Frontiers of Health Services Management - Summer 2013 - (Page 16)

ment. By continuing to push innovative initiatives, such as patient-centric clinical integration, forward, even when it causes disruption, value will be created that was never possible in the old model of care. in retrospect, the innovative disruption of Piedmont Heart might have been better mitigated if we had known how much disruption would be introduced. Piedmont Heart could have practiced better conflict management, more quickly broached difficult communication, and established a better set of expected outcomes at the start so that expectations The direct involvement of regarding authority and physicians in all aspects accountability would have been better managed. of patient care, along overall, the experience with their administrative of Piedmont Heart has counterparts, improves enlightened PHc to the quality and drives increased power and potential of alignment with physicians. value. it has produced a far better clinical product than was delivered prior to integration, as evidenced by better quality and service outcomes. Healthgrades has ranked Piedmont atlanta Hospital as Best in atlanta for overall cardiac care, cardiac surgery, and coronary intervention for two consecutive years. Piedmont Heart is proud to have more cardiologists ranked top in the nation by U.S. News & World Report than any other hospital in atlanta. Physician participation in improving clinical processes and structuring care delivery has truly transformed both the traditional physician practice and the hospital operation. in the near future, PHc will be taking what it has learned in cv and applying it to other clinical service lines. time is the integration regulator. relationships cannot be built and innovations conceived and implemented overnight. they take time. it has taken Piedmont Heart nearly five years to create new, incremental value from its coe structure, clinical pathways, and Patient first program. While Piedmont Heart had the advantage of starting earlier than many other physician–hospital integrated structures, the organizations that keep pushing integration forward in a thoughtful way and continue to seek innovation, despite potential disruption, will be successful. Reference Medaxiom. 2013. “2013 Hospital integration Survey.” Published January 10. www .medaxiom.com/main/surveys/. 16 • f ro ntier s o f h ea lth s e rvic e s m a na g e me nt 29 :4 http://www.medaxiom.com/main/surveys/ http://www.medaxiom.com/main/surveys/

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

Frontiers of Health Services Management - Summer 2013
Contents
Editorial
At the Heart of Integration: Aligning Physicians and Administrators to Create New Value
Volume to Value
Physician-Led Models of Accountability and Value: Observations on Payment Policy and Culture
Collaboration Across Clinical Silos
Breaking Down Clinical Silos in Healthcare

Frontiers of Health Services Management - Summer 2013