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Value Based Purchasing and Social Sustainability in a Healthcare Organization
August 25, 2015 @ 2:00 pm to 6:30 pm
Free
August 25, 2015
The American Red Cross – St. Paul, MN
2-2:30 PM – Registration/Check-in
2:30-5:30 PM – Presentation
5:30-6:30 PM – Social Hour/Networking
This program will provide members with 3.0 qualified education credits.
Join Kathleen Ziegler, Principal at Lifeline to Healthcare Quality and Stephen Waldhoff, Chief Administrative Officer at Mayo Health System as they share their research and perspectives on the topics of value based purchasing and social sustainability in a healthcare organization.
Discovering Minnesota Hospital Healthcare Executives’ Strategies and Processes to Enable Successful Delivery of Value-Driven Outcomes in Implementing the Hospital Value-Based Purchasing Program
The hospital landscape is rapidly changing and evolving with the introduction of healthcare reform, linking reimbursement to favorable outcomes, often leading to a reduction of organizational profit margins due to a reduction of healthcare reimbursements and assessed penalties for less than optimal clinical outcomes. Now more than ever before, healthcare must possess leaders that have the vision to create future models of healthcare delivery and the courage to lead this most important transformational change to optimize “health.”
This seminar will present new and proven strategies and processes that were shared by successful Minnesota hospital healthcare executives participating in the Hospital Value-Based Purchasing program. These strategies and processes were illuminated through a recent qualitative grounded theory study through doctoral research and revealed successful positioning and achievement of clinical, financial, and value-driven outcomes. The practices deployed have furthered their organizations to “hatch” from the confines of healthcare to create new opportunities and models to thrive in a patient centric world, whereby creating value-driven “health” for stakeholders instead of caring for the aftermath of “healthcare.”
Learning Objectives:
Identify the critical elements hospital executives should employ to deliver value-based outcomes and position organization for future clinical and financial success.
Obtain several take away strategies and/or processes that have demonstrated favorable value-driven outcomes through their execution to achieve organizational objectives.
Bio:
Dr. Kathleen is a visionary healthcare executive creating, implementing, and optimizing solutions to improve healthcare quality, safety, consumer value, and financial performance, while transforming models of care that will result in future achievement of organizational objectives for healthcare stakeholders.
An enthusiastic and passionate healthcare executive known for customer-oriented focus and stakeholder engagement, Dr. Ziegler brings value through her broad 25+ years of clinical healthcare knowledge and competency, courageous leadership, and vision to transform current healthcare models that enhance “health” to deliver value-driven outcomes meaningful to consumers and stakeholders.
Dr. Ziegler is the Immediate past President and a Fellow of the American College of Healthcare Executive Minnesota Chapter. She holds a Doctor of Health Administration from Central Michigan University, a Master’s of Science of Health Administration from Columbus State University, and a Bachelor’s of Science in Nursing from Mankato State University.
ACHIEVING SOCIAL SUSTAINABILITY IN A HEALTH CARE ORGANIZATION:
Health care organizations not only address their community members’ clinical needs, they also contribute to their quality of life and well-being. Organizations involved in social sustainability build their communities by bringing together multiple stakeholders to address societal needs that can increase the well-being and quality of life for current and future generations. Social sustainability can foster improved community relationships, lower organization operating costs, support highly engaged colleagues, build stronger brand identity, promote risk mitigation, encourage innovation, increase market share, and foster community goodwill.
The purpose of this research was to examine social sustainability within the context of a health care system and introduce a theoretical model for testing organizational social sustainability behavior. A case study methodology was used. Thirty-seven senior leaders from twelve Mayo Clinic Health System sites were interviewed. Their practice sites were located in Iowa, Minnesota and Wisconsin, a territory with a 150 square mile radius and a total population of 2 million individuals. A codebook was built for performing content analysis; an independent third party was trained to use it and preceded to code the first six interviews (148 comments). There was an 87% agreement rate between the primary and secondary coder.
The analysis of interview data indicated that health care organizations provided societal contributions outside of their core business. Culture, community building, alignment, engagement, and quality of life were identified as drivers that led organizations to engage in social sustainability. Formal and informal evaluation criteria were used for determining community involvement, and for assessing if a proposed initiative was a good fit.
A theoretical model was proposed to describe organizational participation in social sustainability as either passive or managed. Mayo Clinic Health System fit several characteristics of managed involvement. Specifically, leaders assessed involvement options by checking their alignment with the organization’s participation goals (drivers), mission, vision and values. Opportunities to abort and cease involvement were present. Each site budgeted dollars to fund initiatives, but not at the expense of funding clinical services. Where participation processes were formalized, project accountability, performance metrics, and evaluation criteria were used.
Further research should be undertaken to validate the proposed decision-making model and the coding themes in randomly selected healthcare organizations and in settings that are not healthcare related. Most importantly, methods need to be developed for measuring return on investment in social sustainability endeavors and for assessing their alignment with the organizational vision, mission and values.
The findings suggest several courses for action for healthcare leaders: 1) utilize the Health Care Community Needs Assessment as a framework for developing social sustainability action plans; 2) establish social sustainability as a purposeful organization strategy; 3) encourage staff to match their interests with local activities and permit scheduled work hours for volunteering; 4) distribute site resources contingent upon achieving financial performance expectations; 5) develop a public affairs strategy for cataloguing and sharing social sustainability involvement information; and 6) use the proposed decision-making model to manage social sustainability involvement.
Learning Objectives:
Better understand social sustainability within the context of a healthcare system.
Obtain seve
Bio:
Stephen C. Waldhoff is a fourth generation American, and proud to be born and raised in the State of Minnesota.
During his formative years, he attended Minneapolis public schools and graduated from the University of Minnesota, where he earned Bachelor’s and Master’s Degrees. He also earned a Doctoral Degree from Central Michigan University.
Since graduate school, he has accumulated thirty-nine years of healthcare administration experience, serving in a variety of hospital and clinic senior leadership roles. Currently, he is the Chief Administrative Officer, Mayo Clinic Health System – Albert Lea and Austin, and the Associate Administrator for the Primary Care Service Line, Southeast Minnesota Region, Mayo Clinic Health System.
Steve is involved with a number of community engagement activities and serves on a variety of non-profit boards. Family centered activities include sailing, competing in equestrian events and traveling.