Frontiers of Health Services Management - Spring 2014 - (Page 4)

Organizational Overview Baylor Health Care System is a nonprofit organization dedicated to serving all people through exemplary healthcare, education, research, and community service. Its vision is to be trusted as the best place to give and receive safe, quality, compassionate healthcare. Founded in 1903 in a renovated 14-room home in Dallas as a ministry of healing that provided the highest quality of medical care, Baylor has become one of the largest integrated healthcare providers in the United States. Baylor is based in the Dallas-Fort Worth metroplex and serves eight contiguous counties covering 6,300 square miles with a population of 4.6 million. Its network includes 30 owned, operated, affiliated, or joint-ventured hospitals; 28 joint-ventured ambulatory surgical centers; 91 satellite outpatient locations; 3 senior centers; and 215 HealthTexas Provider Network (HTPN) physician clinics. In fiscal year 2012, Baylor recorded more than 2.8 million patient encounters, 122,000 inpatient admissions, and 409,000 emergency department visits. Also in that year, Baylor had $3.8 billion in total net operating revenue, had $5.3 billion in total assets, and provided $539 million in community benefit. HTPN, Baylor's employed physician organization, was established in 1994. HTPN is a multispecialty medical group that employs more than 590 physicians who practice in 215 care delivery sites in the North Texas area. This medical group practice is composed of 66 primary care centers and 122 specialty care centers, which include 9 physiatric medicine centers, 7 hospitalist programs, 3 pulmonary critical care units, 13 liver disease outreach clinics, 3 advanced heart failure clinics, 3 senior health centers, 31 cardiovascular care sites, a family practice residency program, and 8 community care clinics. In fiscal year 2012, HTPN reported more than 1.7 million patient visits per year and $615 million in gross charges, making it one of the leading medical groups in the United States. Since its inception, HTPN has been devoted to quality and dedicated to fulfilling its mission to achieve excellence in the delivery of accessible, cost-effective, quality healthcare. It has achieved high customer satisfaction, which is attributed to the value it delivers to patients, payers, and the community. Compensation and Quality Goals A key first step was to align leader compensation with quality performance. Baylor modified its performance award program to include the following areas: * People (employee retention) * Quality (hospital-standardized inpatient mortality ratio, readmissions, and delivery of evidence-based processes of care) * Service (patient satisfaction) * Finance Although many healthcare organizations have a culture that precludes linking compensation to performance, Baylor was able to implement a robust approach to designing incentives linked to quality improvement goals. Currently, Baylor has more than 20,000 employees, all of whom have their own goals in the areas of people, quality, service, and finance. Employees' annual performance reviews and annual merit compensation changes are based in part on the extent to which they have achieved these goals. Quality Methods Training As an organization, Baylor recognized that, to build a culture of quality improvement that extends to all its employees, a core 4 * f ro ntier s o f h ea lth s e rvic e s m a na g e me nt 30 :3

Table of Contents for the Digital Edition of Frontiers of Health Services Management - Spring 2014

Frontiers of Health Services Management - Spring 2014
Contents
Editorial
Baylor Health Care System’s Journey to Provide Equitable Care
In Pursuit of High-Value Healthcare: The Case for Improving Quality and Acheiving Equity in a Time of Healthcare Transformation
Ending Healthcare Disparities: An Urgent Priority and a Growing Possibility
Expanding the Evidence Base for Health Equity
A Historical Perspective on Disparities as Context for Our Work Ahead

Frontiers of Health Services Management - Spring 2014