Podcasts
Improving Every Metric
What a difference three years of focusing on performance improvement can make! In 2009, metrics at Research Psychiatric Center in Kansas City, Mo., showed high rates for falls and use of restraints and low rates for employee and patient satisfaction. RPC adopted the Baldrige performance excellence management model, submitted an application for the Missouri Quality Award in 2010, and got a site visit. The feedback report from the visit listed many OFIs—opportunities for improvement—and staff focused on measuring outcomes and continuously improving those outcomes. One problem area at RPC had been on the adolescent unit: patients were eloping (escaping) from the unit and rates for using seclusion and restraints were high. RPC adopted an evidence-based program, sent staff for training and began implementation. One year later in 2011, use of restraints was at zero, seclusion totaled less than 60 minutes for the entire year, and patient satisfaction increased to 95 percent. RPC submitted another application in 2011 and continued making improvements using the feedback report. In 2012, after a third site visit, RPC received the Missouri Quality Award. “For any hospital that wants to improve performance—not just revenue but every metric—there is no better way than using Baldrige as a vehicle,” says CEO Richard Failla. “Our employees worked hard to make a better experience for patients. And patients have truly benefited.”
What a difference three years of focusing on performance improvement can make! In 2009, metrics at Research Psychiatric Center in Kansas City, Mo., showed high rates for falls and use of restraints and low rates for employee and patient satisfaction. RPC adopted the Baldrige performance excellence management model, submitted an application for the Missouri Quality Award in 2010, and got a site visit. The feedback report from the visit listed many OFIs—opportunities for improvement—and staff focused on measuring outcomes and continuously improving those outcomes. One problem area at RPC had been on the adolescent unit: patients were eloping (escaping) from the unit and rates for using seclusion and restraints were high. RPC adopted an evidence-based program, sent staff for training and began implementation. One year later in 2011, use of restraints was at zero, seclusion totaled less than 60 minutes for the entire year, and patient satisfaction increased to 95 percent. RPC submitted another application in 2011 and continued making improvements using the feedback report. In 2012, after a third site visit, RPC received the Missouri Quality Award. “For any hospital that wants to improve performance—not just revenue but every metric—there is no better way than using Baldrige as a vehicle,” says CEO Richard Failla. “Our employees worked hard to make a better experience for patients. And patients have truly benefited.”
For more information, contact Steve Jolly, director, business development, at stephen.jolly@hcahealthcare.com.