensive classroom courses, qualitative assessment against validated competencies, action-oriented development plans, personal coaching and the completion of an individual or team project. The inaugural group began its journey in September 2006. A second group entered the program in February 2008. School at Work Leads to Better Jobs Trinity Health launched the School at Work program at two sites – St. Joseph Mercy Oakland, Pontiac, Mich., and St. Joseph Mercy Hospital, Ann Arbor, Mich. Through the program, hospital associates further their education to boost their careers in health care. The program provides associates a refresher on core curriculum skills and health care-specific content to transition back into the classroom so they can get better paying and more satisfying jobs. Students meet weekly for two hours for about eight months, and complete an additional two hours of homework per week. Because of the pilots’ success, Trinity Health is expanding the School at Work program in FY09. 7
Page 1 and 2: We are Trinity Health Y o u r M o s
Page 3 and 4: TABLE OF CONTENTS MISSION We serve
Page 5 and 6: Highlights A Network of Ministry Or
Page 7: Together, these strategic prioritie
Page 11 and 12: ng Highlights Safer, Faster, Better
Page 13 and 14: Most health systems in the country
Page 15 and 16: “Would you recommend this facilit
Page 17 and 18: Saint Joseph Mercy Health System, A
Page 19 and 20: Highlights Enhancing Community Bene
Page 21 and 22: The “New Moms” program provides
Page 23 and 24: “Dr. Bolton and all of the physic
Page 25 and 26: Financial stewardship is an essenti
Page 27 and 28: ASSETS 2008 2007 CURRENT ASSETS: Ca
Page 29 and 30: TOTAL ASSETS (in millions of dollar
Page 31 and 32: partners in mission board of direct
Page 33 and 34: partners in mission system leadersh
Page 35 and 36: ministry organizations CALIFORNIA S
Page 37: TRINITY HEALTH: An Integrated Healt
Page 40: Sponsored by Catholic Health Minist

Trinity Health Annual Report 2008

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?