reengineering next steps bruce bailey, co-chair, reengineering steering committee

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why reengineer?  “Collaboration accelerates performance”  Quality and Patient Safety  Heart Care Alliance  Stop BSI  Safe Surgery  Nationally recognized improvement (CDC)  AccessHealth SC  9 networks in 17 counties  Networks reporting return on investment, decreased ED utilization, and patient stories about improving care  Working Well  Establishment of 9 Centers of Excellence  41 CEO commitments and strong collaboration with NC

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reengineering next steps Bruce Bailey, Co-Chair, Reengineering Steering Committee Thurston Howell, III & other members of the Island why reengineer? Collaboration accelerates performance Quality and Patient Safety Heart Care Alliance Stop BSI Safe Surgery Nationally recognized improvement (CDC) AccessHealth SC 9 networks in 17 counties Networks reporting return on investment, decreased ED utilization, and patient stories about improving care Working Well Establishment of 9 Centers of Excellence 41 CEO commitments and strong collaboration with NC reengineering in october 2010 The charge: Creation of high-performing health care systems that maximize value for patients The membership: Hospital centric The framework: Triple Aim 5 s.c. triple aim platform reengineering: the opportunity High levels of collaboration and knowledge sharing across hospitals and communities Patient centered medical home initiatives Documented improvements in quality and safety indicators across the state Increasing focus on population health and disparities at the community level Expanded focus on the voice of the community Increasing transparency and open communication Greater expectation for healthcare leadership reengineering: the challenge SC now ranked 46 th in the nation for population health status and outcomes Major disparities exist by population group and geographic location Health care costs continue to increase burden on the states economy High utilization of more intensive health care services (ED visits and inpatient readmissions) Low national rating on palliative and end-of-life care (almost 45% of cancer deaths in hospitals) reengineeringthe transformation Presentation of statewide innovative ideas Engagement of multiple public and private partners Adoption of priorities Adoption of visionary targets Establishment of leadership teams Commitment to a statewide Triple Aim collaborative where do we go from here? Reengineering 2.0 Public/private collaborative key strategic aims to a healthy sc 1.Establish highly-reliable systems of care that continuously provide evidence-based, patient-centered care in a safe and efficient environment. 2.Effectively improve the health status and outcomes of our states population while reducing the major areas of health disparity. 3.Ensure access for every patient to well coordinated care across all care settings and all stages of life, including compassionate care at the end of life. 4.Develop and implement reimbursement models and performance incentives that effectively align with and actively promote innovations and specific improvement efforts under other the strategic aims. Healthy SC Highly Reliable, Effective & Efficient Systems of Care Value-Based Purchasing Hospital- Acquired Conditions Evidence-Based Care HIT/Meaningful Use Lean Management Access to Care, Care Coordination and End-of-Life Care Patient Centered Medical Homes Primary Care Access Care Transitions Readmissions Emergency Department Visits End-Of-Life Care Palliative Care Health Disparities and Health Status Tobacco Use Obesity Heart Disease & Stroke Diversity Cultural Competency Immunizations Worksite Wellness Payment Reform and Alignment Alignment of Incentives Reform of Payment Structure Testing of new payment methods and models Patient Engagement Leadership Data Education Innovations in Practices next stepsreengineering 2.0 Moving forward Governance structure Multi-stakeholder commitment Planning Re-launch Examination of opportunities next stepsreengineering 2.0 Health Care Innovation Challenge $1 billion in grants to organizations implementing new ideas around Triple Aim Focus is on catalyzing new approaches that support health care delivery transformation Interested parties are invited to apply (public, private, faith-based and others) next stepsreengineering 2.0 Health Care Innovation Challenge Conveners working to assemble and coordinate groups may apply Letter of intent December 19 th, 2012 Full application January 27 th, 2012 Winners awarded March 2012 Prevention Population Cost per-capita Patient Experience Triple Aim Medicaid BC/BS Businesses DHEC DHHS IOMPH Chamber SCORH Hospitals SCHA SCPHCA SCMA Prevention Population Cost per-capita Patient Experience Delivery Reform Future Workforce Infrastructure Enhancement Reengineering 2.0 SC Health Innovators Innovation ModelTriple Aim next steps for reengineering 2.0 Execute the concept for moving forward Grant funded and non-grant funded Adopt a charter (plus bylaws, etc.) Activate leadership teams Develop metrics and dashboards to monitor success Collect, evaluate and spread best practices and innovations Continue to engage multiple partners south carolina hospitals wont achieve successes working alone contact information Bruce Bailey, Co-Chair CEO, Georgetown Hospital System Donna Isgett, Co-Chair Senior Vice President, Corporate Quality and Safety, McLeod Health System