Frontiers of Health Services Management - Summer 2014 - (Page 23)
Achieving the Triple Aim
UH set out to achieve the institute for
Healthcare improvement's triple aim by
working toward developing a culture of
quality, defining the role of governance
in our acos, and creating a structure by
which to support coordinated care. each of
these areas of focus is discussed in detail
in the following sections.
The Importance of a Quality Culture
UH's commitment to providing the
highest-quality care is critical to its success in achieving the triple aim's goals of
improving population health, improving
each patient's care experience, and reducing or controlling the cost of care. an
essential objective for us to fulfill was to
gain significant, high-profile recognition
for our quality success, as the momentum
created by national awards engages all of
the stakeholders in population health. for
example, they have led physicians to trust
our data and be willing to work with our
data analysts in maintaining high-quality
and actionable data.
We could not attain the accolades and
subsequent trust of our providers, however,
without the ceo conveying a clear message that quality is a top priority and that
mediocrity is unacceptable. Management
established quality as a priority by (1) creating the UH Quality institute to increase
collaboration and effectiveness, (2) creating
the role of chief quality officer, (3) incorporating quality and safety into the research
and teaching missions of the hospital, and
(4) setting clear and aligned quality goals at
all levels that are tied to management and
employee incentive plans.
as a result of this focus, since 2003,
UH has demonstrated dramatic and sustained improvement in national rankings
for quality and safety. awards and accomplishments achieved at UHcMc include
winning the american Hospital association-McKesson Quest for Quality Prize;
becoming Magnet certified; improving in
Thomas F. Zenty III, FACHE; Er ic J. Bieber; and Eliza beth R. Hammack * 23
f e a t u r e
leader in population health management
would require us to have expertise in pediatric, adult, and geriatric population management. this understanding ultimately
led us to apply to the centers for Medicare
& Medicaid Services (cMS) Medicare
Shared Savings Program as a Medicare
aco and to cMS's center for Medicare &
Medicaid innovation (innovation center)
for a Health care innovation award, which
provided the foundation for a pediatric
aco (presented as a case study later in this
article). We have since built on our earlier
work to collaborate on commercial acos
with large national insurers.
UH's population health management
initiative has evolved through the experience of our various acos, but throughout
the effort, UH has sought to use acos to
deliver exceptional quality of care for all
patients. in this article, we describe how
the pursuit of ever-higher quality has aided
our acos and how our acos are able to
facilitate achievement of our organizational
quality goals. While a number of articles
in the literature have focused on clinical
integration within acos, here we focus
on how our careful attention to creating
infrastructure has served as a foundation
for meaningful governance and aided our
operational goals and expansion, providing scalability across the different acos
and the populations served, including the
novel work performed within our pediatric
aco, one of the few in the United States.
By building on our commitment to our
patients and improving our relationships
with them through service and taking
advantage of new technology, the aco connects patients to the high-quality care that
UH is designed to provide.
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
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https://www.nxtbook.com/nxtbooks/ache/fhsm_2016fall
https://www.nxtbook.com/nxtbooks/ache/fhsm_2016summer
https://www.nxtbook.com/nxtbooks/ache/fhsm_2016spring
https://www.nxtbook.com/nxtbooks/ache/fhsm_2015winter
https://www.nxtbook.com/nxtbooks/ache/fhsm_2015fall
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https://www.nxtbook.com/nxtbooks/ache/fhsm_2014winter
https://www.nxtbook.com/nxtbooks/ache/fhsm_2014fall
https://www.nxtbook.com/nxtbooks/ache/fhsm_2014summer
https://www.nxtbook.com/nxtbooks/ache/fhsm_2014spring
https://www.nxtbook.com/nxtbooks/ache/fhsm_2013winter
https://www.nxtbook.com/nxtbooks/ache/fhsm_2013fall
https://www.nxtbook.com/nxtbooks/ache/fhsm_2013summer
https://www.nxtbook.com/nxtbooks/ache/fhsm_2013spring
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