tPF Performance Excellence Model Emerging
While sitting in an American Hospital Association seminar in the The Washington Hilton last month, I was amazed at the vacuum that exists out in US hospital leadership around what structures and models to use to improve group and individual performance. Three hospital CEOs got up and presented to around 100 hospital CEOs -- talking about how they had transformed their cultures using the Baldrige criteria.
The audience reaction was pretty much revealed during the question and answer session. That is, everyone there was fascinated with the transformations these three executives had created in their respective hospital settings. But the audience wasn't necessarily turned on by the outdated Baldrige model as a means of achieving new, positive results. There is a good reason for their pained expressions -- the "solution" touted by the speakers is outdated and ineffective. For example, Baldrige, on their site, has made a half-hearted attempt to segment their offerings into three categories -- "health care," "business/non-profit," or "education." But when you click on any of these links, you are brought to the same above schematic and the same verbiage. As far as Baldrige is concerned, one-size-fits-all.
The good news is, tPF is currently developing and rolling out a new model for hospital performance improvement. We are still tinkering with it, and the Trademarking process that will help protect it, but our initial thinking is to take the outdated Baldrige model and bring it up-to-date with criteria that is truly germaine to the hospital community, and germaine to 2011.
For example, ACHE has identified these as the most important issues to hospital executives:
Our impending model will incorporate the above into the criteria for performance improvement.
We are exciting about the potential for this kind of performance model. The game plan is to pilot the program at several hospital locations by year-end -- get some feedback, refine it further and then roll it out nationwide.
Please stay tuned for more details.
The audience reaction was pretty much revealed during the question and answer session. That is, everyone there was fascinated with the transformations these three executives had created in their respective hospital settings. But the audience wasn't necessarily turned on by the outdated Baldrige model as a means of achieving new, positive results. There is a good reason for their pained expressions -- the "solution" touted by the speakers is outdated and ineffective. For example, Baldrige, on their site, has made a half-hearted attempt to segment their offerings into three categories -- "health care," "business/non-profit," or "education." But when you click on any of these links, you are brought to the same above schematic and the same verbiage. As far as Baldrige is concerned, one-size-fits-all.
The good news is, tPF is currently developing and rolling out a new model for hospital performance improvement. We are still tinkering with it, and the Trademarking process that will help protect it, but our initial thinking is to take the outdated Baldrige model and bring it up-to-date with criteria that is truly germaine to the hospital community, and germaine to 2011.
For example, ACHE has identified these as the most important issues to hospital executives:
| Issue | 2010 | 2009 | 2008 |
| Financial challenges | 77% | 76% | 77% |
| Healthcare reform implementation1 | 53% | 53% | — |
| Governmental mandates | 32% | 30% | 26% |
| Patient safety and quality2 | 31% | 32% | 43% |
| Physician-hospital relations | 30% | 25% | 32% |
| Care for the uninsured | 28% | 37% | 41% |
| Patient satisfaction | 16% | 15% | 22% |
| Personnel shortages | 11% | 13% | 30% |
| Technology | 10% | 7% | 9% |
| Capacity | 6% | 7% | 16% |
| Governance | 3% | 2% | — |
| Issues about not-for-profit status | 2% | 1% | 2% |
| Disaster preparedness3 | < 1% | 1% | 1% |
| 1 In 2009 this issue was referred to as “implications of healthcare reform.” | |||
| 2 In 2008–2010 this issue was composed of both patient safety and quality. In prior years, they were two unique issues. | |||
| 3 In 2008 this issue was broadened from “biodisaster” to “disaster preparedness.” | |||
Our impending model will incorporate the above into the criteria for performance improvement.
We are exciting about the potential for this kind of performance model. The game plan is to pilot the program at several hospital locations by year-end -- get some feedback, refine it further and then roll it out nationwide.
Please stay tuned for more details.
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