The Thomson Reuters 100 Top Hospitals study has been a 16-year journey to build a national balanced score card. The journey has been highlighted by annual improvement in methodologies and measures. The latest innovationintroduction of the 100 Top Hospitals Performance Matrixis a major step forward in providing leaders of hospitals with a multitude of new insights into the effectiveness of their strategies to improve organizational performance.
New tool helps plot quality journey
The 100 Top Hospitals Performance Matrix offers a two-dimensional view of a hospitals performance on all of the score cards measures. On the two-by-two matrix, the X and Y axis integrate national benchmarks for a five-year rate of improvement with benchmarks for the current level of achievement. The result does more than compare a hospitals long- and short-term performance. This modified life-cycle chart plots the most recent position of the hospital on its long-term journey to excellence relative to peers nationally.
The value for CEOs and boards is significant. The two-dimensional view of the journey to excellence greatly enhances board and CEO understanding of their effectiveness in a rapidly changing world. The journey of the hospital is powerfully displayed relative to that of peers nationally, providing a unique gauge of progress. The matrix maps the different paths taken by leaders of hospitals to achieve excellence: which measures were the initial focus, where success was greatest and what areas of the organization were not yet instilled with a culture of performance improvement.
Further, the two-dimensional view suggests what to do next to keep pace with or exceed the progress of peers. The matrix may indicate that hospital leadership needs to increase the speed of what they are doing, or it may show that they should scrap a bad strategy and start anew. For example, a leadership team with a very high overall performance score could have particularly high scores on clinical measures, but have a low rate of improvement. This could indicate that the organization is at a point at which new strategies, such as innovation or investment in new technologies, could result in pushing benchmarks to new levels.
The matrix also presents a new challenge to the 100 Top Hospitals program. It is now clear how changes in performance of some measures can impact performance on others. For example, better patient safety can directly impact expense. Shorter lengths of stay are correlated with higher Hospital Consumer Assessment of Healthcare Providers and Systems scores.
These new insights suggest a new pathway for our research to develop better and more effective information tools to drive organizational improvement. Thomson Reuters has a long history of innovation in providing intelligent information to business and healthcare leaders to guide better decisions. We accept this new challenge to innovate.
Jean ChenowethSenior vice president for performance improvement and 100 Top Hospitals Programs Thomson Reuters
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