initiatives that came out of these conversations quality and technology would become – – important pillars of sustainable design. While both quality and the electronic Alegent’s enablement of care had been on-going programs within Alegent, the DAs helped re-focus and their purposes and implementations. On the quality side, at about the same time as the initial DAs were being implemented, board was asking the are we holding Alegent accountable for the quality Alegent’s CEO, “How of care we The question generated important discussions at the board provide?” (Maas, 2008). level, initiated a strategic planning effort, and resulted in Quality As “The Revolution” strategy. part of the plan, the board renamed the Professional Affairs Committee which had been – responsible for quality but spent most of its time on credentialing to the Patient Safety and – Quality Committee. Internally, and partly as a result of his experiences in the original DAs, the chief medical officer kicked off a revitalized quality effort with a 2½-day quality DA. Aligned with the clinical service line visions, it developed a list of the market and other environmental trends in quality to create an internal quality strategy. Then, the DA helped to support physicians in building a process and framework they could own to drive evidence-based care across the hospital system. The CMO took the DA results and realigned the medical staffs at the hospitals. At the time, there was no organized way to bring the different medical staffs together. Utilizing a each hospital medical staff used the same structure a quality “mirror organization” concept, – council composed of the chief medical director, vice chief medical director, and other physicians. The leaders of the hospital quality councils sat on a governance body the Physicians – Leadership Council (PLC) which reported directly to the board as part of the Quality Revolution strategy. Part of that governance process was a routine for developing care “evidence-based”
initiatives that came out of these conversations – quality and technology – would become important pillars of Alegent’s sustainable design. While both quality and the electronic enablement of care had been on-going programs within Alegent, the DAs helped re-focus and their purposes and implementations. On the quality side, at about the same time as the initial DAs were being implemented, Alegent’s board was asking the CEO, “How are we holding Alegent accountable for the quality of care we provide?” (Maas, 2008). The question generated important discussions at the board level, initiated a strategic planning effort, and resulted in “The Quality Revolution” strategy. As part of the plan, the board renamed the Professional Affairs Committee – which had been responsible for quality but spent most of its time on credentialing – to the Patient Safety and Quality Committee. Internally, and partly as a result of his experiences in the original DAs, the chief medical officer kicked off a revitalized quality effort with a 2½-day quality DA. Aligned with the clinical service line visions, it developed a list of the market and other environmental trends in quality to create an internal quality strategy. Then, the DA helped to support physicians in building a process and framework they could own to drive evidence-based care across the hospital system. The CMO took the DA results and realigned the medical staffs at the hospitals. At the time, there was no organized way to bring the different medical staffs together. Utilizing a “mirror organization” concept, each hospital medical staff used the same structure – a quality council composed of the chief medical director, vice chief medical director, and other physicians. The leaders of the hospital quality councils sat on a governance body – the Physicians Leadership Council (PLC) which reported directly to the board as part of the Quality Revolution strategy. Part of that governance process was a routine for developing “evidence-based” care
05-Chapter%202%20-%20Worley.docx