We wouldn't have gotten there without a bunch of people with the vision, ability and commitment to attain something that at instances seemed not possible. Your skin will glow and folks will notice. This is where leadership will meet its check: Are we keen to forge ahead, confront tough situations, even consider dropping folks who have been with the organization for decades, to execute the new playbook required of truly integrated delivery methods? Although there may be a perfectly fantastic strategic plan for the system, does each business unit have a clear mandate for how it can help to achieve it? While geographic and service expansion may occur, too often the resulting organization is a potpourri of entities — yielding neither integration nor efficient operations. To avoid being a system in name only, health care organization leaders should undergo some intensive self-evaluation, and then take concrete steps to ensure that their organizations are, actually, integrated. Leaders at many health methods are hoping their organizations will change into integrated delivery methods, but they struggle to achieve the desired goals.
A patient is desperate to get effectively and will not be bothered about what happens to the payment made at that point. Care management, physician recruitment, risk management, patient safety, and staff education and training are just a few functions that can benefit from integration within the system, and they are often not coordinated effectively. Does the physician recruitment plan for the hospitals support the needs of a physician network for population health management? Consolidating resources for efficiency, expanding access points and market presence, adding resources to assist population health management, acquiring facilities for expansion or diversification, creating a means to recruit and retain physicians … the checklist goes on. Population health initiatives have not been integrated or may even compete with traditional operations (e.g., discharge planning, care management, hospitalist programs). The skills and experience crucial at the system level may be different from that of the past, if the organization has grown from a one- or two-hospital institution to a multidimensional system that spans the continuum of care. While many traditional functions — finance, human resources, marketing, information technology, purchasing — already may be centralized into system functions, others may be proliferating around the system in different silos.
Then hold on and stay focused — and don't be afraid to disassemble some parts to be sure those you retain fit together to create the vehicle that will propel you to your desired destination. What will the hospitals' payer strategy be? Are payer and pricing strategies integrated for each of these business units? Making sure that systemwide goals and incentives are just as powerful as local or business unit incentives is key if system strategies are to be achieved with any speed. Likewise, do physicians' incentives reach beyond individual productivity and include measures related to systemwide performance (e.g., population health metrics)? For example, if the system seeks to evolve into a population health management enterprise, how will the employed physicians be engaged to lead the redesign of care models? Inertia is a powerful thing and, left to its own devices, each hospital within a system, each physician apply, and each publish-acute or other business unit will pursue activities that have produced success previously. One of the most critical ways to integrate clinical performance is to establish a clinical leadership governance model that oversees the physician enterprise, employed physicians, clinical standards and recruitment throughout the system.
Set the vision, structure the enterprise, assemble the crew and measure performance to ensure that you're on the best path. No matter which method is chosen, dwelling remedies for stretch marks could be found right in the kitchen or bathroom cupboard. As you rightly said it's not an easy challenge to solve, but turning the head around until it's late isn't the best answer. My poor 12 year old daughter does so much for me and I am so sad that I must depend upon her. Thank you so much in your interest and support in this and other DIY skin care articles of mine. There are a lot of reasons health care organizations are extending their reach horizontally and vertically. Is there a systemwide information technology plan that considers all business units (hospitals, medical groups, publish-acute care, system needs, and many others.)? The same could be said for system management positions: Be sure that the roles crucial for systemwide leadership are a match for the capabilities of the individuals assigned.
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