University Hospitals: creating the infrastructure for quality and value through accountable care

University Hospitals Health System Inc. (UH), in Cleveland, Ohio, like many hospitals and healthcare systems, sought to anticipate the dramatic changes of healthcare reform, including its increased focus on quality and outcomes. UH evaluated incentives to keep patients out of hospital and to ease mo...

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Bibliographic Details
Published in:	Frontiers of health services management Vol. 30; no. 4; pp. 21 - 33
Main Authors:	Zenty, 3rd, Thomas F, Bieber, Eric J, Hammack, Elizabeth R
Format:	Journal Article
Language:	English
Published:	United States Lippincott Williams & Wilkins Ovid Technologies 2014
Subjects:	Accountable Care Organizations Awards & honors Chief executive officers Collaboration Cost control Employees Executives Health administration Health care policy Hospitals Hospitals, University - organization & administration Incentive plans Infrastructure Innovations Leadership Medicaid Medicare Ohio Organizational Case Studies Organizational Culture Patient Protection & Affordable Care Act 2010-US Patient Protection and Affordable Care Act Patients Pediatrics Physicians Population Quality Assurance, Health Care Quality of care Reimbursement Strategic planning Studies Success Teaching hospitals Value added Ohio United States > US
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Summary:	University Hospitals Health System Inc. (UH), in Cleveland, Ohio, like many hospitals and healthcare systems, sought to anticipate the dramatic changes of healthcare reform, including its increased focus on quality and outcomes. UH evaluated incentives to keep patients out of hospital and to ease mounting pressures on reimbursement and costs. During UH's strategic planning sessions in 2009 and 2010, we identified value--the combination of quality and efficiency--to be a key driver of our future success. Ahead of the enactment of the Affordable Care Act, in early 2010 we chose to proceed with the formation of an accountable care organization (ACO). We believed the ACO was a novel vehicle by which to improve the efficient delivery of our high-quality healthcare to maximize the value of the services we provide. We also believed that the most successful strategy, if it can be achieved, is to build on success. A major success, or a series of smaller successes, will go a long way toward achieving operational buy-in, enhancing respect for strategic initiatives, and convincing physicians of the need for change. Through thoughtful governance, effective plan design, customized data analytics, physician networks and incentives, innovative patient engagement, and supplemental coordination resources, our ACOs have succeeded in improving population health and delivering value.
Bibliography:	ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 23
ISSN:	0748-8157 2475-2797
DOI:	10.1097/01974520-201404000-00003