2016 Strategic Insights: Redefining Performance Goals to Drive Consumer Value

Added on Mar 21, 2016

2016 Strategic Insights: Redefining Performance Goals to Drive Consumer Value
By Audrey Doyle
From Industry Edge March 2016

To succeed in a consumer-driven industry, provider organizations must define their performance goals with an eye toward consumer value, including patient expectations in this equation as well as high-quality, affordable health care. To do this, they must understand how performance influences safety, quality and experience outcomes and build and maintain a culture that puts patients at the center of care, creates an environment where patients and providers feel safe from harm and promotes compassionate, connected care in every encounter.

The soon-to-be-released Press Ganey 2016 Strategic Insights report, “Performance Redefined,” describes the market dynamics behind this redefinition of consumer value–based performance goals and identifies the core principles that health care leaders must embrace in order to achieve them.

“The patient’s evaluation of their care experience considers the safety and quality of care, the teamwork or coordination of care, the attitude and commitment of the care team and how well the patient’s needs were met,” said Patrick T. Ryan, Press Ganey CEO. “To stay competitive and deliver care that meets patients’ needs, health care organizations must put patient needs at the center of their culture as well as deliver a safe, high-quality experience. This report shares targeted strategies for executives and their teams to achieve their full potential and sustain improvement in all of these quality streams.”

Core Principles and Key Takeaways

According to the report, provider organizations can meet patients’ needs as efficiently as possible — and engage caregivers in that effort — by adopting the following principles.

  • Put patients first.
  • Commit to a goal of Zero Harm.
  • Recognize the interdependency of safety, quality and patient experience.
  • Adopt an integrated balanced scorecard.
  • Transform culture and leadership.
  • Enhance accountability and execution.

Redefining performance around patients’ needs is a true break from the past for most health care organizations and it requires teamwork across disciplines. With that in mind, here are some key takeaways from the new report.

  • Putting patients first is essential to organizational success. Integrated analyses of employee engagement and patient experience data show that putting patients first is associated with higher caregiver morale, and that employees’ perceptions of patient focus are strongly related to how patients evaluate the care they receive.
  • To put patients first, organizations must commit to a goal of Zero Harm, which means eliminating the potential for errors and preventing avoidable suffering caused by lack of coordination among care providers. Studies show that care providers appear to be deeply influenced by management’s culture and leaders’ actions, and that the features identified as essential to a patient safety culture — respect, learning, collaboration and teamwork — are fundamental to the goal of Zero Harm.
  • Organizations must recognize that safety, quality and the patient experience are interdependent and share some common drivers. Safety and quality are foundational aspects of the patient experience.
  • Improvement on one quality component does not imply improvement on the others. Organizations must strive for excellence across all quality streams. This requires a data strategy based on integrated balanced scorecards that show organizations how they are performing in regard to teamwork, engagement, safety culture and clinical quality and measure how well the elements of care are meeting patients’ needs.
  • Patients must have confidence that everyone is working together on their behalf. This means providers must deliver on the core competencies of quality, coordination, compassion and communication across all care settings — something that is best supported by a High Reliability culture.
  • To build a High Reliability organization, care providers must embrace the goals of meeting patients’ needs, keeping them safe and reducing their suffering, and they must work relentlessly to pursue these goals, measure their progress, innovate and improve. Building a High Reliability organization is a long and continuous journey that requires a level of enhanced accountability, but it results in real and measurable performance improvement.

Watch your inbox on March 22 for the full report and to learn more about redefining performance goals and the core principles required for reducing sources of patient suffering and responding effectively to market pressures.