Frontiers of Health Services Management - DRM Test - 36

care all depend on the collection and
analysis of health-related data. Without
this key information, healthcare
delivery systems are blind, which in
turn affects their ability to develop
patient-focused population health
strategies and severely limits their
reach. "Health systems throughout the
country are bringing electronic health
records and powerful analytics online,
creating opportunities to partner and
lead research using these 'big data'
resources."
4. Value: All of the above areas of focus
require a major shift to a "valueconscious state of mind." Higherquality care, patient satisfaction,
elimination of waste, use of evidenceBeing true to our roots as based care, fewer medical
errors, and whole-person
we lead, innovate, and
care are all manifestations
transform our field is the of value-conscious care,
foundation on which we and this shift requires a
restructure of the delivery
must build.
system.
For healthcare delivery systems to
focus on these four areas of development,
innovative solutions are required. Designing, implementing, and evaluating these
solutions leads to enormous growth and
learning. Although Washington, Coye,
and Feinberg (2013) focused on the evolution of the healthcare system in academic
health centers, their ideas could frame
innovation and transformation at teaching hospitals, community health systems,
and other organizations with which they
are consolidating. Much of the innovation
taking place at MedStar Health and OSF
HealthCare is headed in these directions.
In the second relevant article, an update
on population health published in Healthcare

Executive magazine, Michael Modic, MD, observed, "We want to work with the community to figure out what resources are needed
and how we can partner to help manage
the medical needs. . . . Facilities and clinical
offerings need to be tailored to community
needs" (Van Dyke 2016). This idea led to the
creation of "medical neighborhoods" that
allow delivery systems to tailor their services
to the populations they serve. Incorporating
the resources of the integrated delivery system and community resources, as described
by Conger and Samet and Smith, is essential. It will be interesting to observe how the
innovation and transformation initiatives at
MedStar Health and OSF HealthCare continue to develop that integration and extension (Van Dyke 2016).
For those who answer the call to serve
in healthcare, patient service of the highest
quality and best outcome is a preeminent
motivation. As such, we are required to
live in a constant state of investigation and
improvement. Being true to our roots as
we lead, innovate, and transform our field
is the foundation on which we must build.
Modic emphasized the importance of care
coordination when he stated that these
efforts must be "integrated across different
cost centers, with nurses, with physicians,
with everybody" (Van Dyke 2016).

Scaling and Replicating
Innovation
As we recall the three key messages we
learned from the feature articles in this
issue, we can identify further opportunities for sharing and replicating innovation.

Innovation Is Fundamental to
Leadership in Healthcare
MedStar Health and OSF HealthCare
both recognize the importance of sharing

36 * f ro ntier s o f h ea lt h s e r vic e s ma na g e m e nt 33:2

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