The document discusses the forces driving transformation in healthcare delivery over the next decade, including changing demographics, cost pressures, and payment reforms. It outlines 10 must-do strategies for hospitals to successfully transition to new payment models focused on quality and value, such as aligning with providers, improving efficiency, and developing integrated systems. Hospitals are encouraged to measure their progress in implementing the strategies using "second-curve metrics" that assess outcomes rather than volume. The strategies will help hospitals develop core competencies critical for success in the future, such as effective leadership, strategic planning, and use of data for performance improvement.
Optimize the Role of Medical Affairs in Health Economics & Outcomes Research ...Best Practices
The Medical Affairs function plays an important role in health outcomes (HO) information exchange between bio-pharmaceutical organizations and key external stakeholders.
Development of robust health outcomes capabilities within Medical Affairs function requires an increase in the function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data as per stakeholders’ needs, and building real world data capabilities to generate and utilize health outcomes information.
This benchmarking research from Best Practices, LLC is designed to assist companies focused on oncology therapies find better ways to develop effective health outcomes groups. It provides current data and best practices from Medical Affairs leaders with an oncology focus at leading bio-pharmaceutical companies.
Download Full Report: http://bit.ly/2e3sl9Q
From Social Media through to Artificial intelligence...and more. In this presentation I covered the trends that we're currently seeing in Medical Affairs - those trends which are important now, those trends which will impact Medical Affairs in the future, and the skills required to be successful.
To read the LinkedIn article here’s the link: https://www.linkedin.com/pulse/trends-medical-affairs-presented-appa-march-14-2018-glenn-carter/
For further discussion phone us on:
Sydney (02) 8877 8777
Melbourne (03) 9938 7100
Or for additional insights go to one of our specialised websites:
Healthcare Professionals Group
(https://www.hpgconnect.com/)
Health & Aged Care Professionals (https://www.hacpconnect.com/)
Pharmaceutical & Medical Professionals
(https://www.pmpconnect.com/)
Rural & Remote Healthcare Professionals
(https://www.rrhpconnect.com/)
Strategies to Increase Medical Affairs' Role in Health Outcomes Data Generati...Best Practices
With the shift toward evidence-based medicine and value-based pricing, many bio-pharmaceutical companies are transitioning their Health Economics and Outcomes Research (HEOR) function away from the Commercial organization to Medical Affairs. This has some major implications towards the interactions with key stakeholders, the way interactions are documented and the skill sets & activities that may be required. Development of strong health outcomes capabilities within Medical Affairs organizations requires an increase in that function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data by stakeholders and building real world data capabilities to generate and utilize health outcomes information.
Best Practices, LLC undertook this study to identify strategies to increase MA’s role in Health Outcomes data generation and utilization. Specifically, the study highlights the role of Medical Affairs function in HO activities, industry drivers and resource levels for HO groups, challenges of MA’s involvement in HO activities and strategies for effective HO data communication and utilization.
Download Full Report: http://bit.ly/2dGFAbz
Optimize the Role of Medical Affairs in Health Economics & Outcomes Research ...Best Practices
The Medical Affairs function plays an important role in health outcomes (HO) information exchange between bio-pharmaceutical organizations and key external stakeholders.
Development of robust health outcomes capabilities within Medical Affairs function requires an increase in the function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data as per stakeholders’ needs, and building real world data capabilities to generate and utilize health outcomes information.
This benchmarking research from Best Practices, LLC is designed to assist companies focused on oncology therapies find better ways to develop effective health outcomes groups. It provides current data and best practices from Medical Affairs leaders with an oncology focus at leading bio-pharmaceutical companies.
Download Full Report: http://bit.ly/2e3sl9Q
From Social Media through to Artificial intelligence...and more. In this presentation I covered the trends that we're currently seeing in Medical Affairs - those trends which are important now, those trends which will impact Medical Affairs in the future, and the skills required to be successful.
To read the LinkedIn article here’s the link: https://www.linkedin.com/pulse/trends-medical-affairs-presented-appa-march-14-2018-glenn-carter/
For further discussion phone us on:
Sydney (02) 8877 8777
Melbourne (03) 9938 7100
Or for additional insights go to one of our specialised websites:
Healthcare Professionals Group
(https://www.hpgconnect.com/)
Health & Aged Care Professionals (https://www.hacpconnect.com/)
Pharmaceutical & Medical Professionals
(https://www.pmpconnect.com/)
Rural & Remote Healthcare Professionals
(https://www.rrhpconnect.com/)
Strategies to Increase Medical Affairs' Role in Health Outcomes Data Generati...Best Practices
With the shift toward evidence-based medicine and value-based pricing, many bio-pharmaceutical companies are transitioning their Health Economics and Outcomes Research (HEOR) function away from the Commercial organization to Medical Affairs. This has some major implications towards the interactions with key stakeholders, the way interactions are documented and the skill sets & activities that may be required. Development of strong health outcomes capabilities within Medical Affairs organizations requires an increase in that function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data by stakeholders and building real world data capabilities to generate and utilize health outcomes information.
Best Practices, LLC undertook this study to identify strategies to increase MA’s role in Health Outcomes data generation and utilization. Specifically, the study highlights the role of Medical Affairs function in HO activities, industry drivers and resource levels for HO groups, challenges of MA’s involvement in HO activities and strategies for effective HO data communication and utilization.
Download Full Report: http://bit.ly/2dGFAbz
In an article for Healthcare Executive, Don Seymour, Kevin Talbot, and Chad Stutelberg share their insight on developing compensation strategies that link executive and physician compensation models to acute care outcome-based payment methodologies.
Healthcare leaders share insights at the fifth annual CEO Forum with a focus in three crucial areas: balancing risk and reward, building the foundation for population health and responding to the rise of consumerism.
Medical Affairs, as a function, sits at a crossroads in the pharmaceutical industry. The department is expected to act as a bridge between the commercial and scientific arms of an organization. Medical Affairs is further tasked with being the conduit of information between the company and external stakeholders, bringing efficacy and safety data to the medical community as well as gathering insights from the medical community to share internally. All responsibilities must be undertaken while keeping in mind strict regulatory controls and ensuring that medical data are interpreted appropriately.
ISR has designed this report to be used as a benchmarking tool for companies to compare their Medical Affairs functions to those of Top 50 pharmaceutical organizations.
See more: http://bit.ly/medaffairs
PYA Principal Martie Ross joined University of Kansas Medical Center’s Robert Moser, MD, and CIO Chris Hansen for the keynote presentation at the joint symposium by Heart of America Healthcare Information and Management Systems Society and Missouri Health Information Management Association, September 14, 2016, at Johnson County Community College in Overland Park, Kansas. They discussed insights related to the role of advanced analytics and technology in transforming and transitioning to new payment models.
Benchmarking Advisory Board Management At Large Pharmaceutical And Medical De...Best Practices
Pharmaceutical advisory boards provide strategic inputs and guidance to organizations on various business aspects. However, successful advisory board management requires optimum investment in resources and operations. To maximize the return on investment it is important for pharmaceutical and medical device professionals to ensure that the quality of meetings and dialogue with advisory boards is excellent.
This research from Best Practices, LLC is designed for pharmaceutical and biotech executives seeking ways to best utilize the knowledge of advisory boards. Research findings provide benchmarks on the appropriate structure for various types of advisory boards, selection of advisory board participants, advisory board operational and resource benchmarks.
Attracting and retaining talent is the most critical issue facing the U.S. hospital sector, according to an Economist Intelligence Unit (EIU) survey of more than 300 industry executives conducted for this research program. It is also a widespread problem: 74% of respondents believe their own organisation needs to pay more attention to attracting and retaining the best talent. Only 3% disagree.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
CMS Medicare Advantage 2021 Star Ratings: An AnalysisCitiusTech
This report is intended for business, consulting, and technology audience who are actively engaged, or impacted, with the functioning of Medicare Advantage Star ratings, to help them align their star improvement initiatives to the market trends.
Highlights From 7th Medical Science Liaison/MSL ConferenceExL Pharma
Current trends, issues and challenges facing MSL's in the pharmaceutical industry. Presented at the 7th MSL Best Practices conference, April, 2010. For further information, please visit www.exlpharma.com
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
The many ways in which healthcare reform affects the healthcare industry are still playing out. Undoubtedly, a question for physicians and the hospitals that employ many of them is “how will physician compensation be affected?”
PYA Principal Carol Carden recently spoke at the 2013 AICPA Healthcare Industry Conference, where she addressed this question with her presentation, “Current Reform Initiatives and Their Impact on Physician Compensation.”
In an article for Healthcare Executive, Don Seymour, Kevin Talbot, and Chad Stutelberg share their insight on developing compensation strategies that link executive and physician compensation models to acute care outcome-based payment methodologies.
Healthcare leaders share insights at the fifth annual CEO Forum with a focus in three crucial areas: balancing risk and reward, building the foundation for population health and responding to the rise of consumerism.
Medical Affairs, as a function, sits at a crossroads in the pharmaceutical industry. The department is expected to act as a bridge between the commercial and scientific arms of an organization. Medical Affairs is further tasked with being the conduit of information between the company and external stakeholders, bringing efficacy and safety data to the medical community as well as gathering insights from the medical community to share internally. All responsibilities must be undertaken while keeping in mind strict regulatory controls and ensuring that medical data are interpreted appropriately.
ISR has designed this report to be used as a benchmarking tool for companies to compare their Medical Affairs functions to those of Top 50 pharmaceutical organizations.
See more: http://bit.ly/medaffairs
PYA Principal Martie Ross joined University of Kansas Medical Center’s Robert Moser, MD, and CIO Chris Hansen for the keynote presentation at the joint symposium by Heart of America Healthcare Information and Management Systems Society and Missouri Health Information Management Association, September 14, 2016, at Johnson County Community College in Overland Park, Kansas. They discussed insights related to the role of advanced analytics and technology in transforming and transitioning to new payment models.
Benchmarking Advisory Board Management At Large Pharmaceutical And Medical De...Best Practices
Pharmaceutical advisory boards provide strategic inputs and guidance to organizations on various business aspects. However, successful advisory board management requires optimum investment in resources and operations. To maximize the return on investment it is important for pharmaceutical and medical device professionals to ensure that the quality of meetings and dialogue with advisory boards is excellent.
This research from Best Practices, LLC is designed for pharmaceutical and biotech executives seeking ways to best utilize the knowledge of advisory boards. Research findings provide benchmarks on the appropriate structure for various types of advisory boards, selection of advisory board participants, advisory board operational and resource benchmarks.
Attracting and retaining talent is the most critical issue facing the U.S. hospital sector, according to an Economist Intelligence Unit (EIU) survey of more than 300 industry executives conducted for this research program. It is also a widespread problem: 74% of respondents believe their own organisation needs to pay more attention to attracting and retaining the best talent. Only 3% disagree.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
CMS Medicare Advantage 2021 Star Ratings: An AnalysisCitiusTech
This report is intended for business, consulting, and technology audience who are actively engaged, or impacted, with the functioning of Medicare Advantage Star ratings, to help them align their star improvement initiatives to the market trends.
Highlights From 7th Medical Science Liaison/MSL ConferenceExL Pharma
Current trends, issues and challenges facing MSL's in the pharmaceutical industry. Presented at the 7th MSL Best Practices conference, April, 2010. For further information, please visit www.exlpharma.com
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
The many ways in which healthcare reform affects the healthcare industry are still playing out. Undoubtedly, a question for physicians and the hospitals that employ many of them is “how will physician compensation be affected?”
PYA Principal Carol Carden recently spoke at the 2013 AICPA Healthcare Industry Conference, where she addressed this question with her presentation, “Current Reform Initiatives and Their Impact on Physician Compensation.”
Intergen Twilight Seminar: What's shaping the Business Systems of the FutureIntergen
What’s shaping the Business Systems of the Future
With the abundance of desktop and mobile devices and platforms, there are now numerous ways for consumers and information workers alike to create and consume applications and services. Enterprise applications are having to evolve to keep up, and your ERP system is no exception – like all other applications, they too need to move with the times.
The session focussed on emerging trends in business solutions from Microsoft and a forward looking view on what Microsoft Dynamics ERP might look like in the future. In this session, we covered:
- How business processes can be embedded into users’ own devices
- How social systems are influencing business system design – how Microsoft Dynamics is responding to the growing influence of social systems
- Previewing design concepts for the future versions of Dynamics ERP applications, including a Metro-based application
Presented by James Page and Nick Johnson of Intergen along with Sue Driscoll of Microsoft, this session provided an exclusive behind the scenes look at how Microsoft’s ERP solutions could evolve in the future. While the focus of the session was on Microsoft Dynamics, this session could also be of interest to those people who want an insight into how enterprise systems in general are having to evolve to keep up with new devices and interaction methods.
Paper-Digital User Interfaces - Applications, Frameworks and Future ChallengesBeat Signer
Invited talk given at the User Interface Colloquium, Otto-von-Guericke University Magdeburg, Germany, November 2, 2009
While there have been dramatic increases in the use of digital technologies for information storage, processing and delivery over the last few decades, the affordances of paper have ensured its retention as a key information medium. Despite predictions of the paperless office, paper is ever more present in our daily work. However, there is a gap between the paper and digital worlds: information present in paper documents cannot be seamlessly transferred to digital media and digital services are not easily accessible from the paper world.
ABSTRACT: In this talk I will present an information-centric approach for integrating paper with digital as well as physical media based on a general cross-media information platform (iServer). Some details about the architecture and implementation of the iServer platform as well as the underlying resource-selector-link (RSL) metamodel for cross-media linking will be highlighted. A selection of interactive paper applications that have been developed based on this platform over the past nine years will be presented, including the EdFest interactive paper guide for the Edinburgh festivals, the PaperPoint presentation tool as well as the PaperProof proof-editing solution. Challenges and solutions for novel forms of interactive paper and cross-media publishing are discussed based on the presented applications. This includes specific extensions of the iServer platform and RSL model as well as the application of our solution in new domains such as digital libraries, cross-media annotation and retrieval or personal cross-media information management that goes beyond the hierarchical information management imposed by the desktop metaphor.
Surviving Value-Based Purchasing in Healthcare: Connecting Your Clinical and ...Health Catalyst
Reducing healthcare costs is a major driving force in bundled payments, home-centered medical care, and accountable care organizations. But each new delivery model is built on the premise of reducing revenue per patient. So how can a health system win? Find out what you can do financially survive in today’s environment.
Becoming the Change Agent Your Healthcare System NeedsHealth Catalyst
I’ve met many clinical and operational leaders across the U.S. and seen how many have become progressively cynical and disengaged when faced with important healthcare reform issues like cost cutting and tight budgets. These clinicians would agree that equally important are quality and safety issues. However, most don’t have the tools available to actually measure that quality or patient outcomes. When clinicians do have access to the ability to measure, and the work together, I’ve seen enormous energy arise as they ask questions they really care about: What is quality? What do we measure? How do we achieve the best outcome?
Assessment 2
Quality Improvement Proposal
Overview:
Write a quality improvement proposal, 5–7 pages in length, that provides your recommendations for expanding a hospital's HIT to include quality metrics that will help the organization qualify as an accountable care organization.
Health care has undergone a transformation since the release of the Institute of Medicine's 2000 report
To Err Is Human: Building a Safer Health System.
The report highlighted medical errors as a contributing factor leading to poor patient outcomes. The Institute of Medicine challenged organizations to implement evidence-based performance improvement strategies in order to improve patient quality and safety. Multiple governmental and regulatory agencies, such as the Centers for Medicare and Medicaid Services (CMS) and the Agency for Healthcare Quality and Research (AHRQ), vowed to strengthen and improve incentives for participation, safety, quality, and efficiency in accountable care organizations (ACOs).
Health information technology (HIT) performs an essential role in improving health outcomes of individuals, the community, and populations. Health organizations, consumer advocacy groups, and regulatory committees have made a commitment to explore current and future opportunities that HIT offers to continue momentum to meet the Institute of Medicine's goal of improving safety and quality.
Understanding HIT is important to improving individual, community, and population access to health care and health information. HIT enables quick and easy access to information for both patients and providers. Accessible information has been shown to improve the patient care experience and reduce redundancies, thereby reducing health care costs.
This assessment provides an opportunity for you to make recommendations for expanding a hospital's HIT in ways that will help the hospital qualify as an ACO.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the relationship between care coordination and evidence-based data.
Recommend ways to expand an organization's HIT to include quality metrics.
Identify potential problems that can arise with data gathering systems and outputs.
Competency 3: Use health information technology to guide care coordination and organizational practice.
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Competency 4: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Reference
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The FMBHP is a collaboration among frontier/rural healthcare communities; Mineral Community Hospital’s Interdisciplinary Medical Education Center; iVantage, an industry leader providing comprehensive hospital evaluation tools; Mayo Clinic’s Practice-Based Research Network (PBRN); and the Appalachian Osteopathic Postgraduate Training Institute Consortium (A-OPTIC). The FMBHP will partner with CMS, IHS, Veteran Administration and other private insurers to develop a seamless and sustainable model of patient-centered and community-based healthcare that produces better outcomes cost-effectively.
Transforming Clinical Practice InitiativeCitiusTech
The Transforming Clinical Practice Initiative (TCPI) is designed to help small practices and clinicians achieve large-scale health transformation. The initiative is designed to support more than 140,000 clinician practices over four years duration in sharing, adapting and further developing their comprehensive quality improvement strategies. The TCPI is one part of a unique strategy advanced by the Affordable Care Act to strengthen the quality of patient care and manage health care expenditures, ultimately saving the taxpayer from substantial costs. This document describes the initiative in detail with the type of participants, eligibility and reporting requirements of the participants. Understanding the implementation of this initiative not only helps clinicians, but opens up a huge market for Healthcare IT companies offering the products and services like EHR implementation, Integration, EHR/ Data Migration, Implementation of HIE etc.
in order to meet cost reduction targets, CMOs
* Share patient data across ecosystems
* Embed shared organizational intelligence
* Establish guidance for quality & cost within physician workflows
* Prepare physician leaders to create a culture of continual improvement
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...STELIOS PIGADIOTIS
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
Business Strategies in Healthcare (1).pdfTEWMAGAZINE
The healthcare industry is a vast and complex ecosystem that provides medical services, manufactures medical equipment and pharmaceuticals, and develops healthcare technology. Given its critical role in society, the strategies businesses employ within this sector are very important.
These strategies determine the success of individual companies and impact the overall quality, accessibility, and affordability of healthcare. This article explores key business strategies in healthcare, focusing on innovation, patient-centric care, strategic partnerships, and technology integration.
The Foundations of Success in Population Health ManagementHealth Catalyst
From hospital systems to large employers, organizations are increasingly taking on financial risk for the health of populations. Drivers of this trend include the update to the MSSP model, the recent CMS Primary Cares Initiative announcement, the increasing prevalence of the Medicare Advantage model, innovative partnerships in the self-insured employer space, and the proliferation of Medicaid ACOs. Yet while market pressures push organizations toward population risk, they don't necessarily help them succeed: most organizations are struggling to attain or sustain the dual imperatives of high-quality care and cost containment. A primary reason? Short-sighted and tactical approaches that don't provide the flexible data infrastructure and tools to adapt to emerging trends in population health—or to support short-term contractual requirements while building toward long-term success.
View this launch webinar to learn about Health Catalyst’s Population Health Foundations solution, a data and analytics-first starter set aimed at optimizing performance in value-based risk arrangements and providing the data ecosystem that will flex and adapt to complex needs of risk-bearing organizations. Solution services ensure that the strategic value of data is maximized to improve performance in risk contracts—and provide side-by-side subject matter expert partnership for establishing short- and long-term goals for population health management (PHM).
Built on Health Catalyst’s foundational technology and supported by the nationwide experience and perspective of its experts, the Population Health Foundations solution helps organizations leverage multiple data sources to understand their patient populations and create meaningful views of financial and clinical quality performance. As a starter set that organizations can build on based on their needs, the solution is designed to compensate for the known limitations of “black box” population health applications that fail to reveal the “why” of analytic insights and exacerbate the challenges of transforming quality, cost, and care. The Population Health Foundations solution delivers the essential analytic tools needed for success under value-based risk arrangements.
In these slides you can expect to:
- Review recent changes to the field of value-based care, and reactions and insights from the market
- Discover how the Population Health Foundations solution can act as a comprehensive, data-first analytics solution to support your population stratification and monitoring needs
- Understand how this solution functions as a foundational starter set for value-based care success, enabling clients to leverage all their data and other relevant population health tools
Provider-payer Collaboration - New Secret for Value-based Success is Out NowInsights10
Transformations in care delivery models have propelled providers and payers to foster collaborations that will not only impact the quality of the care but also enhance their financial stability. These collaborations are majorly value-driven that partly contribute to social determinants of health and overall enhance patient health. To get a report in detail, contact us at - info@insights10.com
White Paper - Building Your ACO and Healthcare IT’s RoleNextGen Healthcare
The tools needed to capture, organize, and share healthcare data are truly evolving at the speed of light. Patient Centered Medical Homes play a vital role in the path toward accountable care and technology, staff, and workflow transformation are necessary to achieve PCMH recognition. This transformation allows healthcare providers to deliver higher quality coordinated care by streamlining and rationalizing the patient experience.
Thought Leadership Blog - Leading the Way in Patient CareVimDrugs
Welcome, Everyone! We are excited to share insights on the evolving healthcare landscape and Vim's commitment to leading the way in patient care. Today, we'll delve into key trends impacting the US pharmacy industry, packed with revealing statistics and Vim's innovative approach to navigating them.
From navigating complex regulations to fostering patient trust, the demands on healthcare leaders are monumental. But with the right skills and strategies, they can become agents of positive change, transforming both individual lives and the healthcare system at large
Thought Leadership Blog - Leading the Way in Patient Caresree85981
Explore insightful perspectives on patient care and healthcare trends in our thought leadership blog. Stay informed and lead the way in patient well-being.
The 10th Annual Utah Health Services Research Conference: Data: What's available and how we are use it is changing. By: Danielle A. Lloyd, MPH - Premier
Health Services Research Conference: March 16, 2015
Patient Centered Research Methods Core, University of Utah, CCTS
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
As population health management goes mainstream, providers need robust, integrated software solutions to aggregate and analyze data, coordinate care, engage patients and clinicians, and provide full administrative and financial functionality. Population Health Management is a journey, and the number of approaches to population health are varied.
2. Hospitals and Care Systems of the Future 2 Engage senior leadership in planning for the hospital of the future Must-do strategies to be adopted by all hospitals Second curve metrics measure success of the implemented strategies Organizational core competencies that should be mastered Self-assessment questions to understand how well the competencies have been achieved
3. Driving the Change Environmental forces will drive the transformation of health care delivery and financing over the next decade, demanding hospital and health system change Demographics Overall increased health care spending Shift to value-based reimbursement Provider accountability for cost and quality of care Care fragmentation Transparency of cost, quality, and community benefit data Projected provider shortages High-cost advances in medical technology and pharmaceuticals Difficulty in raising capital Federal and state reform and legislation Reimbursement decline Challenges to care variations 3
4. First-Curve to Second-Curve Markets How will hospitals successfully navigate the shift from first-curve to second-curve economics? 4
5. Overall Approach Conducted telephone and in-person interviews with senior leaders from hospitals and stakeholders. Synthesized results into succinct list of actionable strategies that lead to more qualitative organizational core competencies Strategies and core competencies prioritized through survey of Regional Policy Boards Results reviewed and approved by AHA Committee on Performance Improvement and AHA Board. 5
6. Strategy Implementation Leads to CoreCompetency Development Developmentof Core Competencies Adoption of Must-Do Strategies Clinician-hospitalalignment Quality and patient safety Efficiency through productivity and financial management Integrated information systems Integrated provider networks Engaged employees & physicians Strengthening finances Payer-provider partnerships Scenario-based planning Population health improvement Organizational culture enables strategy execution Design and implementation of patient-centered,integrated care Creation of accountable governance & leadership Strategic planning in an unstable environment Internal & external collaboration Financial stewardship and enterprise risk management Engagement of employees’ full potential Utilization of electronic data for performance improvement Metrics to Evaluate Progress Self-Assessment Questions 6
7. Actionable Strategies Ten Must-Do Strategies were Identified for Hospital Implementation Aligning hospitals and providers across the care continuum Utilizing evidence-based practice to improve quality & patient safety Improving efficiency through productivity & financial management Developing integrated information systems Joining and growing integrated provider networks and care systems Educating and engaging employees and physicians Strengthening finances to facilitate reinvestment and innovation Partnering with payers Advancing your organization through scenario-based strategic, financial and operational planning Seeking population health improvement through pursuit of the “triple aim” 7
42. Core Competency: Care Models Designing and Implementing Patient-Centered, Clinically Integrated Models of Care Assessment /Discussion Questions Have we developed a clear and compelling approach to clinician alignment and integration for our marketplace? Are we developing sufficient capabilities to measure, manage, and improve the quality and efficiency of patient care across the continuum of care? How are we assimilating best practices into clinical medicine? Can we play a role in improving overall population health? 14
43. Core Competency: Leadership Creating Accountable Governance & Leadership Assessment /Discussion Questions Does the board understand the strategy to move toward the second curve? Can they assess the unique balance of risks and rewards? Has the board streamlined its structure and responsibilities to reflect the vision of an integrated, accountable system? Does the board have an explicit succession planning process in place select and develop leaders with the right attributes? Does physician engagement in governance and management reflect their emerging roles as economic and clinical partners? Is there increased transparency through communication of outcome, financial, and community- benefit data both internally and externally? 15
44. Core Competency: Strategic Planning Strategic Planning in an Unstable Environment Assessment /Discussion Questions Do we have a clear, compelling vision for the second curve? How quickly should we move toward value-based care delivery, when financial incentives still favor volume? What is the necessary mix of inpatient beds, ambulatory facilities, providers, and technology to meet future demand? What scale of our organization is sustainable in the future? Should our organization explore new strategic partnerships? What partner meets our needs while matching our mission? Are we utilizing scenario-based planning techniques to monitor key changes and making adjustments? Do we assess the health needs of our community? Do we work with partners to improve access? Have we examined our mission to determine if we can financially sustain high quality in all of our services? 16
45. Core Competency: Collaboration Facilitating internal and external collaboration Assessment /Discussion Questions How well are we developing trust within our organization? What is our desired culture? Are our leaders “role models” for a collaborative culture? Are we considered a valuable partner to physicians and other organizations within the community? Do we know our partners well enough? Do they trust us? 17
46. Core Competency: Financing Exercising Financial Stewardship and Enterprise Risk Management Assessment /Discussion Questions How aggressively should we invest in strategic capabilities for which short-term returns are uncertain, such as physician alignment, payment pilot projects, population health management, and evidence-based medicine? Can we measure revenues and expenses by each clinical service? Are we utilizing an annual enterprise risk management assessment? Have we identified long-term financial goals and a plan to get there? 18
47. Core Competency: Employee Engagement Engaging Full Employee Potential Assessment /Discussion Questions What is our strategy for employee and physician partner engagement? Are our employee and physician recruitment and retention systems aligned with our strategic direction and desired culture? Are we a learning organization? How are we developing the knowledge and skills of physicians, middle managers, employees, and senior executives? 19
48. Core Competency: Data Utilization Collecting and Utilizing Electronic Data for Performance Improvement Assessment /Discussion Questions When will our information systems bring all pertinent information to the point of care? How far along are we in achieving digital connectivity among providers and with patients? How often is the data collected from information systems reviewed at clinical and administrative team meetings? What data is brought to senior leadership’s attention? 20
Hospitals in Pursuit of Excellence (HPOE) is informed by and also informs the AHA’s advocacy work and our long-term system reform (Health for Life).HPOE is one of our 3 legs for AHA as it relates to our overall mission.
HPOE is the AHA strategy for accelerating performance improvement.HPOE started by initially focusing on 4 topics: (preventing infections, harm, medication safety and patient flow).In the last few months HPOE added 2 more topics: care coordination and implementing HIT.The next topic for HPOE is improving efficiency.
HPOE is the AHA strategy for accelerating performance improvement.HPOE started by initially focusing on 4 topics: (preventing infections, harm, medication safety and patient flow).In the last few months HPOE added 2 more topics: care coordination and implementing HIT.The next topic for HPOE is improving efficiency.
HPOE is the AHA strategy for accelerating performance improvement.HPOE started by initially focusing on 4 topics: (preventing infections, harm, medication safety and patient flow).In the last few months HPOE added 2 more topics: care coordination and implementing HIT.The next topic for HPOE is improving efficiency.
Hospitals in Pursuit of Excellence (HPOE) is informed by and also informs the AHA’s advocacy work and our long-term system reform (Health for Life).HPOE is one of our 3 legs for AHA as it relates to our overall mission.