156x Filetype PPTX File size 0.76 MB Source: www.aha.org
Hospitals and Care Systems of the Future Engage senior leadership in planning for the hospital of the future –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 2 Driving the Change Environmental forces will drive the transformation of health Environmental forces will drive the transformation of health care delivery and financing over the next decade, demanding care delivery and financing over the next decade, demanding hospital and health system change hospital and health system 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 3 • Federal and state reform and legislation • Reimbursement decline • Challenges to care variations First-Curve to Second- Curve Markets How will hospitals successfully navigate the shift from How will hospitals successfully navigate the shift from first-curve to second-curve economics? first-curve to second-curve economics? 4 Overall Approach 1. Conducted telephone and in-person interviews with senior leaders from hospitals and stakeholders. 2. Synthesized results into succinct list of actionable strategies that lead to more qualitative organizational core competencies 3. Strategies and core competencies prioritized through survey of Regional Policy Boards 4. Results reviewed and approved by AHA Committee on Performance Improvement and AHA Board. 5 Strategy Implementation Leads to Core Competency Development Adoption of Must-Do Development of Core Adoption of Must-Do Development of Core Strategies Competencies Strategies Competencies 1. Design and implementation of 1. Clinician-hospital alignment 1. Design and implementation of 1. Clinician-hospital alignment patient-centered, integrated care 2. Quality and patient safety patient-centered, integrated care 2. Quality and patient safety 2. Creation of accountable governance 3. Efficiency through productivity 2. Creation of accountable governance 3. Efficiency through productivity & leadership and financial management & leadership and financial management 3. Strategic planning in an unstable 4. Integrated information systems 3. Strategic planning in an unstable 4. Integrated information systems environment 5. Integrated provider networks environment 5. Integrated provider networks 4. Internal & external collaboration 6. Engaged employees & physicians 4. Internal & external collaboration 6. Engaged employees & physicians 5. Financial stewardship and enterprise 7. Strengthening finances 5. Financial stewardship and enterprise 7. Strengthening finances risk management 8. Payer-provider partnerships risk management 8. Payer-provider partnerships 6. Engagement of employees’ full 9. Scenario-based planning 6. Engagement of employees’ full 9. Scenario-based planning potential 10.Population health improvement potential 10.Population health improvement 7. Utilization of electronic data for 7. Utilization of electronic data for performance improvement Organizational culture enables performance improvement Organizational culture enables strategy execution strategy execution Metrics to Evaluate Progress Self-Assessment Questions Metrics to Evaluate Progress Self-Assessment Questions 6
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