Session 1 Casestudy Introduction
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The document outlines an agenda for a healthcare leadership course that focuses on applying data and continuous improvement processes to better serve patients in a complex healthcare system. The course covers topics like health policy, resource management, patient-centered care, and Lean Six Sigma and includes presentations, case studies, exercises in process mapping and solution development. Participants are asked to consider a healthcare delivery issue from their facility and how their facility could help address it.
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The document discusses the evolution of healthcare quality and the marketplace. It notes that the federal healthcare systems do not operate independently and are increasingly interconnected with civilian healthcare. Trends in civilian healthcare will impact the military health system, and the MHS will be viewed through the lens of civilian oversight. Payment reforms like value-based purchasing and payment for performance are pushing providers to improve quality and efficiency. Various models for alternative payment like bundled payments, global budgets, and accountable care organizations are discussed. Quality measurement and transparency are evolving and being used for different purposes like improvement, selection, and accountability.
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This document provides an overview of health policy concepts for junior staff members. It defines health policy as patterns of government decisions and actions to address health problems. Health policy involves balancing competing values like liberty, equity, and efficiency. The US spends more than any other country on healthcare as a percentage of GDP, around 20% projected by 2016. However, higher spending does not always mean better quality or outcomes. Rising healthcare costs are driven more by higher prices and administrative overhead than an aging population. Understanding these issues is important for policymaking and military health system management.
Session 1 - Case Study Content - Crawford
The Commander's Executive Board will discuss several issues impacting the local military treatment facilities, including: long wait times at Valhalla Medical Center's emergency department, deployment of staff from Olympus Ambulatory Clinic, a recent sentinel event and lawsuit involving Valhalla, and water damage at Olympus Clinic. The Board will charge an Integrated Product Team to analyze the causes of long wait times at Valhalla ED and recommend solutions within 5 days.
FACULTY BIOS
Kevin A. Dorrance is a Commander in the U.S. Navy Medical Corps and serves as the Department Head for Internal Medicine at the National Naval Medical Center in Bethesda, Maryland. He has over 15 years of experience as a physician in the Navy. Commander Dorrance received his medical degree from Georgetown University and is board certified in internal medicine.
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Session 1 Casestudy Introduction
- 1. 1-1
- 2. MedXellence Philosophy • We live/work in a complex health care delivery system • Our patients are at the center of this system • We can improve our system’s effectiveness and efficiency • To improve, we will need to apply data about our patient populations to a methodological continuous improvement process. 1-2
- 3. Sunday 1700-1730 Registration 1730-1830 Course Introduction 1830-1900 Case Study Introduction 1900-2000 Team Time 1-3
- 4. Monday 0800-0900 Complexity (Barbour) 0900-0950 Health Policy (Diehl) 1000-1050 American Healthcare (Meyer) 1100-1200 Resource Management (Tinling) 1200-1300 Lunch 1300-1500 The MHS Vision (Dinneen) 1500-1600 Team Time 1-4
- 5. Tuesday 0800-1100 The MHS Vision (Dinneen) 1100-1200 Patient-Centered Care (Dorrance) 1200-1300 Lunch 1300-1400 Intro to Lean Six Sigma (Koelsch) 1400-1450 Team Time 1500-1530 Initial Case Study Presentations 1-5
- 6. Wednesday 0800-1200 Decision Making: Ethics, Efficacy and Effectiveness Through the Retrospect 1200-1250 Lunch 1300-1420 Increasing MTF Effectiveness & Efficiency Through Population Health and Medical Management (Ellzy) 1430-1530 Introduction to Information Tools (Crawford / Hirst) 1-6
- 7. Thursday 0800-1000 Process Mapping Exercise (Neufeld/Koelsch) 1010-1200 Incorporating Improvement into Performance Plan (Stone) 1200-1250 Lunch 1300-1450 Solution Set Exercise (Neufeld/Koelsch) 1500-1600 Team Time 1-7
- 8. Friday 0800-0920 Final Case Study Presentations 0930-1100 Course Wrap-up & Post Test 1-8
- 9. Case Study 1-9
- 10. 1. What is the healthcare delivery issue/problem from your perception? 2. Did your MTF contribute to the issue/problem; if so, how? 3. Can your MTF contribute to the solution; if so, how? 1-10
- 11. Log on to “students” network Then in the browser enter http://medxserver1 or http://192.168.4.101/ Email answers to frank.cassagnol@usuhs.edu 1-11