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 46th 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

state’s 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)

reengineering…the 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 2.0Public/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 state’s 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.

Patient EngagementLeadership

DataEducation

Innovations in Practices

next steps…reengineering 2.0

•Moving forward•Governance structure•Multi-stakeholder commitment•Planning•Re-launch•Examination of opportunities

next steps…reengineering 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 steps…reengineering 2.0•Health Care Innovation Challenge •“Conveners” working to assemble and coordinate groups may apply

•Letter of intent•December 19th, 2012

•Full application•January 27th, 2012

•Winners awarded•March 2012

PreventionPopulation

Costper-capita

PatientExperience

Triple Aim

MedicaidBC/BSBusinesses

DHECDHHSIOMPHChamberSCORH

HospitalsSCHASCPHCASCMA

PreventionPopulation

Costper-capita

PatientExperience

Delivery Reform

Future Workforce

InfrastructureEnhancement

Reengineering 2.0

SC Health Innovators

Innovation Model Triple 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 won’t 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