Tactical Imperatives A quick summary of key tactical initiatives that - - PDF document

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TACTICS FOR TODAY, STRATEGIES FOR TOMORROW

Steven J Tringale Estes Park Institute November 5, 2014

Tactical Imperatives

A quick summary of key tactical initiatives that will:

– Improve your institutions short term performance, and strategic position – Maximize your institutions options to successfully respond to the strategic challenges of the future – Provide institutional leadership with the capability to stage the timing and magnitude of change based on unique demands of your situation

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Improve Hospital Physician Alignment

• Increase opportunities and expectations for

formal and informal communications, both listening sessions and strategic sessions with

– Executive leadership – Board

• Improve service culture toward physicians

– Practice Support – Recognize Changing Life Style Expectations

• Activate or Develop Physician Hospital

Organizations – Shared Governance

Embrace the Transparency Movement

• Link transparency requirements to a system

wide focus on quality and safety

• Use cost, quality and outcomes data to

strengthen institutional support among:

– Community and Business Leaders – Physicians – Insurers – Government as regulators and payers

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Establish a Renewed Commitment to Community Based Medicine

• Position Hospital and Share Vision of

Institution as Epicenter of Community Care System

– Establish programs which extend your brand into the community, i.e. care coordination network – Strengthen ties with high performing post acute providers (shared vision of future) – Extend transparency expectations into post acute care and social support environment

Refocus Capital Investment Policy

• Capital planning by necessity must be driven

strategy of future. This is where the tactics of today and strategies of tomorrow have the most immediate convergence

– IT capability, core operating systems, EMRs, data warehousing, analytics (big data), and connectivity (anticipated) with community based providers – Rigorous review with high ROI expectations for new technology and physical plant

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Increase Patient Engagement Activities

• Adopt role of “navigator” guiding patients

through:

– Changes and options for care based on evidence based medicine – Changes and options for health insurance coverage available to patient and the consequences of those choices – Begin process of identifying preferred referral and network partners whenever possible

Improve Public and Private Payer Relationships

• Schedule regular interactions at the executive

level, outside of the contract negotiation process

– Broaden agenda beyond rate issues – Exchange views on system evolution – “Market” your system, as the system of choice in the region – Develop a state of the institution presentation – Look for opportunity to be early adopter of “reasonable” new programs

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Time Spent Complexity

Performance Based Contracts New Partnership Models

Successful Implementation of these tactics will position institution for success

Global Budget Models

The debate is not whether the health care delivery and financing system will change, the question is direction and pace of change

QUESTIONS?