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
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
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
- 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.
- To deploy the approved master design and development plan across and at all levels in the hospital.
- 3. To evaluate and continually improve the master design and development plan to ensure sustainable achievement of performance excellence.
Critical Success Factors:
- 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.
- Presence of a document containing the MDDP approved by top management
- 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.
- Presence of deployment of the approved MDPP.
- Presence of a deployment plan – leadership, managership, communication and education with needed infrastructure
- Evidence of effective deployment across and at all levels in the hospital
- Presence of monitoring, evaluation, and continual improvement plan on the implementation of the MDDP.
- Presence of a monitoring, evaluation and continual improvement plan
- Evidence of effective implementation of the monitoring and continual improvement plan
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
See Goal and Objectives
See Key Success Indicator and Critical Success Factors
Integration with the other strategic objectives
Performance excellence for the hospital
Improved hospital performance, practices, capabilities, and results
Based on goals and objectives / key success indicator and critical success factors and expected outputs and impact
Based on PQA assessment methods:
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
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):
|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|
|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|
Task Team Integrated Value-based Healthcare Services
or Management Committee
Situational Analysis – Baseline
NO master design and development plan
Buy-in of staff
Strategies for Implementation
To be continuously refined – 12nov1