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Reengineering 2.0: Transforming Healthcare in South Carolina

Join the collaborative effort to reengineer healthcare in South Carolina, focusing on collaboration, quality and patient safety, and improving access to care. Engage with multiple partners to achieve a healthy and efficient healthcare system.

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Reengineering 2.0: Transforming Healthcare in South Carolina

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  1. reengineering next steps Bruce Bailey, Co-Chair, Reengineering Steering Committee

  2. Thurston Howell, III & other members of the Island…

  3. why reengineer? • “Collaboration accelerates performance” • Quality and Patient Safety • Heart Care Alliance • Stop BSI • Safe Surgery • Nationally recognized improvement (CDC) • AccessHealth SC • 9 networks in 17 counties • Networks reporting return on investment, decreased ED utilization, and patient stories about improving care • Working Well • Establishment of 9 Centers of Excellence • 41 CEO commitments and strong collaboration with NC

  4. reengineering in october 2010 • The charge: • Creation of high-performing health care systems that maximize value for patients • The membership: • Hospital –centric • The framework: • Triple Aim

  5. Population Health s.c. triple aim platform Healthy SC Experience of Care Per Capita Cost 5

  6. reengineering: the opportunity • High levels of collaboration and knowledge sharing across hospitals and communities • Patient – centered medical home initiatives • Documented improvements in quality and safety indicators across the state • Increasing focus on population health and disparities at the community level • Expanded focus on the voice of the community • Increasing transparency and open communication • Greater expectation for healthcare leadership

  7. reengineering: the challenge • SC now ranked 46th in the nation for population health status and outcomes • Major disparities exist by population group and geographic location • Health care costs continue to increase burden on the state’s economy • High utilization of more intensive health care services (ED visits and inpatient readmissions) • Low national rating on palliative and end-of-life care (almost 45% of cancer deaths in hospitals)

  8. reengineering…the transformation Presentation of statewide innovative ideas Engagement of multiple public and private partners Adoption of priorities Adoption of visionary targets Establishment of leadership teams Commitment to a statewide Triple Aim collaborative

  9. where do we go from here? • Reengineering 2.0 • Public/private collaborative

  10. key strategic aims to a healthy sc Establish highly-reliable systems of care that continuously provide evidence-based, patient-centered care in a safe and efficient environment. Effectively improve the health status and outcomes of our state’s population while reducing the major areas of health disparity. Ensure access for every patient to well coordinated care across all care settings and all stages of life, including compassionate care at the end of life. Develop and implement reimbursement models and performance incentives that effectively align with and actively promote innovations and specific improvement efforts under other the strategic aims.

  11. Patient Engagement Leadership Data Education Innovations in Practices

  12. next steps…reengineering 2.0 Moving forward Governance structure Multi-stakeholder commitment Planning Re-launch Examination of opportunities

  13. next steps…reengineering 2.0 Health Care Innovation Challenge $1 billion in grants to organizations implementing new ideas around Triple Aim Focus is on catalyzing new approaches that support health care delivery transformation Interested parties are invited to apply (public, private, faith-based and others)

  14. next steps…reengineering 2.0 Health Care Innovation Challenge “Conveners” working to assemble and coordinate groups may apply Letter of intent December 19th, 2012 Full application January 27th, 2012 Winners awarded March 2012

  15. Triple Aim Prevention Population DHEC DHHS IOMPH Chamber SCORH Patient Experience Cost per-capita Hospitals SCHA SCPHCA SCMA Medicaid BC/BS Businesses

  16. Innovation Model Triple Aim Prevention Population Patient Experience Cost per-capita Reengineering 2.0 Delivery Reform SC Health Innovators Future Workforce Infrastructure Enhancement

  17. next steps for reengineering 2.0 • Execute the concept for moving forward • Grant funded and non-grant funded • Adopt a charter (plus bylaws, etc.) • Activate leadership teams • Develop metrics and dashboards to monitor success • Collect, evaluate and spread best practices and innovations • Continue to engage multiple partners

  18. south carolina hospitals won’t achieve successes working alone

  19. contact information Bruce Bailey, Co-Chair CEO, Georgetown Hospital System bbailey@georgetownhospitalsystem.org Donna Isgett, Co-Chair Senior Vice President, Corporate Quality and Safety, McLeod Health System disgett@mcleodhealth.org

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