Implementation Planning Rapid and incremental implementation with timelines and task accountabilities Continuous improvement learning organization – Quality Improvement Processes Establishing methods of data to make and adjust plans based on continuous improvement processes Performance management mechanisms: That the RP to monitor and improve outcome measures, including state-level and regional targets: The all‐payer per capita total hospital revenue growth will be limited to 3.58% per year over the five years (plus an adjustment for population growth). Medicare per beneficiary total hospital cost growth over five years shall be at least $330 million less than the national Medicare per capita total hospital cost growth over five years. This is estimated to represent a savings level of about one‐half percent per year under the national Medicare spending growth rate beginning in year two of the model. The aggregate Medicare 30‐day unadjusted all‐cause, all‐site readmission rate will be reduced to the corresponding national rate over five years. An annual aggregate reduction of 6.89% in potentially preventable conditions (PPCs) over five years will result in a cumulative reduction of 30% in PPCs over the life of the model. Facilitate the monitoring and improvement of process measures, outcome measures and associated performance Establish forums in which key metrics are reviewed and understood and accountabilities are set up for improvement Deploy methods of evaluating and continuously improving the competencies and performance of associates, including care coordinators Establish mechanisms to affect a culture that promotes: More communication and collaboration among organizations and individuals within the regional partnerships Clarity about how to handle ongoing competition alongside cooperation how to – compete and keep working together Patient-centered decisions, processes, and accountabilities Aligned incentives Domain 8: Develop Care Delivery Model Changes Context: Meaningful short-term impact on commitments to hospital utilization reduction, as well as long-term impacts on population risk, will require system changes in the delivery of care. These are likely to include the strengthening of access to primary care, better connections of hospitals to care, and new ways to engage patients and families in the defined care goals. Develop programs that were defined in applications such as diabetes, tele-health and chronic care management. Design and establish:
Implementation Planning Rapid and incremental implementation with timelines and task accountabilities Continuous improvement – learning organization Quality Improvement Processes Establishing methods of data to make and adjust plans based on continuous improvement processes Performance management mechanisms: That the RP to monitor and improve outcome measures, including state-level and regional targets: The all‐payer per capita total hospital revenue growth will be limited to 3.58% per year over the five years (plus an adjustment for population growth). Medicare per beneficiary total hospital cost growth over five years shall be at least $330 million less than the national Medicare per capita total hospital cost growth over five years. This is estimated to represent a savings level of about one‐half percent per year under the national Medicare spending growth rate beginning in year two of the model. The aggregate Medicare 30‐day unadjusted all‐cause, all‐site readmission rate will be reduced to the corresponding national rate over five years. An annual aggregate reduction of 6.89% in potentially preventable conditions (PPCs) over five years will result in a cumulative reduction of 30% in PPCs over the life of the model. Facilitate the monitoring and improvement of process measures, outcome measures and associated performance Establish forums in which key metrics are reviewed and understood and accountabilities are set up for improvement Deploy methods of evaluating and continuously improving the competencies and performance of associates, including care coordinators Establish mechanisms to affect a culture that promotes: More communication and collaboration among organizations and individuals within the regional partnerships Clarity about how to handle ongoing competition alongside cooperation – how to compete and keep working together Patient-centered decisions, processes, and accountabilities Aligned incentives Domain 8: Develop Care Delivery Model Changes Context: Meaningful short-term impact on commitments to hospital utilization reduction, as well as long-term impacts on population risk, will require system changes in the delivery of care. These are likely to include the strengthening of access to primary care, better connections of hospitals to care, and new ways to engage patients and families in the defined care goals. Develop programs that were defined in applications such as diabetes, tele-health and chronic care management. Design and establish:
Transformation%20Framework%20Final%20(1).docx