Monday, March 2, 2009

Ideas for Fixing Health Care

source: NYTimes, Feb. 25, 2009 The Editors


President Barack Obama said in his speech to Congress that the nation must address “the crushing cost of health care,” with premiums having grown four times faster than wages in the past eight years and one million more Americans having lost health insurance each of those years. Reform won’t be easy, he said, but it cannot wait another year.
We asked some health care experts, who have seen attempts at comprehensive reform founder over the years, what might make a difference this time.

______________________




Elliott S. Fisher, a professor of medicine, is director of the Center for Health Policy Research at Dartmouth Medical School.


______________________


In calling for reform, President Obama emphasized the critical importance of bringing the soaring cost of health care. To do that, we need to address the underlying causes: a fragmented care system; lack of accountability for the overall costs and quality of care; a payment system that rewards growth and unnecessary care.



Our research, documented in the Dartmouth Atlas of Health Care, shows there are remarkable regional variations in spending. Those differences suggest there are substantial opportunities to improve the efficiency of our health care delivery system while reducing costs.
For example, in 2005, per-capita Medicare spending was $10,988 in Los Angeles but $6,838 in Sacramento; $14,360 in Miami, but $7,008 in Tallahassee, Fla.; $12,119 in Manhattan, but $6,556 in Rochester, N.Y.

If higher spending resulted in better care, this data would suggest that we need to spend more. But higher spending regions don’t provide better care. Ten years of research has shown that lower spending regions of the U.S. achieve equal or better health outcomes and quality. (Photo: Doug Mills/The New York Times) President Obama delivered his first address to a joint session of Congress.



The higher spending — and much of the growth in spending — is due to the provision of unneeded and sometimes harmful care: hospitalizations that could have been avoided with better primary care; frivolous specialist consults; overuse of diagnostic tests. Unnecessary care can be harmful because hospitals are dangerous places to be, especially if you don’t need to be there. And having more physicians involved in your care makes it harder to know who is responsible: too many cooks can spoil the soup.

Aligning those varying costs with better health results will take time. The stimulus package, which includes nearly $20 billion to invest in electronic health records, new research programs, and preventive care, will help — especially if the standards for electronic health records are linked to a requirement that all providers within a region adopt them.
President Obama, at least in the speech, was silent on some central issues: whether he would foster the development of a more integrated and organized delivery system, whether he would modify the payment system to encourage improved quality and lower costs, and whether reform will contain performance measures to reassure the public that lower costs are compatible with high quality care. He will have to answer those questions soon.




To read from other experts, please click on the link below.




Tuesday, February 24, 2009

The Will to Win - The Virtues of Six Sigma

Listen, as Jack Welch explains the virtues of a six-sigma organization.

Is it reasonable to conclude that hospitals should adapt a similar approach to service excellence and patient satisfaction? After all, the primary customer is the patient.

Brief Bio - Jack Welch

Education: University of Massachusetts–Amherst, BS, 1957; University of Illinois–Champaign, MA, 1958; PhD, 1960

John F. Welch, Jr.—who went by the name Jack—was among America's most recognized and controversial chief executives. During his 41 years at General Electric (GE) Welch rose from his position as an entry-level junior engineer to become the company's youngest vice president and later its youngest CEO and chairman. Throughout his 20 years leading GE Welch garnered a reputation for having a no-nonsense and dynamic style that was at times considered abrasive by employees and the public alike. While the merits of Welch's management tactics were the subject of debate, none could argue with the results produced by his leadership. Welch took GE into international markets at a scale never before attempted while leading the company away from manufacturing and into services. GE's market value grew 40-fold, to $500 million, between 1981 and 2001. At the end of 2001, which was the beginning of Welch's retirement, GE was the most valuable company in the world.

Sunday, February 22, 2009

Hospital Quality Program Survey: What's Your Score

This self administered assessment poses statements regarding specific attributes within areas that Maverick Healthcare Consultants has determined to be critical "quality markers." It is designed to help you move beyond a "gut feel" to see how your organization stacks up against a variety of critical dimensions of quality. Hopefully you will learn something that challenges your assumptions about what it will take for your organization to establish a true environment of quality and patient safety.
For each of the following statements, score yourself as follows based on your reaction to the statement:

4 points: Strongly Agree
3 Points: Agree
2 Points: Disagree
1 point: Strongly Disagree.

After recording your reaction to all 15 statements, add up your total and refer to the evaluation at the bottom of the form.

______ The ability to provide demonstrably high quality patient care is a key element of our Strategic Plan.

______ We have a strong imperative for quality improvement in our organization, driven by our Executive Leadership.

______ We have effectively defined what constitutes "quality," and have developed a robust set of objective measures to monitor it on a routine periodic basis.

______ We have an aggressive set of quality performance goals.

______ Our quality measures include consideration of care processes, outcomes and resource utilization.

______ We periodically benchmark our quality performance against other organizations and find that our performance is similar to "Top Performers."

______ With regard to Joint Commission accreditation, we are "survey ready every day."

______ We routinely provide quality performance information to our Board, our employees and Physicians, and to the community.

______ Our employees and physicians believe we have effective and efficient clinical care processes.

______ Our care processes are based on current medical "best practice" evidence.

______ Our We have the organizational skill and capacity to develop and implement effective quality performance improvement initiatives.

______ Our approach to quality assurance incorporates "concurrent intervention" techniques.

______ We have tools and technologies that enhance our caregivers' ability to provide quality care at the point of care.

______ We have a "culture of safety" that is understood and embraced by all employees.

______ Our Physicians understand and are aligned with our Quality Management strategy.


_______ TOTAL SCORE


54 - 60 Top Performer. Your organization understands the core elements of Quality Management and is well positioned to remain a leading quality provider in your market. Quality is inherent in your culture and you are continuously improving your performance. What to do next? Consider developing a Quality Innovation or Accelerated Quality Implementation program to infuse a fresh new level of effectiveness into your quality management organization.

48 – 54 Aspiring Performer. You are a solid quality provider, but the competition is not far behind. What to do next? Assess how your organization rates against each of the five Critical Quality Markers to clearly define your organizations strengths and weaknesses, and develop your Blueprint for Strategic Quality Management Success.

< 48 Challenged Performer. While you recognize that quality is important, your organization's culture, processes and infrastructure do not support effective quality management. Quality performance is mixed, and significant improvements are elusive. What to do next? Consider developing a comprehensive Quality Management Strategy to create a tailored program that will transform your organization's quality and patient safety culture and capabilities.

Effective Meeting Management: An Essential Skill of the HQP


























Hospital quality professionals (HQPs) often find themselves participating in numerous meetings within the hospital. In fact, as part of the roles and responsibilities of the HQP, they will chair (or share leadership) a half dozen of these hospital-wide committees. Obviously, managing these monthly (or quarterly) meetings takes significant time and energy. Some committees are required by accreditation bodies, while others are simply a product of historical operations and "we have always done it this way" mentality.

However, there are essential questions the HQP must bear in mind in order to determine whether the committee is effective.

Does the committee have a clear purpose (charter) and scope of work? Is the membership lean and appropriate or does it contain superfluous members that provide little value? Does the committee efficiently guide work product forward, aimed at achieving strategic objectives? Is the frequency of meetings aligned with the needs of the hospital?

If there is more than one "no" to this set of questions then stop . . . reevaluate. . . and consider discontinuing the work. Anathema to quality is meeting, just for meeting sake.

One of the worst possible offenses that the HQP could contribute to is wasting clinicians' time on ineffective meetings and discussions. Every minute extracted, from a clinician's schedule of caring for patients, should be prized and properly respected. Start on time, end on time. Otherwise, the HQP will have additional challenges in obtaining buy-in on core quality matters.

In synthesis, the HQP should incorporate the skill of effective meeting management into their repertoire. Please click on the underlined link, above, for further instruction.

Monday, February 16, 2009

The Commonwealth Fund - A Wealth of Information

One does not have to venture far into the Healthcare Quality literature, before coming across the first-rate research of The Commonwealth Fund.

In determining the best approach in developing and sustaining a Hospital Quality Program, I refer the readership to a paper published in July 2004 (Meyer, Silow-Carroll, Kutyla et. al.). Another paper published in November 2003 (World Health Organization) also outlines the essential ingredients for success.

_____________
The Commonwealth Fund is a private foundation that aims to promote a high performing health care system that achieves better access, improved quality, and greater efficiency, particularly for society's most vulnerable, including low-income people, the uninsured, minority Americans, young children, and elderly adults.
The Fund carries out this mandate by supporting independent research on health care issues and making grants to improve health care practice and policy. An international program in health policy is designed to stimulate innovative policies and practices in the United States and other industrialized countries.

Sunday, February 15, 2009

Pivot Points: Bringing the Conference Back Home


Generally speaking, the healthcare quality professional (HQP) looks forward to attending national and regional conferences. Often, these annual events serve as the greatest opportunity for the HQP to interact with peers and like-minded folks. By the time general session begins (i.e. Press Ganey, Institute for Healthcare Improvement, Greeley Co.) there is a high degree of enthusiasm, zeal, and thirst for new intellectual content. The "can do" attitude is palatable and contagious.

Yet, as the HQP returns to the airport and awaits for their flight to board, there is a question that inevitably passes through their mind. . . "How do I take this learning and get it implemented at work?" --- within the hospital setting.

Indeed, to be successful, the HQP must possess skills in influence, communication, and change management. Most importantly, the HQP must be adept in identifying pivot points within the organization. These pivot points provide the greatest potential for productive and meaningful change. However, effective leadership is required to usher the potential toward a best practice metamorphosis.

For example, I attended both the 2008 Press Ganey and IHI national conferences (Dallas, TX and Nashville, TN respectively). I submit that the HQP could play a role in implementing the following items; identified as best practice:

- Surgical Safety Checklist


- Designing a process where physicians are notified when patients site them, positively, on survey comments; patient satisfaction


- Raising awareness of service excellence (via clinical unit staff meetings) and teaching how to apply techniques proven by Disney World and Ritz Carlton.


- Increasing the time and raising the substance spent on the Quality & Patient Safety agenda at hospital board meetings


- Establishing an effective communication mechanism between the Quality Director, CNO, and CMO.


It is safe to assume that the current economic challenges will truncate the travel education budgets and therefore limit 2009 opportunities for HQP's.

Yet, for those who plan on attending another refreshing and meaningful conference, think carefully how you and your team can bring back learning, attach it to pivot points, and implement best practice. This is the exercise and discipline required for the HQP to provide optimal organizational value.

Sunday, February 8, 2009

The Program - Hospital Quality

Much the same way collegiate athletics structure, measure, and define their respective programs, hospital quality professionals can benefit by following a similar approach.

For example, a typical college football program consists of standard domains of work and accountability. The program continuously strives to improve the areas of work and levels of effectiveness so that it may achieve a comprehensive, robust and sustainable product; that is not personnel dependent. The program measures its success via outcome measures such as: graduation rate within 4 years, transfer rate, NCAA violations incurred, conference titles, and overall winning percentage, to name a few.

- Coaching
- Recruiting & Retention
- Scheduling
- Academic Counseling
- Housing
- Conditioning and Weight Lifting
- Athletic Facility Management
- Alumni Relations
- Transportation
- Media & Communications
- Contracts & Apparel
- Graduation Rate - outcome measure
- Winning Percentage - outcome measure

Yet, a program doesn't truly exist (nor does it reach levels of sustained success) until all domains of work, expectations, and accountability are connected and aligned to one central mission. The mission must be transparent and embraced throughout. Until such a time, the program more accurately resembles beads on a table without a string. Of course, depending on the levelness and frictional surface of the table, the beads could roll and drop to the floor.


You may recall in my previous postings the acronym STEEPE: Safety, Timeliness, Effectiveness, Efficiency, Patient-Centered, and Equity.



The Program - Hospital Quality
Mission: Continuous Improvement for the betterment of the patient
Domains of Work (in no particular order):
  • Joint Commission/State Accreditation (continual readiness) -- STEEPE
  • Core Measures -- Effectiveness, Timeliness
  • Hospital Outpatient Measures - Effectiveness, Timeliness
  • Never Event Reporting -- Safety Hospital Outpatient Program -- Effectiveness, Timeliness
  • Patient Satisfaction (HCAHPS & Press Ganey) -- Patient Centered
  • Hand Hygiene -- Effectiveness, Safety
  • Hospital Acquired Infections (SSI, UTI, VAP, CLBSI, Sepsis) -- Safety, Effectiveness
  • Near Miss Reporting (Medication Administration) - - Safety, Effectiveness, Efficiency
  • Patient Falls -- Safety
  • Medication Reconciliation -- Safety, Efficiency
  • Never Event Reporting -- Safety
  • OR Quality (Surgical Checklist, On-Time Starts, Turnaround Time) -- Safety, Efficiency, Effectiveness
  • Percentage of Patients Leaving AMA -- Equity
  • Average Wait Time in ED -- Timeliness, Efficiency, Patient Centered
  • Medical Staff Quality (OPPE, % Medical Case Reviews Deemed Appropriate, Medical Record Delinquencies equal or greater than 30days) -- Equity
  • Risk-Adjusted Mortality (O/E ratio) -- outcome measure
  • Readmissions (15 day, 30 day) -- outcome measure
  • Scorecard/Dashboard reporting -- competency measure
  • Regular Reporting to the Board of Directors --competency measure
The healthcare quality professional must be relentless and connect these beads to a centralized string.

Does your hospital have a Quality Program?

Tuesday, February 3, 2009

The Eeyore Mentality Can Stymie Performance Improvement






























In the work place, you will often interface with an array of personalities. In most cases, this diversity brings strength and stimulation to the work place environment. However, if you are a quality professional in a hospital, you must be watchful and aware of one personality in particular. . . . .the Eeyore.

Using industry jargon, we refer to these individuals as "late adopters" or "non-believers." Anywhere you find pivot points for change, there will be those that want to move forward and those few that remain fixed upon "what can go wrong," "it will not be successful," and "it takes to much of my time," and "we have always done it this way, why change."

You might think that these individuals can be conveniently isolated from the continuous improvement town hall. How untrue, my friends.

In practice, if we apply the Pareto Principle, the 20% can have a meaningful and stymieing impact on the remaining 80%. The quality professional must be able to interact effectively with Eeyores and diligently work to dilute the mentality's toxicity. For if unchecked, it can spread.

Organizations that are successful posssess a culture that appropriately curbs the doom and gloom while promoting the positive and productive elements of the Eeyore Mentality.

A Description of Eeyore's character traits:


  • Eeyore is a favorite amongst most admirers of Winnie the Pooh characters and he is a lovable donkey who is dismally gloomy for almost eternity. But that’s not Eeyore’s perception of himself, according to him; he doesn’t expect too much of himself and therefore remains quiet for most of the time. That in no ways means he isn’t an intelligent animal, he is actually quite knowledgeable yet he confines his knowledge to himself. This is the reason why he is very quiet most of the time and a bit depressed. Eeyore, a very gloomy, blue-gray donkey, is stuffed with sawdust. His appearance is highlighted by a small light pink bow on his tail; this reflects well on this animal when there is an occasional hint of joy that surfaces in Eeyore.

Saturday, January 31, 2009

Operating Room Safety Checklist

Listen to this video as the surgeon (Toronto General Hospital) and his surgical team executes the World Health Organization's (WHO) Surgical Safety Checklist. The Institute of Healthcare Improvement (IHI) has challenged all US hospitals to a "sprint." The checklist should be implemented in the operating room theatre by April 1, 2009.

You might want to start with a single surgeon and evaluate several consecutive cases before spreading the tool to your entire surgical department.

Don't wait. Pursue excellence today.

Tuesday, January 27, 2009

Near Misses, Far Catches

What is the best approach in gathering accurate and actionable information regarding "near misses" in a hospital setting?

Reporting "near misses" should be a basic expectation in a healthcare provider environment. However, if a punitive culture exists staff are less likely to report these events. Furthermore, if the reporting process is complex and involves paper-pushing, a higher degree of under reporting may result.
Indeed, "near misses" do occur in hospitals (i.e. patient falls and medication administration errors) Yet, when they happen, are the proper individuals alerted? If so, does the alert initiate a timely response so that education and process improvement are executed to minimize a repeat event? It is imperative that the healthcare quality professional evaluate the processes and systems that bottleneck this reporting and find remedies.

For further details visit http://www.psqh.com/sepoct07/nearmisses.html

The current literature claims that an effective "near miss" reporting process is an essential element to a first-rate hospital quality program.

In synthesis, the mechanism (paper or electronic) a hospital chooses in reporting "near misses" is equally significant to how the information is managed and aimed toward to continuous improvement.

Sunday, January 25, 2009

What If . . . There was a Hospital Quality Score



































In 2001 the Institute of Medicine published their second great work entitled, Crossing the Quality Chasm. In that work, the IOM defined six (6) dimensions of healthcare; the essentials in yielding a "quality" healthcare product. These dimensions can be easily remembered via the acronym STEEPE:

  • Safety
  • Timeliness
  • Effectiveness
  • Efficiency
  • Patient Centeredness
  • Equity

What if there was a Hospital Quality Score (HQS) that could be applied to all U.S. hospitals?

This score would be comprised of indicators that aligned with each of the six dimensions. The National Quality Forum (NQF), Leapfrog, and The Joint Commission, collaboratively, could develop the hospital-specific indicators and provide the necessary definitions and mathematical algorithm.

The HQS could be used by both CMS and commercial payers to assess provider and organizational quality.

These dimensions are applicable across the board. However, the HQS could be divided into classes (i.e. Large Urban, Large Urban Teaching, 350-450 beds, 349-250 beds, 249-150 beds, Rural, Critical Access) to account for hospital size.

What would be the response from the American Hospital Association (AHA) if a hospital quality score was presented to the market? Clearly, commercial payers would use such a score to negotiate contractual rates. CMS could use the score to leverage reimbursement rates. Furthermore, the HQS could be publicly reported in the same manner in which Core Measures are currently.

Yet, the HQS could not feasibly change month to month. The score would be submitted twice a year and reporting (including benchmarking) would mirror such a process.

What if . . .

Tuesday, January 20, 2009

Monday, January 19, 2009

MLK Jr. Day, A Reflective Prelude for a Historical 2009 Inauguration





Listen, as MLK III, bridges the generation of his father with the historical context and rise of Barack Obama.

Saturday, January 17, 2009

Red, Green, Yellow . . . Does it work?

Developing a meaningful hospital-wide dashboard is an essential task for a senior leadership team to address. Yet, pursuing a dashboard and implementing a dashboard are not strategies. Rather, these are examples of tactics. The dashboard, itself, should be aligned to the strategic objectives.



Thus, there is an assumption that the 1 year, 3 year, 5 year strategic objectives of a hospital are sound and meet the challenges of the marketplace while maintaining a patient-centered mission. For the purposes of this blog post, allow me to indulge in this assumption.



In the quality improvement industry, we often say with authority "you only improve, what you measure." This may be true. Implicitly, it is understood that items being measured must mean something to someone or some department of business. Yet, we must raise the standard higher and go further.



The science of measurement needs to be understood by healthcare quality professionals. Measurement is important (i.e. rules, rates, ratios, mean vs median, pchart, xchart, trends, normal variation vs outliers, and standard deviations, to name a few.) However, separation between professionals does not come with simply knowing how to measure, but rather knowing what to measure, when to measure, and knowing when to stop measuring.



It is within this measurement space that a healthcare quality professional can bring value to an organization.



Are dashboards an effective tool to guide and instruct performance improvement? If designed and executed properly, I submit that they can be. The equilateral Triangle of Effectiveness consists of the following legs:


  • Transparency

  • Empowerment

  • Accountability

The goal is to achieve sustained effectiveness and efficiency so that patient care delivery is optimized.

Wednesday, January 14, 2009

Paul Levy CEO of Beth Israel Deaconess Medical Center

Paul Levy is a fierce and effective leader, a role model in the industry of hospital management. He is out in front of his executive peers in exercising one of the most important patient-centered-values . . . transparency.

Listen, to the video, as Levy provides insight into his methods of raising transparency and quality standards within a major urban center. As one might imagine, competitors have not taken kindly to his brand of leadership. In his attempt to shed light, he has increased the heat on the neighboring boston medical centers.

Tuesday, January 13, 2009

Definition Please, Q?

A colleague approached me in the hallway, yesterday, and asked if I could define "Quality." Brilliant! This is the best question that I have been asked since the new year.

At the end of the day, do we all agree on the same definition? How can you improve what you cannot define? How can one ask others to join in the effort, if one cannot articulate the product?

Webster's Dictionary defines Quality as: having a high degree of excellence; superiority of kind.

The colleague and I went on to have a spontaneous 15 minute chat about Quality, and its application to the hospital setting. A synthesis of my response:

  • Quality is not a process, but rather an end product. The product should be engineered to meet the voice of the customer (VOC). In a hospital, there are many customers and "voices" converging simultaneously on care delivery, each day, at any one time. For example, customers include: patients, patients' families, nurses, physicians, and Medicare to name a few. However, if we position the patient as the primary customer, then our work product or our "Quality" must be appropriately designed, tested, and continuously improved to meet expectations. Keep in mind customer expectations may evolve over time.

  • A common statement utilized in the industry is: ensuring the right patient, gets the right care, at that right time. Well, if this statement reflects the expectations of the patient and the healthcare industry (an advocate for the patient) then quality professionals need to work to design processes and systems that yield a favorable and reliable product = quality. When not met, the organization yields defects, waste, or poor quality.

  • Therefore, all service departments (including information technology, environmental services, social services, materials management, to name a few) contribute to the processes which in turn yield . . . Quality. It is everyone's principle business objective.

Monday, January 12, 2009

A Must Read

If you haven't read Atul Gawande's 2007 book, "Better: A Surgeon's Notes on Performance," please invest today. You will not be disappointed. I believe it is required reading for healthcare quality professionals, let alone clinical providers.

However, do not take my word for it. Listen, as this plastic surgeon praises Dr. Gawande for his scholarship and relevance.

I had the pleasure of meeting Atul Gawande, MD at the most recent Institute of Healthcare Improvement National Forum in Nashville, TN. Dr. Gawande is championing the surgical safety checklist that will be a germane element of the new IHI campaign: The Improvement Map.

You may visit Dr. Gawande's website at www.gawande.com

Saturday, January 10, 2009

Quality Quintet


Indeed, all hospital employees, regardless of rank, should be embassadors of quality for the benefit of patients and their families.

In previous posts, I have written about the essential roles of the Board of Directors and the C-suite. Individual roles are important, however, regular communication, teamwork, accountability, and consensus are even more critical to building a top performing organization.

I believe that there is a core group of leaders within a hospital that must share common ground in order for the Quality and Patient Safety strategy to be successful.

I call this core group the Quality Quintet. I recommend its members to be:
- Chief Operating Officer
- Chief Medical Officer (or VPMA)
- Chief Nursing Officer
- Director of Quality (or VP)
- President of Medical Staff

These clinical and administrative leaders must invest their time and energy in learning about the most germane elements of the quality and patient safety hospital agenda. In turn, they must use this knowledge/information to communicate with one another and build trust. The ultimate goal is to etch out a winning strategy that will yield first-rate patient outcomes.

Again, those organizations that are often cited as top performing (i.e. Mayo Clinic, Hackensack University Medical Center, Sutter Auburn Faith Hospital, Beth Israel Deaconness Medical Center, Cincinnati Children's Hospital and Cooley Dickinson Hospital, to name a few) each have a highly functional and supported Quintet that works in sync.

To this end, it is strongly recommended that members of the Quintet meet regularly and seek clarity and consensus.


Some hospitals accomplish this structure via their respective Hospital Quality Committee or Medical Executive Commitee, or Senior Leadership. Others have established a separate work group soley for the purposes of the Quintet. In either case, the objective is to design methods so that both administrative and clinical leadership work in concert.

In synthesis, I challenge those eligible organizations to strive to develop a Quality Quintent, if not already in tact. Successful execution of the Quality and Patient Safety strategy depends on it.

Monday, January 5, 2009

The CFO Can Not Be A Loner, Quality Demands Inclusion

When one thinks about quality and patient safety, the role and impact of the Chief Financial Officer doesn't immediately come to mind. Well, this mindset is beginning to change. In fact, some organizations have already made the transformation, for the better.

As the business case for operational efficiency and process waste reduction becomes stronger within the hospital, the need for CFO (and COO) engagement is essential. Moreover, increased patient safety has been found to occur within those hospitals that reduce variation and waste. The correlation is meaningful. Consumers and payers have their eyes open.

Organizations can no longer afford to continue emphasizing the monthly financial statistics while relegating quality and clinical performance to the periphery. I submit that those senior management teams who don't adapt to the changing environment will find themselves less competitive and burdened with decreases in patient loyalty, market share, and favorable contracting from commercial payers.

Indeed, there needs to be a marriage between finance and quality improvement within the hospital.

A temperature reading:


  • Does your CFO (and or COO) attend your monthly hospital quality committee meetings?
  • Is your CFO well-versed and understand the organization's quality and patient safety objectives?
  • Does your CFO perform weekly/monthly rounds of the hospital, including clinical areas?
  • Is your CFO a member of your hospital Board sub-committee - - Board Quality Committee?
  • How would you describe the relationships between your CFO and the Director of Quality and/or Vice President for Performance Improvement?

What is the thermometer reading?



Friday, January 2, 2009

Accountability

     In a hospital, as with any organization, accountability starts at the top.  The Board of Directors must demand accountability from the CEO.  In turn, the CEO must demand accountability from the C-suite (i.e. CFO, CNO, HR, CMO, CQO, CIO).  

I would argue that Quality and Patient Safety is not relegated, solely, to the clinical departments of a hospital. Quality is job #1.  Therefore, "quality" is everyone's primary business, regardless if the work product is information systems, communications, human resources, or environmental services, to name a few.

In the short-term accountability may be raised and effectively measured through the use of scorecards or system dashboards.  However, sustained accountability and results, over time, come only from a fundamental shift or change in culture.

Consensus Statement:  the senior management team should be held accountable to organizational results and the performance of their subordinates.

If the readership agrees with the statement written, above, then what are the best methods for consistent execution?  I am aware and respect the fact that this topic of executive leadership has been well researched.  I do not claim originality of thought, in this domain.  However, I have observed instances where the twine of accountability had been frayed, if not completely severed.  Over the years, I have synthesized my reading and professional experience into what I call the 3 Cs.  The 3 Cs are, as follows:
  • Communication
  • Collaboration
  • Continuity
I submit that if the CEO and his/her C-Suite embrace and promulgate a culture consisting of the 3 Cs, accountability is likely to be a lasting by-product.