Winner of a 2014 Shingo Research and Professional Publication Award! Reaching America’s true potential to deliver and receive exceptional health care will require not only an immense and concerted effort, but a fundamental change of perspective from medical providers, government officials, industry leaders, and patients alike. The Institute of Medicine set forth six primary "aims" to which every participant in the American healthcare system must contribute: health care must be safe, timely, effective, efficient, equitable, and patient-centered. Presented as the acronym STEEEP, the collective realization of these goals is to reduce the burden of illness, injury, and disability in our nation. Baylor Health Care System is committed to doing its part and has adopted these six aims as its own. Achieving STEEEP Health Care tells the story of Baylor Health Care System’s continuing quality journey, offering practical strategies and lessons in the areas of people, culture, and processes that have contributed to dramatic improvements in patient and operational outcomes. This book also discusses newer approaches to accountable care that strive to simultaneously improve the patient experience of care, improve population health, and reduce per capita costs of health care. Provides the perspectives of senior leaders in the areas of corporate governance, finance, and physician and nurse leadership Supplies strategies for developing and supporting a culture of quality, including systems and tools for data collection, performance measurement and reporting Includes service-line examples of successful quality improvement initiatives from reducing heart failure readmissions to coordinating cancer care Outlines approaches to accountable care and improved population health and well-being

Achieving health care that is safe, timely, effective, efficient, equitable, and patient-centered (STEEEP) is not an endpoint, but a journey. This journey requires a commitment to quality improvement (QI) from the highest levels of leadership combined with the interdependent development of several key components of health care delivery: administration and governance, clinical leadership, quality programs and expertise, data analytics, and accreditation. As each organization travels along its journey, these components must evolve at a common pace. With each component of a given phase of the quality journey firmly developed, the organization can expect to advance to the next phase knowing that the requisite factors are aligned. Winner of a 2015 Shingo Research and Professional Publication Award Baylor Scott & White Health (BSWH) has formalized its commitment to quality with the adoption of the STEEEP framework supporting the Institute of Medicine's call for health care that is safe, timely, effective, efficient, equitable, and patient centered. This Shingo Prize-winning guide book is a companion to BSWH's recent book Achieving STEEEP Health Care. It presents practical approaches and tools, including sample workflows, forms, charters, and checklists, that health care delivery organizations can use to organize, lead, execute, and measure the impact of their own improvement efforts. BSWH has traveled the QI journey during its 100 years as the largest not-for-profit health care system in Texas and one of the largest in the U.S. With a history of visionary care, its aim is to help others achieve the highest levels of quality and safety for their patients. To learn more about the BSWH quality journey and to find additional case studies and tools, please visit www.steeepglobalinstitute.com.

Winner of a 2016 Shingo Research and Professional Publication Award!A recent article published in the Journal of Patient Safety estimated that more than 400,000 lives are lost each year due to preventable patient events in American hospitals. Preventable patient safety events are the third leading cause of death in the United States. While most hea

Winner of a 2016 Shingo Research and Professional Publication Award! A recent article published in the Journal of Patient Safety estimated that more than 400,000 lives are lost each year due to preventable patient events in American hospitals. Preventable patient safety events are the third leading cause of death in the United States. While most health care organizations know they need to improve patient safety, most lack an understanding of the steps required to develop and implement an effective patient safety program. Baylor Scott & White Health has successfully created a strong culture of patient safety. In 2013, Baylor Health Care System published the book Achieving STEEEP Health Care, which describes its quality improvement journey via the STEEEP framework of delivering care that is Safe, Timely, Effective, Efficient, Equitable, and Patient-centered. This book provides a detailed overview of the Baylor Scott & White Health approach to the delivery of safe care, the leading aim of the STEEEP quality and patient safety framework. It presents real-life examples, practical approaches, and tools for improving patient safety. The book is structured around some of the key components of patient safety such as the importance of strategic efforts in categories of culture, processes, and technology. Maintaining a focus on human factors in patient safety and health care, the book explains the need for advanced analytics along with long-term learning and corporate resources. This book describes how to develop appropriate goals, formulate strategies to meet those goals, and implement techniques to improve patient safety based on the experience of Baylor Scott & White Health.

Second in a series of publications from the Institute of Medicine's Quality of Health Care in America project Today's health care providers have more research findings and more technology available to them than ever before. Yet recent reports have raised serious doubts about the quality of health care in America. Crossing the Quality Chasm makes an urgent call for fundamental change to close the quality gap. This book recommends a sweeping redesign of the American health care system and provides overarching principles for specific direction for policymakers, health care leaders, clinicians, regulators, purchasers, and others. In this comprehensive volume the committee offers: A set of performance expectations for the 21st century health care system. A set of 10 new rules to guide patient-clinician relationships. A suggested organizing framework to better align the incentives inherent in payment and accountability with improvements in quality. Key steps to promote evidence-based practice and strengthen clinical information systems. Analyzing health care organizations as complex systems, Crossing the Quality Chasm also documents the causes of the quality gap, identifies current practices that impede quality care, and explores how systems approaches can be used to implement change.

This book focuses on the interface between the patient and the healthcare system as the entryway to high-quality care and improved outcomes. Unlike other texts, this book puts the patient back in the center of care while integrating the various practices and challenges. Written by interdisciplinary experts, the book begins by evaluating the entire quality landscape before giving voice to all parties involved, including physicians, nurses, administrators, patients, and families. The text then focuses on how to develop a structure that meets needs of all of these groups, effectively addressing common threats to positive outcomes and patient satisfaction. The text tackles the most common challenges clinicians face in a hospital setting, including infection prevention, medication error and stewardship that may jeopardize recovery, complex care, and employee-patient engagement. The Patient and Healthcare System: Perspectives on High-Quality Care is an excellent resource for physicians across broad specialties, nurses, hospital administrators, social workers, patient caregivers and all healthcare professionals concerned with infection prevention, quality and safety of care delivery, and patient satisfaction.

As healthcare moves from volume to value, payment models and delivery systems will need to change their focus from the individual patient to a population orientation. This will move our economic model from that of a "sick system" to a system of care focused on prevention, boosting patient engagement, and reducing medical expenditures. This new focu