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| Foreword | |
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| Preface | |
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| Contributors to Chapter 10 | |
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| Acknowledgments | |
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| Introduction | |
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| Understanding the U.S. Healthcare System | |
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| Introduction | |
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| The U.S. Healthcare System Structure | |
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| The U.S. Healthcare System Performance | |
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| Performance Challenges in the U.S. Healthcare System | |
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| Healthcare Reform and Its History | |
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| References | |
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| Understanding the Healthcare Organization | |
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| Introduction | |
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| The Typical Strategic Plan for a Healthcare Organization | |
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| Organizational Performance: The Two Bottom Lines | |
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| Mission, Performance, Strategy, and Structure | |
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| Quality Within the Organizational Infrastructure | |
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| Control Systems | |
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| References | |
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| General Concepts in Quality | |
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| Introduction | |
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| Historical Perspective | |
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| Quality and Hospital Care Through the Years | |
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| Current Definition of Quality in Health Care | |
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| References | |
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| Current State of Quality Measurement: External Dynamics | |
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| Introduction | |
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| Government Organizations | |
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| Nonprofit Organizations | |
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| For-profit Organizations | |
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| Changing the Quality Conversation | |
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| References | |
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| Current State of Quality Measurement: Internal Dynamics | |
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| Introduction | |
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| Healthcare Quality Priorities: Patient Safety and Patient Experience | |
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| Governance, Management, and Staff | |
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| Approach to Quality Priorities | |
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| Performance Dashboards | |
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| References | |
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| Measuring Quality of Inpatient Care | |
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| Introduction | |
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| Before the Measurement Process Begins | |
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| Definition of Healthcare Quality | |
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| Terminology | |
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| Measurement Framework | |
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| Quality Measures | |
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| Operationalizing the Measurement Framework | |
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| The Appropriate Level of Quality | |
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| References | |
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| Understanding Quality and Performance | |
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| Introduction | |
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| Performance, Strategy, Finance, and Quality | |
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| Value in Health Care | |
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| Internal and External Influences on Quality | |
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| Integration of Quality and Finance | |
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| References | |
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| Quantifying the Quality Performance Gaps | |
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| Introduction | |
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| Performance Measurement | |
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| Assessment of Current Quality Performance Status | |
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| Establishing Quality Performance Targets | |
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| References | |
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| Closing the Gaps | |
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| Introduction | |
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| Performance-Driven Planning | |
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| Integration of Finance and Quality | |
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| Feedback Control of Performance | |
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| References | |
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| Case Studies in Healthcare Quality | |
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| Introduction | |
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| Cleveland Clinic Health System (CCHS) | |
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| Memorial Hermann Healthcare System (MHHS) | |
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| University of Southern California (USC) | |
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| Conclusions | |
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| Quality Measurement Framework | |
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| Framework for Performance-Driven Planning: Integration of Quality and Finance | |
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| Implications and Limitations of the Frameworks | |
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| Areas for Future Research | |
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| References | |
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| Index | |