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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 - PowerPoint PPT Presentation

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  • reengineering next stepsBruce Bailey, Co-Chair, Reengineering Steering Committee

  • Thurston Howell, III & other members of the Island

  • why reengineer?Collaboration accelerates performanceQuality and Patient SafetyHeart Care AllianceStop BSISafe SurgeryNationally recognized improvement (CDC)AccessHealth SC9 networks in 17 countiesNetworks reporting return on investment, decreased ED utilization, and patient stories about improving careWorking WellEstablishment of 9 Centers of Excellence41 CEO commitments and strong collaboration with NC

  • reengineering in october 2010The charge:Creation of high-performing health care systems that maximize value for patientsThe membership:Hospital centricThe framework:Triple Aim

  • *s.c. triple aim platform

  • reengineering: the opportunityHigh levels of collaboration and knowledge sharing across hospitals and communitiesPatient centered medical home initiativesDocumented improvements in quality and safety indicators across the stateIncreasing focus on population health and disparities at the community levelExpanded focus on the voice of the communityIncreasing transparency and open communicationGreater expectation for healthcare leadership

  • reengineering: the challengeSC now ranked 46th in the nation for population health status and outcomesMajor disparities exist by population group and geographic locationHealth care costs continue to increase burden on the states economyHigh 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 transformationPresentation of statewide innovative ideas Engagement of multiple public and private partnersAdoption of priorities Adoption of visionary targetsEstablishment of leadership teamsCommitment to a statewide Triple Aim collaborative

  • where do we go from here?Reengineering 2.0Public/private collaborative

  • key strategic aims to a healthy scEstablish highly-reliable systems of care that continuously provide evidence-based, patient-centered care in a safe and efficient environment.

    Effectively improve the health status and outcomes of our states population while reducing the major areas of health disparity.

    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.

    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.

  • Patient EngagementLeadershipDataEducationInnovations in Practices

  • next stepsreengineering 2.0Moving forwardGovernance structureMulti-stakeholder commitmentPlanningRe-launchExamination of opportunities

  • next stepsreengineering 2.0Health 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 2.0Health Care Innovation Challenge Conveners working to assemble and coordinate groups may apply

    Letter of intentDecember 19th, 2012Full applicationJanuary 27th, 2012Winners awardedMarch 2012

  • Triple AimMedicaidBC/BSBusinessesDHECDHHSIOMPHChamberSCORHHospitalsSCHASCPHCASCMA

  • Reengineering 2.0SC Health InnovatorsInnovation ModelTriple Aim

  • next steps for reengineering 2.0Execute the concept for moving forwardGrant funded and non-grant fundedAdopt a charter (plus bylaws, etc.)Activate leadership teamsDevelop metrics and dashboards to monitor successCollect, evaluate and spread best practices and innovationsContinue to engage multiple partners

  • south carolina hospitals wont achieve successes working alone

  • contact information

    Bruce Bailey, Co-ChairCEO, Georgetown Hospital Systembbailey@georgetownhospitalsystem.org

    Donna Isgett, Co-ChairSenior Vice President, Corporate Quality and Safety, McLeod Health Systemdisgett@mcleodhealth.org

    **Initiatives around collaboration and redesigning processes have been proven successful so looking at the process of constant improvement and redesign was the next logical step in SCHAs work.

    The conversation this slide allow comments from you on your experiences in national dialogues about Quality and Patient Safety. Thornton suggested comments about activities related to IHI, Premier and other initiatives. Discuss opportunity for SC hospitals to lead other states in driving statewide performance improvement.

    *Slide intro: Now that system level change has been demonstrated through efforts, it was time for SCHA to consider what reengineering means and why it should be used for every aspect of the industry.

    Discussion of slide:Originally, reengineering was established as - the process of building high-performing health systems and creating an environment in which they can be successful

    At the beginning of the work it was largely hospital-centric and focused on providing answers related to forces identified as challenges to the hospital industry. *Foundation for entire effort**The growth of the Steering Committee and shaping of the work required Reengineering to expand from its original charge*Butterfly is a little overused The reengineering journey hasnt been nearly as painful as a were tiger transformation!Todays goal: Present proposal for next steps in the work and launch the reengineering journey into its next state

    *After meeting since October of last year, the Reengineering Steering Committee has successfully created an infrastructure for change. As discussed in our last meeting, the next step is to launch reengineering into something new that effectively illustrates the public/private partnership that has been established.******The composition of the reengineering steering committee make the group perfectly positioned to create state-level change.*Reengineering 2.0 is poised to serve as a state-level convener of activities that use the Triple Aim framework and Innovation Model to identify, develop, and support initiatives that drive real, measureable improvement.

    ****