This is the first year that nonprofit organizations have had a specific award category, and two nonprofit organizations won an award.

The 2007 Baldrige Award recipients (and their categories) are:

• PRO-TEC Coating Co., Leipsic, OH (small business)
• Mercy Health System, Janesville, WI (healthcare)
• Sharp HealthCare, San Diego, CA (healthcare)
• City of Coral Springs, Coral Springs, FL (nonprofit)
• U.S. Army Armament Research, Development and Engineering Center (ARDEC), Picatinny Arsenal, NJ (nonprofit)

For more information about these organizations, please visit the NIST Badrige Award site: http://www.quality.nist.gov/Contacts_Profiles.htm

In September we posted an article about this year’s Nonprofit Quality Forum.

Conference Theme: Opening the Information Economy

Conference Location: Concordia University, Montréal, Canada Conference

Website: http://ewh.ieee.org/soc/pcs/?q=node/2

Conference information on this site

Conference Theme: Opening the Information Economy Conference

Location: Concordia University, Montréal, Canada

Conference Website: http://ewh.ieee.org/soc/pcs/?q=node/2

Proposal Submission Process and Submission Dates 1. Send 1-2 page (250-500 word) proposals to IPCC2008@gmail.com by 15 December 2007. In your proposal, please be sure to do the following: • State the focus/main topic of the presentation • Provide an overview of the main points or ideas that will be covered in the presentation • Discuss how the presentation enhances attendees’ understanding of the information economy 2. For each presenter, include a 50-100 word biosketch and a contact email address. For conference- or proposal-related questions contact: IPCC2008@gmail.com

About the conference:
The information economy is based on the collection and the exchange of data and ideas. We all either contribute to or use materials from the information economy in most aspects of our everyday lives. Thus, the information economy exists as an environment in which we are all contributors and consumers. Within this system, effective communication is essential to success and means individuals can contribute ideas and information effectively and can make efficient use of the goods and services.

Few of us, however, understand all of the nuances of the information economy or the communication factors that affect its operations. This conference seeks to “open” this economic model by examining the connections between communication practices and the products, practices, and services that constitute the information economy.

The objective of such an examination will be to help attendees better understand and participate in the information economy as both contributors and consumers.

The conference will take place on the campus of Concordia University in Montréal, Canada, and will consist of paper presentations and panel discussions that focus on various communication, design, social, and cultural aspects of the information economy.

Possible Topic Areas

Suggested topic areas include but are not limited to the following: • Establishing and assessing the value of knowledge work and knowledge products • Information design, usability, and accessibility • Virtual teams, online collaboration, and distributed models of work • Cross-cultural communication, globalization, outsourcing, translation, and localization • Legal policies and social issues related to the information economy • Media selection and multimodality • The role of and perspectives on teaching and training within the information economy • Content management, open source software, single sourcing, and XML

Next year’s STC conference will be held in Philadelphia, Pennsylvania June 1-8, 2008. The Policies and Procedures Special Interest Group (P&P SIG) will propose a “Progression Session” to the 55th Annual Conference Program Committee.

P&P SIG is looking for presenters (and their topics) for this session. If you plan to attend the conference, and have an idea for a topic, we’d like you to develop your topic and present as part of our progression session.

Subject matter for Topics

Naturally, we will be looking for topics of relevance to members of our SIGs. But we will also be interested in related and relevant topics such as compliance, content management, career development management for those in our fields, documentation management, and the tools and technologies that we all use in our profession.

Progression sessions in 2008 will likely be two hours long. So we will need more topics than we have had in our previous progression sessions. To meet this need, we will be seeking speakers from other SIGS that have interests in common with the P&P SIG. This year, we hope to include speakers from other SIGs and from STC membership in general. We’d love our proposal to include members of the Quality and Process Improvement (QPI) SIG and the Environmental, Safety and Health (ESU) SIG.

If you have an idea, don’t hesitate to propose it. We can always put our heads together and tailor the topic a bit for our expected audience.

How to join our proposal

It is easy to present as part of our group. Just send an email to Dawnell Claessen mail@dawnell.com. Let me know as soon as you can that you are interested in presenting. Be sure to include the following information:

• Your name and contact information.
• Working title for your topic.
• A four or five sentence abstract of your topic.
• Any further details about your topic such as an outline or graphics.
• A short professional bio about you, especially about any speaking or presenting experiences you may have had.

I will need your information no later than Friday, October 5, 2007. The STC deadline for submitting proposals is October 9, 2007 and I will need a few days to prepare the proposal and enter the information online.

What is a “Progression Session” anyway?

The “Progression Session” format is an educational session at conference that has many different speakers presenting on various topics simultaneously. Speakers will each host a table with a presentation on a topic from their own area of practice. Attendees hear a twenty minute presentation about one topic, and then move to another table to hear the next twenty minute presentation and so on.

Sessions in this format are very popular and are among the best attended at the conference. Progression sessions are a great way to share a lot of information in a relatively short time. Veteran presenters and new speakers alike can hone their speaking and presenting skills as they present new topics and research.

Any questions, do not hesitate to contact me.

Dawnell K. Claessen
mail@dawnell.com
Co Manager, P&P SIG
(321) 373-4582

Hospitals have a range of activities focused on ensuring and improving safety, efficiency, effectiveness, timeliness, access, and satisfaction. A quality management system ensures comprehensive and integrated effort leading to desired results. Such a system is highly dependent on data, reporting, documentation, and continual learning. This article describes selecting and implementing a quality management system in a hospital and includes the following:

• Key elements of a quality management system
• Why select a particular quality management system?
• Basic steps in adopting a quality management system
• Areas covered by the Joint Commission standards
• Relevance to the daily work of treating patients
• Case studies 

Key elements of a quality management system

Dr. Robert Burney, Director of Quality Improvement in the Office of Medical Services of the U.S. State Department, in an April, 2006 presentation to the Rochester ASQ Section, identified the key elements of a quality management system:

• Measurable goals for the organization
• Documentation of processes to achieve those goals
• Periodic assessment of processes and goals
• Periodic review of results by management
• Action planning to correct problems

Why select a particular quality management system?

An organization may have these elements with any quality management system or with no system at all. When the organization follows a system that has these elements and provides external oversight, the elements are most likely to be put in place and sustained.

Hospitals can follow the ISO 9001:2000 standards, the criteria for the U.S. Baldrige National Quality Award or for one of the state quality awards, or the standards of the Joint Commission on Accreditation of Hospitals.

For information about state and local quality award programs, visit http://www.networkforexcellence.com Links for resources on ISO, Baldrige, and the Joint Commission are found in this article.

Basic steps in adopting a quality management system

Regardless of the system selected, the basic steps in adopting a quality management system are the same. The main steps are summarized here based on the “Steps to Accreditation” by the Joint Commission (http://www.goldsealofapprovalvideo.org/ September 17, 2007). Detailed steps are identified here as applicable for adopting the ISO or Joint Commission standards or the Baldrige Criteria.

• Obtain a copy of the standards or criteria you want to use.
  • Hospital Accreditation Standards, http://store.trihost.com/jcr/product.asp?dept_id=24&catalog_item=767
  • Comprehensive Accreditation Manual for Hospitals, http://store.trihost.com/jcr/product.asp?dept_id=24&catalog_item=767
  • ANSI/ISO/ASQ Q9000-2000, http://www.asq.org/quality-press/display-item/index.html?item=T2100&author=ANSI/ISO/ASQ Q9000-2000 Series
  • Baldrige Health Care Criteria for Performance Excellence, http://www.quality.nist.gov/HealthCare_Criteria.htm
• Develop and write (or identify and make available) a policy, a manual or manuals, procedures and work instructions; and identify the relevant records. Establish these as controlled documents. For ISO Registration, work with the Registrar beginning at this point.
  • Write the policy to tell the broad objectives, much like a detailed mission statement.
  • Write the manual or manuals to identify the processes that will ensure meeting the objectives and goals.
  • To document procedures, make a flow chart of each process; write down what is done at each step. Dr. Burney suggests drawing a diagram of what patients experience beginning at the registration desk.
  • Have the people who do the work write the work instructions, telling where to find needed items, what to do with them, and how to report and act on the results.
  • Make a list of the records created as each procedure is done, to identify the evidence of conformance to the quality management system and attainment of outcomes. Be sure there is a procedure for identifying, storing, protecting, retrieving, retaining and disposing of the records.
• Conduct a self assessment
  • The Comprehensive Accreditation Manual for Hospitals has a self assessment grid.
  • Baldrige has a quick self assessment tool for the criteria, http://www.quality.nist.gov/eBaldrige/Step_One.htm and others for the Organizational Profile, Are We Making Progress? http://www.quality.nist.gov/Progress.htm and Are We Making Progress as Leaders? http://www.quality.nist.gov/Progress_Leaders.htm
  • For a comprehensive self assessment against the Baldrige Criteria, you can conduct a “retreat” in which a small group does the assessment based on existing knowledge. You can also form an investigative team, and have the team organize to perform the asessment, investigate, and evaluate the status of the organization using the Baldrige scoring system.
  • Assign at least two people to investigate each category, based on their expertise and the importance of the item to their departments. If necessary, have team members investigate multiple related categories, such as Measurement, Analysis and Knowledge Management, and Results.
  • Have team members list documents to review, people to interview, questions to ask, and analyses to perform. Your time frame determines the scope of the investigation.
  • Write the Organizational Profile first.
  • You may want to write responses for “Focus on Patients, Other Customers, and Markets” before responses for “Strategic Planning.” Otherwise write responses in the order the criteria are presented.
• List the areas for improvement and develop an action plan. Use the Baldrige Sel-Analysis Worksheet found in the criterian booklet.
• Implement the action plan.
  • The Joint Commission requires complying with the standards in daily work for at least four months prior to a survey.
  • Implementation includes determining the needed competencies and conducting any needed training.
  • At this time all personnel must learn the relevance of the quality management system to their work, and of their work to consistently achieving desired outcomes.
• Obtain, complete, and submit the application along with the fees.
  • After the application is submitted, the Joint Commission provides performance improvement services and an Account Representative to help the hospital through the process.
  • Once Joint Commission accreditation is achieved there is an annual fee each year of the three-year accreditation period.
  • There are application and site visit fees for the Baldrige Award.
  • There are fees for the review by the ISO Registrar who certifies compliance for registration to the standard; renewal is required every three years.
• Host the site visit or survey.
• Maintain compliance.
• Publicize accreditation or the award won.

Areas covered by the Joint Commission standards

Regardless of the quality management system selected, the areas assessed are similar. All hospitals that have won the Baldrige Award to date are accredited by the Joint Commission with the Gold Seal of Approval. For reference, the Joint Commission standards cover the following (http://www.jcrinc.com/13519/%20September%2017,%202007):

• Section 1: Patient-Focused Functions
  • Ethics, Rights, and Responsibilities
  • Provision of Care, Treatment, and Services
  • Medication Management, Surveillance, Prevention
  • Control of Infection
• Section 2: Organization Functions Improving Organization Performance
  • Leadership
  • Management of the Environment of Care
  • Management of Human Resources
  • Management of Information
• Structures with Functions
  • Medical Staff
  • Nursing

Relevance to the daily work of treating patients

Often a quality manual or award application is written in the language of the standard or award criteria. Typically there is some industry- and organization-specific information in each re-stated standard element or criteria item. Quality manuals and even award applications may seem abstract. Therefore it’s difficult for people to see exactly how each standard or criteria item relates to their work. To overcome this problem, involve everyone in stating how each standard will be implemented or criteria item applies. Here are specific things to do to establish relevance.

• Name the groups who are the customers.
• Tell the role of each employee in assessing and meeting the needs of customers.
• Show how the elements of the standard or criteria items apply to each step of a procedure (clinical guideline) for situations such as outpatient treatment, or diseases such as diabetes.
• Identify the records created during each procedure, and when and why they are reviewed.
• Ensure procedures cover all phases of an activity, such as prescribing, dispensing, and administering medication and that the standard is applied to each procedure.
• Identify the reviews and the outcomes assessed in each review.
• Tell the specific records and reports that are reviewed, for which outcome, by whom, and at which exact review.
• Tell how specific measurements show that the needs of customers have or have not been met, and that services are safe, efficient, effective, timely, accessible and satisfactory to customers.
• Link improvement plans specifically to measurements and tell how results are used to develop improvement plans.
• Tell how results of reviews are communicated to ensure that everyone with an interest in a particular measurement learns the outcome.
• Show specifically how all types of resources: infrastructure, work space, equipment, labor and support, are deployed and re-deployed to eliminate waste and maximize results.

Case studies

The profiles of the winners of the Baldrige Award in Health Care provide useful case studies.

2006: North Mississippi Medical Center, Tupelo, Mississippi, http://www.quality.nist.gov/PDF_files/NMMC_Profile.pdf

2005: Bronson Methodist Hospital, Kalamazoo, Michigan, http://www.quality.nist.gov/PDF_files/Bronson_Profile.pdf

2004: Robert Wood Johnson University Hospital Hamilton (New Jersey), http://www.nist.gov/public_affairs/RWJUHH_PDF_final.pdf

2003: Baptist Hospital Inc. Pensacola, Florida, http://www.nist.gov/public_affairs/baldrige2003/Baptist_3.3.04.pdf

2003: Saint Luke’s Hospital of Kansas City, Missouri, http://www.nist.gov/public_affairs/baldrige2003/St.Lukes_3.3.04.pdf

2002: SSM Healthcare (SSMHC), St. Louis, Missouri, http://www.nist.gov/public_affairs/releases/ssmhealth.htm

Ann L. Wiley is president of Ann L. Wiley Consultants Inc., specializing in development of processes and the communications and training needed to implement processes and sustain improvements. Ann has a Ph.D. in instructional development from Syracuse University. She is the founder and immediate past manager of the Quality and Process Improvement SIG of STC and an STC Fellow.