Hospitals and Care Systems of the Future 2011 AHA

Transcript:Hospitals and Care Systems of the Future 2011 AHA:
Hospitals and Care Systems of the Future 2011 AHA Committee on Performance Improvement Report September 2011 © 2011 American Hospital Association Hospitals and Care Systems of the Future 2 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 Engage senior leadership in planning for the hospital of the future Driving the 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 Environmental forces will drive the transformation of health care delivery and financing over the next decade, demanding hospital and health system change First-Curve to Second-Curve Markets 4 How will hospitals successfully navigate the shift from first-curve to second-curve economics? 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 Strategy Implementation Leads to Core Competency Development 6 Actionable Strategies 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 Ten Must-Do Strategies were Identified for Hospital Implementation Number of aligned and engaged physicians Percentage of physician and provider contracts with quality and efficiency incentives Availability of nonacute services Distribution of shared savings/gains to aligned clinicians Number of accountable covered lives Number of providers in leadership 8 Use Second-Curve Metrics to Measure Success in Alignment First-Curve Metrics Second-Curve Metrics Number of physicians on staff Financial profit and loss from employed physicians Hospitalist utilization Number of contracts for non- acute services Aligning Hospitals, Physicians and other Providers Across the Care