AHRQ highlights ThedaCare Innovations

Apply model to local environment: While it is imperative that those adopting this model use a process redesign methodology (e.g., Lean), the specifics of the ensuing redesign will vary significantly across organizations. In other words, though ThedaCare's inpatient model cannot be directly adopted by other health systems, the concepts can. Each organization should define its ideal state of care delivery, identifying what gaps/obstacles exist and then allowing frontline staff to redesign care and implement solutions that match its ultimate goals.
Adopt new model incrementally: Do not "go live" with the model in all units at once. Rather, adopt it slowly, allowing adequate time for training on each unit prior to implementation. This approach allows "experienced" staff members to act as mentors to those on adopting units.
Assign project manager: Assign one person to be the project manager, overseeing overall development and implementation of the model.
Involve frontline staff and patients: Frontline staff and patients should drive the redesign by making suggestions and providing feedback throughout the process.

Monitor progress versus performance objectives: Set performance objectives for the new model, and monitor and share progress against them on an ongoing basis. This information will help stakeholders stay focused on improvement.
Monitor financial implications: Under Medicare reimbursement mechanisms, hospitals may receive less than the full diagnosis-related group payment per case for those patients discharged to other care settings (e.g., rehabilitation units or nursing homes) rather than their homes. Because the Collaborative Care model often allows for more prompt discharge to these settings, ThedaCare estimates that it loses approximately $2,000 in revenue on some patients; nevertheless, the overall financial health of the health system has improved since implementation of the model."