Frontiers of Health Services Management最新文献

All leaders of healthcare organizations, individually and collectively, must make critically important decisions every day. But how are those decisions made? What factors must leaders take into account? And how has the way they make those decisions changed over the years? In today's fast-moving world, healthcare leaders face increasing pressures to make far-reaching decisions not only accurately, but also more quickly than ever. Especially for a small critical access hospital, there is little room for error or delay. At Nemaha County Hospital, we have found that clinical and business decisions drawn from more reliable data are much better than those based on anecdotal information.

Healthcare organizations are facing exponential growth in change-not just to compete, but to survive. Amid the widening gap between expenses and reimbursements, hospitals must manage the adoption of expensive advanced technologies, continuous synthesis of emerging clinical knowledge, intensive regulatory readiness, and public ranking of quality outcomes. And they must handle all this as patient expectations grow. At Methodist Le Bonheur Healthcare (MLH), we have approached these challenges by nurturing an organizational mindset of transformational innovation. The ability to harness the collective brainpower of 12,000 MLH associates to find cost reductions, operational efficiencies, and better ways to provide patient care has proven invaluable when facing the demands to do more with less. Achieving this degree of engagement began with full transparency of the challenges we face as an organization, clearly articulating the need to change, and providing a structured approach to capture and respond to suggestions from the workforce. The Power of One Idea program, a platform for listening and learning, has enabled the workforce to answer that call and make an impressive impact: $17 million in cost savings and previously untapped revenues. In return, the forward-thinking associates submitting those ideas have shared in those savings and realized more than $1.5 million in extra income. The Performance Excellence Award, a program to seek out best practices in safety, efficiency, or effectiveness, also has enriched the business with at least 100 proven approaches to advance care delivery.

Healthcare leaders have two especially profound responsibilities. In addition to ensuring quality, they must also drive sustainable practices that benefit their organizations, communities, and the planet. Environmental, social, and governance (ESG) principles-along with sustainability and corporate social responsibility (CSR) concepts-have gained significant prominence in recent years, and an understanding of their nuances within healthcare and in the general business context is essential for effective governance and implementation. To fully integrate ESG principles into their operations, healthcare leaders should understand the essential role of governance in ESG and the differences among ESG, sustainability, and CSR. The concrete examples provided here will illustrate the relevance of ESG reporting frameworks to healthcare operations.

The simple fact is that hospitals that do not innovate today may not be solvent tomorrow. Although not every hospital has a budget for a million-dollar innovation laboratory, a pop-up innovation lab can be set up for less than $1,000 with materials available at a local superstore. In 2014, Drs. Ibata and Olver visited leading innovation labs to identify best practices for curricula and materials. The site visits were funded by a grant to support the development of a rapid-cycle innovation training program. The lessons learned are shared here with sample agendas and material lists to set up a low-cost innovation lab. This article also describes half-day and full-day rapid-cycle innovation workshops. These workshops combine design thinking and the rapid-cycle plan-do-check-act improvement method with improvisational theater games to arrive at outside-the-box solutions to intractable healthcare delivery problems.

For health systems seeking a path forward and upward in a value-based environment, ownership of a health plan can yield many positives, including a chance to drive value-based care, financial margin improvement, and opportunities for rewarding partnerships. However, being both a payer and a provider-a "payvider"-can make extraordinary demands on both the health system and health plan. Developing this hybrid business has been a learning experience for UW Health, an academic medical center that, like others in academic healthcare, was built on a fee-for-service model. Today, UW Health is a majority owner of what has become the state's largest provider-owned health plan. As illustrated here, health plan ownership is not for every system. The burdens are heavy. But for UW Health, it is an important component of both mission and margin.

Summary: The founding of Ochsner Ventures followed the natural evolution of more than a decade of growth and expansion of Ochsner Health's offerings and capabilities beyond traditional patient care. This growth has enabled the health system to bring critical services to underserved communities across the Gulf South. Ochsner Ventures supports promising companies both in and beyond the region while bringing forward new solutions to healthcare sector challenges and improving health outcomes, access, and equity. In a dynamic healthcare environment amid the persistent effects of the COVID-19 pandemic, Ochsner Health is executing a multiyear strategic plan to reinforce its mission and maintain a position of strength in the region. One aspect of the strategy focuses on the diversification and pursuit of new value by creating new revenue, additional savings, cost reductions, innovations, and amplifying existing assets and capabilities.

Summary: University of Chicago Health System-UChicago Medicine-recently joined forces with AdventHealth's Great Lakes Region to expand access to services, treatment options, and clinical trials to residents in Chicago's western suburbs. Other organizations may want to follow that approach in developing and maintaining a high-quality and integrated healthcare ecosystem-one that not only increases access to care for underserved populations but also responds to changing consumer preferences and behavior. Building partnerships with other systems that possess similar values and complementary strengths is an effective way to provide patients with convenient, high-quality care closer to home. Early results of the joint venture show promising synergies and benefits.