Scorecard

Criteria and Scoring Factors

1. Corporate Social Responsibility (CSR) Project

1.1 CRITERIA: The award is for an undertaking that made a difference in the improvement of healthcare in the community. Is the project or program sustainable? Does the hospital merely provides resources or makes it an integral part of its community involvement. Does the hospital give of its management time and expertise? Is it innovative? More weight is given to how meaningful is it to the community it serves.

1.2 SCORING FACTORS

  1. To what extent does the project make a difference in the improvement of Healthcare in the community it serves?
  2. The extent to which the hospital involves its management talent and expertise to improve healthcare in the community (as opposed to merely providing resources).
  3. Does it have significant results or outcomes? Are these measurable? Are there testimonials, awards or other support to show impact on improvement of hospital service?
  4. The extent the project is prevention oriented, and how well it will reduce or eliminate health care or other problems in the community. Will the benefits be long lasting?
  5. Was the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Were appropriate analysis tools used, or was it only a matter of throwing money at the problem?

2. Cost Reduction Project

2.1 CRITERIA: A project undertaken with the specific goal of reducing costs in any area of hospital operations. Ideally the project did not require capital investment and a large part of the savings was passed on to the patient. Did the project generate savings that would continue into the future? Did the nature of the savings allow the hospital to pass it on directly to the customer? Was the cost saving significant in relation to the costs in that category or in relation to total hospital expenses?

2.2 SCORING FACTORS

  1. Did the project reduce costs – were these measured and reported?
  2. Was the cost savings sustainable?
  3. To what extent were the savings passed on the patients? How was it beneficial to the patient experience?
  4. How significant was the saving(s) to the total hospital operations?
  5. Were processes adequately analyzed and studied and were the team composition adequate to bring about cost reduction with minimal or no capital expenditure?

3. Human Resource Development Project

3.1 CRITERIA: A series of activities or a project undertaken by the hospital that was aimed at developing a large percentage of its people as knowledge-based workers. Is it a sustainable activity and did it achieve its goals? How innovative was the project and program. Did it have a lasting improvement in the skills of its employees? How meaningful was the program to the employees? How useful is it in their work? Special weight is given to the percent of employees covered, how well it motivates employees to provide better service and how the training improves service.

3.2 SCORING FACTORS

  1. Does the project train and benefit a large majority of staff or is it more selective? Is it based on an analysis of needs and does it allow employees' flexibilities to learn at their own time? Is it innovative?
  2. Does the project or program improve the lot and morale of the employee by way of effective professional training, adequate incentives and remuneration, ownership opportunities, and lifelong learning?
  3. Does it have significant results or outcomes from the patient's point of view? Are these measurable? Are there testimonials, awards or other support to show impact on improvement of hospital service or effectiveness of the program?
  4. The extent the project innovative and how well it will improve service. Will the benefits be long lasting?
  5. Was the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Were appropriate analysis tools used or was it only a matter of throwing money at the problem?

4. Service Improvement for Internal Customers Project

4.1 CRITERIA: These are awards for any hospital department or unit that implemented any outstanding projects on how better to serve their co-departments or employees better. How well did the project look upon the other department(s) as a "customer"? Special weight is given to how innovative the project is, how well it reinforces the concept of "internal customer", at no additional expense and how it improves service to its clientele.

4.2 SCORING FACTORS

  1. The extent to which the project saves time, money and effort, or improves the efficiency or effectiveness of co- departments or employee.
  2. Does the project affect a large number of staff or a select group?
  3. Does it have significant results or outcomes?  Are these measurable? Are there testimonials, awards or other support to show impact on improvement of the service to hospital staff?
  4. The extent the project is prevention oriented, and how well it will reduce or eliminate the service defect, or reduce waste, or improve communication. Will the benefits be long lasting?
  5. Was the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Were appropriate analysis tools used, or was it only a matter of throwing money at the problem?

5. Marketing, PR or Promotional Project

5.1 CRITERIA: A project that made an impact on clients and the public, and/or that resulted in the hospital's gaining recognition as an innovator or leader in the field, or that resulted in business generation. The emphasis here is on business generated that can be more or less attributable the project and what this is as a percent of the department or hospital's revenue. In this sense, a department or center (and not necessarily a hospital wide program) that launched a successful campaign and can show results is eligible. More weight is given to how it used marketing tools to improve its revenue at least cost.

5.2 SCORING FACTORS

  1. Does the project show the hospital in the light it was intended?
  2. Did it reach the intended target market efficiently and effectively?
  3. How well did the project use the basic marketing tools and was there innovation to meet the specific needs?
  4. Does it have significant results or outcomes? Was there an increase in revenue? Are there testimonials, awards, or other support to show impact on the hospital's image and reputation?
  5. Was the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Was appropriate analysis or marketing tools used?

6. Patient Safety Project

6.1 CRITERIA: This award is for the hospital that introduced an outstanding project for the monitoring and improvement in the delivery of a patient centered, safe medical care. Projects for the reporting, deliberation, management, and prevention of Sentinel Events are included as part of this category. More weight is given to how much the project or program improved patient safety and are there measurements to back this up. In other words the judges will particularly look at the percent improvement.

6.2 SCORING FACTORS

  1. How well does the project assure patient safety and an absence (minimization) of sentinel events?
  2. Is there significant improvement in patient safety after, as compared to before the project
  3. Does it have significant results or outcomes?  Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of hospital service?
  4. The extent the project is prevention oriented, and how well it will reduce or eliminate the service defect. Will the benefits be long lasting?
  5. Was the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Were appropriate analysis tools used, or was it only a matter of throwing money at the problem?

7. Clinical Service Improvement Project

7.1 CRITERIA: A clinical improvement project that was successfully completed in any of the specialized (technical) areas of hospital management, such as Nursing, Laboratory, Radiology or in specialty clinics such as Eye center, Kidney center, etc. The project should show measurable results of having improved the service in such areas as reduction in medication errors, reduced waiting times, prevention of service defects, or faster results with little or no capital outlay.

7.2 SCORING FACTORS

  1. Did the project improve the service of the hospital department or unit to its customers by way of better service, reduction of errors, reduced waiting time, and faster results?
  2. Is it simple yet effective, something other departments can also adopt or adapt?
  3. Does it have significant results or outcomes?  Are these measurable? Are there testimonials, awards or other support to show impact on improvement of the department or unit's service?
  4. The extent the project is prevention oriented, and how well it will reduce or eliminate the service defect. Will the benefits be long lasting?
  5. Was the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right? Were appropriate analysis tools used or was it only a matter of throwing money at the problem?

8. Customer Service Project

8.1 CRITERIA: A customer service project that responded well to the needs of its clientele, drew praise from them, and positively projected the hospital as a quality service provider. The judges favor entries that also reduced costs, and did not require major capital expenditure. More weight is given to projects that are innovative (in relation to where the hospital is located). Is it a meaningful improvement of its service considering the environment in which it operates?

8.2 SCORING FACTORS

  1. How was the project beneficial from the patient's perspective? To what extent did it take the hospital to a higher service level?
  2. Did the project not only improve service, but did it also reduce costs? How did it contribute to improvement of the service culture?
  3. Does it have significant results or outcomes? Are these measurable? Are there testimonials, awards, or other support to show impact on improvement of hospital service?
  4. The extent the project is prevention oriented, and how well it will reduce or eliminate the service defect, or reduce waste, or improve communication. Will the benefits be long lasting?
  5. Was the process and means by which the project was conducted adequate to meet its goals? Was the composition of the team about right?

9. Bio Medical Equipment / Facilities improvement Project

9.1 CRITERIA: A project or program that sought to improve customer service and quality of care by preventive maintenance, systems and procedures for use or improvement in biomedical equipment and/or facilities of the hospital or department. Did the project improve the hospital's ability to deliver better service? Did it help employees to service patients better?

9.2 SCORING FACTORS

  1. Did the project relate quality of care to equipment functioning and maintenance?
  2. Did the project in fact improve patient service or safety?
  3. Did the project reduce costs of equipment purchase and maintenance?
  4. Was there sufficient attention paid to biomedical equipment?
  5. Does the project produce sustainable results?

10. Innovations in Hospital Management and Governance

10.1 CRITERIA: This award is for the hospital that implemented the most effective management innovations for the overall management of the hospital. The innovations can be in one or more areas of governance, changing, setting or implementing management policies, in setting goals and organizing to meet them, overall improvements in how the hospital plans its services, manages its finances, motivates its staff and has developed an effective feedback /control and management review processes. This award does not differentiate between large and small hospitals and a small hospital should have an equal chance of winning as a large hospital. It also does not differentiate between a public or private hospital - since the award is for innovations toward better overall management. The entry needs to demonstrate measurable results attributable to the innovations.

10.2 SCORING FACTORS

  1. (info will be available soon)

11. Most Improved Community Hospital

11.1 CRITERIA: (Only for community hospitals with less than 100 beds. A community hospital is one that is designed to meet the needs of a local community/population, usually providing primary care but also some acute care, close to home. These hospitals are not part of a larger group, chain or University).
The award is for the hospital which in the opinion of the judges is the most improved community hospital. The improvements should primarily be in the areas of how well it has served its community, in customer service and patient safety. However the judges will also consider improvements in areas like continuing employee education, cost reduction, building and equipment maintenance, implementation of a continuous quality improvement program and involvement with the community. The entry should emphasize what the hospital IMPROVED in the period specified.

11.2 SCORING FACTORS

  1. (info will be available soon)