The Many Faces of Accountability
David R. Nielsen, MD AAO-HNS/F EVP/CEO The uncertainty faced by physicians today has many sources—new models for physician payment, employment options, use of electronic health records, documenting care, new coding and billing systems, and many more. Linking many of these issues is the concept of “accountability.” While for some, the word “accountability” conjures up negative images of blame, assignment, reckoning, or finger-pointing, this arbitrary connotation is not functionally optimal. Just as we may argue about “quality”—what is it and who gets to define it—we could be equally baffled by whose definition of “accountability” we should use as demand for holding elements of the health care system “accountable” increase. Rather than focus on negative images, may I suggest that we as otolaryngologists adopt our own approach. As described by author and business consultant Susan Scott in her work on Fierce Accountability™, we would be better served to intentionally define our own accountability as a personal, private, non-negotiable choice to take responsibility for the results that we want to achieve. It is a bias toward action, motivation, and solution. It is the opposite of being a “victim.” Accountability is a key element in many of the aspects of health care delivery reform. Accountable Care Organizations (ACO) are defined as part of the Shared Savings Program in the Affordable Care Act (ACA). They are one of the mechanisms by which improved structure, coordinated care, and shared health data and information are intended to reduce waste, duplicated effort, unnecessary care, and cost, while offering a part of the savings as a reward to the ACO participants. On behalf of the specialty, the AAO-HNS/F has designed its Research, Quality, and Health Policy Business Unit to coordinate health services research with basic and clinical research, as well as provide answers to questions of health policy and advocacy. We transfer basic science findings into useful clinical applications (“bench to bedside”) through clinical research design and action. Using health services research we engage in integrating what works at the bedside for the individual into systems and populations as efficiently and effectively as possible. Systematically applying the best of what we learn through research, assessment of practice gaps, patient safety initiatives, or evidence-based guidelines and performance measures, we demonstrate our intentional assumption of accountability and responsibility for improving how we care for patients and for their individual and collective medical outcomes. In this issue, you will read about examples of this critical aspect of accountability and professionalism—voluntary self-improvement and self-regulation. Our recent collaboration with the Society of Physician Assistants in Otolaryngology (SPAO-HNS) was again a success through the donation of space by the Weill-Cornell campus and the contributions of Academy and SPAO-HNS members to create excellent programming that qualifies for PA continuing education. We expect continued growth in such educational collaborative events that strengthen our team-based collaborative care model of quality improvement. A few weeks ago it was my privilege to be part of a large group of otolaryngologists who assembled to recognize one of our colleagues whose lifetime contributions to the specialty are truly unique and touch nearly every one of us. After 57 years in the United States as a resident, practicing surgeon, and professor and teacher, Eiji Yanagisawa, MD, is retiring. In addition to a rich legacy of personal mentoring, Dr. Yanagisawa has studiously and meticulously documented, through still and video images, a lifetime of clinical care. Many years ago, these images were donated to the AAO-HNS/F to be utilized for the development of educational programming and for the use of our members. Most of us have used or seen Dr. Yanagisawa’s images in Academy educational materials without even knowing where they came from. Most of our online learning products, e-books, COOL cases, and our ENT Exam Video Series rely heavily on his contributions. And our digital image library, originally founded by the Yanagisawa collection, has now been augmented by many other contributors who have followed in his footsteps and added even greater content. The membership of the Academy has a culture of volunteerism and contributing that has been a hallmark of the success of our Annual Meeting, educational programming, and advocacy efforts for decades. This is the model of “accountability” that demonstrates the personal, private choice that each of you make to fashion the future that you envision. I salute all of you for your dedication to principle and your unflagging efforts to demonstrate your accountability through action and solution.
AAO-HNS/F EVP/CEO
The uncertainty faced by physicians today has many sources—new models for physician payment, employment options, use of electronic health records, documenting care, new coding and billing systems, and many more. Linking many of these issues is the concept of “accountability.” While for some, the word “accountability” conjures up negative images of blame, assignment, reckoning, or finger-pointing, this arbitrary connotation is not functionally optimal. Just as we may argue about “quality”—what is it and who gets to define it—we could be equally baffled by whose definition of “accountability” we should use as demand for holding elements of the health care system “accountable” increase. Rather than focus on negative images, may I suggest that we as otolaryngologists adopt our own approach. As described by author and business consultant Susan Scott in her work on Fierce Accountability™, we would be better served to intentionally define our own accountability as a personal, private, non-negotiable choice to take responsibility for the results that we want to achieve. It is a bias toward action, motivation, and solution. It is the opposite of being a “victim.”
Accountability is a key element in many of the aspects of health care delivery reform. Accountable Care Organizations (ACO) are defined as part of the Shared Savings Program in the Affordable Care Act (ACA).
They are one of the mechanisms by which improved structure, coordinated care, and shared health data and information are intended to reduce waste, duplicated effort, unnecessary care, and cost, while offering a part of the savings as a reward to the ACO participants. On behalf of the specialty, the AAO-HNS/F has designed its Research, Quality, and Health Policy Business Unit to coordinate health services research with basic and clinical research, as well as provide answers to questions of health policy and advocacy. We transfer basic science findings into useful clinical applications (“bench to bedside”) through clinical research design and action. Using health services research we engage in integrating what works at the bedside for the individual into systems and populations as efficiently and effectively as possible. Systematically applying the best of what we learn through research, assessment of practice gaps, patient safety initiatives, or evidence-based guidelines and performance measures, we demonstrate our intentional assumption of accountability and responsibility for improving how we care for patients and for their individual and collective medical outcomes.
In this issue, you will read about examples of this critical aspect of accountability and professionalism—voluntary self-improvement and self-regulation. Our recent collaboration with the Society of Physician Assistants in Otolaryngology (SPAO-HNS) was again a success through the donation of space by the Weill-Cornell campus and the contributions of Academy and SPAO-HNS members to create excellent programming that qualifies for PA continuing education. We expect continued growth in such educational collaborative events that strengthen our team-based collaborative care model of quality improvement.
A few weeks ago it was my privilege to be part of a large group of otolaryngologists who assembled to recognize one of our colleagues whose lifetime contributions to the specialty are truly unique and touch nearly every one of us. After 57 years in the United States as a resident, practicing surgeon, and professor and teacher, Eiji Yanagisawa, MD, is retiring. In addition to a rich legacy of personal mentoring, Dr. Yanagisawa has studiously and meticulously documented, through still and video images, a lifetime of clinical care. Many years ago, these images were donated to the AAO-HNS/F to be utilized for the development of educational programming and for the use of our members. Most of us have used or seen Dr. Yanagisawa’s images in Academy educational materials without even knowing where they came from. Most of our online learning products, e-books, COOL cases, and our ENT Exam Video Series rely heavily on his contributions. And our digital image library, originally founded by the Yanagisawa collection, has now been augmented by many other contributors who have followed in his footsteps and added even greater content.
The membership of the Academy has a culture of volunteerism and contributing that has been a hallmark of the success of our Annual Meeting, educational programming, and advocacy efforts for decades. This is the model of “accountability” that demonstrates the personal, private choice that each of you make to fashion the future that you envision. I salute all of you for your dedication to principle and your unflagging efforts to demonstrate your accountability through action and solution.