Samuel E Sondheim1, Dipesh M Patel, Nicole Chin, Kurt Barwis, Julie Werner, Alexus Barclay, Angela Mattie. 1. Samuel E. Sondheim, Frank H. Netter MD School of Medicine and Department of Healthcare Management, School of Business, Quinnipiac University, North Haven, Connecticut; Dipesh M. Patel, Frank H. Netter MD School of Medicine, Quinnipiac University; Nicole Chin, Department of Healthcare Management, School of Business, Quinnipiac University; Kurt Barwis, FACHE, president and CEO, Bristol Hospital, Bristol, Connecticut; Julie Werner, Department of Healthcare Management, School of Business, Quinnipiac University; Alexus Barclay, Department of Healthcare Management, School of Business, Quinnipiac University; and Angela Mattie, JD, professor and chair, Health Care Management & Organizational Leadership, School of Business, and professor, Frank H. Netter MD School of Medicine, Quinnipiac University.
Abstract
EXECUTIVE SUMMARY: This article illustrates the successful application of principles established by the American Hospital Association (AHA) to foster hospital transformations (). We examined a small community hospital's successful transition from one emergency care center (ECC) physician group to another and the methods by which significant improvements in outcomes were achieved. The foundation of this transformation included a generative governance style at the board level, a shared governance model at the employee level, a renewed sense of employee and physician engagement, and a sense of individual accountability. Outcomes included improved communication, a more unified vision throughout the ECC (which led to improved efficiency and accountability among staff), improved metrics, and a positive impact on the community's perception of care. Press Ganey scores and ECC operational metrics demonstrated significant increases in patient satisfaction and decreases in wait times for seven operational metrics. These data serve as a proxy for the transformation's success. Structured interviews revealed an increase in employee satisfaction associated with the transition. The positive outcomes demonstrate the importance of the AHA-articulated governance principles. The AHA recommendations for a superior value-based care model closely align with the methods illustrated through Bristol Hospital's successful transformation. Other institutions can apply the lessons from this case study to drive positive change and improve patient care.
EXECUTIVE SUMMARY: This article illustrates the successful application of principles established by the American Hospital Association (AHA) to foster hospital transformations (). We examined a small community hospital's successful transition from one emergency care center (ECC) physician group to another and the methods by which significant improvements in outcomes were achieved. The foundation of this transformation included a generative governance style at the board level, a shared governance model at the employee level, a renewed sense of employee and physician engagement, and a sense of individual accountability. Outcomes included improved communication, a more unified vision throughout the ECC (which led to improved efficiency and accountability among staff), improved metrics, and a positive impact on the community's perception of care. Press Ganey scores and ECC operational metrics demonstrated significant increases in patient satisfaction and decreases in wait times for seven operational metrics. These data serve as a proxy for the transformation's success. Structured interviews revealed an increase in employee satisfaction associated with the transition. The positive outcomes demonstrate the importance of the AHA-articulated governance principles. The AHA recommendations for a superior value-based care model closely align with the methods illustrated through Bristol Hospital's successful transformation. Other institutions can apply the lessons from this case study to drive positive change and improve patient care.
Authors: Elizabeth Austin; Cynthia LeRouge; Andrea L Hartzler; Courtney Segal; Danielle C Lavallee Journal: Qual Life Res Date: 2019-10-12 Impact factor: 4.147