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Judy Morton, Ph.D. Vice President Quality Integration & Improvement Swedish Medical Center Seattle, WA (206) 386-602 PowerPoint Presentation
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Measurement Framework: Malcolm Baldrige Education and Healthcare Criteria for Performance Excellence Maternal and Child Health Leadership Training Conference April 19, 2004 University of Washington Seattle, WA. Judy Morton, Ph.D. Vice President Quality Integration & Improvement

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slide1

Measurement Framework: Malcolm Baldrige Education and Healthcare Criteria for Performance ExcellenceMaternal and Child Health Leadership Training ConferenceApril 19, 2004University of WashingtonSeattle, WA

Judy Morton, Ph.D.

Vice President

Quality Integration & Improvement

Swedish Medical Center

Seattle, WA

(206) 386-6027

judy.morton@swedish.org

what is included in the performance excellence model
What Is Included in the Performance Excellence Model?
  • The criteria...Key elements to optimize organizational performance
  • A set of values
malcolm baldrige performance excellence framework
Malcolm Baldrige PerformanceExcellence Framework

Organizational Profile:

Environment, Relationships, and Challenges

Strategic

Planning

Faculty and

Staff Focus

85

85

Leadership

Organizational

Performance

Results

120

450

  • Customer/
  • Market Focus
  • Patients
  • Students

Process

Management

85

85

Measurement, Analysis, and Knowledge Management

90

2004 Criteria for Performance Excellence

Baldrige National Quality Program

slide5

Baldrige Criteria for Performance Excellence

  • Seven category framework…different weights, with an emphasis on results
  • Applies to various sectors/ organization types
  • Non prescriptive and adaptable
  • Updated regularly
  • As assessment tool
slide6

Core Values

Education

Healthcare

  • Visionary leadership
  • Organizational and personal learning
  • Management by fact
  • Focus on results and creating value
  • Systems perspective
  • Agility
  • Focus on the future
  • Managing for innovation
  • Patient centered excellence
  • Social responsibility and community health
  • Valuing staff and partners
  • Learning centered education
  • Social responsibility
  • Valuing faculty, staff and partners
slide7

Who Was Malcolm Baldrige?

  • 26th Secretary of Commerce
  • Excellent manager
    • Commerce Department
    • Scovill, Inc.
    • “Colorful and beloved”
slide8

Why Do We Care?

  • National Quality Award named after him to:
    • Promote America’s competitiveness and performance
    • Facilitate fundamental changes in US business practices
    • Recognize excellence
    • Establish guidelines for self-assessment of management systems
    • Facilitate dissemination of practices leading to world class performance
  • The model, when rigorously applied, produces documented world class results
  • May have applicability to MCH
baldrige recipients education
Baldrige Recipients: Education
  • Chugah School District (pre-school to post secondary education in Alaska)
  • Pearl River School District (K  12 in New York)
  • University of Wisconsin - Stout
  • Community Consolidated School District 15 (19 elementary and junior high schools in Illinois
baldrige recipients health care
Baldrige Recipients: Health Care
  • SSM Healthcare - St. Louis, Missouri
  • Baptist Hospital - Pensacola, Florida
  • St. Luke’s Medical Center - Kansas City, Kansas
slide12

Malcolm Baldrige PerformanceExcellence Framework

Organizational Profile:

Environment, Relationships, and Challenges

Strategic

Planning

Faculty and

Staff Focus

85

85

Leadership

Organizational

Performance

Results

120

450

  • Customer/
  • Market Focus
  • Patients
  • Students

Process

Management

85

85

Measurement, Analysis, and Knowledge Management

90

2004 Criteria for Performance Excellence

Baldrige National Quality Program

slide13

Results: Education and Healthcare 450 of 1000 possible points

Education

Student learning

Student- and stakeholder-focused

Budgetary, financial and market

Faculty and staff

Organizational effectiveness

Governance and social responsibility

Healthcare

Healthcare

Patient- and other customer-focused

Financial and market

Staff and work system

Same

Same

slide14

Key Considerations Performance Measurement

  • Reliable, valid measures
  • Performance over time
  • Performance compared to others
    • Competitors
    • Average
    • Best in industry or class
  • Segmentation
slide15

Sample Measures: Student Learning (Education)

  • Student retention rates from year to year
  • Percent of students meeting/exceeding grade standards
  • Significant differences in student performance by demographic group
  • Percent of fully licensed graduates within specified time periods
  • Student grades with and without supplemental instruction
  • National board results, e.g., passage rates, average scores
  • Demonstration of leadership competencies
  • Percent of training programs using leadership competencies
  • Percent of graduates who obtained masters/doctoral degrees and/or board certification
  • Percent of graduates serving targeted populations
sample measures healthcare
Sample Measures: Healthcare
  • Risk adjusted mortality rates (overall, by service line)
  • Ventilator-associated pneumonia rates
  • Nosocomial infection rates
  • Medical staff clinical indicator index
  • Pressure ulcer prevalence
  • Surgical infection rates
  • Performance levels: national teaching hospitals comparative group of obstetrical and perinatal indicators (e.g., C-section rates)
  • Medication event rate
  • Above measures segmented by gender, ethnicity, etc.
slide17

Sample Measures: Student/Patient Results

Student Results

  • Student satisfaction with instruction: current students and past students
    • Over time
    • Compared to “competitor” and/or Baldrige recipient
    • Differences among subgroups of students, e.g., gender, grade level
  • Student confidence levels
  • Student accidents and/or perception of safety results
  • Ratio of number of students applied/number selected (selectivity)

Patient Results

  • Patient satisfaction levels: inpatients, outpatients, ED, etc.
    • Over time
    • Compared to others
    • By service line or site
  • Complaint/compliment ratios
slide18

Sample Measures: Budgetary, Financial and Market Results

  • Operating cost per student
  • State and/or federal revenue per year
  • Personnel or instruction expenditures as a percent of budget
  • Budget performance
  • Student loan default rate
  • External ratings of market excellence
  • Market share
  • Public and private funding for research training
sample measures faculty and staff results
Faculty publications

Student/faculty ratios

New faculty/staff satisfaction with orientation

Professional development expenditures/person

Faculty and staff turnover and/or vacancy rates

All faculty and staff

First year

Percent of faculty with doctorates

Percent of minority faculty/ staff compared to community served

Faculty/staff satisfaction results

Percent of nationally certified teachers

Percent of certified substitute teachers

Staff/faculty safety and worker’s compensation claims

Salary survey results

Labor grievance rates

Sample Measures: Faculty and Staff Results
slide20

Sample Measures: Organizational Effectiveness

  • Employer ratings of preparedness of graduates
  • Percent of students who graduate within specific time period
  • Student job placement rates
  • Percent of graduates in healthcare leadership positions within X years of graduation
  • Cycle time reduction: key processes, e.g. technology service time, purchase order turnaround time
  • Network down time
  • User satisfaction: key support services, e.g., IT, HR, library services
  • Percent of students who access the internet
  • Percent of graduates attending post-secondary institutions
  • External awards
  • Percent of alumni who say they would go through the program again
sample measures governance and social responsibility
Sample Measures: Governance and Social Responsibility
  • Percent of students, faculty and/or staff providing services to the community
  • Hours of service per person: community outreach services
  • Accreditation or external survey results
  • United Way contributions
  • External audit recommendations
  • Public complaints
  • Percent of faculty/staff providing technical assistance to the community
  • Percent of faculty, students, and/or graduates participating in advocacy
  • Percent of graduates working in underserved communities
malcolm baldrige quality award information and tools
Malcolm Baldrige Quality AwardInformation and Tools
  • Telephone: (301) 975-2036
  • Email: nqp@nist.gov
  • Web site: www.baldrige.nist.com
  • Copies of Criteria
    • Telephone: (800) 248-1946
    • Web site: www.asq.org
other ways to learn more
Other Ways to Learn More

At national or state levels...

  • Attend workshops
  • Become an examiner
  • Complete an organizational self-assessment
  • Apply for the award
slide25

Rising to the challenge…

identifying key measures

Citigroup, 2004

considerations measure selection
Considerations: Measure Selection...
  • MCH national training plan
    • Assure a workforce capable of meeting MCH population needs
    • Prepare/support a diverse workforce…culturally competent and family centered
    • Improve practice through interdisciplinary training
    • Develop effective MCH leaders
    • Develop new knowledge (training, policy, outcomes)
  • Balance of outcome and process measures
  • Key stakeholders and customers, e.g., patients, community, students/trainees, faculty/staff
  • Shared and unique measures
  • Performance over time and compared to others
  • Balance between multiple, sometimes competing systems, e.g., training program vs. academic goals