Leadership from the Bedside to the Boardroom CMS Summit September 28, 2006 Diane Pinakiewicz, MBA De

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Leadership from the Bedside to the BoardroomCMS
SummitSeptember 28, 2006Diane Pinakiewicz,
MBADella Lin, MDJim Conway, MAM CHEEmily
Reinhart, RN MPH CIC CPHQ
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Survey Participants

• Mid-level management findings obtained at each
  NPSF/AIG session (N293)
• C-Suite findings obtained from Estes Park
  Institute Hospital Participant CEOs, Board
  Chairs, and Chief Medical Officers (N193)
• Compared findings from the groups to identify
  gaps

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Commitment to Patient Safety is now a leading
health care issue for hospitals and leaders
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Executive Team Perceive an Appropriate Level of
Senior Engagement
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Self assessment of level of engagement is
excellent
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Huge Gaps in Perceived Engagement between
Leadership and Staff Levels

• The Board perceives a much more active and
  visible level of engagement at all levels of the
  organization
• Management perceives the greatest struggles with
  engagement at all levels
• All groups perceive physician engagement as the
  greatest challenge

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Executive Leadership Provides Tools and Training
to be Effective gaps in perception
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Gaps in Alignment and Environmental Culture to
Support Safety

• Different levels of the organization perceive
  various levels of culture-readiness for patient
  safety and reliability
• Board Chairs have the most positive impression of
  the culture-readiness of their organizations

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Does Patient Safety Trump Productivity?
Middle Management and MD Leadership
perceive/experience more challenges in keeping
safety a priority over production goals.
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Patient and Family Involvement
RHETORIC
HARDWIRED REALITY

• Global Patient and Family Centeredness is
  appreciated more than specific program design
• There is opportunity for further hardwiring of
  patient/family involvement (e.g. into program
  design)
• Leadership commitment is perceived to be greater
  by Board Chairs

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Categories of Barriers as Perceived by Leadership

• Open ended question asking for the 1 barrier to
  patient safety
• All groups ranked culture and resources as common
  barriershowever
• CEOs outranked MD engagement as a barrier
• MD leaders outranked competing goals as a barrier
• Board chairs outranked human error and some
  perceived no barriers

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Conclusions

• There is an inconsistent perception of an
  organizations commitment to patient safety and
  quality across the various levels of executive
  leadership and between leadership and middle
  management
• Gaps in perception may reflect a need for more
  objective measurement/data
• Gaps in perception may present a barrier to
  effective leadership and organizational alignment
  necessary for accountability and progress in
  patient safety / quality

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Conclusions

• To achieve a culture of and commitment to patient
  safety and quality at all levels, critical
  communication and evidence of leadership
  engagement must occur throughout the organization
  
• Objective measurement criteria and use of surveys
  such as this one can bridge these gaps by
  aligning perception with evidence to foster
  leadership accountability