Frontiers of Health Services Management最新文献

Over the past decade, OSF HealthCare has undergone a bold and deliberate transformation to evolve from a collection of hospitals and ambulatory sites into a unified, high-performing health system. In an era marked by rapid industry change, escalating costs, staff shortages, and technology transformation, along with the need for consistent, high-quality care models across diverse sites, OSF recognized that its operating model would not be sustainable for its future in healthcare. Without a consistent operating model, members of the same organization would operate in leadership silos, have inconsistent strategies, and struggle to achieve operating efficiency, all of which could create internal competition. With a renewed vision of One OSF, the organization embarked on a journey to systemness by prioritizing integration, cultural alignment, and innovation. Leadership restructured core functions, such as analytics, human resources, IT, legal, marketing, and communications, while establishing centralized roles and enterprise-wide analytics to drive performance. Through the creation of the Integration Management Office, OSF brought structure and consistency to growth efforts, ensuring that new acquisitions shared the same values and standards without losing their local relevance. Systemness proved especially vital during the COVID-19 pandemic, enabling OSF to dynamically reallocate resources and staff across its care sites. Today, with a focus on delivery system redesign, virtual care models, and artificial intelligence (AI)-driven tools, OSF is building a sustainable, scalable healthcare model tailored to the unique needs of the communities it serves, including those in rural settings. This article explores the OSF HealthCare journey to systemness, examining how a clear vision, aligned leadership, and strategic innovation enabled a seamless care experience, while driving efficiency, resilience, and long-term viability across a growing network.

Kaiser Permanente occupies a unique space in today's healthcare marketplace. It is the largest managed healthcare organization in the United States, providing care to 12.6 million members in eight local markets at 40 hospitals and more than 600 medical offices. With a fully integrated, patient-focused system of care, Kaiser Permanente is realizing improved health outcomes and satisfaction for its patients, while ensuring physician wellbeing and engagement of the entire care team. The integrated, team-based system is supported by an industry-leading electronic medical record system, an embrace of emerging technologies as care support tools, and a commitment to drive optimal, short- and long-term patient outcomes. This article highlights the value of integration and systemness, provides examples of Kaiser Permanente's unique approach, and outlines the vital roles that technology and team-based care play in ensuring Kaiser Permanente's innovative and integrated approach, as it achieves improved health outcomes.

Healthcare leaders worldwide focus on patient and community health, facing intertwined challenges like staffing shortages, geopolitical changes, and environmental sustainability. The International Hospital Federation (IHF), established more than 90 years ago, unites healthcare leaders to create healthy communities served by well-managed hospitals through knowledge exchange and leadership development. Based in Geneva, Switzerland, the IHF collaborates closely with US healthcare leaders, particularly through organizations such as the American College of Healthcare Executives (ACHE) and the American Hospital Association (AHA), a founding member of the IHF. This article presents insights from four global healthcare leaders, who discuss their backgrounds, leadership approaches, and the influence of international learning on their own journeys, especially in regard to environmental sustainability. We also recommend three practical ways to connect with international learning communities to expand their access to innovative solutions.

Healthcare systems worldwide are grappling with significant challenges, including rising costs, aging populations, and growing demands for care. The global pursuit of innovation has never been more critical to answering these challenges and ensuring that the mission of healthcare remains vital and strong. Prioritizing three areas for innovation, in particular, will be essential for systems navigating a rapidly changing industry: (1) ensuring access to timely care amid resource constraints, (2) fostering local innovation and knowledge sharing, and (3) strengthening support for healthcare workers globally. This article explores several approaches to driving progress in these domains. Artificial intelligence (AI) offers a unique opportunity to extend access to diagnostics and specialized care in low-resources settings. Effective collaborations can bridge persistent gaps in education, training, and infrastructure necessary for improving care quality and health outcomes for patients globally. And, amid a professional burnout crisis, the development of targeted "copilots" to support healthcare workers can help alleviate burdens that distract from what they do best. Ultimately, an ongoing commitment to innovation is vital for healthcare systems to not only sustain their missions but to meet the evolving needs of patients and clinicians everywhere.

Healthcare systems around the world are undergoing a rapid digital transformation in response to mounting challenges, such as aging populations, chronic disease prevalence, workforce shortages, funding limitations, and rising consumer expectations. Significant change management is needed to overcome these challenges. Simply adding more of the same resources, in terms of manpower and facilities, is neither feasible nor achievable. Digital health transformation, powered by artificial intelligence (AI), remote monitoring, and data-driven tools, offers a path forward by improving efficiency, expanding access, and enabling proactive care. Success depends on integrating technology with workforce retraining and updated processes. Embracing these innovations is essential for building a more sustainable, equitable, and patient-centered healthcare system.

Health outcomes that matter most to patients-those that affect their quality of life-are considered an integral yet underutilized element of value-based care and payment. These metrics, which are captured by reports that come directly from patients without clinician intervention, are known as patient-reported outcomes (PROs). Public and private payers in the US are increasingly calling for the use of PRO measures (PROMs), which will require hospitals, health systems, and physician practices to invest in developing new organizational capabilities. The first steps in adopting PROMs are determining what to measure and choosing the right instruments. Beyond that, common challenges of PROMs implementation-such as engaging patients and clinicians, mitigating barriers to data collection and analysis, and identifying and following best practices-transcend geographic boundaries. This article shares lessons learned about overcoming these challenges from hospitals that have implemented PROMs in clinical care in the Netherlands and Sweden, which are among the countries that have a long history with PROMs. Selected resources for healthcare organizations beginning their PROMs journey are also included in the article, which is intended as a brief introduction to the topic.

Global healthcare has become exceedingly complex-clinically, financially, administratively, and even politically. While the international patient safety movement has yielded significant benefits worldwide, there remains a concerning prevalence of unsafe and substandard care. In this article, leaders of The Joint Commission and Joint Commission International (JCI), the world's largest accreditor and performance-improvement enterprise, highlight key areas of focus-from capacity strengthening to healthcare equity and sustainability-and share insights on achieving zero patient harm.