• Leadership Magazine, Summer 2012

    Thriving Under Transparency

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    Download the PDF of the entire issue or scroll down and access each individual article.


    Features

    Using Business Intelligence Intelligently

    Data-savvy providers are using business intelligence to improve care at the bedside, coach physicians to use resources more wisely, manage populations of patients, and improve financial performance.

    The Push to Value-Oriented Payment

    Health plans have been using pay-for-performance contacts to influence provider behavior for years, but the amount of money involved has been relatively small. That may change as transparency grows and employers seek a more aggressive approach to measuring and paying for value.

    Device Alarms: Ensuring They Help, Not Hurt

    Proactive hospital leaders are working to reduce the number of meaningless monitor alarms that fatigue clinicians and threaten patient safety. An added benefit: A quieter atmosphere may improve HCAHPS patient satisfaction scores?and value-based purchasing payments.


    Profiles

    CPR for Fee-for-Service
    Suzanne F. Delbanco, PhD, executive director, Catalyst for Payment Reform

    "Fee for service is not going to disappear overnight, and we can make quick changes to our current payment system at the same time as we push for bolder, deeper changes for the future," says Delbanco.

    Fostering Hospital-Physician Collaboration
    Joyce Zimowski, senior vice president and COO, Unity Medical Group, Unity Health System

    "We are really elevating the importance of physicians within the organization," says Zimowski.

    Healing from a Distance
    Curtis L. Lowery, Jr., MD, director, The Center for Distance Health

    "Through telemedicine, I can now be available as a consultant anywhere in the world. I can also write smartphone apps that help other physicians manage their patients, or I can develop care delivery protocols that can be disseminated through a telemedicine network," says Lowery. 


    Q&A

    Communicating Difficult Changes
    Richard J. Henley, president & CEO, Healthcare Strategic Solutions, LLC

    Two communication strategies?honesty and transparency?can help leaders transition healthcare organizations through major upheavals, such as mergers, consolidations, and layoffs. 

    Sidebar: How Meta-Leaders Mirror Influence

    "The types of challenges that health care faces today require that leaders learn to work together in ways they have not been accustomed to before," says Leonard J. Marcus, PhD, founding director, Program for Health Care Negotiation and Conflict Resolution, Harvard School of Public Health.


    Breakthrough Map

    Getting Transparent About Quality Scores

    This infographic and accompanying feature article highlight how Spectrum Health and Alegent Health are communicating their quality scores to the public.


    Columns

    From the Editor
    By Robert Fromberg, Editor-in-Chief, HFMA

    The stories in this issue of Leadership show that the persistence of healthcare professionals in pursuit of better health care is second to none.

    Business Analytics: Measure, Learn, and Declare
    By Timothy R. Zoph, CIO, Northwestern Memorial HealthCare

    Zoph highlights how Northwestern created a data warehouse and is using business analytics to reduce readmissions and achieve other quality improvement targets.

    Putting the Intelligence Back in Business
    By Todd Nelson, technical director, HFMA

    The goal is to move beyond just generating reports and numbers?and turn data into actionable information that helps us move the dial on quality and cost.

    How to Go Naked
    By James L. Reinertsen, MD, CEO, The Reinertsen Group

    Reinertsen provides four specific tactics that hospitals and health systems can use to be more transparent.

    Eliminating Waste Without Hurting Quality
    Katharine Luther, RN, vice president of hospital portfolio planning and administration, Institute for Healthcare Improvement

    By reducing blood transfusions, Northeast Health is saving more than $400,000 a year on the cost of red blood cells?and improving patient mortality and morbidity rates. This is the kind of result that the Institute for Healthcare Improvement wants to see from its Impacting Cost + Quality initiative.


    Last Word

    Patients as Teachers

    Four healthcare leaders share the most important management lessons they have learned from patients.

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