Hospital Strategic Objective: Integrated Value-based Healthcare Services

Hospital Strategic Objective:  Integrated Value-based Healthcare Services

A 3-Year Design and Development Plan

 

Reynaldo O. Joson, MD, MHA, MHPEd, MSc Surg

November 1, 2012

Introduction:

ROJoson: I believe offering integrated value-based healthcare services  is one of the steadfast strategic objectives all hospitals should have to achieve performance excellence.

Focusing on results and creating value is  part of the core values and concepts of Baldrige Health Care Criteria for Performance Excellence.

 

Concept of  Integrated Value-based Healthcare Services

A simple operational definition of value-based healthcare services consists of  “for every  healthcare service rendered, on the part of the patient-clients, there is a perceived value for the money spent.  The cost of the service may be the running rate or higher.  However, as much as possible, the efforts must be exerted to bring the cost down to a reasonable and acceptable level to both the clients and the healthcare service providers.

Value is usually defined as health outcomes over the cost of delivery of the outcomes.

The adjective “integrated” is used to emphasize the need for an optimal integration among the different healthcare services and providers so as to produce excellent health outcomes within a reasonable and acceptable cost.

Integrated value-based healthcare services are expected to lead to patient-clients’ delight.  With patient-clients’ delights, the hospital will be more attractive to the community.  Being more attractive, the hospital will have more patient-clients’ seeking its services which in turn will promote sustainability of the hospital.

ROJoson: I believe offering integrated value-based healthcare services is a strategic objective all hospitals should have to achieve performance excellence – excellent services, particularly in terms of health management outcomes, at a reasonable price.  It is incumbent upon the hospital to provide evidences before it can say it is providing integrated value-based healthcare services.

 

 

Integrated Value-based Healthcare Services  as a Hospital Strategic Objective

Goals:

To develop a structured and comprehensive integrated value-based health care delivery system so as to achieve performance excellence for the hospital.

Key success indicators:

There is a structured and comprehensive integrated value-based health care delivery system that is promoting performance excellence for the hospital.

Philippine Quality Award:

Year 1: Recognition for Commitment in Quality Management

Year 2: Recognition for Proficiency in Quality Management

Year 3: Recognition for Master in Quality Management even Philippine Quality Award for Performance Excellence

Objectives:

  1. To formulate a master design and development plan on establishing and developing a  structured and comprehensive integrated value-based health care delivery system that is promoting performance excellence for the hospital.
  2. To deploy the approved master design and development plan across and at all levels in the hospital.
  3. 3.       To evaluate and continually improve the master design and development plan  to ensure sustainable achievement of performance excellence.

Critical Success Factors:

  1. Presence of a master design and development plan (MDDP) on establishing and developing a structured and comprehensive integrated value-based health care delivery system that is promoting performance excellence for the hospital.
    1. Presence of a document containing the MDDP approved by top management
    2. b.      Presence of a list of medical conditions and non-medical healthcare services that will be targeted for an action research on value-based healthcare services.
    3. Presence of deployment of the approved MDPP.
      1. Presence of a deployment plan – leadership, managership, communication and education with needed infrastructure
      2. Evidence of effective deployment across and at all levels in the hospital
    4. Presence of monitoring, evaluation, and continual improvement plan on the implementation of the MDDP.
      1. Presence of a monitoring, evaluation and continual improvement plan
      2. Evidence of effective implementation of the monitoring and continual improvement plan

Medical Conditions:

                Top 10 diseases based on inpatient statistics

                                Clinical pathways / clinical practice guidelines

                3 prevalent medical conditions in the community

                                Clinical pathways / clinical practice guidelines

Non-medical healthcare services:

                Effectiveness and cycle times of 10 services

               

 Expected Outputs:

See Goal and Objectives

See Key Success Indicator and Critical Success Factors

Integration with the other strategic objectives

Expected Impact:

Performance excellence for the hospital

Improved hospital performance, practices, capabilities, and results

Evaluation:

Based on goals and objectives / key success indicator and critical success factors and expected outputs and impact

 

Based on PQA assessment methods:

 

PROCESS

Approach – master design and development plan

Deployment – across and all levels

Learning – evaluation and new learnings and innovations

Integration – integration with the other strategic objectives

RESULTS

Level – level of achievement (PQA)

Trend – increasing level of PQA and PhilHealth recognition over 3 years)

Comparison – best compared with other hospitals (local, regional, national, international)

Integration- integration with the other strategic objectives

 

Action Plan (Draft and Sample):

  Y1 Y2 Y3 Remarks

with persons-in-charge

Planning        
Master Design and Development Plan November 17, 2012      
Presence of list of medical conditions and non-medical healthcare services that will be targeted for an action research on value-based healthcare services        
Approved by Top Management November 24, 2012      
         
Deployment        
Communication December 2012      
         
Education and reinforcement Education  –  January to June, 2013 Reinforcement – January to June, 2014 Reinforcement – January to June, 2015  
Monitoring All year round All year round All year round  
         
Evaluation and Continual Improvement August August August  
         
Application for PQA        
         
Application for PhilHealth Benchbook        

 

 

Budget:

Task Team Integrated Value-based Healthcare Services

Members:

Executive Committee

or Management Committee

 

Situational Analysis – Baseline

 

NO master design and development plan

NO integration

NO training

 

Challenges:

Buy-in of staff

 

Strategies for Implementation

Leadership

Managership

Communication

Education

 

To be continuously refined – 12nov1

 

 

 

 

Advertisements
This entry was posted in Integrated Value-based Healthcare Services. Bookmark the permalink.

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s