Frontiers of Health Services Management - Summer 2014 - (Page 2)

the commentaries, contributed by authors representing three different types of organizations, elaborate on how the concepts of population health are being applied in a variety of ways. they also reveal some challenges. christopher Dadlez, facHe, shares a story not unlike that of UH, but instead describes how Saint francis Care has moved a step beyond acos to accountable care communities. Saint francis Care offers one of the new models of community collaboration suggested by Kindig and isham. However, Dadlez questions the breadth of responsibilities now placed on healthcare providers to envision a future that requires collaboration without the full infrastructure to support external relationships. John r. gardner, facHe, reflects on how 12-bed, critical access hospital Yuma District Hospital and clinics (YDHc) first embarked on population health initiatives in the context of moving from a safety net provider to a patient-centered medical home, with a primary goal of improving the patient experience. initially focusing on diabetics among the 14,000 residents of its rural area, YDHc improved its HcaHPS (Hospital consumer assessment of Healthcare Providers and Systems) scores markedly. it then joined a regional cooperative for data analytics and information sharing related to the Medicaid population. YDHc demonstrates that size and location should not be deterrents to achieving the triple aim. its emphasis on creating a positive patient experience and willingness to collaborate with myriad community partners are producing successful outcomes. Diane P. Holder reminds us that the business case for healthcare organizations to lead in creating a healthy society is very strong-despite the challenges. She views a healthcare organization's response to the aca as one step toward being strategically positioned for reform and as a training opportunity before more systemic changes will be needed to manage a successful healthcare business model in the future. collectively, the authors show that mission, quality, business goals, and long-term vision are driving healthcare organizations to pursue population health. they also show that the paths being taken may be unique to each organization and each community. as we learned from the School of Scientific Management nearly 100 years ago, in healthcare, there is no "one best way" (taylor 1910). Yet, as each healthcare entity seeks the best path, the insights of this issue's authors help us ask the right questions and learn from the lessons of their experience. References christensen, c. 2014. "Disruptive innovation." www.claytonchristensen.com/key-concepts/. Jacobson, D., and S. teutsch. 2013. An Environmental Scan of Integrated Approaches for Defining and Measuring Total Population Health by the Clinical Care System, the Government Public Health System, and Stakeholder Organizations. Washington, Dc: national Quality forum. Kindig, D., and g. Stoddart. 2003. "What is Population Health?" American Journal of Public Health 93 (3): 380-83. Mcalearney, a. S. 2003. Population Heath Management: Strategies to Improve Outcomes. chicago: Health administration Press. taylor, f. 1910. "the Principles of Scientific Management." http://nationalhumanitiescenter. org/pds/gilded/progress/text3/taylor.pdf. the editor of Frontiers would like to hear from you! if you have comments or thoughts about this or any issue of Frontiers, please share them by e-mailing hapbooks@ache.org. 2 * f ro ntier s o f h ea lth s e r vic e s ma na g e m e nt 30 :4 http://www.claytonchristensen.com/key-concepts/ http://nationalhumanitiescenter.org/pds/gilded/progress/text3/taylor.pdf http://nationalhumanitiescenter.org/pds/gilded/progress/text3/taylor.pdf

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

Table of Contents

Frontiers of Health Services Management - Summer 2014