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APHA Scientific Session and Event Listing

Andrea L. Lorden, MPHc¹, Alberto Coustasse, MD, MBA, DrPH², Douglas Mains, DrPH, MBA, MPAff¹, Kristine Lykens, PhD¹, Sue Lurie, PhD³, and Fernando Trevino, PhD, MPH⁴. (1) Health Management and Policy, School of Public Health, University of North Texas Health Science Center, 3500 Camp Bowie Blvd, Fort Worth, TX 76107, 817-416-7296, alorden@hsc.unt.edu, (2) Office of the Dean, School of Public Health, University of North Texas Health Science Center, 3500 Camp Bowie Blvd, Fort Worth, TX 76107, (3) Social and Behavioral Sciences, School of Public Health, University of North Texas Health Science Center, 3500 Camp Bowie Blvd, Fort Worth, TX 76107, (4) Office of the Dean, University of North Texas, School of Public Health, 3500 Camp Bowie Blvd, Fort Worth, TX 76107

The authors, in conjunction with a Texas community hospital, developed a Balanced Scorecard (BSC) framework to measure the effectiveness of developing a measurable relationship between management strategy, Route 99 (a patient satisfaction improvement program), and the goals of departments, teams, and individuals in order to create a customer-driven culture utilizing Patient Satisfaction (PS) as its standard of measurement. The ability of Route 99 to create a shared vision of PS also was studied. Quantitative and qualitative data suggest that issues such as financial difficulties, significant management changes, and lack of full commitment by senior management were contributing factors leading to the inability of the hospital to establish the necessary relationship between management strategy and the goals of departments, teams, and individuals. Despite this inability, one hospital department, Patient Care Services, demonstrated a degree of management support and attempted to establish a shared vision of PS. Patient surveys demonstrated a statistically significant rise in PS in two business quarters upon implementation of the intervention. Although the hospital closed due to financial difficulties, the BSC framework provided a relevant structure to assess the extent of changes their impact upon culture change and PS.

Learning Objectives:

• At the end of the sesseion the participant (learner) will be able to
• 1.Illustrate the impact when a relationship between a management strategy and the goals of departments, teams, and individuals is not established.
• 2.Demonstrate how management strategy can create a shared vision of Patient Satisfaction and promote the goal of a customer-driven culture.
• 3.Discuss the impact on culture change and patient satisfaction when management is not fully committed to that change.

Keywords: Patient Satisfaction, Hospitals

Presenting author's disclosure statement:

Any relevant financial relationships? No