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Abstract
Following the release of its strategic plan, in which patient
safety and quality were highlighted as key directions,
St. Josephs Healthcare Hamilton recognized the importance
of engaging its board of trustees to achieve these goals.
Following a collaborative retreat with senior management,
medical staff leadership and professional practice leaders,
the board enhanced its governance oversight on quality. By
removing quality from the consent agenda, defining quality
and selecting a series of big dot measures, the board has
led the development of a culture of quality that cascades
from the boardroom to the bedside. This article describes
how the organization followed a systematic process to
define quality and select big dot quality indicators.
55
From Boardroom to Bedside: How to Define and Measure Hospital Quality Michael Heenan et al.
Table 1. Dimensions of patient expectations mentioned in various healthcare systems definitions of quality
Safe
Timely
Effective
Efficient
Equitable
PatientCentred
System 1
System 2
System 3
System 4
System 5
System 6
56
Capacity
Outcomes
Value
Appropriately
Resourced
Population
Health
Focus
Michael Heenan et al. From Boardroom to Bedside: How to Define and Measure Hospital Quality
Safe
Timely
Effective
Efficient
Equitable
PatientCentred
Hospital 1
Hospital 2
Hospital 3
Hospital 4
Capacity
Outcomes
Value
At hospital 5, quality is not just a simple measure. Quality is a comprehensive look at all aspects of a patient's experience.
Quality at hospital 5 involves the totality of a patient's experience from the first phone call to the last appointment.
Hospital 5
BOARD
Executive Team
Re
po
rti
ng
ea
su
res
Big
Dots
Little
Dots
57
From Boardroom to Bedside: How to Define and Measure Hospital Quality Michael Heenan et al.
they would have to be presented in newly created big dot categories. By selecting categories, the organization was able to frame
indicators into a language that was easy to comprehend and had
relevance to clinical practice at the bedside. While no single set
of categories is currently recommended in the literature, three
category types emerged for the board to consider. As shown in
Figure 2, these categories included placing indicators around
a safety or communication theme such as the patient credo,
within categories that reflect clinical care or within categories
reflective of the organizations strategic directions.
To illustrate how these categories function, consider the
themed categories of the patient credo. A big dot indicator in
the bucket Heal me may be outcome indicators such as readmission rates or functional improvement scores; indicators for Dont
hurt me, Be nice to me and Treat me quickly may include reported
patient incidents, patient satisfaction and wait times, respectively.
At SJHH, a decision to ensure the boards work maintained
relevance to clinical practice at the bedside led the board to elect
to monitor big dots using the clinical categories of timely access,
incidents, infection, mortality and satisfaction.
Selecting Big Dot Indicators: The Criteria
Once the big dot categories were selected, the board began to
select individual indicators to be housed in each category. The
major challenge facing the board, management and medical staff
was distinguishing whole-system measures (big dots) from process
indicators (little dots). In order to facilitate the selection of big
dot indicators, the following criteria were developed and defined:
58
Michael Heenan et al. From Boardroom to Bedside: How to Define and Measure Hospital Quality
HSMR Score
of 88 to Board
Jan 2008
Mar 2008
Question:
Why is target 76 if
benchmark is 100?
Answer:
Top Quartile
Question:
How do we get there?
Internal
Analysis
MAC &
Program
Discussions
Spring 2008
Fall 2008
Action: Sepsis
Management Project
in ER & ICU
Jan 2009
ER = emergency room; ICU = intensive care unit; HSMR = hospital standardized mortality ratio; MAC = Medical Advisory Committe; QPPIP = Quality Planning and Performance Improvement
Program; SJHH = St. Josephs Healthcare Hamilton.
Success Factors
A number of key success factors helped St. Josephs Healthcare
in its quality governance journey: identifying board champions,
promoting team unity, taking methodical and systematic
approaches, resourcing the process and reviewing outcomes.
A working group of board members, members of management, physicians and allied health professionals researched the
different definitions of quality and the various categories of big
dots, and it evaluated each of the big dots scorecard metrics
against a set criteria. All participants agreed that by involving
each stakeholder and methodically choosing categories and
metrics, the process had credibility and the outcome was representative of the organizational strategy and focus on quality.
The process was driven and guided by the chair of the board and
the chair of the Quality Committee. By involving two board
members, the board owned the process and forced management and medical staff to think how the board could govern
quality.
59
From Boardroom to Bedside: How to Define and Measure Hospital Quality Michael Heenan et al.
Previous to this focus, the board often asked how its work was
impacting care. Now, each quarter, the board is updated on
key actions that result from their questions. The board sees
how clinical outcomes result from its oversight, and it is more
engaged than ever before.
Conclusion
Supported by the research of IHI and OHA, St. Josephs
enhanced focus on patient safety is proving that hospital boards
matter. Boards represent the people we serve our patients
and our communities. By designing a process that engages
board members, clinical leadership and management, we have
all parties working collaboratively toward a common goal. By
defining quality, selecting big dot measures, framing data in
the patient credo and using raw numbers and pulling quality
from the consent agenda, the board is beginning to hold senior
management and medical staff accountable, thereby creating a
quality and patient safety culture that is improving care at the
bedside.
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governance
Timely Access
From Boardroom to Bedside: How to Define and Measure Hospital Quality Michael Heenan et al.
Table 3. Continued.
Satisfaction