AHA Strategic Performance Commitments
Each year, with the combined counsel of the AHA Board of Trustees, governance committees and management, the AHA updates the strategy plan, taking into account the critical issues and emerging trends in health care.
The hallmark of the 2011-2013 AHA Strategic Plan is accountability, including the introduction of Strategic Performance Commitments. Specific to Goal 1 of the plan, these actions make commitments of national significance on behalf of hospitals in the areas of safety, efficiency and quality.
Click to review the entire 2011-2013 AHA Strategic Plan
(available only to AHA members)
2011-2013 AHA Strategic Plan — Goal 1
Advance a Health Care Delivery System that Improves Health and Health Care
To pursue strategies and advocate for models and resources that promote patients and communities receiving the right care, at the right time, in the right place.
Strategic Performance Commitments1
Through the collective strategies represented in Goal 1 and its association-wide Hospitals in Pursuit of Excellence (HPOE) strategy, AHA will provide advocacy, resources and research to America's hospitals and health systems to support them in achievement of these commitments:
Central Line Associated Bloodstream Infections
Measure: Achieve reductions in central line associated blood stream infections (CLASBI) in America's hospitals.
Resources: Comprehensive Unit-based Safety Program
Resources: Health Care-Acquired Infections
Readmissions
Measure: Eliminate preventable readmissions in America's hospitals.
Resources: Readmissions Guide
Case Studies: Care Coordination
Resources: Care Coordination
Mortality
Measure: Eliminate preventable mortality in America's hospitals.
Resource: Hospital Strategies for Reducing Mortality
Resources: Case Study-Improving AMI in the ED
Resources: Case Study-Heart Failure Disease Management Improves Outcomes and Reduces Costs
Case Studies: Medication Management
Case Studies: Patient Safety
1The objective in developing the strategic "big" dial performance commitments is to create strategic commitments and measures the field could easily identify with, and more importantly, see that their internal improvement efforts are moving the needle in the right direction.
