While many books, articles, and reports have emanated on so-called “principles of good management and governance,” the research on hospital leadership has been heavily qualitative and it is difficult to ascertain whether self-reports are accurate or representative of the actual actions. New financing models such as value-based purchasing under the Affordable Care Act (Blum, 2010) support the case for a more evidence-based approach to leadership engagement in quality.
The federal government is already producing quality-related information such as the Core Measures and HCAHPS and, beginning in 2013, Medicare payments will be reduced for several conditions including heart failure, myocardial infarction, pneumonia, and surgical infections to create a pool of funds that will be used to reward hospitals that do the best job of meeting quality benchmarks (Belmont, 2011). Responding to these changes will require that hospitals develop structures and processes at all levels of the organization to drive improvements in quality and safety.
The HLQAT provides an excellent way for hospitals to: