July 07, 2008
links for 2008-07-07
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Now through mid-October, a series of ''local conversations'' will take place in Akron and 13 other Ohio communities as part of a national effort to determine the barriers to health-care equality for blacks, as well as Asian-Americans, Native Americans and
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With the health of Maori in this district showing little improvement, it was time to set a date for equality, said Maori Ora Associates senior health adviser Dr Peter Jansen.
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Quality improvement rates are lower than widely documented increases in health care spending. The Centers for Medicare & Medicaid Services estimate health care expenditures rose by a 6.7 percent average annual rate over the same period.
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This paper serves as a blueprint for translating principles for the elimination of racial–ethnic disparities in health care into specific actions that are relevant for individual clinical practices. We describe what is known about reducing racial–ethn
Send news items related to health disparities to ReduceDisparity(AT)case.edu
Posted by David Porter at 11:34 AM
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Category: Lunch Break Reading
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Regarding: Americans Paying More for Less
I believe that healthcare quality is improving so slowly because many American health systems are significantly underinvested in quality management Infrastructure, Process, and Organization. Too often quality efforts are focused on "cramming" for, and get a "passing" grade on the triennial Joint Commission Survey. Too few organizations are willing to make the investment in developing a "world class" quality management foundation that includes:
Strategy: including a clear linkage of quality and patient safety to the organizational strategy and a Board-driven imperative to achieve quality goals.
Infrastructure: incorporating effective quality management technology, EMR and physician order entry, evidence based care development tools and methodologies, and quality performance metrics and monitoring technology that enables "real time" information.
Process: including concurrent intervention, the ability to identify key quality performance "gaps," and performance improvement tools and methodologies to effectively eliminate quality issues.
Organization: providing sufficient number and quality of human resources to deliver quality planning and management leadership, adequate informatics management, effective evidence based care and physician order set development, performance improvement activity, and accredition planning to stay "survey ready every day."
Culture: where a passion for quality and patient safety is embedded throughout the delivery system and leaders are incented to achieve aggressive quality improvement goals.
While it requires additional operating budget to develop this foundation, health systems that do find significant counter balancing reductions in waste and liability expense. For more information on how this can benefit your health system, please visit my website.