At the outset of their benchmarking and performance improvement initiative, St. Joseph Hospital & Trauma Center in Nashua, New Hampshire had the topline goal of making their operations more efficient. They expected to make changes to reduce costs and improve patient care—and they did. But they also had an additional and unexpectedly pleasant result: Frontline managers felt more ownership of the performance improvement process, which boosted staff engagement and morale. And through the ripple effect, they created a data-driven culture.
At St. Joseph, one of the first actions executive leadership made to set the course for the hospital’s success was to identify change leaders. They created an Operational Efficiency Committee. One of the committee’s early actions was to find a solution to improve their capabilities for monitoring and measuring performance. That’s how they discovered and chose iVantage Performance Manager™. This sophisticated solution for hospital benchmarking and performance improvement streamlined the tedious work of collecting data across the hospital, gathering and normalizing all functional and clinical service costs.
The Performance Managed data provided clarity by pinpointing the greatest opportunities for improvement. Simple charts clearly identified variations in cost and clinical practice.
That data acted as a natural catalyst for the next key step—connecting stakeholders throughout St. Joseph Hospital. Cross-functional teams used Performance Manager’s qualitative comparative data to prioritize the course of action. The performance management tool allows users to drill down in the data to see how their service or functional areas compared with peers to provide a true apples to apples comparison. That next layer of detail—data about physician performance, DRG reimbursements and value-based purchasing, resource consumption, clinical effectiveness and off-quality costs—helped them further clarify areas to focus on and to better specify the course of action until each work group had a clear problem to solve.
It’s in those multi-disciplinary, targeted meetings where St. Joseph staff had the chance to share the story behind the numbers—what was going right in their day-to-day work, where they’d like to do better, and what resources they needed to make that happen. In these meetings, St. Joseph staff worked together to define the systems, processes, and structures that would become part of the “daily fabric” of the hospital so that improvements could be sustainable.
St. Joseph expected their frontline staff to tackle the barriers, and they empowered each work group to discover new workflows, roles, processes, and structure for improvement. The leadership let their staff be heard and believed in their desire to contribute to the shared vision—doing the best for each patient. The managers involved in finding the solution and strategizing the plan to reach it were better prepared to motivate and lead their own teams. And what better way is there to synergize each step in the improvement process than to help every employee see themselves as a change leader?
To learn more about St. Joseph’s specific improvements, see the case study BI Drives Operational Efficiencies and Employee Engagement.
If you’re ready to learn more about how Performance Manager can do the hard work of data collection for your teams so they can focus on the solutions instead of the numbers, contact us for a demo.