Locking in crisis-driven innovation: A guide to

Transcript:Locking in crisis-driven innovation: A guide to:
Locking in crisis-driven innovation: A guide to inventorying our Covid-19 improvements AUDIT GUIDE Produced by the Global Forum for Health Care Innovators Published—June 2020 ▪ 10 min read Executive summary Table of contents Area 1: Partnerships Area 2: Patient flow and throughput Area 3: Workforce and Skills Area 4: Technology Area 5: Purchasing and Contracting Related resources Nothing ignites the spirit of innovation and improvement more than having no other choice. The pandemic—hitting different jurisdictions with different force—compelled most health systems to quickly and dramatically change workforce deployments, pathways, communication channels, and partnerships (to name a few). This rapid and unified effort made years-long plans possible in days. Most have improvements they want to share—all likely have innovations they need to keep. To help lock in those innovations from the pandemic, we created this audit tool so that you can uncover and keep all of the great improvements your teams made. How to use this guide This audit guide builds from the most common innovations we’ve heard from over a hundred interviews. We group potential innovations in key areas and list the most common examples. This tool is designed to speed up your search for the improvements you and your teams have made—ensuring you capture them while the window for change is still open and the ability to lock them in is strongest. 4 5 6 7 8 9 Five areas where you likely innovated due to Covid-19 Some ways to capture ROI Number of patients safely treated in another location Number of patients shielded through additional services Number of new products secured through partnership Number of new services co-developed in partnership Description of new partner conversation/share decisions New partnerships or new working relationships with existing partners 01 Covid-19 showed that continuum of care is only as strong as its weakest link Shared purpose broke down territorial barriers and turf protection Under-performance in health equity proved strategic need for all sectors to cooperate Why we innovated: Rapidly scaling up bed capacity, re-engineering flow and operations 02 Early Covid-19 trends showed critical care bed capacity as key vulnerability We quickly stopped planned care and expanded available critical care bed capacity Recovering Covid-19 patients proved fragile and in need of augmented discharge and connected post-acute services Why we innovated: Some ways to capture ROI Change in bed occupancy rate Number of patients using new tools Frequency of clinicians using clinical decision tools