Where the operating differentiation is a process, or how a particular activity is performed, HMC develops high level process flow charts to graphically depict the variation in practice. The list of differentiating practices will evolve over time, becoming richer as the Partnership explores each function. However, the goal of the benchmark at this level will remain to identify those few questions that can be most revealing. The Partnership will select three to six areas to evaluate together in greater detail. A working list of drill down areas, to be finalized with Partner input, includes information systems, human resources, business office, quality management, materials management, and strategic planning.
Partners designate a program coordinator for the system-wide benchmarking project.
In addition, one system executive and the managers or directors of key functions each participate in an HMC interview lasting thirty minutes to one hour. At an on-site meeting or through a conference call, the Partner senior team and an HMC principal discuss the results of the benchmarking analysis and networking efforts, identifying specific improvement opportunities and appropriate future steps. Throughout the process, Partners participate in networking efforts, including teleconferences, surveys, and individual peer inquiries. By getting involved now, you take a bold step toward cementing your position among the healthcare industry s operating performance leaders.