Some Things Never Change: Our Core Beliefs
May 30, 2010
Posted by chcablogadmin in : Innovation, Leadership
by Peggy Troy, CEO
Children’s Hospital of Wisconsin
Peggy Troy
As children’s hospitals continuously adapt to the business environment, it’s good to know that some things never change. The things we believe most passionately become our touchstones as we manage change. Fundamental beliefs are that the child and family come first, and that we must surround them with a caring and cared-for team of professionals to deliver the very best service.
A great book that talks about this is Management Lessons from Mayo Clinic by Leonard Barry and Kent Seltman. Putting the needs of patients first is the core value at Mayo, and that value is shared by children’s hospitals. In many ways, we deliver on that value. In other ways, our journey continues. It’s easy to focus on the task of the day and miss the bigger picture of collaborative care and purposeful partnership among care givers. We’ve got a lot of the individual pieces right, so let’s celebrate! Let’s also acknowledge that sometimes the pieces don’t quite fit together. The gaps and rough edges are our greatest opportunity.
I’m proud that Children’s Hospital of Wisconsin is a learning, growing organization. We’re finding new ways to work that better support our patients and their families. As at other children’s hospitals, our leaders pull important ideas from Studer, Barry, Seltman, our peers and our staff. We’ve incorporated ideas like improved communication through team rounding, partnership building, and the delivery of service excellence into our work, our minds and our hearts. It has become the fiber of who we are. Providers and staff benefit; there’s a buzz in the workplace. It’s the kind of place you want to stay, the kind of place where you know you can do great work.
Most of all, our children and families benefit when we can seamlessly wrap them in the care and services they need. As we’re measuring and monitoring our performance metrics, let’s remember our real goal. Everything else is a step along the way.
add a commentGoldman Sachs Report Offers Glimpse Into Survival Tactics
May 30, 2010
Posted by chcablogadmin in : Cost Reduction, Financial Viability
When the CFOs gathered in New York a few weeks ago to hear the Goldman Sachs report highlighting financial comparisons from 36 CHCA children’s hospitals, most agreed 2009 was a tumultuous year. Quite frankly, none of us were surprised by the report. However, it generated intense conversation about survival strategies children’s hospitals are deploying.
For the most part, you tightened your belts, streamlined your operations and staved off serious profitability declines. Overall profitability declined in every category, but cash rebounded. Larger hospitals enjoyed robust revenue growth despite the lousy economy.
Be watching the blog over the next several weeks as a few of your fellow CEOs share some of their most successful strategies, such as:
– workforce improvements
– unique cost savings
– provider taxes
Please discuss your hospital’s report with your CFO if you haven’t already done so. If you need a copy of the report, send me an email (don.black@chca.com) and I’d be happy to forward it to you.
add a commentHospitals Collaborate to Drive Down Supply Costs for Laparoscopic Appendectomies
May 30, 2010
Posted by chcablogadmin in : Cost Reduction, Group Purchasing
Next week, another 11 hospitals will join a recent project to drive down supply costs for laparoscopic appendectomies across CHCA hospitals. Previously, seven Owner Hospitals participated in a unique study to evaluate total supply costs and product choices for laparoscopic appendectomies using COMPARE as one of the data sources. They found a three-fold difference in supply costs among physicians — costs ranged from $500 to $1,500 per case — with no difference in time spent per case in the OR. Finding variation of this magnitude showcases the power of comparative data and of children’s hospitals performing “better together.” Improvements happened because Little Rock, Madera and Miami (with supply costs of less than a third of the highest cost hospital) were willing to share data, operational information and procedures with the rest of the group. Now, they have indentified $700,000 in savings for all seven hospital participants. Other work is underway to duplicate this model in new projects aimed at lowering costs and improving care in OR including equipment sterilization replacement, first case start time and turnover time.
Thanks to all participating hospitals for your leadership.
To become part of the laparoscopic appendectomy project or to find out more about the other studies, contact Kory Kittle (kory.kittle@chca.com) or Jennifer Gedney (jennifer.gedney@chca.com).
add a commentTying Executive Compensation to Quality Outcomes
May 16, 2010
Posted by chcablogadmin in : Boards, Leadership
At last week’s Forum meetings, more than 60 quality and safety leaders listened intently as Chris Dawes and Dr. James Woody of Lucile Packard Children’s Hospital (LPCH) shared excellent advice on how to engage senior executives and the Board in quality performance. One strategy, in particular, piqued our interest: quality outcomes are part of the annual incentive plan for ALL executives at LPCH.
Just last week, the Canadians announced a similar strategy in the form of regulation. With Canada’s “Excellent Care for All Bill,” top executives at Ontario’s 154 hospitals could see their compensation go up or down depending upon their organizations’ quality performance. While no state or federal law like the Ontario measure is likely to be passed, pressure is mounting for CEOs to make sure quality issues—everything from stopping hospital acquired infections to improving disposal of medical waste—are responded to promptly.
In the U.S., CEOs are often measured for the hospital’s financial performance, but how many of you – AND your senior management teams – are accountable for the hospital’s quality outcomes? What’s your take on aligning incentives and quality?
For more on quality incentives, read the HealthLeaders commentary on what happens when quality payment incentives stop.
Note: You may remember Jim Woody from his discussion on innovation at last February’s Executive Dialogue meeting. In addition to his role in the venture capital community, Jim is a member and Chair of the Quality, Service and Safety Committee of the Board, LPCH. If you are interested in a copy of Chris and Jim’s videotaped session, “Board and Senior Executive Engagement in Quality,” please contact Pam Ellis at CHCA. pam.ellis@chca.com or 913-262-1436, ext. 150.
add a comment
