Transforming to a High-Reliability Health Care Organization: Moving from Theory to Practice


Health care leaders frequently state their organization is on a high-reliability journey—but why? The simple explanation is the desire to have more reliable outcomes and overall performance. Achieving high reliability in health care though is a challenge due to the complexity and the dependency on human factors. The good news is that other highly complex and risk-prone industries have had success achieving high reliability and they provide great insights for health care organizations. Here are four pillars essential for high reliability.


Exploring Direct-to-Employer Contracting? How to Get Started and Find the Right Partner


Aiming for healthier, more productive employees and lower costs, a growing number of self-insured companies are contracting directly with high-performing health systems for their employees’ specialty care. Industry data show that roughly half of self-insured employers expect to contract with High-Performance Networks in 2021, up from just 16 percent in 2019. For organizations that have capabilities in place, the time is now to take steps toward direct-to-employer contracting. Here's how to get started and find the right partner. 


Telehealth Should Not Be a Pandemic Back-up Plan: Federal Support is Needed to Sustain Access to Care via Telehealth


During the COVID-19 pandemic, hospitals and health systems reimagined care delivery to meet the needs of their patients and telehealth has become a common method of care. Patients expect that the option for care via telehealth will continue beyond the pandemic, but more changes are needed to ensure that telehealth is not just viewed as a “back-up plan” during public health emergencies.


Is Your Health System Ready for Direct-to-Employer Contracting? Four Keys to Success


A growing number of self-insured employers are bypassing traditional benefit networks offered by insurers and instead contracting directly with health systems to deliver health care services to their employees. Rising health care costs along with employers’ focus on improving quality and increasing patient engagement are key drivers fueling the growth of direct-to-employer contracting. Here are four keys to success for health systems who are positioning for success in direct-to-employer agreements.


Four Steps to a Strong Hospital Food Service Benchmarking Process


It sounds simple, but one of the secrets to success for food service managers is to know your business. Food service managers are challenged every day to justify spend, capital investment, manpower and productivity. A solid benchmarking process that is adaptable and can be maintained will provide you with an understanding of where your hospital fits within today’s competitive market as well as the data that’s needed to make the best decision for your hospital. Here’s four steps to ensure your food service benchmarking process is optimized to provide the most valuable information that you need for your stakeholders.


Ghost Kitchen Trend Makes its Way to Health Care


Ghost kitchens are a big buzz in retail foodservice. Virtually every hospital has a production kitchen, has staff that understands the need for product consistency and has been significantly impacted by COVID both in how they serve the facility’s employees and most recently those who are visiting patients. Health care stepping into the ghost kitchen trend to support essential workers, and even their families, is a concept that exemplifies what food service operators do best—making the most of resources, learning from others and creating opportunities.


Children’s Hospitals Utilize Opportunity to Strengthen Ambulatory Strategy


As children’s hospitals and large pediatric programs work toward recovery and stabilization, administrative and clinical leaders are assessing which elements of COVID-19 disruption and innovation are here to stay. Many children’s hospitals have begun to understand their continued volume depletion, attributing lost emergency department and inpatient volumes to the natural consequences of social distancing and additional reductions in inpatient utilization due to intentional strategies such as early discharge and outpatient shifts. Though outpatient shifts have been an ongoing trend impacting health care utilization for several years, the COVID-19 pandemic has accelerated site of care shifts to minimize time spent in a hospital and subsequent risk of infection exposure. In pediatrics, the outpatient shift has unique meaning and drivers depending on the acuity level of the condition or procedure.


Addressing Social Determinants of Health During COVID-19 and Beyond: Leveraging Collaboration and Partnerships


Social determinants of health have captured national attention during the COVID-19 pandemic. You’ve no doubt seen firsthand the significant effects that COVID has had on our country’s most vulnerable populations. In part three of our blog series, read how hospitals and health systems are galvanizing support and resourcing to define and optimize their roles in addressing social determinants of health during the pandemic and beyond.


Addressing Social Determinants of Health During COVID-19 and Beyond: Leveraging Data that Matters


As hospitals continue to identify and address issues of health equity, it will be essential that they consider information from outside the single acute episode. Read how considering variations in risks, along with the context in which they exist, is essential to begin to address the specific risks that affect vulnerable subsets of patients.


Addressing Social Determinants of Health During COVID-19 and Beyond: How to Find Your Organization’s Fit


We have seen the significant effects of COVID-19 on our country’s most vulnerable populations, amplifying existing health disparities. We have also seen hospitals and health systems continue and expand their efforts to address social determinants of health. This work has taken on new meaning during the pandemic and will continue to become even more important. Not every organization is equipped to lead social determinants of health work, but every organization has an important role to play. And it starts with finding your fit.