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In This Issue:
BW/F Improvement Agenda
Over the last year, we have articulated a renewed Vision for Brigham and Women’s and Faulkner Hospitals to provide the best patient care to our patients, to support the growth and development of our staff, and to excel in our educational and teaching programs. Our commitment to these goals requires continuous change and improvement. Many initiatives are underway simultaneously throughout BW/F to support this Vision. These activities are targeted at improving the quality and safety of the care we provide, enhancing the service experience and satisfaction of patients throughout the institutions, responding to staff feedback on quality of worklife and professional development, and managing resources in a manner to sustain the institution’s financial health. A new BW/F Improvement Agenda logo has been created to better illustrate such activities.
According to BWH President Gary L. Gottlieb, MD, MBA, “the improvement logo will serve as a visual representation of the relationship among the many improvement initiatives underway at the BWH and Faulkner Hospital campuses.
The new logo incorporates use of a “compass” that highlights the three aspects of the BW/F mission in the center: Patient Care, Research, and Teaching. The four major components of the BW/F Improvement Agenda, meanwhile, are shown in the outside quadrants: Quality & Safety, Service Excellence, Staff Development, and Financial Resources. (see related sidebar for examples of current improvement efforts in each of these four areas)
The BW/F Balanced Scorecard system will serve as a measurement and management framework to track progress in each of these four dimensions of performance and to identify focused opportunities for improvement. Development and implementation of this system is being coordinated by the Center for Clinical Excellence under the direction of Michael Gustafson, MD.
“The logo is a helpful visual for all staff to better understand components of our broad, all-encompassing agenda and vision,” said Cheryl Locke, vice president, BWH Human Resources. “It will also prove to be a valuable tool for department leaders to more simply communicate such activity to their respective teams.”
Look for the logo to accompany future BWH Bulletin articles and other forms of communication that are associated with the BW/F Improvement Agenda.