As I mentioned in my last post, I transitioned to the CEO Emeritus role at CHRISTUS Health on March 1, 2011. This is a time of many great changes, and my blog is one of them!
While I have truly enjoyed interacting with each of you in this forum, I’m moving to a new blog that will allow me more flexibility and an enhanced ability to share what I’m doing and learning in my new pursuits.
One of those pursuits includes a book I am writing, which I’ll be posting about on my new blog tomorrow! Please join me at http://thomascroyer.blogspot.com to continue the conversation.
Thanks to each of you for the time you’ve invested here in this blog and engaging with me. I’ve been blessed by my interactions with each of you.
Wednesday, March 9, 2011
Wednesday, March 2, 2011
Yes, This Was One of the Reasons: Some Final Reflections
As I transitioned to the CEO Emeritus role at CHRISTUS Health on March 1, 2011, I wanted to share with you some reflections in my final days as the team leader of the CHRISTUS Health ministry.
As a health system, in principle, we know what we need to do over the next decade to be successful. From the five strategic directions which emanated from our Futures Task Force II work and the proposals articulated in the health care reform law, we have a fairly clear itinerary. There is no question that the health care industry is about to go through transformational change.
With that said, while we all recognize that although our itinerary is extremely clear and well-planned, driven by both our successes and challenges over the last 12 years, an itinerary is not a roadmap. I explained this in a presentation given to CHRISTUS Health Associates over the past months:
Just as we, together, created the roadmap to execute our learnings and recommendations from Futures Task Force I, which has driven us to a great place on our Journey to Excellence, Ernie Sadau, CHRISTUS’ new CEO and his senior leadership team, in collaboration with the entire CHRISTUS family—the Associates, physicians, volunteers, governance boards and committees and the sponsoring congregations—will have to create and communicate the CHRISTUS rules going forward. This will ensure that our vision of becoming a health and wellness delivery system which can manage and coordinate our patients’ and residents’ health across all care settings will become a reality. This level of organizational preparedness will require new or enhanced care competencies which we have identified for 2011, and have numerous initiatives in place to accomplish such.
As in the past, the future work of the entire CHRISTUS Health family will have to be transformational work. And as I have reiterated on many occasions and at many events this year throughout the system, transformational outcomes are facilitated by people who have been called to their work. For me, determining whether you have been called can be done by asking a question I have asked myself at various times in my life’s journey; “Could this be one of the reasons why God put me on this earth?”
My wife Jane and I know that we were called to CHRISTUS Health. And, yes, I know having the privilege of being the team leader for our Associates is one of the reasons I was put on this earth. Truly, walking with you has been a blessing. For this, I will be eternally grateful and extend my sincerest of thanks for all the contributions you have made to collectively help us to be successful on our 12-year Journey to Excellence.
Hopefully our paths might cross again as I serve as the CEO Emeritus of our great ministry. Each day, I will keep you in my prayers, knowing that Ernie and his Senior Leadership Team will be most successful in driving the transformational changes necessary to ensure our success in reaching the top of the excellence mountain. It is with special love for each Associate that I conclude with one more sincere thanks for your support—past, present and future.
Ernie Sadau
http://www.christushealth.org/body.cfm?id=118&fr=true
As a health system, in principle, we know what we need to do over the next decade to be successful. From the five strategic directions which emanated from our Futures Task Force II work and the proposals articulated in the health care reform law, we have a fairly clear itinerary. There is no question that the health care industry is about to go through transformational change.
With that said, while we all recognize that although our itinerary is extremely clear and well-planned, driven by both our successes and challenges over the last 12 years, an itinerary is not a roadmap. I explained this in a presentation given to CHRISTUS Health Associates over the past months:
Royer Transition Presentation March 2011
View more presentations from CHRISTUS Health
Just as we, together, created the roadmap to execute our learnings and recommendations from Futures Task Force I, which has driven us to a great place on our Journey to Excellence, Ernie Sadau, CHRISTUS’ new CEO and his senior leadership team, in collaboration with the entire CHRISTUS family—the Associates, physicians, volunteers, governance boards and committees and the sponsoring congregations—will have to create and communicate the CHRISTUS rules going forward. This will ensure that our vision of becoming a health and wellness delivery system which can manage and coordinate our patients’ and residents’ health across all care settings will become a reality. This level of organizational preparedness will require new or enhanced care competencies which we have identified for 2011, and have numerous initiatives in place to accomplish such.
As in the past, the future work of the entire CHRISTUS Health family will have to be transformational work. And as I have reiterated on many occasions and at many events this year throughout the system, transformational outcomes are facilitated by people who have been called to their work. For me, determining whether you have been called can be done by asking a question I have asked myself at various times in my life’s journey; “Could this be one of the reasons why God put me on this earth?”
My wife Jane and I know that we were called to CHRISTUS Health. And, yes, I know having the privilege of being the team leader for our Associates is one of the reasons I was put on this earth. Truly, walking with you has been a blessing. For this, I will be eternally grateful and extend my sincerest of thanks for all the contributions you have made to collectively help us to be successful on our 12-year Journey to Excellence.
Hopefully our paths might cross again as I serve as the CEO Emeritus of our great ministry. Each day, I will keep you in my prayers, knowing that Ernie and his Senior Leadership Team will be most successful in driving the transformational changes necessary to ensure our success in reaching the top of the excellence mountain. It is with special love for each Associate that I conclude with one more sincere thanks for your support—past, present and future.
Ernie Sadau
http://www.christushealth.org/body.cfm?id=118&fr=true
Wednesday, February 23, 2011
The Continuing IT Journey
I have said for many years—and health care reform is increasingly clarifying this fact—that if we are to increase the quality of our care and reduce our costs, we need to have efficient and effective technology systems in place that support consumer interaction and make it easier to implement evidence-based medical protocols.
At CHRISTUS, we have been focusing on:
• IT systems that are data-driven
• Our ongoing Unity Project to connect not only our existing acute care systems, but also connecting our U.S. operations to those in Mexico and our non-acute divisions
• A firm schedule for implementing these improvements and changes
• Physician involvement and supporting them as possible in these changes
I have said many times that physician alignment will be key to our future, and this includes alignment with our IT systems.
Physician usage and adoption of our current data system will also be critical to the overall success of our system-wide Computerized Physician Order Entry (CPOE) efforts. The move to electronic medical records and CPOE is closely aligned with quality patient care. Although the quality improvement benefits to automation will not occur overnight, we remain confident that positive results will be widely recognized.
At CHRISTUS, we have been focusing on:
• IT systems that are data-driven
• Our ongoing Unity Project to connect not only our existing acute care systems, but also connecting our U.S. operations to those in Mexico and our non-acute divisions
• A firm schedule for implementing these improvements and changes
• Physician involvement and supporting them as possible in these changes
I have said many times that physician alignment will be key to our future, and this includes alignment with our IT systems.
Physician usage and adoption of our current data system will also be critical to the overall success of our system-wide Computerized Physician Order Entry (CPOE) efforts. The move to electronic medical records and CPOE is closely aligned with quality patient care. Although the quality improvement benefits to automation will not occur overnight, we remain confident that positive results will be widely recognized.
Wednesday, February 16, 2011
Staying Connected in Haiti
Those of you who stop by my blog regularly probably remember our trip to Haiti last year and how it changed all of us. (To read the posts about Haiti, click here.)
In February 2010, I led a 20-member medical team who served for a week in Port-au-Prince, but we knew that was just a drop in the bucket of what the country and its people would need. That’s why CHRISTUS Health recently announced that we have committed $1 million to rebuild and reopen Hospital St. Francis de Sales, a Catholic hospital in Port-au-Prince that was heavily damaged during last year’s earthquake.
You can read more about the project on our Website here. Please consider joining us and other Catholic health systems around the country as we make ongoing investments in the health care infrastructure—and ultimately, the people--of Haiti.
Wednesday, February 9, 2011
Some Positive Aspects of Health Care Reform Already Making a Difference for CHRISTUS
Today, I’d like to share with you some newsletter articles from our system publications about how federal funds are supporting the work of CHRISTUS in our regions.
CHRISTUS St. Michael Awarded $1.8 Million Grant for Kids Care Collaborative
The Texas Health and Human Services Commission awarded CHRISTUS St. Michael a $1.8 million grant to implement a two-year health home (medical home) pilot program. The program, named Kids Care Collaborative, will involve a partnership between the University of Arkansas for Medical Sciences Area Health Education Center – Southwest, the All for Kids Clinic in Texarkana and Texarkana Community Clinic.
The Kids Care Collaborative is designed to develop best practices for many of the medical home strategies already in place at CHRISTUS St. Michael, in addition to those that it plans to implement in the future. Although intended to benefit children who are covered by Medicaid in the state of Texas, the collaborative will also serve other children and adults so that the vision of a medical home for all will be closer to becoming a reality. The pilot program will provide a medical home for participants that will also include dental and behavioral health services.
Immediate goals to be accomplished are hiring of staff, establishing collaborative relationships with medical professionals, securing office space and beginning the necessary training so that the foundation for a successful program is laid. Mike Finley, M.D., regional chief medical officer, will provide overall leadership and guidance. This is an exciting time for CHRISTUS St. Michael as it leads the effort to transform health care delivery in the Ark-La-Tex region.
$4.23 Million in Federal Incentive Funding for “Meaningful Use” Awarded to CHRISTUS Louisiana Acute Care Facilities
CHRISTUS Health received a payment of $4.23 million in federal incentive dollars for its Louisiana acute care facilities, an amount designated as a “down payment” in exchange for our commitment to meet the established criteria for “meaningful use” of electronic health records set forth in the Health Information Technology for Economic and Clinical Health (HITECH) Act enacted as part of the American Recovery and Reinvest Act of 2009. Our Texas facilities plan to follow the same protocol required to receive a down payment in the near future. Based on the payment formulas provided by the Centers for Medicare & Medicaid Services, CHRISTUS incentive payments over the next five years could potentially approach $109 million.
CHRISTUS St. Michael Awarded $1.8 Million Grant for Kids Care Collaborative
The Texas Health and Human Services Commission awarded CHRISTUS St. Michael a $1.8 million grant to implement a two-year health home (medical home) pilot program. The program, named Kids Care Collaborative, will involve a partnership between the University of Arkansas for Medical Sciences Area Health Education Center – Southwest, the All for Kids Clinic in Texarkana and Texarkana Community Clinic.
The Kids Care Collaborative is designed to develop best practices for many of the medical home strategies already in place at CHRISTUS St. Michael, in addition to those that it plans to implement in the future. Although intended to benefit children who are covered by Medicaid in the state of Texas, the collaborative will also serve other children and adults so that the vision of a medical home for all will be closer to becoming a reality. The pilot program will provide a medical home for participants that will also include dental and behavioral health services.
Immediate goals to be accomplished are hiring of staff, establishing collaborative relationships with medical professionals, securing office space and beginning the necessary training so that the foundation for a successful program is laid. Mike Finley, M.D., regional chief medical officer, will provide overall leadership and guidance. This is an exciting time for CHRISTUS St. Michael as it leads the effort to transform health care delivery in the Ark-La-Tex region.
$4.23 Million in Federal Incentive Funding for “Meaningful Use” Awarded to CHRISTUS Louisiana Acute Care Facilities
CHRISTUS Health received a payment of $4.23 million in federal incentive dollars for its Louisiana acute care facilities, an amount designated as a “down payment” in exchange for our commitment to meet the established criteria for “meaningful use” of electronic health records set forth in the Health Information Technology for Economic and Clinical Health (HITECH) Act enacted as part of the American Recovery and Reinvest Act of 2009. Our Texas facilities plan to follow the same protocol required to receive a down payment in the near future. Based on the payment formulas provided by the Centers for Medicare & Medicaid Services, CHRISTUS incentive payments over the next five years could potentially approach $109 million.
Wednesday, January 26, 2011
ACOs or Clinical Integration?
On numerous occasions you have read here that the high cost and low quality of some health care in the U.S. is due to overuse or misuse of many therapies and the lack of coordination of care among various delivery points, causing duplication of services. If ACOs do what they are supposed to do, they will hold providers truly accountable for a patient’s care through its entirety by creating meaningful clinical collaboration between physicians and hospitals, utilizing clinical evidence-based treatment plans proven to result in higher quality and lower care.
Although there are major challenges to overcome, including connecting hospitals and physicians with electronic data and determining how ACO reimbursement will be distributed, CHRISTUS Health recognizes opportunity and supports the concept of ACOs, but more importantly, the idea of clinical integration, which is the basis of our strategy. This position provides an aligned approach to care management that allows hospitals and physicians to collaborate to provide coordinated, lower cost and higher quality care. The significant differences between ACOs and the Clinical Integration model are:
• ACOs are Medicare-only and are still based on a fee-for-service model (which limits their effectiveness in the short term, but they will likely migrate to capitation);
• Clinical integration requires an alignment between physicians and hospitals based on the desire to improve the cost/quality equation. That is the primary focus of the alignment.
• Clinical integration requires a governance structure that holds all parties accountable for evidence-based protocols that will ensure high quality and minimal "waste" in the care delivery process.
• Clinical integration requires data integration across the continuum, but with little specificity about how that occurs. In fact, some of the greatest success stories in clinical integration have been operating with little more than a data repository for years, but have been able to achieve significant improvements in clinical outcomes and cost.
While the challenges outlined by some industry analysts are valid, the concept of ACOs is a sound one if all parties are truly committed to improving the cost/quality equation; however, current legislation does little to actually hold all parties accountable and responsible to each other. Clinical integration, on the other hand, is not legally mandated, but is more of a business management model designed to reduce utilization, standardize care, manage care (via a medical home) and improve quality - while at the same time lowering overall cost. The most important benefit of doing so is that physicians and hospitals can co-negotiate for managed care contracts and can command higher payments from private payers on the front end for demonstrated superior quality.
Although there are major challenges to overcome, including connecting hospitals and physicians with electronic data and determining how ACO reimbursement will be distributed, CHRISTUS Health recognizes opportunity and supports the concept of ACOs, but more importantly, the idea of clinical integration, which is the basis of our strategy. This position provides an aligned approach to care management that allows hospitals and physicians to collaborate to provide coordinated, lower cost and higher quality care. The significant differences between ACOs and the Clinical Integration model are:
• ACOs are Medicare-only and are still based on a fee-for-service model (which limits their effectiveness in the short term, but they will likely migrate to capitation);
• Clinical integration requires an alignment between physicians and hospitals based on the desire to improve the cost/quality equation. That is the primary focus of the alignment.
• Clinical integration requires a governance structure that holds all parties accountable for evidence-based protocols that will ensure high quality and minimal "waste" in the care delivery process.
• Clinical integration requires data integration across the continuum, but with little specificity about how that occurs. In fact, some of the greatest success stories in clinical integration have been operating with little more than a data repository for years, but have been able to achieve significant improvements in clinical outcomes and cost.
While the challenges outlined by some industry analysts are valid, the concept of ACOs is a sound one if all parties are truly committed to improving the cost/quality equation; however, current legislation does little to actually hold all parties accountable and responsible to each other. Clinical integration, on the other hand, is not legally mandated, but is more of a business management model designed to reduce utilization, standardize care, manage care (via a medical home) and improve quality - while at the same time lowering overall cost. The most important benefit of doing so is that physicians and hospitals can co-negotiate for managed care contracts and can command higher payments from private payers on the front end for demonstrated superior quality.
Wednesday, January 19, 2011
Reform Repeal Vote
As I’m sure you are aware, the U. S. House of Representatives will be holding a vote today on H.R.2, “Repealing the Job-Killing Health Care Law Act."
As a health care entity still subject to the requirements of the Accountable Care Act, CHRISTUS will move forward with implementing the provisions of health care reform in accordance with the law. We will also continue to advocate for additional legislative measures that expand access, reform payment mechanisms and address social justice issues. We are aggressively sharing knowledge and best practices across our ministry to reduce costs and speed implementation while improving quality and patient satisfaction.
CHRISTUS Health will continue our commitment to “Putting Care Within Reach” of all those who need us, and will remain focused on providing high quality, compassionate care each and every day.
As a health care entity still subject to the requirements of the Accountable Care Act, CHRISTUS will move forward with implementing the provisions of health care reform in accordance with the law. We will also continue to advocate for additional legislative measures that expand access, reform payment mechanisms and address social justice issues. We are aggressively sharing knowledge and best practices across our ministry to reduce costs and speed implementation while improving quality and patient satisfaction.
CHRISTUS Health will continue our commitment to “Putting Care Within Reach” of all those who need us, and will remain focused on providing high quality, compassionate care each and every day.
Wednesday, January 12, 2011
A New Era for Hospital-Physician Alignment
There is no denying that we live in an era of rising health care costs. As a result, we have seen many strategies like health care reform to reduce these costs and ensure that everyone in our country has access to the care they need. It is clear that our shared goals of higher quality care at a lower cost can only be achieved through collaboration. This means collaboration between hospitals and physicians as well as providers across the continuum of care (long-term care, home care, clinics, etc.) and patients themselves.
I was recently interviewed for an educational report compiled and distributed by the healthcare financial management association on the topic of hospital-physician alignment, which covers why it is important now, and how health care systems can foster and support alignment with physicians (as well as the much-noted ACO model). I’m admittedly somewhat biased, but I believe it is a thorough, well-written report, and I suggest you pause to read it and share it with your teams.
I was recently interviewed for an educational report compiled and distributed by the healthcare financial management association on the topic of hospital-physician alignment, which covers why it is important now, and how health care systems can foster and support alignment with physicians (as well as the much-noted ACO model). I’m admittedly somewhat biased, but I believe it is a thorough, well-written report, and I suggest you pause to read it and share it with your teams.
Wednesday, January 5, 2011
Any Illness is Not Good Medicine!
I was overcome with disbelief when I saw an article yesterday morning in The Dallas Morning News claiming that flu cases are good medicine for hospitals. Why?
First and foremost, it’s hard to imagine that any illness could be good medicine for anyone, including hospitals. Yes, we know that the “good medicine” referred to in the headline was the “good financial outcome” for the hospital that an increased influx of flu cases would cause. However, that would be the ultimate cause of some of the poorest medicine delivered in the U.S. today: Do whatever you can as a provider, providing services that even may not be necessary, to increase revenue and bottom line profitability.
Second, having flu patients in a hospital is actually bad medicine for the inpatient setting, since it would make the spread of flu more likely and increase the likelihood of a patient flu “epidemic” within the hospital. Clearly, the goal of any health care team should be to keep as many flu patients and flu symptom visitors away from the hospital campus as possible.
Third, flu cases do not generate any operating income for hospitals, which the article got close to right; a hospital analyst reported that “Higher flu activity is likely to increase medical costs. . .However, unless the flu activity increases dramatically, we expect a limited impact on company earnings.”
Fourth, indicating that the absence of a flu season is the cause of flat year-over-year inpatient volumes holds little truth. We have had minimal flu season volume increases for multiple years, and there are many other more valid reasons to volume declines, including the global economic crisis, which caused more patients to cancel elective procedures, and new technologies permitting more procedures to be done safely in outpatient settings.
Fifth, and most importantly, preventing flu through prevention and education should be health care providers’ primary focus, not encouraging more flu cases so as to cause bad medicine for hospitals.
First and foremost, it’s hard to imagine that any illness could be good medicine for anyone, including hospitals. Yes, we know that the “good medicine” referred to in the headline was the “good financial outcome” for the hospital that an increased influx of flu cases would cause. However, that would be the ultimate cause of some of the poorest medicine delivered in the U.S. today: Do whatever you can as a provider, providing services that even may not be necessary, to increase revenue and bottom line profitability.
Second, having flu patients in a hospital is actually bad medicine for the inpatient setting, since it would make the spread of flu more likely and increase the likelihood of a patient flu “epidemic” within the hospital. Clearly, the goal of any health care team should be to keep as many flu patients and flu symptom visitors away from the hospital campus as possible.
Third, flu cases do not generate any operating income for hospitals, which the article got close to right; a hospital analyst reported that “Higher flu activity is likely to increase medical costs. . .However, unless the flu activity increases dramatically, we expect a limited impact on company earnings.”
Fourth, indicating that the absence of a flu season is the cause of flat year-over-year inpatient volumes holds little truth. We have had minimal flu season volume increases for multiple years, and there are many other more valid reasons to volume declines, including the global economic crisis, which caused more patients to cancel elective procedures, and new technologies permitting more procedures to be done safely in outpatient settings.
Fifth, and most importantly, preventing flu through prevention and education should be health care providers’ primary focus, not encouraging more flu cases so as to cause bad medicine for hospitals.
Wednesday, December 29, 2010
Happy New Year
Like in years past, as 2011 unfolds, the CHRISTUS family will again experience many blessings and face numerous challenges. As we prepare to celebrate the 12th birthday of the CHRISTUS Health ministry on Feb. 1, 2011, we should all pause not only to reflect on our accomplishments, but also embrace the clear action plans which will be necessary to address and hopefully mitigate future challenges.
Truly, our blessings have been many:
• Our culture is alive and well, seen in the lived experiences of our Associates, physicians, and volunteers, who daily are driven by our mission, vision and values.
• Our brand is strong and well-recognized, both internally and externally, built around our 4 directions on our Journey to Excellence.
• Our business literacy has achieved the highest performance metrics in our history, including days in cash, operating margin, investment income, labor and supply costs, and accounts receivable.
• Our community benefit contributions continue to maintain a leadership position among Catholic and not-for-profit health care providers, both in the U.S. and Mexico.
• Our futures planning process, including Futures Task Force II, which completed its work in 2009, has positioned us well for health care reform based on the identification of 3 strategic drivers, 5 strategic directions and 8 strategic enablers to guide us through the next decade.
• Our support and learnings from important improvement initiatives begun in 2010 which will continue in 2011, including: Medicare profitability, labor productivity, asset sales, physician integration, evidence-based clinical protocol development, stringent capital review process, revenue cycle enhancement, supply chain improvements, clinical information upgrades, refinement of continuing care and non-acute strategies, and clarification of international strategies.
Yes, with all of these blessings and accomplishments resulting from much hard work and effort from all members of the CHRISTUS family, we are positioned well for the continuation of our Journey to Excellence in the new year. But because of the complexity of health care, which only seems to increase, we will also have to face again some significant challenges. Because it is the right thing to do, we must embrace the positive innovations embedded in health care reform and transform CHRISTUS Health totally from a claims/payer system mentality which drives fragmented care, to a value-added partner mentality, with our patients and residents supporting seamless coordination of care. Fortunately, the initiatives articulated above, which are well under way, should address or significantly minimize the challenges which clearly are forthcoming. However, to be successful, we will have to embrace even more change and do everything possible to accelerate our Journey to Excellence for the continued success of our ministries.
Based on our effective team effort, we are strong today so as to be able to stand alone as a sustainable health care business model into the future. In addition, because of our significant growth over the last 12 years, we have the size and scale to create and finance further growth plans that can thrive in each of our ministries in our acute, non-acute and international divisions.
Facing and addressing challenges is nothing new for us. For the last 12 years of CHRISTUS Health--and for the entire 144 years since the founding congregations answered Bishop Dubuis’ call in 1865--we have faced fires, floods, epidemics and hurricanes. Although they have occasionally slowed our journey, we have been able to overcome each of them, learning from these experiences and renewing our energy and enthusiasm to continue our forward momentum. Such will be the case also in 2011.
Each of us is truly blessed to have answered the call and to continue to serve in our sacred ministry, CHRISTUS Health. In this new year, the successes will even be greater, and the challenges will be different, but most importantly, the call will remain the same: to carry out the healing ministry of Jesus.
So as we travel toward a new year, let us pray that it will be filled with much peace and happiness for all who enter our doors, for all members of the CHRISTUS family and their loved ones, and for those throughout the world who suffer hardships and pain. Let us ask for the strength necessary to use our hands and hearts effectively, to replace as much of these sufferings with our miracle moments. Happy New Year to you all.
Truly, our blessings have been many:
• Our culture is alive and well, seen in the lived experiences of our Associates, physicians, and volunteers, who daily are driven by our mission, vision and values.
• Our brand is strong and well-recognized, both internally and externally, built around our 4 directions on our Journey to Excellence.
• Our business literacy has achieved the highest performance metrics in our history, including days in cash, operating margin, investment income, labor and supply costs, and accounts receivable.
• Our community benefit contributions continue to maintain a leadership position among Catholic and not-for-profit health care providers, both in the U.S. and Mexico.
• Our futures planning process, including Futures Task Force II, which completed its work in 2009, has positioned us well for health care reform based on the identification of 3 strategic drivers, 5 strategic directions and 8 strategic enablers to guide us through the next decade.
• Our support and learnings from important improvement initiatives begun in 2010 which will continue in 2011, including: Medicare profitability, labor productivity, asset sales, physician integration, evidence-based clinical protocol development, stringent capital review process, revenue cycle enhancement, supply chain improvements, clinical information upgrades, refinement of continuing care and non-acute strategies, and clarification of international strategies.
Yes, with all of these blessings and accomplishments resulting from much hard work and effort from all members of the CHRISTUS family, we are positioned well for the continuation of our Journey to Excellence in the new year. But because of the complexity of health care, which only seems to increase, we will also have to face again some significant challenges. Because it is the right thing to do, we must embrace the positive innovations embedded in health care reform and transform CHRISTUS Health totally from a claims/payer system mentality which drives fragmented care, to a value-added partner mentality, with our patients and residents supporting seamless coordination of care. Fortunately, the initiatives articulated above, which are well under way, should address or significantly minimize the challenges which clearly are forthcoming. However, to be successful, we will have to embrace even more change and do everything possible to accelerate our Journey to Excellence for the continued success of our ministries.
Based on our effective team effort, we are strong today so as to be able to stand alone as a sustainable health care business model into the future. In addition, because of our significant growth over the last 12 years, we have the size and scale to create and finance further growth plans that can thrive in each of our ministries in our acute, non-acute and international divisions.
Facing and addressing challenges is nothing new for us. For the last 12 years of CHRISTUS Health--and for the entire 144 years since the founding congregations answered Bishop Dubuis’ call in 1865--we have faced fires, floods, epidemics and hurricanes. Although they have occasionally slowed our journey, we have been able to overcome each of them, learning from these experiences and renewing our energy and enthusiasm to continue our forward momentum. Such will be the case also in 2011.
Each of us is truly blessed to have answered the call and to continue to serve in our sacred ministry, CHRISTUS Health. In this new year, the successes will even be greater, and the challenges will be different, but most importantly, the call will remain the same: to carry out the healing ministry of Jesus.
So as we travel toward a new year, let us pray that it will be filled with much peace and happiness for all who enter our doors, for all members of the CHRISTUS family and their loved ones, and for those throughout the world who suffer hardships and pain. Let us ask for the strength necessary to use our hands and hearts effectively, to replace as much of these sufferings with our miracle moments. Happy New Year to you all.
Wednesday, December 22, 2010
Happy Holidays
When we first think of the Christmas season, many images initially pass through our minds – presents, decorations and parties. But as Christmas Eve approaches and some of the flurry of holiday activities subside, the image of the Christmas miracle – the birth of Jesus – becomes clearer. It is that miracle centuries ago that set the stage for the CHRISTUS Health mission – to carry out the healing ministry of Jesus.
With all the major challenges that health care systems face each day, including global challenges, it is important to remember that it is the miracle moments, however small, which happen in our ministry each day that truly make the difference in people’s lives. Although we may wish to believe it is our technologies and facilities that drive our outcomes, the positive results we all hope for only occur when CHRISTUS is filled with person-to-person interactions – assessing and treating an injury, offering words of encouragement, extending a warm hand, a big hug, or quickly saying a prayer.
We must always remind ourselves that the broader picture of sustained improvement would never get painted without the strokes of many artists, including our Associates, our physicians, Sisters, volunteers, board members and many others. These miracles are the true expressions of our incarnational spirituality. This is who we are. This is how we are seen. Whatever our role is in the ministry, we are the healing hands. We are CHRISTUS Health.
On behalf of the entire senior leadership team, I wish each of you many blessings for peace, hope, prosperity and happiness at the holiday season and throughout the New Year.
With all the major challenges that health care systems face each day, including global challenges, it is important to remember that it is the miracle moments, however small, which happen in our ministry each day that truly make the difference in people’s lives. Although we may wish to believe it is our technologies and facilities that drive our outcomes, the positive results we all hope for only occur when CHRISTUS is filled with person-to-person interactions – assessing and treating an injury, offering words of encouragement, extending a warm hand, a big hug, or quickly saying a prayer.
We must always remind ourselves that the broader picture of sustained improvement would never get painted without the strokes of many artists, including our Associates, our physicians, Sisters, volunteers, board members and many others. These miracles are the true expressions of our incarnational spirituality. This is who we are. This is how we are seen. Whatever our role is in the ministry, we are the healing hands. We are CHRISTUS Health.
On behalf of the entire senior leadership team, I wish each of you many blessings for peace, hope, prosperity and happiness at the holiday season and throughout the New Year.
Monday, December 20, 2010
My Thoughts About Tort Reform in Texas
Many of you have probably read an article published this weekend in the New York Times about tort reform in Texas which featured a story from a patient at CHRISTUS Santa Rosa in San Antonio, Texas.
In an effort to protect Americans and their personal information, federal privacy laws (like HIPAA) threaten us with legal action if we comment on the care of any patient. Therefore, I can’t discuss Ms. Spears’ medical condition or treatment at our facility in detail. I can, however, extend to her my deepest consideration and compassion for what must be an extremely difficult situation for her and her family.
I can say that I have reviewed the documentation related to the incident described in the article, and it is my opinion that we provided care that was entirely complete and appropriate.
Because I can’t provide any further details, I would like to take this opportunity to add my voice to the dialogue regarding the focus of the article, tort reform in Texas.
Let me be clear: if an error occurs in our delivery processes, the patient and his or her family should be told the truth and should be financially reimbursed for the costs which have been caused by the error. In all my years as a practicing physician and even now as the president and CEO of an international health care system, I understand the great responsibility we are given by our patients and their families when they choose to place their lives and the lives of their loved ones in our hands. This is why I have always said that for CHRISTUS Health, excellence is a necessity, not a luxury.
Tort reform in Texas does not do away with financial awards to patients who have been wrongfully harmed by inappropriate treatment. It merely caps noneconomic damages at $250,000 per health care provider, with a maximum award of $750,000. Since tort reform was passed in 2003, these suits have continued to be filed, including against Emergency Room physicians, and damages have continued to be awarded.
We have known for years that the legal system put into place to deal with less-than-favorable quality outcomes in health care were necessary, but inappropriate as long as the potential settlements were uncapped and limitless. Support for tort reform does not mean refusing to accept responsibility, nor does it mean that providers are held to a lower quality standard. Instead, it means supporting paying what is due, admitting what was done incorrectly and doing everything possible to mitigate negative outcomes and create a positive solution for patients and their families.
Since the passage of tort reform, physicians have also begun to see Texas as a more attractive environment in which to practice medicine, and some studies show that our physician population has increased 31 percent. As we contemplate a current and worsening primary physician shortage, this is good news for Texans, who have more access to health care than they did before.
Specifically in CHRISTUS Health, since tort reform was passed, our expenses for litigation have been reduced dramatically. We have used these savings to further improve our quality and patient safety by reinvesting them in programs and projects throughout our entire health system. And as a result, we believe both the number of claims and the size of the claims have been even reduced further than as a result of tort reform alone.
Each of our 13 regions can submit projects which they believe, if implemented, would accelerate improvements in their quality of care. Based on competitive reviews, several of these are funded each year from these savings. Programs in the past which have received such support include providing standardized competency testing for all nurses, and providing the latest and safest way to lift heavy patients from one location to another. These programs were designed, funded and piloted and are now being universally implemented across the entire system.
The first program funded this way involved certifying all nurses and re-educating physicians in the appropriate use of fetal monitors. This was because, as many of you are aware, catastrophic events for the baby during the delivery process account for the largest number of lawsuits past and present in most hospitals and health systems. This signaled to us that improving “fetal monitor literacy” in our caregivers would result in an even higher level of safety for our youngest patients. After requiring this higher level of proven clinical competence in applying and reading fetal monitor strips during the labor and delivery process, CHRISTUS Health has successfully, in the last 12 months, delivered consecutively 17,000 healthy babies without any fetal abnormalities.
In the end, when we talk to patients who have had less-than-favorable outcomes, we believe that they truly want to be treated fairly and to do whatever is necessary to make sure the error does not recur. Tort reform makes both of these goals possible and creates a win-win situation for both the health care providers and the patients who receive our care.
I, along with the CHRISTUS family of 30,000 Associates, am dedicated to our mission of extending the healing ministry of Jesus Christ every day. We understand and take very seriously the awesome responsibility of caring for the health and lives of our friends and neighbors, and will continue to provide high quality, compassionate care at our facilities across the U.S. and Mexico.
In an effort to protect Americans and their personal information, federal privacy laws (like HIPAA) threaten us with legal action if we comment on the care of any patient. Therefore, I can’t discuss Ms. Spears’ medical condition or treatment at our facility in detail. I can, however, extend to her my deepest consideration and compassion for what must be an extremely difficult situation for her and her family.
I can say that I have reviewed the documentation related to the incident described in the article, and it is my opinion that we provided care that was entirely complete and appropriate.
Because I can’t provide any further details, I would like to take this opportunity to add my voice to the dialogue regarding the focus of the article, tort reform in Texas.
Let me be clear: if an error occurs in our delivery processes, the patient and his or her family should be told the truth and should be financially reimbursed for the costs which have been caused by the error. In all my years as a practicing physician and even now as the president and CEO of an international health care system, I understand the great responsibility we are given by our patients and their families when they choose to place their lives and the lives of their loved ones in our hands. This is why I have always said that for CHRISTUS Health, excellence is a necessity, not a luxury.
Tort reform in Texas does not do away with financial awards to patients who have been wrongfully harmed by inappropriate treatment. It merely caps noneconomic damages at $250,000 per health care provider, with a maximum award of $750,000. Since tort reform was passed in 2003, these suits have continued to be filed, including against Emergency Room physicians, and damages have continued to be awarded.
We have known for years that the legal system put into place to deal with less-than-favorable quality outcomes in health care were necessary, but inappropriate as long as the potential settlements were uncapped and limitless. Support for tort reform does not mean refusing to accept responsibility, nor does it mean that providers are held to a lower quality standard. Instead, it means supporting paying what is due, admitting what was done incorrectly and doing everything possible to mitigate negative outcomes and create a positive solution for patients and their families.
Since the passage of tort reform, physicians have also begun to see Texas as a more attractive environment in which to practice medicine, and some studies show that our physician population has increased 31 percent. As we contemplate a current and worsening primary physician shortage, this is good news for Texans, who have more access to health care than they did before.
Specifically in CHRISTUS Health, since tort reform was passed, our expenses for litigation have been reduced dramatically. We have used these savings to further improve our quality and patient safety by reinvesting them in programs and projects throughout our entire health system. And as a result, we believe both the number of claims and the size of the claims have been even reduced further than as a result of tort reform alone.
Each of our 13 regions can submit projects which they believe, if implemented, would accelerate improvements in their quality of care. Based on competitive reviews, several of these are funded each year from these savings. Programs in the past which have received such support include providing standardized competency testing for all nurses, and providing the latest and safest way to lift heavy patients from one location to another. These programs were designed, funded and piloted and are now being universally implemented across the entire system.
The first program funded this way involved certifying all nurses and re-educating physicians in the appropriate use of fetal monitors. This was because, as many of you are aware, catastrophic events for the baby during the delivery process account for the largest number of lawsuits past and present in most hospitals and health systems. This signaled to us that improving “fetal monitor literacy” in our caregivers would result in an even higher level of safety for our youngest patients. After requiring this higher level of proven clinical competence in applying and reading fetal monitor strips during the labor and delivery process, CHRISTUS Health has successfully, in the last 12 months, delivered consecutively 17,000 healthy babies without any fetal abnormalities.
In the end, when we talk to patients who have had less-than-favorable outcomes, we believe that they truly want to be treated fairly and to do whatever is necessary to make sure the error does not recur. Tort reform makes both of these goals possible and creates a win-win situation for both the health care providers and the patients who receive our care.
I, along with the CHRISTUS family of 30,000 Associates, am dedicated to our mission of extending the healing ministry of Jesus Christ every day. We understand and take very seriously the awesome responsibility of caring for the health and lives of our friends and neighbors, and will continue to provide high quality, compassionate care at our facilities across the U.S. and Mexico.
Wednesday, December 15, 2010
Critical Success Factors for Accountable Care
As health care reform is seeking to restructure how care is delivered and reimbursed, the Accountable Care Organization (ACO) has come forth as a preferred model. A myriad of articles and conferences have appeared in response to the direction from the federal government in the hopes of educating both providers and insurers of not only what will constitute an ACO, but how they must operate to be successful.
Although many of the articles have little value, one written recently on behalf of the Advisory Board Company provides a wealth of knowledge in a well-organized fashion on this proposed model. Entitled “Health Care’s ‘Accountability Movement,' ” this article identifies and expands upon the 15 imperatives for success under accountable care. These 15 are organized into four categories:
• Physician alignment,
• Clinical transformation,
• Payment transformation and
• Information-powered health care.
As conversations about reforming how care is delivered continue and ACOs receive more and more focus, these considerations will become increasingly important.
Although many of the articles have little value, one written recently on behalf of the Advisory Board Company provides a wealth of knowledge in a well-organized fashion on this proposed model. Entitled “Health Care’s ‘Accountability Movement,' ” this article identifies and expands upon the 15 imperatives for success under accountable care. These 15 are organized into four categories:
• Physician alignment,
• Clinical transformation,
• Payment transformation and
• Information-powered health care.
As conversations about reforming how care is delivered continue and ACOs receive more and more focus, these considerations will become increasingly important.
Wednesday, December 8, 2010
The Importance of Our Cultural Competency
Since CHRISTUS Health began Feb. 1, 1999, its Senior Leadership Team has had performance goals to enhance diversity focus in our health care ministry. In 2000 when we embarked on our journey across the border to work with the Muguerza family in Mexico, we knew we would have to develop a culture competency as we worked with and developed health care delivery processes for the people who lived in another country. Although we have been extremely successful in our initial international effort, the senior team, in collaboration with the board, is increasing our focus on diversity by implementing multiple initiatives, including the formation of a system-wide diversity council and our hiring of a System Director of Diversity and Inclusion.
We are all in agreement that a diverse organization that develops a wide range of cultural competencies is best positioned for success. The various positive outcomes and competitive advantages of such organizations are articulated an article which appeared in the September-October 2010 edition of the Physician Executive Journal of Medical Management. Entitled, “Cultural Competency in Health Care Organizations: Why & How?,” this article describes the important strategies that are necessary to implement in creating a cultural competent workforce which ultimately helps patients in various ways, including reducing the risks for medical errors and malpractice claims. The article stresses that, “race and ethnicity concordance alone do not make cultural competence. Providers need specific knowledge and skill sets to provide culturally competent care.” As always, we are hopeful this information will be helpful as we continue our commitment to enhancing our cultural competency.
We are all in agreement that a diverse organization that develops a wide range of cultural competencies is best positioned for success. The various positive outcomes and competitive advantages of such organizations are articulated an article which appeared in the September-October 2010 edition of the Physician Executive Journal of Medical Management. Entitled, “Cultural Competency in Health Care Organizations: Why & How?,” this article describes the important strategies that are necessary to implement in creating a cultural competent workforce which ultimately helps patients in various ways, including reducing the risks for medical errors and malpractice claims. The article stresses that, “race and ethnicity concordance alone do not make cultural competence. Providers need specific knowledge and skill sets to provide culturally competent care.” As always, we are hopeful this information will be helpful as we continue our commitment to enhancing our cultural competency.
Thursday, December 2, 2010
Renewed Focus on the Determinants of Health
The U.S. Department of Health and Human Services today unveiled Healthy People 2020, the nation’s new 10-year goals and objectives for health promotion and disease prevention, and “myHealthyPeople,” a new challenge for technology application developers.
The Healthy People program aims is to improve the quality of our nation’s health by producing a framework for public health prevention priorities and actions. The Healthy People 2020 program includes new topics of focus, including:
• Adolescent Health
• Blood Disorders and Blood Safety
• Dementias, including Alzheimer’s Disease
• Early and Middle Childhood
• Genomics
• Global Health
• Health-Related Quality of Life and Well-Being
• Healthcare-Associated Infections
• Lesbian, Gay, Bisexual and Transgender Health
• Older Adults
• Preparedness
• Sleep Health
• Social Determinants of Health
Part of this program will examine what makes some people healthy and others unhealthy, and how we can create a society in which everyone has a chance to live long, happy lives. They recognize that solutions must address a broad range of personal, social, economic, and environmental factors that influence health status, which are known as determinants of health.
I have written many times on my blog about Canada’s seven determinants of health, and still firmly believe that if health care reform in the U.S. is to be successful, we have to address all the issues that affect overall health, not just hospitals/primary care. Therefore, I am glad to see this focus on all the factors that influence health besides health care providers, since it is clear that sectors such as education, housing, transportation, agriculture, and environment can be important allies in improving population health.
The Healthy People program aims is to improve the quality of our nation’s health by producing a framework for public health prevention priorities and actions. The Healthy People 2020 program includes new topics of focus, including:
• Adolescent Health
• Blood Disorders and Blood Safety
• Dementias, including Alzheimer’s Disease
• Early and Middle Childhood
• Genomics
• Global Health
• Health-Related Quality of Life and Well-Being
• Healthcare-Associated Infections
• Lesbian, Gay, Bisexual and Transgender Health
• Older Adults
• Preparedness
• Sleep Health
• Social Determinants of Health
Part of this program will examine what makes some people healthy and others unhealthy, and how we can create a society in which everyone has a chance to live long, happy lives. They recognize that solutions must address a broad range of personal, social, economic, and environmental factors that influence health status, which are known as determinants of health.
I have written many times on my blog about Canada’s seven determinants of health, and still firmly believe that if health care reform in the U.S. is to be successful, we have to address all the issues that affect overall health, not just hospitals/primary care. Therefore, I am glad to see this focus on all the factors that influence health besides health care providers, since it is clear that sectors such as education, housing, transportation, agriculture, and environment can be important allies in improving population health.
Tuesday, November 23, 2010
Giving Thanks
As we approach another Thanksgiving Day in the U.S., it is appropriate to pause and give thanks for the many blessings in our lives. I am thankful of course for my family and friends, but also for the wonderful CHRISTUS Associates, volunteers and physicians who provide excellent care to our patients, residents, consumers, and their families every day. It truly takes a sacred calling to work in health care, and I am thankful that each of you were called to travel with us on our Journey to Excellence.
Thanks to each CHRISTUS Associate, my colleagues, and readers of this blog. May this holiday season be filled with joy, peace, and happiness for each and every one of you.
Thanks to each CHRISTUS Associate, my colleagues, and readers of this blog. May this holiday season be filled with joy, peace, and happiness for each and every one of you.
Wednesday, November 17, 2010
Patient Satisfaction: My Continuing Focus
Patient satisfaction has been one of our main areas of focus since CHRISTUS was formed in 1999. As we have moved through this journey to ensure that our care is compassionate as well as excellent in clinical quality, we have seen other health systems take note of the importance of patient satisfaction, especially with the national HCAHPS survey.
When I have confronted physicians and Associates over the years with what I recognized as very poor performance in delivering kind, compassionate and highly-satisfying care to their patients, I often heard the response, “I am here to save lives, not make friends.” It is interesting to me, as I have been reflecting on our performance in patient satisfaction even more intensely in my transition period, that I came across an article that explains why those points are moot. “Patient Satisfaction is Here to Stay,” an article in the November 2010 edition of Emergency Physicians Monthly, also articulates in its closing paragraphs the need to combine our satisfaction focus with other areas we have included on our balanced scorecard to determine how “good” we really are.
It is clear that we are on this Journey to Excellence for the patients who turn over their most precious gift to us, their lives. We cannot violate this trust. We must be here to both “save lives” AND “make friends.”
When I have confronted physicians and Associates over the years with what I recognized as very poor performance in delivering kind, compassionate and highly-satisfying care to their patients, I often heard the response, “I am here to save lives, not make friends.” It is interesting to me, as I have been reflecting on our performance in patient satisfaction even more intensely in my transition period, that I came across an article that explains why those points are moot. “Patient Satisfaction is Here to Stay,” an article in the November 2010 edition of Emergency Physicians Monthly, also articulates in its closing paragraphs the need to combine our satisfaction focus with other areas we have included on our balanced scorecard to determine how “good” we really are.
It is clear that we are on this Journey to Excellence for the patients who turn over their most precious gift to us, their lives. We cannot violate this trust. We must be here to both “save lives” AND “make friends.”
Wednesday, November 10, 2010
Burning Questions, Part V
This week, I’ll be providing the final installment of my answers to the questions posed by leaders from across CHRISTUS Health at our recent leadership retreat.
Q. You mentioned that physician integration, seeing physicians as our partners and not customers or competitors, will be essential for our future success. Do we have strategies in place to make that happen?
A. Under the leadership of our Chief Medical Officer, and assisted by many team members, a myriad of physician integration strategies have been developed, and some are being implemented. Two important ones are the expansion of the employed physician model, now through our CHRISTUS Provider Network, and the development of evidenced-based clinical protocols which will be systematized.
Q. Should our growth be predominately out of the hurricane belt?
A. Although I believe we will explore every “call” that comes to us, our due diligence process will indicate that perhaps some of the best opportunities where we can expand our ministries will not be in locations prone to hurricanes. We have done that with our growth in San Antonio, both clinically and for our information systems, and in New Mexico.
Q. Do you believe there is a difference in a faith-based health system versus a non-faith based one?
A. Based on my experience in the three prior heath systems where I served, I am absolutely sure and have experienced a different ambiance in CHRISTUS Health. It has been much easier here to work with a balanced scorecard, making sure the decisions we have made were not driven primarily by a financial mindset. In addition the ability to routinely reflect and pray in preparations for meetings and events, as well as, with patients, sets us clearly apart. And finally, embracing the incarnational spirituality of our founding congregations gives us the ability to live out the golden rule every day, which should be the basis for all heath care quality and safety. In the end, if the care we render is not good enough for our Associates and their families, it is not good enough for anyone else who enters our doors! It is just that simple!
Q. Is there a role for young leaders in CHRISTUS Health?
A. Clearly the answer is a resounding YES! In the enhancement of our diversity program, we not only must be concerned about ethnic and gender diversity, but also talent and age diversity. The diversity of leadership has been a driver to determine participants in our coaching and mentoring programs, our leadership development classes, and our succession planning initiatives. Having younger and better prepared leaders coming behind you should be a goal for all of us as we continue our professional journey!
Q. What metrics did you use to plan a smooth and seamless transition?
A. To assure a smooth transition, the key is to plan as far in advance as possible. Abrupt changes in leadership are disruptive, even when they are done for appropriate reasons. Also, be totally transparent in explaining to all audiences the reasons for the transition. And finally, planning the transition when things are going well is most helpful, so your successor can assume the leadership responsibilities on a firm foundation, rather than meeting daily unknown surprises.
Q. You mentioned that physician integration, seeing physicians as our partners and not customers or competitors, will be essential for our future success. Do we have strategies in place to make that happen?
A. Under the leadership of our Chief Medical Officer, and assisted by many team members, a myriad of physician integration strategies have been developed, and some are being implemented. Two important ones are the expansion of the employed physician model, now through our CHRISTUS Provider Network, and the development of evidenced-based clinical protocols which will be systematized.
Q. Should our growth be predominately out of the hurricane belt?
A. Although I believe we will explore every “call” that comes to us, our due diligence process will indicate that perhaps some of the best opportunities where we can expand our ministries will not be in locations prone to hurricanes. We have done that with our growth in San Antonio, both clinically and for our information systems, and in New Mexico.
Q. Do you believe there is a difference in a faith-based health system versus a non-faith based one?
A. Based on my experience in the three prior heath systems where I served, I am absolutely sure and have experienced a different ambiance in CHRISTUS Health. It has been much easier here to work with a balanced scorecard, making sure the decisions we have made were not driven primarily by a financial mindset. In addition the ability to routinely reflect and pray in preparations for meetings and events, as well as, with patients, sets us clearly apart. And finally, embracing the incarnational spirituality of our founding congregations gives us the ability to live out the golden rule every day, which should be the basis for all heath care quality and safety. In the end, if the care we render is not good enough for our Associates and their families, it is not good enough for anyone else who enters our doors! It is just that simple!
Q. Is there a role for young leaders in CHRISTUS Health?
A. Clearly the answer is a resounding YES! In the enhancement of our diversity program, we not only must be concerned about ethnic and gender diversity, but also talent and age diversity. The diversity of leadership has been a driver to determine participants in our coaching and mentoring programs, our leadership development classes, and our succession planning initiatives. Having younger and better prepared leaders coming behind you should be a goal for all of us as we continue our professional journey!
Q. What metrics did you use to plan a smooth and seamless transition?
A. To assure a smooth transition, the key is to plan as far in advance as possible. Abrupt changes in leadership are disruptive, even when they are done for appropriate reasons. Also, be totally transparent in explaining to all audiences the reasons for the transition. And finally, planning the transition when things are going well is most helpful, so your successor can assume the leadership responsibilities on a firm foundation, rather than meeting daily unknown surprises.
Wednesday, November 3, 2010
Burning Questions, Part IV
We continue again this week with my answers to the questions posed by leaders from across CHRISTUS Health at our recent leadership retreat.
Q. What is the direction you see for our international partnerships?
A. CHRISTUS Muguerza has many opportunities to grow in Mexico. And as capital in that country becomes more widely available, I am sure they will continue to explore and undertake opportunities to expand. We have become more culturally competent through this relationship, and CHRISTUS Muguerza is a much stronger ministry because we are partners in extending Jesus’ healing ministry. One of our sponsoring congregations, the Sisters of Charity of the Incarnate Word of San Antonio, is most interested in us investigating an expansion into Peru to work with their health care ministries there, which include clinics, visiting home nurses, a prenatal program, and inpatient and outpatient hospice programs. Our other sponsoring congregation, the Sisters of Charity of the Incarnate Word of Houston, recently asked for our assistance in the strategic planning process for their ministries in Guatemala. Through these opportunities, we are examining many possible future partnerships and directions.
Q. Can CHRISTUS Health develop successful ACOs?
A. The question is not “can we”, but “how” and “when will we.” Although we know the future will present challenges, we also know that we have all the pieces and are gaining the knowledge to put the puzzle together that will make us successful long into the future, regardless of heath care reform or not. Our abilities are undergirded by our 5 Strategic Directions and our 8 Strategic Enablers. We will do what we need to do to continue on the journey to put care within reach of all who need it.
Q. Has CHISTUS Muguerza fulfilled my expectation?
A. Clearly what had been accomplished in CHRISTUS Muguerza, expanding from 2 to 7 hospitals, multiple clinics, and ambulance service, a drug and addition center, a behavioral services facility, rehab facilities, and a network of clinics for the poor, has far exceed my expectations and vision for our international operations when we began that partnership in 2001. The team their embraced the CHRISTUS brand from day one, and quickly made the decision to join us on the Journey to Excellence.
Q. How do you move people out of silo thinking?
A. The ability to get every member of the CHRISTUS family thinking about how to horizontally integrate rather than to vertically report and think will be a critical success factor for our ministry. Clearly, we need to continue to explain the rationale of why this mode of operations is critical, and expand processes like matrix planning to force multiple constituencies to come together to plan a coordinated approach. And finally, integrated behaviors have to be incorporated into the performance planning processes, with clear expectation and identifiable rewards for accomplishing such.
Q. What is the direction you see for our international partnerships?
A. CHRISTUS Muguerza has many opportunities to grow in Mexico. And as capital in that country becomes more widely available, I am sure they will continue to explore and undertake opportunities to expand. We have become more culturally competent through this relationship, and CHRISTUS Muguerza is a much stronger ministry because we are partners in extending Jesus’ healing ministry. One of our sponsoring congregations, the Sisters of Charity of the Incarnate Word of San Antonio, is most interested in us investigating an expansion into Peru to work with their health care ministries there, which include clinics, visiting home nurses, a prenatal program, and inpatient and outpatient hospice programs. Our other sponsoring congregation, the Sisters of Charity of the Incarnate Word of Houston, recently asked for our assistance in the strategic planning process for their ministries in Guatemala. Through these opportunities, we are examining many possible future partnerships and directions.
Q. Can CHRISTUS Health develop successful ACOs?
A. The question is not “can we”, but “how” and “when will we.” Although we know the future will present challenges, we also know that we have all the pieces and are gaining the knowledge to put the puzzle together that will make us successful long into the future, regardless of heath care reform or not. Our abilities are undergirded by our 5 Strategic Directions and our 8 Strategic Enablers. We will do what we need to do to continue on the journey to put care within reach of all who need it.
Q. Has CHISTUS Muguerza fulfilled my expectation?
A. Clearly what had been accomplished in CHRISTUS Muguerza, expanding from 2 to 7 hospitals, multiple clinics, and ambulance service, a drug and addition center, a behavioral services facility, rehab facilities, and a network of clinics for the poor, has far exceed my expectations and vision for our international operations when we began that partnership in 2001. The team their embraced the CHRISTUS brand from day one, and quickly made the decision to join us on the Journey to Excellence.
Q. How do you move people out of silo thinking?
A. The ability to get every member of the CHRISTUS family thinking about how to horizontally integrate rather than to vertically report and think will be a critical success factor for our ministry. Clearly, we need to continue to explain the rationale of why this mode of operations is critical, and expand processes like matrix planning to force multiple constituencies to come together to plan a coordinated approach. And finally, integrated behaviors have to be incorporated into the performance planning processes, with clear expectation and identifiable rewards for accomplishing such.
Tuesday, November 2, 2010
A continued prayer for Haiti
I asked our communication teams around the CHRISTUS system to send the following message from me to all our Associates. Although we have not scheduled any future medical assistance trips to Haiti, we join with Associates, physicians, volunteers, patients, residents and friends around the CHRISTUS system to pray for support, comfort, and safety for our brothers and sisters in Haiti.
The chances are pretty good that tropical storm Tomas will strengthened and impact Haiti. Unfortunately, Haiti is slow in recovering from the earthquake, and the tent cities are much the same as when the CHRISTUS Team was there in February. In addition, a cholera epidemic is spreading, already having killed over 300 people. The relatives of the two girls from Haiti we are treating at CHRISTUS Santa Rosa Children’s Hospital are living within 4 poles covered by a blue tarp in one of these temporary housing compounds. If these flood, which is very likely, the results will be devastating to people have already suffered much and who we came to love while carrying out the healing ministry there. Sources on the ground indicate that the previous sources of international commitments are gone. I would ask each of you, on behalf of our original Haiti Task Force who planned our Mission, and the team that traveled their on your behalf, to keep all the Haitian people in your prayers as the storms pass over them. We, the CHRISTUS Family, know far better than most just what devastation these storms can cause. Hopefully, with our prayers, some sunshine will come forth from the clouds!
The chances are pretty good that tropical storm Tomas will strengthened and impact Haiti. Unfortunately, Haiti is slow in recovering from the earthquake, and the tent cities are much the same as when the CHRISTUS Team was there in February. In addition, a cholera epidemic is spreading, already having killed over 300 people. The relatives of the two girls from Haiti we are treating at CHRISTUS Santa Rosa Children’s Hospital are living within 4 poles covered by a blue tarp in one of these temporary housing compounds. If these flood, which is very likely, the results will be devastating to people have already suffered much and who we came to love while carrying out the healing ministry there. Sources on the ground indicate that the previous sources of international commitments are gone. I would ask each of you, on behalf of our original Haiti Task Force who planned our Mission, and the team that traveled their on your behalf, to keep all the Haitian people in your prayers as the storms pass over them. We, the CHRISTUS Family, know far better than most just what devastation these storms can cause. Hopefully, with our prayers, some sunshine will come forth from the clouds!
Subscribe to:
Posts (Atom)
