Hospitals and Care Systems of 
      the Future
                                        Engage senior leadership in 
                                        planning for the hospital of 
                                        the future
                                      –Must-do strategies to be 
                                        adopted by all hospitals
                                        Second curve metrics measure 
                                        success of the implemented 
                                        strategies
                                      –Organizational core 
                                        competencies that should be 
                                        mastered
                                        Self-assessment questions to 
                                        understand how well the 
                                        competencies have been achieved
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        Driving the Change
         Environmental forces will drive the transformation of health 
         Environmental forces will drive the transformation of health 
         care delivery and financing over the next decade, demanding 
         care delivery and financing over the next decade, demanding 
         hospital and health system change
         hospital and health system change
        •   Demographics
        •   Overall increased health care spending
        •   Shift to value-based  reimbursement
        •   Provider accountability for cost and quality of care
        •   Care fragmentation
        •   Transparency of cost, quality, and community benefit data
        •   Projected provider shortages
        •   High-cost advances in medical technology and 
            pharmaceuticals
        •   Difficulty in raising capital
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        •   Federal and state reform and legislation
        •   Reimbursement decline
        •   Challenges to care variations
     First-Curve to Second-
     Curve Markets
     How will hospitals successfully navigate the shift from 
     How will hospitals successfully navigate the shift from 
     first-curve to second-curve economics?
     first-curve to second-curve economics?
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      Overall Approach
       1. Conducted telephone and in-person interviews 
           with senior leaders from hospitals and 
           stakeholders.
       2. Synthesized results into succinct list of actionable 
           strategies that lead to more qualitative 
           organizational core competencies
       3. Strategies and core competencies prioritized 
           through survey of Regional Policy Boards
       4. Results reviewed and approved by AHA 
           Committee on Performance Improvement and 
           AHA Board.
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         Strategy Implementation Leads to 
         Core
         Competency Development
                  Adoption of Must-Do                            Development of Core 
                  Adoption of Must-Do                            Development of Core 
                        Strategies                                   Competencies
                        Strategies                                   Competencies
                                                           1. Design and implementation of 
            1. Clinician-hospital alignment                1. Design and implementation of 
            1. Clinician-hospital alignment
                                                             patient-centered, integrated care
            2. Quality and patient safety                    patient-centered, integrated care
            2. Quality and patient safety
                                                           2. Creation of accountable governance 
            3. Efficiency through productivity             2. Creation of accountable governance 
            3. Efficiency through productivity               & leadership
              and financial management                       & leadership
              and financial management                     3. Strategic planning in an unstable 
            4. Integrated information systems              3. Strategic planning in an unstable 
            4. Integrated information systems                environment
            5. Integrated provider networks                  environment
            5. Integrated provider networks                4. Internal & external collaboration
            6. Engaged employees & physicians              4. Internal & external collaboration
            6. Engaged employees & physicians              5. Financial stewardship and enterprise 
            7. Strengthening finances                      5. Financial stewardship and enterprise 
            7. Strengthening finances                        risk management
            8. Payer-provider partnerships                   risk management
            8. Payer-provider partnerships                 6. Engagement of employees’ full 
            9. Scenario-based planning                     6. Engagement of employees’ full 
            9. Scenario-based planning                       potential
            10.Population health improvement                 potential
            10.Population health improvement               7. Utilization of electronic data for 
                                                           7. Utilization of electronic data for 
                                                             performance improvement
                Organizational culture enables               performance improvement
                Organizational culture enables 
                      strategy execution
                      strategy execution
               Metrics to Evaluate Progress                    Self-Assessment Questions
               Metrics to Evaluate Progress                    Self-Assessment Questions
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