Dr.Adrianne Seiler, VPClinical Integration, BH
Introduction:
Baystate Health, a 4 hospital integrated delivery system in Springfield MA, designed and has begun implementation of a multi-year strategy to realize orchestrated access to health as a means for clinical transformation.
Through a collaborative effort with clinically led cross functional team leadership, the organization established a governance structure and new ways of working that aligns the access strategy with clinical operations, finance, and ITto support the seamless implementation of access to health initiatives.
Siloes Synchronized
Problem Statement:
Accessing health is a variable process.At its best, it is seamless, efficient, and effective for patient and provider. At its worst, its a convoluted process filled with delays, inefficiencies, and miscommunications resulting in a frustrating experience for patients and clinicians.
Solution – The OATH® (OrchestratedAccess to Health) Model:
Our Vision: To meet the needs of our consumers and patients according to their wants and/or needs, sustainably and equitably.
Our Solution: To accomplish our vision, we have designed and deployed a multi-year transformation plan marrying clinical and digital transformation to enable orchestrated access to health.
What we’ve accomplished:
Through a collaborative effort with clinically led cross functional team leadership and broad stakeholder input:
Strategic alignment:
• Established a governance structure and new ways of working that aligns the access strategy with clinical operations, finance, and ITto support the seamless implementation of access to health initiatives.
• Access to health is now a key pillar of the organization's overall strategy, ensuring that access-related goals and operations are in alignment with the broader organizational objectives.
Challenges:
Change management & Clear Communication: Established intentional change management tactics and an effective communication system that ensures clarity and alignment with the vision for access across the system.This communication strategy enables all stakeholders to be informed and engaged in access initiatives.
Employee Engagement: Launch of system-wideAccess to Care award program and monthly recognition communication column entitled “Passing the Baton: orchestrating access in my role”. This award celebrates individuals who exemplify the principles of access in their roles.To foster a culture where all employees understand the importance of access in their daily activities.
Governance Structure: Arobust governance structure was developed to oversee and guide the implementation of access-related strategies.This structure ensures accountability and success in achieving access-related goals, while balancing access against other system initiatives.
• Operational challenges related to staffing and operational infrastructure including analytics, information technology, lack of a referral management platform, and project management.
• Concurrent system-wide transition to single Oracle platform limits technology changes due to necessary change freezes and operational human resource constraints.
• Challenges due to requirements on the same teams to balance operational daily needs and transformational needs for executing on strategic projects
• Financial constraints due to the complexities of current health system financing.
Next Steps:
• The organization's commitment to implementing these best practices in access excellence has resulted in a cohesive and comprehensive approach to access across the system.
• These efforts reflect a dedication to promoting accessibility and seamless, equitable, effective and efficient patient-centric care within the organization.
• We are still far from our vision’s destination, but we have created and begun implementation on the roadmap for the journey.