Cleveland Clinic 's Overall Strategy For Improving Value For Patients

The Institute of Medicine’s (IOM) six aims of quality provide an advantageous framework to progress the quality of care in the U.S.A. health care system. IOM developed six aims for improving to provide safe, effective, patient-centered, timely, efficient, and equitable patient care (Institute of Medicine, 2001). Organizations need to strategically plan to evolve in meeting IOM’s six aims and to remain a financially sound entity. Strategic planning involves defining the future and stipulating the measurement of achievement (Sare & Ogilvie, 2010). The purpose of this paper is to start the initial steps for creating a strategic plan in a healthcare organization, through describing and evaluating an unmet need, considering the mission, vision, and values, providing the background context, vision, strategic goal, and consider the broader issues.

Highly Reliable Organization are guided by five principles based on quality. The first three are anticipatory principles Preoccupation with Failure, Sensitivity to Operations and, Reluctance to Simplify. The remaining two are containment principles Commitment to Resilience and Deference to Expertise. The Cleveland Clinic and ThedaCare both have elements of being a Highly Reliable Organization. The Cleveland Clinic formed an entire Institute dedicated to Quality and Patient Safety. Cosgrove’s message was the everything matters, including housekeeping. Both organizations were highly focused on operations. ThedaCare in particular took time to train staff organization staff when a new unit opened so they would better understand their new roles

As stated in the mission statement above, the Cleveland Clinic strives on providing exceptional patient care through medical research. Through their research program, they are able to not only improve patient care within their facilities, but also help with the prevention of many communicable

Physician referrals: come from around the world, because Mayo has a reputation of caring for patients others may not want the challenge of caring for or they do not know how to (Weiss, 2009).

This coaching and execution package will start by teaching the meaning of the principles. The Nine Principles™ of service and organizational excellence instills what everyone within and associated with the medical center believe to be the best experience possible. The first principle is to commit to Excellence. Any type of change within an organization requires buy-in from all staff starting at the top of the executive chain. The second principle is to measure the important things. This would be measurement of what the strategic goals have set in place and allows the medical center to keep up with the progress on a monthly basis rather than quarterly. The third principle is to build a culture around service. In order to increase patient or in this case veteran satisfaction all employees will need to learn the process that has been tested and laid out by the Studer Group®. The process teaches that the process should be the norm and it should become “hardwired into the organization’s process.” This will require the medical center to put in place scripting for how to communicate. The scripting of behaviors, establishment of teams, teaching service recovery, and the development of performance standards will also enable to medical center to perform excellent care. The fourth principle is to create and develop leaders. The Studer Group® places great emphasis on developing leaders. So much so that they will provide instructional training to the

Clinical priorities mingle in the rims of providing care to the less fortunate and understanding the exceptional issue that comes along with health care. As a matter of fact, the organization benefits from strategic planning by establishing measuring, gathering input, ideas, generating commitment, setting priorities, securing the future and providing direction. Within this paper, I will explain the clinical and resource priorities within health care. Moreover, innovation and collaboration within the organization requires teamwork and efforts of all parties. The bottom line is addressing quality, medical errors, pitfalls, control access and contain cost.

With the Cleveland Clinic being nonprofit, they really make sure to engage with the community by getting involved in a broad range of medical research, educational training programs, and supporting the community health initiatives (Community Impact 2017 | Cleveland Clinic). The Clinic is absolutely making an impact in the community, as more companies are developing and gradually growing around them. The bigger challenge is that the community is still very much poor and unhealthy. According to (Centers for Disease Control and Prevention), over one – third of the population that live around the hospital have diabetes. Another big part of the population has Cancer, Heart Disease, and Kidney disease. The hospital can continue to add new things and make changes, but it has no control of what is happening to the city around them. The clinic is ranked second in the world report hospital rankings. It employs over 50,000 people in just the Ohio clinic. They also spend millions of dollars on additional education for their physicians, and also with making community investments. They have also put over $500,000 into a program to get rid of run down homes within the neighborhood. One of the clinics most significant investment was for the Langston Hughes Education Center. They offer free exercise equipment and adult day care. (By: Dan Diamond/07/17/17/ The Clinic is a global success story, but it’s host community remains mired in poverty) So when it comes to economy impact, they truly do go over and beyond and put out quite a bit of money and support other organizations.

Dr. Stephen Bekanich presented an overview of the Better Quality & Improved Patient Outcomes report (attachment III).

Cedars-Sinai Medical Center is in the position to properly implement a strategic plan that will foster further growth and enhancements for the organization. Most importantly the organization must continue to employ the focus and concentrated strategies, in addition to remaining attentive to the Customer Intimacy strategy. The above mentioned recommendations will support the organizations goal of providing excellent patient care and guaranteeing continued generation of

Truly the Cleveland Clinic, a network of hospitals with its amazing recognition of performance throughout the nation and in their community, which they service. As I read their about the Gastroenterology and GI Surgery department accomplishments, ranking second highest in the nation with an overall score of 84.4/100 successful surgery I was impressed. This is personal for me, because I am a survivor of this very type of surgery. I am from the mid-west originally, the state of Indiana. Learning how close I was to this award winning hospital has touch me in a special way. The Cleveland Clinic in Florida have special means me, because the Cardiovascular specialty, also touched two of my sibling one experience heart transplant. However, the other

Escalating healthcare costs, decreased reimbursement rates, and increased emphasis on the patients perception of care have hospitals researching methods to improve quality metrics ad maximize reimbursement. One such intervention is multidisciplinary rounding (MDR). The research question addressed in this research summary and table is: “In hospitalized patients, will a unit’s initiation of bedside MDR increase patient satisfaction and decrease patient length of stay, within 6 months of introduction, as opposed to units who do not initiate bedside MDR?” A literature search of databases including Health Source: Nursing/Academic Edition, CINAHL Complete, Academic Search Complete, ProQuest Nursing and Allied Health Source, and

Cleveland Clinic is a non-profit organization and a network of hospitals, clinics, research and educational institutions that strives to provide specialized healthcare and the latest in medical treatments. Our mission is to provide better care of the sick, investigation into their problems, and further education of those who serve. We are committed to providing world-class care and a supportive environment for our patients, patients’ families and fellow caregivers.

“Mimic the best brands on costumer satisfaction strategies” (Carmine Gallo 2016). Leaders must convey a vision and mission of the objective in order to get employees to contribute to a great cause, “healing human kind one patient at the time by alleviating suffering, promoting health, and delivering acts of kindness”(Feinberg 2016). Effective leaders project values and ethics among employees by leading by example on a daily basis. Successful health care leaders take action by helping others to accomplish their duties by going to their work areas and helping with their medical task in order to take care of the patients needs. Effective communication is an essential key component in effective and successful health care leadership. The medical practice must train all employees to communicate effective in writing and verbally so there is no misunderstandings between patient and health care provider. Lastly, a great health care leader must be able to inspire confidence with exceptional bedside manner that allows patients to feel comfortable and connect with their medical provider. A good provider tells a great story and invites patients to do the same instead of reading from a chart, “invite patients to speak” (Carmine Gallo

-Examine at least three (3) examples of quality initiatives that could increase patient satisfaction and potentially reduce healthcare cost. Support your response with examples of the successful application your chosen quality initiatives.

When one talks about the top organizations in medicine, whether it is with regards to research, education, or treatment, the conversation is certain to include Johns Hopkins Medicine. Johns Hopkins Medicine is a leader in the healthcare environment today (U.S. News University Connection, 2015). Their leadership in the industry is surpassed by few as they are dedicated to transforming healthcare through numerous research opportunities that will impact the health of all individuals. This paper will discuss the strategic plan of Johns Hopkins Medicine by identifying both long-term and short-term goals. In addition, strategic thinking along with key stakeholders will be discussed. And finally, the discussion will conclude with the strategies evident in the plan.