• Leadership e-Bulletin: July 2013 Issue

    Jul 18, 2013

    Breakthrough Map

    Betting on Bundled Payment

    Many are wagering that bundled payment will help reduce healthcare costs and improve quality. A Leadership infographic details the research to date on the effectiveness of bundled payment and shares three risk strategies for providers that engage in this new payment approach.   

    Inspiring Collaborations

    A Faith-Based, Data-Driven Partnership to Improve Community Health

    By Laura Ramos Hegwer

    Methodist Le Bonheur Healthcare, in Memphis, Tenn., partners with the Congregational Health Network, a group of 500 churches and other faith-based organizations throughout the region to address the socially complex issues that drive residents to seek out emergency departments for routine care.

    Their efforts are paying off: Residents served by the network have 20 percent fewer readmissions and half the crude mortality rate, compared with non-network patients. Their median time for readmission is 120 days less for all diagnosis-related groups, compared with the total population. And the health system has saved about $4 million a year, or about $8,000 per capita, in charity care write-offs. 

    Leader Profile

    Rising to the Challenge

    An interview with Donald Berwick, MD

    Physicians, nurses, and other clinicians are in prime positions to distinguish between the elements of health care that benefit patients and those that are wasteful and potentially dangerous, says Donald Berwick MD, former CMS administrator and healthcare quality improvement expert.

    “Just like hospitals are being forced more and more to think about business models that are not volume-based, so physicians have to think about their roles in the larger system—teamwork, exchange of information, and how to be a leader in cost reduction without harming patients,” Berwick says.

    Growth Opportunities

    Team Approach Builds Diagnostic Imaging Volume

    By Darrell Pile

    Two Houston-area hospitals used similar strategies to revive their declining diagnostic imaging businesses. Believing that their hospitals had a quality edge over the competition, they set out to turn the hospitals’ imaging departments back into providers-of-choice for patients. Strategies included close communication with local physicians’ offices on the availability of same-day appointments and quicker turnaround times on radiology results.