Column: Emerging Sectors: Linking Strategic and Quality Plans
Abstract:[Abstract from article.]
The results were impressive when Hartford Hospital in Connecticut used a Baldrige assessment to guide it through improvement efforts. In the mid-1990s, the 845-bed urban teaching institution was going through major change and challenge. A new management structure was being created and nurse/physician/administrative triads, called collaborative management teams (CMTs), were being developed to manage program lines. Managed care plans were increasing in influence and becoming very tough in financial negotiations. Departments were functioning independently. Redundant work was rampant, or one department was developing something in direct opposition to another's direction--most of the time unknowingly.
There was no organizationwide quality measurement, but many quality improvement projects were under way. Most were not aligned with the organization's strategic plan, making measurement of the plan very difficult. Clearly some organizational and directional change was …