The Potter article, The Strategy The Will Fix Health, lays out a strategic value agenda for high quality healthcare. This value agenda has six interconnected components. First, organize into integrated practice units. The leaders at Cleveland clinic and ThedaCare consolidated hospitals, outpatient clinics and Cosgove went further to integration care coordination through establishing disease focused Institutes. Second, measure outcomes and costs for every patient At the Cleveland Clinic the Institutes defined and developed shared outcome measures. Dr. Cosgrove saw patient outcomes as “the ultimate measure of quality.” He wanted outcomes to be reported internally as well as externally. Outcomes were also compared to available benchmarks. ThedaCare …show more content…
Diagnosis specific bundled payments for select conditions such as hip and knee replacement and heart valve replacements were implemented. Thedacare has been working towards value based contracting, but as of the time of this article had not engaged in this payment system. Fourth, integrated care delivery across separate facilities. In 2007, Cosgrove reorganized all services at the main campus into multidisciplinary units organized around diseases and organ systems called Institutes. Unlike traditional care delivery using the provider specialty as the organizational framework. Cleveland Clinic also integrated their IT platform. Fifth, expand excellent services across geography. The Cleveland Clinic’s Excelerate program to reduced purchasing and materials cost across driving physician and hospital alignment. Finally, build an enabling information technology platform. Cleveland Clinic’s Knowledge Program collected patient reported outcomes and health status information at each appointment and transferred this information to the electronic health record. MyPractice, single data warehouse, MyChart to connect physicians and patients to the same information, Dr.Connect for referring physicians to review records, and finally Explorys for data …show more content…
Toussaint delcared, “We’re only going to function where we can provide our patients with the best care.” ThedaCare progressed towards this vision by selling their insurance healthplan to focus on care delivery. Also, communicating the vision. From the HBR article the end measure for Thedacare providers was lean in everything they do. While the intended measure was improve the quality of care. I feel that Thedacare’s vision was not communicated adequately. Additionally, empowering other to act on the vision. Cosgrove charged each Institute with deciding what defined good care and how the outcomes would be measured. Toussaint started the Idealized Design of Clinical Office Practices (IDCOP) model and Thedacare Inpatient System (TIS). Under these outpatient and inpatient models Thedacare used lean principles to improve quality and morale. Lastly, planning for and creating short-term wins, consolidating improvements and producing still more change. Both TIS and IDCOP were the spearhead for improvements and quality
With clinicians and CEHRT, the ONC plans to improve healthcare quality through interoperability (Office of the National Coordinator for Health Information Technology, n.d.) The ONC will promote more appropriate healthcare decisions in real-time, patient-centered care, and prevention of medical errors (Office of the National Coordinator for Health Information Technology, n.d.). The ONC’s goal is to reduce healthcare costs by addressing inefficiencies (Office of the National Coordinator for Health Information Technology,
Due to the increasing financial implications, patient satisfaction has become a growing priority for health care organizations, as well as transitioning the health care organization’s philosophy about the delivery of health care (Murphy, 2014). This CMS value based purchasing initiative has created a paradigm shift in health care in which leaders and clinicians must focus on patient centered care and the patient experience which ultimately will result in better outcomes. Leaders and clinicians alike must be committed to the patient satisfaction. As leaders within the organization, these groups must be role models and lead by example for front-line staff. Ultimately, if patients are satisfied, they are more likely to be compliant with their treatment plans and continue to seek follow up care with their health care provider, which will result in decreased lengths of stay, decreased readmissions, increased referrals and decreased costs (Murphy, 2014). One strategy employed by health care leaders to capture the patient experience, is purp...
Meeting the changing needs of healthcare today is a challenge for any organization. Meeting the challenging needs of tomorrow is even more perplexing. Centura Health, however, has a strategic plan in place for addressing the health care needs of the citizens in Colorado and Kansas for the next decade. Centura Health 2020 is designed to transform the future of health care for their patients and their surrounding communities. Using three pillars to define their vision, Centura Health plans to strengthen their foundation, move upstream to manage health, and create systems of care. With a focus on wellness and affordable care, their slogan for their strategic plan, “get better, get different” sums up their intentions. With their solid, well thought-out
Honor Health is a hospital and physician provider system located in phoenix Arizona. Honor health is relatively new hospital chain, more specifically it is the result of a merger of Scottsdale hospital and the John C. Lincoln Health Network (Alltucker, 2013). Honor Health’s mission statement is relatively short, comprising only a single sentence. Their mission and vision statements are, “To improve the health and well-being of those we serve” and, “To be the partner of choice as we transform healthcare for our communities” (Honor Health, 2015). While their vision and mission statements impart a direction and goal for their organization, the vagueness of both statements may cause problems in guiding targeted strategic initiatives. This essay
In her paper emerging model of quality, June Larrabee discusses quality as a construct that includes beneficence, value, prudence and justice (Larrabee, 1996). She speaks of quality and value as integral issues that are intertwined with mutually beneficial outcomes. Her model investigates how the well-being of individuals are affected by perceptions of how services are delivered, along with the distribution of resources based on the decisions that are made (Larrabee, 1996). She speaks of the industrial model of quality and how the cornerstone ideas of that model (that the customer always knows what is best for themselves) does not fit the healthcare model (Larrabee, 1996). Larrabee introduces the concept that the patient va provider goal incongruence affects the provide (in this case the nurse) from being able to positively affect healthcare outcomes (Larrabee, 1996). The recent introduction of healthcare measures such as HCAHPS: Patients' Perspectives of Care Survey has encouraged the healthcare community to firmly espouse an industrial model of quality. HCAHPS is a survey where patients are asked questions related to their recent hospitalization that identifies satisfaction with case based solely on the individuals’ perception of the care given. This can lead to divergent goals among the healthcare team or which the patient is a member. Larrabee’s model of quality of care model
The article chosen for this assignment was published on December 23, 2010 in the New England Journal of Medicine (Porter, 2010). The author, Porter (2010) examines the role of value in the healthcare system in the United States. According to Porter (2010) “Value should define the framework for performance improvement in healthcare.” Porter indicates that value in healthcare should be measured by outcomes achieved not the volume of services rendered. According to Porter (2010), “The proper unit for measuring value should encompass all services or activities that jointly determine success in meeting a set of patient’s needs.
...lthcare system is slowly shifting from volume to value based care for quality purposes. By allowing physicians to receive payments on value over volume, patients receive quality of care and overall healthcare costs are lowered. The patients’ healthcare experience will be measured in terms of quality instead of how many appointments a physician has. Also, Medicare and Medicaid reimbursements are prompting hospitals, physicians and other healthcare organizations to make the value shifts. In response to the evolving healthcare cost, ways to reduce health care cost will be examined. When we lead towards a patient centered system organized around what patients need, everyone has better outcomes. The patient is involved in their healthcare choices and more driven in the health care arena. A value based approach can help significantly in achieving patient-centered care.
... is an abstract model that proposes an exploratory plan for health services and evaluating quality of health care. In accordance with the model, information about quality of care can be obtained from three categories: structure, process, and outcomes. In addition, not long ago The Joint Commission include outcomes in its accreditation valuations (Sultz, & Young, 2011, p. 378).
There are many definitions for integrated delivery systems for the health care organization. The most basic one for the public to understand is that it is a system offered in health facilities that provides patients a continuum of preventive and curative services under one facility. As the health reform is quickly rising, this is extremely important on the business side of the health organization. Reimbursements are decreasing while quality and access of care is increasing. In fact, IDS can improve care coordination and quality assurance of care for the patient. For a health organization to fully develop an IDS system, leadership will need to perceive it as a new service line being added to the organization.
As health care professionals we strive to provide the best care that we can daily. But what drives the care that we give? Where do the protocol stem from? How do we know that we are using the best practice to give care to patients? We know through evidence base practice and evidence based management. We then need to use the knowledge that we gain to develop Innovative Care Delivery models to bring about changes for the betterment of the patient, and to help us provide the best patient centered care possible.
Reforming the health care delivery system to progress the quality and value of care is indispensable to addressing the ever-increasing costs, poor quality, and increasing numbers of Americans without health insurance coverage. What is more, reforms should improve access to the right care at the right time in the right setting. They should keep people healthy and prevent common, preventable impediments of illnesses to the greatest extent possible. Thoughtfully assembled reforms would support greater access to health-improving care, in contrast to the current system, which encourages more tests, procedures, and treatments that are either
At Mayo Clinic, the organization is driven by the needs of the patient and providing an unparalleled experience through integrated clinical practice, research and education for all patients. Analyzing the strategic plan for Mayo Clinic and identifying and summarizing long-term and short-term plans helps to develop an outlook for the future. “US News & World Report ranked Mayo Clinic as one of the 21 “Best Hospitals” in the United States in 2009” (Jones, 2010, p. 52.), and has been on this list for last 20 y...
Clinical integration is an unceasing method of orientation across the care gamut that provisions the triple aim of health care: improved quality of care; reduced cost of care; improved access to care. Clinical integration does not require the procurement of practices. Independent physicians that align with systems of providers perform a substantial part in clinically integrated care. Clinical integration stresses that providers uphold a more unvarying, high standard of care. Developments in health information technology (HIT) allow health care leaders to look to numerous types of HIT solutions to support the clinical integration model. Clinical integration is a solid basis for moving in the direction of new compensation representations that recompense providers for high-quality, high-value care. Additionally, clinical integration aids in dropping total costs by handling costs at the patient level instead of at the
reimbursement determinations. As a result, the camaraderie among physicians has developed into a more aggressive approach to impede competition (Shi & Singh, 2012). Little information is shared with patients in regards to procedures or disease control. The subjects are forced to rely on the internet for enlightenment on the scope of their illnesses (Shi & Singh, 2012). Furthermore, the U.S. health care system fails to provide adequate knowledge on billing strategies for operations and other medical practices. The cost in a free system is based on supply and demand and is known in advance of hospital admission (Shi & Singh, 2012). The need for new technology is another characteristic that is of interest when considering the health care system. Technology is often v...
Understanding quality measurement is essential in improving quality. Teams need to be able to understand whether the changes being made are actually leading to improved care and improved outcomes. For data to have an impact on an improvement initiative, providers and staff must understand it, trust it, and use it. Health care organization must understand the measurement of quality provided by the Institute of Medicine (patient outcomes, patient satisfaction, compliance, efficiency, safe, timely, patient centered, and equitable. An organization cannot improve its performance if it does not know how it is performing. Measuring quality improvements is essential as it reflects the quality of care given by the providers and that by comparing performance