Peak Performance Program (P3): Overview

A proven model that saves money while improving patient outcomes:

  • Offered in a 6- or 15-month turn-key program
  • Places front-line clinicians in a central role to improve safety, quality and efficiencies of care systems
  • Delivers effective skills training for front-line clinicians in professional self-development, working in teams, organizational cultural, and process improvement
  • Suitable for a range of clinical setting — e.g., hospitals, clinics, long-term care facilities

Clinical Successes

  • 56.8% reduction in medication errors
  • 78% improvement in medication management efficiencies (making the process reliable)

Staff Development

Front-line clinicians report that they are better at:

  • Problem solving (84%)
  • Team building (84%)
  • Planning (83%)
  • Using data (81%)
  • Acting with confidence (80%)

Current P3 Utilization

  • Being used to reduce medication errors, reduce falls, reduce mortality from sepsis, innovate discharge planning, improve mother-baby care, improve safety of high risk intravenous cardiac medications

Cost Savings

Sepsis

  • Average sepsis patient costs hospitals $22,000
  • Preventing 1-3 sepsis cases per month using the P3 program can result in tremendous cost savings for hospitals

Medication Errors

  • Average medication error costs $10,600 according to the 2009 IOM calculations — literature shows the average hospital has an 20% error rate in administering medications

Optional

  • Train-the-trainer program
  • Monthly coaching
  • Complete data management and reporting
  • Program management and oversight

PROGRAM OVERVIEW: Originally developed and administrated by the UCSF Center for Health Professions as the Integrated Nurse Leadership Program (INLP), this program is now being offered in the private sector to hospitals around the world.

The research project included seven hospitals in the San Francisco Bay Area. The hospitals were diverse in their operational focus, including community hospitals, academic teaching hospitals, large urban county hospitals, and not-for-profit hospitals. From these hospitals, 63 front-line clinicians participated in on-site and offsite leadership skills training and professional development.

Clinical participants directed on-site improvement programs in the areas of: clinical protocols, problem measurement and reporting, and administrative processes and procedures. Leadership skill was essential to the nurses’ efforts to lead these initiatives — working with peers, management executives, doctors, and other clinicians. The training regimen focused on skills development in the following areas to support the nurses’ new role:

  • role identification
  • delegation
  • initiating change
  • conflict resolution
  • effective communication
  • dealing with informal authority
  • lateral-level management