Measuring Clinical Quality @ BJC Healthcare

In order to align with annual priorities and the past year's areas for improvement, organizational clinical quality scorecards were designed and implemented every year at BJC Healthcare. Changing metrics and requirements along with moving targets as a result of process improvement projects, made this annual process very intensive, but critical in order to maintain a high level of clinical quality.

The year before I took on this project, an outside consulting firm developed a streamlined process flow to evaluate the thousands of metrics from organizations like the Centers for Medicare and Medicaid and the National Quality Forum. As with many complex processes, the devil was in the details and my team developed a SharePoint database to manage and document the criteria and evaluation for each measure consistently and efficiently. Each metric was subject to three levels of evaluation with different criteria by five multi-disciplinary workgroups, so we worked to maintain accuracy and easy access to decision rationale and results. 

After vetting through the series of workgroups and executive approvals we transitioned designs to the technical team for development. In total, 16 hospital and alternate site scorecards were developed and implemented for the year to help clinical leaders monitor and prioritize their efforts to lead in clinical quality.

My role on this team was project manager. I developed and maintained an intensely sensitive schedule, managed and coordinated the workgroups responsible for evaluating metrics and ensured quality of our evaluation with the design and maintenance of our SharePoint database.