The PHC Performance Governance System’s (PGS) main goal is to bring the hospital strategy down to the employees in all services, encouraging each one to contribute to the realization of the goals as set in PHC’s 26 balanced scorecard measures. With PGS, compliance to lead measures are monitored daily and the effect on breakthrough results are monitored weekly.
Background and Problem
The PHC was conceived and continues to function as a specialty hospital for heart surgery and cardiovascular interventions. However, the many challenges in cardiovascular care delivery convinced the PHC leadership and its executive committee to refresh the governance charter and adapt a clear strategic plan which will provide a roadmap and guide for future program direction, sensitive to the ever changing healthcare environment. Such roadmap can remain consistent despite the series of management change to ensure that the development of new programs are still aligned with the PHC mission as well as any future directions from the Philippine Department of Health.
Solution and Impact The PHC-PGS, focusing on individual compliance from employees in all services to unit breakthroughs, has maintained overall outstanding performance (133% accomplishment). By the innate nature wherein each unit has a scoreboard to which compliance is noted per employee per division, PGS becomes innovative. Now, performance is not based on the usual attendance and routine office work but by the duty in which the office has been created, where performance is monitored against fixed and defined measures and targets. While most hospitals would have a quality assessment management office, up to this writing, only PHC as a Government-Owned and –Controlled Corporation and after 40 years of existence, has adopted the PGS. Each employee has now a conscious effort on how to contribute to the attainment of unit lead measures for hospital breakthrough targets on excellent healthcare delivery for all. PHC-PGS won the Excellence Award of the Hospital Management Asia last August 2013. It also received the Silver Trailblazer Award after an oral revalida last 2015. Because of the PGS process, validated by an external audit, PHC received a citation as an “Island of Good Governance” during the Asia-Pacific Economic Cooperation (APEC) Summit last November, 2015.
Rapid cascading sessions were conducted for all departments. All units drafted their 2nd level breakthrough targets and lead measures. Each of the scoreboards were plotted to directly or indirectly affect the 26 measures in the Balanced Scorecard on the following perspectives: (1) social impact, (2) people empowerment, (3) internal process, and (4) organization and fund resources. Last July 2013, a hospital-wide Unit Scoreboard Launching was conducted. Weekly breakthrough meetings are conducted eventually and the Office of Strategy Management (OSM) monitored the results. Commitments to improve breakthrough results are done immediately during the meetings when the target is not attained and each individual commits to attain the unit goal.
By the end of December 2013, 81 percent of the units had winning scoreboards, with more than 100 percent accomplishment; while 14 percent have at least 90 percent accomplishment. From 2014 to 2015, all units have drafted their scoreboards, with an increase of 5 to 10 percent breakthrough targets per year. All the strategic units have functional cascading frameworks. Second-level scoreboards were validated from the three services– Medical, Nursing, and Administrative. Copies of third-level dashboards/ scoreboards of each department are submitted to the OSM. Presence of individual scorecards are also noted per division and submitted bi-annually to the human resource department. Institutional monitoring of the balanced scorecard is done quarterly.