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School of Medicine
Johns Hopkins Medicine
Office of Communications and Public Affairs
HOPKINS H0SPITAL NAMED AMONG THE NATION’S TOP 100 PERFORMANCE IMPROVEMENT LEADERS
The Johns Hopkins Hospital today has been named one of the nation’s top 100 performance improvement leader hospitals in a study conducted by Solucient, a firm that provides strategic business and clinical information for the health care industry. The hospital was one of only 15 major academic medical centers nationwide to be selected.
Hopkins and its senior management team were recognized for developing consistent and effective organization-wide performance improvement across critical measures at a faster rate than other U.S. hospitals between 1997 and 2001. These measures include quality of care, operational efficiency and financial performance.
Unlike reputational surveys, the Solucient study analyzes nearly 2,900 acute care hospitals nationwide using detailed objective performance data, including publicly available Medicare data and cost reports. Specific measures used to identify top performance improvement leaders include risk-adjusted mortality rates and risk-adjusted complications, average length of stay, expenses, profitability, percent of outpatient revenue, case mix and coding specificity.
According to Solucient, “management teams at the performance improvement leader hospitals are setting the standard for performance improvement by saving more lives, discharging patients faster and with fewer complications, and maintaining efficiency with lower costs.”
Specifically, the typical performance improvement leaders made several important gains between 1997 and 2001 such as:
- Discharging patients nearly a day earlier
- Decreasing their average expenses, while their peers increased theirs
- Lowering their mortality index from 1.21 to 0.91
“The award is a major honor for us,” said Ronald R. Peterson, president of The Johns Hopkins Hospital and the Johns Hopkins Health System. “It’s especially welcome as an objective measurement of how sound management practices can benefit a hospital and its patients. While it may be tempting for leadership to accept the credit for this honor, it really belongs to all Hopkins’ workers who have embraced and practice daily a culture of quality improvement. I thank them all for their role in making Hopkins a performance improvement leader.”
The Johns Hopkins Hospital was one of only two major teaching hospitals in the Baltimore-Washington, D.C. region cited as performance improvement leaders. The other facility was the Washington Hospital Center. Three other Baltimore hospitals placed in the top 100.
“Improving our quality and patient safety is a top priority at The Johns Hopkins Hospital,” said Judy Reitz, Sc.D., chief operating office and director of the Performance Improvement Council for the hospital. “It’s extremely rewarding to all of us to receive tangible recognition for all of our efforts in these areas.”
More information on this study and other 100 Top Hospital research is available at http://www.100TopHospitals.com. Additional information about The Johns Hopkins Hospital and John Hopkins Medicine can be found at http://www.hopkinsmedicine.org.