Frontiers of Health Services Management - Spring 2013 - (Page 17)

H ow can we transform american healthcare? How can we improve quality while reducing cost? How can we transform our own hospitals and physician practices so we improve the quality and safety of care while building an efficient delivery system—one that does not waste up to one-third of the precious resources we spend? With ten healthcare colleagues, i had the privilege of working on a discussion paper under the auspices of the institute of Medicine of the national academies titled A CEO Checklist for High-Value Health Care (cosgrove et al. 2012; see sidebar). the purpose of the checklist is to guide ceos and boards of healthcare organizations as they strive to increase the value of the care they provide. the checklist, shown in exhibit 1, is simple and straightforward. it holds no surprises and includes no magic bullets. But the checklist is imbued with real power. Blending its elements into a management approach has enabled many provider organizations—virginia Mason included—to significantly improve the value of the care they provide. never before have healthcare organizations encountered the level of urgency felt today to spread high-value care throughout our nation; this checklist can help them answer that call (cosgrove et al. 2012): The strategies in this Checklist are not . . . of the “one-and-done” variety. Rather, the items we present here are elements that must become core components of an organization’s DNA. In some ways, they represent more a credo of commitment than a simple checklist. . . . Taken together, the Checklist provides a blueprint for improving quality and reducing cost amid a changing landscape. the notion of a “credo of commitment” is important because it spans the spectrum of interest in the healthcare organi- Exhibit 1 A CEO Checklist for High-Value Health Care ✓ Governance priority—visible and determined leadership by CEO and board ✓ Culture of continuous improvement—commitment to ongoing, real-time learning Infrastructure fundamentals ✓ IT best practices—automated, reliable information to and from the point of care ✓ Evidence protocols—effective, efficient, and consistent care ✓ Resource utilization—optimized use of personnel, physical space, and other resources Care delivery priorities ✓ Integrated care—right care, right setting, right providers, right teamwork ✓ Shared decision making—patient–clinician collaboration on care plans ✓ Targeted services—tailored community and clinic interventions for resource-intensive patients Reliability and feedback ✓ Embedded safeguards—supports and prompts to reduce injury and infection ✓ Internal transparency—visible progress in performance, outcomes, and costs Source: Adapted from Cosgrove et al. (2012, 6). Ga r y S. Ka p l a n • 17 f e a t u r e Foundational elements

Table of Contents for the Digital Edition of Frontiers of Health Services Management - Spring 2013

Frontiers of Health Services Management - Spring 2013
Contents
Frontiers of Health Services Management - Spring 2013
A Management, Leadership, and Board Road Map to Transforming Care for Patients
Pursuing the Perfect Patient Experience
Adapting to the New Healthcare Market
High Reliability: Truly Achieving Healthcare Quality and Safety
Making Lean Progress Last: Why Sustaining Excellence Requires the Right Leadership Framework

Frontiers of Health Services Management - Spring 2013