Reengineering next steps
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reengineering next steps. Bruce Bailey, Co-Chair, Reengineering Steering Committee. Thurston Howell, III & other members of the Island…. why reengineer?. “Collaboration accelerates performance” Quality and Patient Safety Heart Care Alliance Stop BSI Safe Surgery

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Reengineering next steps

reengineering next steps

Bruce Bailey, Co-Chair, Reengineering Steering Committee


Thurston howell iii other members of the island

Thurston Howell, III & other members of the Island…


Why reengineer

why reengineer?

  • “Collaboration accelerates performance”

    • Quality and Patient Safety

      • Heart Care Alliance

      • Stop BSI

      • Safe Surgery

      • Nationally recognized improvement (CDC)

    • AccessHealth SC

      • 9 networks in 17 counties

      • Networks reporting return on investment, decreased ED utilization, and patient stories about improving care

    • Working Well

      • Establishment of 9 Centers of Excellence

      • 41 CEO commitments and strong collaboration with NC


Reengineering in october 2010

reengineering in october 2010

  • The charge:

    • Creation of high-performing health care systems that maximize value for patients

  • The membership:

    • Hospital –centric

  • The framework:

    • Triple Aim


S c triple aim platform

Population

Health

s.c. triple aim platform

Healthy

SC

Experience

of Care

Per Capita

Cost

5


Reengineering the opportunity

reengineering: the opportunity

  • High levels of collaboration and knowledge sharing across hospitals and communities

  • Patient – centered medical home initiatives

  • Documented improvements in quality and safety indicators across the state

  • Increasing focus on population health and disparities at the community level

  • Expanded focus on the voice of the community

  • Increasing transparency and open communication

  • Greater expectation for healthcare leadership


Reengineering the challenge

reengineering: the challenge

  • SC now ranked 46th in the nation for population health status and outcomes

  • Major disparities exist by population group and geographic location

  • Health care costs continue to increase burden on the state’s economy

  • High utilization of more intensive health care services (ED visits and inpatient readmissions)

  • Low national rating on palliative and end-of-life care (almost 45% of cancer deaths in hospitals)


Reengineering the transformation

reengineering…the transformation

Presentation of statewide innovative ideas

Engagement of multiple public and private partners

Adoption of priorities

Adoption of visionary targets

Establishment of leadership teams

Commitment to a statewide Triple Aim collaborative


Where do we go from here

where do we go from here?

  • Reengineering 2.0

  • Public/private collaborative


Reengineering next steps

key strategic aims to a healthy sc

Establish highly-reliable systems of care that continuously provide evidence-based, patient-centered care in a safe and efficient environment.

Effectively improve the health status and outcomes of our state’s population while reducing the major areas of health disparity.

Ensure access for every patient to well coordinated care across all care settings and all stages of life, including compassionate care at the end of life.

Develop and implement reimbursement models and performance incentives that effectively align with and actively promote innovations and specific improvement efforts under other the strategic aims.


Reengineering next steps

Patient Engagement

Leadership

Data

Education

Innovations in Practices


Next steps reengineering 2 0

next steps…reengineering 2.0

Moving forward

Governance structure

Multi-stakeholder commitment

Planning

Re-launch

Examination of opportunities


Next steps reengineering 2 01

next steps…reengineering 2.0

Health Care Innovation Challenge

$1 billion in grants to organizations implementing new ideas around Triple Aim

Focus is on catalyzing new approaches that support health care delivery transformation

Interested parties are invited to apply (public, private, faith-based and others)


Next steps reengineering 2 02

next steps…reengineering 2.0

Health Care Innovation Challenge

“Conveners” working to assemble and coordinate groups may apply

Letter of intent

December 19th, 2012

Full application

January 27th, 2012

Winners awarded

March 2012


Reengineering next steps

Triple Aim

Prevention

Population

DHEC

DHHS

IOMPH

Chamber

SCORH

Patient

Experience

Cost

per-capita

Hospitals

SCHA

SCPHCA

SCMA

Medicaid

BC/BS

Businesses


Reengineering next steps

Innovation Model

Triple Aim

Prevention

Population

Patient

Experience

Cost

per-capita

Reengineering 2.0

Delivery

Reform

SC Health Innovators

Future

Workforce

Infrastructure

Enhancement


Next steps for reengineering 2 0

next steps for reengineering 2.0

  • Execute the concept for moving forward

    • Grant funded and non-grant funded

  • Adopt a charter (plus bylaws, etc.)

  • Activate leadership teams

  • Develop metrics and dashboards to monitor success

  • Collect, evaluate and spread best practices and innovations

  • Continue to engage multiple partners


South carolina hospitals won t achieve successes working alone

south carolina hospitals won’t achieve successes working alone


Contact information

contact information

Bruce Bailey, Co-Chair

CEO, Georgetown Hospital System

[email protected]

Donna Isgett, Co-Chair

Senior Vice President, Corporate Quality and Safety, McLeod Health System

[email protected]


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