From Admission to Home: Redesigning the Hospital Experience. Michelle James James Lee Joanne Roberts Linda Severs
|
|
- Edgar Lamb
- 5 years ago
- Views:
Transcription
1 From Admission to Home: Redesigning the Hospital Experience Michelle James James Lee Joanne Roberts Linda Severs
2 Learning Objectives Culture of Collaboration Team engagement across organizations Seamless patient care
3 Common Service Area Snohomish County
4 Services Overview Providence Regional Medical Center 275,000 visits annually 00,000 ED Visits annually 49 licensed beds with 26,500 patient admissions annually The Everett Clinic 850,000 visits annually 70,000 Walk-in Clinic visits annually 3 Ambulatory Surgery Centers Second largest private employer in Snohomish County 900 medical providers 45 hospitalists (Everett Clinic) Fifth largest private employer in Snohomish County 45 healthcare providers 35 physicians
5 Great Organizations, Great Care Providence Regional Medical Center Everett HealthGrades: Distinguished Hospital Award for Clinical Excellence The Everett Clinic Fortune 00 Best Company to Work For Island of Excellence - CMS
6 The Everett Clinic Our Core Values: We do what is right for each patient. We provide an enriching and supportive workplace. We strive to improve & provide value: quality, service and cost.
7 Providence Regional Medical Center Everett Providence Health & Services Mission: As people of Providence, we reveal God s love for all, especially the poor and vulnerable, through our compassionate service. Vision: Together, as people of Providence, we answer the call of every person we serve: Know me, care for me, ease my way. 7
8 Secret Ingredients - All About Patient Care Trust Leadership doing what is right Transparency Collaboration Seamless care model (people/processes) Learning Lean outside healthcare Competition Being the best in healthcare means working together
9 Trust Developing community Hospitalists program with Everett Clinic management: Medical team Surgical team Neurological team Orthopedic team Everett Clinic physicians have been active in Providence leadership: Chief of Surgery Chief of Medicine Chief of Ambulatory Care
10 Collaboration Hospitalist program Kaizen: from admission to home Providence Regional Cancer Care Partnership Palliative Care Oncology Primary Care Inpatient Consult
11 What is Kaizen? Improve Harmony
12 Sharing the Idea with Our Team
13 Key Leadership Moments Set Expectations You work as a team Demand Transformation Widen your comfort zone Get Senior Leadership Support Be our sponsors! Collaborate with Health Plan We need your data
14 Introduce Kaizen Work - Focus on Adding Value Identify value from the patient s view Uncover waste in our current processes from all perspectives Identify areas of unbalanced work Find hidden capacity in the system Explore together across the continuum
15 Discuss Patient/Family Expectations The Ideal State Clinical Outcome/Quality and Safety Compassionate Care/Customer Satisfaction Coordinated Care/Best Work Place Affordability/ Secure Future Leadership Input Patient and Family Representative Input
16 Align and Translate Values Across Stakeholders Providence Everett Clinic Customers: Primary: Patients and families Secondary: Bedside care team Clinical Outcome Outcome driven Quality and Safety Outcome driven Creating best practice community standards Compassionate Care Customer Satisfaction Easy button for each patient and care provider Coordinated Care Seamless care continuum Affordability Adding Value Best Work Place Seamless care continuum Secure Future Adding Value Improve communication and reduce breakdown during admission process Eliminate waste Potential Opportunities Improve discharge transition Improve patient satisfaction Decrease diversion during admission process from Clinics to ED ED to non-providence hospitals Develop clinical checklist on: Admission criteria Appropriate imaging Labs
17 Create A Common Vision An integrated healthcare community delivering patient and family-centered care through compassion, excellent outcomes, innovation and value to ensure a world-class future.
18 Over 50 Hours of Observation Uncover Waste and Unbalance Intake # Follow Up #0 Admit #2, 3, 4 Patient Journey Post Acute #9 Care TX #5, 6, 7 Number of Process Step Number Staff Observed Patients Observed - Registration Non ED Admit Bed Assignment Admit from ED Rounding Coordination of Care Discharge Planning Discharge Process Information Flow Follow Up Visit 40 Totals Discharge #8 Over 50 hours of direct observation
19 Value-Added Time Process Process Time (min) Value Added (min) Value Added (%) Registration Admit (Direct) MD Admission RN Admission MD Round (F) MD Round (R) MD Round (L) RN Discharge Post DC RN Call Evaluated and categorized each step of the process Identify Value Added or Non Value Added processes from the Patient s perspective Only 20% Value Added!
20 Our Week Long Event Day One Intro/sponsors Vision: today and 5 years Review current-state VSMs Day Two Current-state VSMs Patient and family panel Lean lessons: where is the waste? Day Three Envisioning the ideal state The future state Day Four Sponsor feedback Plans for 200
21 Strategic Objectives Key objectives set by patients and families: Office to hospital bed no delay Tell my story as few times as possible Communication entire care team on the same page No surprises in process or outcome during the hospitalization Transition education around Four Pillars (Coleman)
22 Some Landmarks on the Ideal Map Open access clinics Information flows with patient Open access beds The team awaits Movement toward patients & families Discharge at admission Guides along the way
23 Picturing the Ideal State Deliver services to patients in their rooms when at all possible - rather than transport patients to services.
24 Uncover Waste Transition Management Scope: Admission to Home Transition In Transition Within Transition Out
25 Colby Campus Transformation Stats 200 Stories 2 Size Height Construction Cost tower Additional Costs parking garage, technology, renovations Number of licensed acute beds (in tower) 700,000 sq. ft. 75 feet $500 million $00 million 240 Opening Date June 20 25
26 Transition In - Overview Improve Direct Admit Process One call does it all Integrated care team greets patient Focus on patient and family centered care Appropriate bed designation Observation vs. inpatient status
27 Individual Value Transition In Direct Admission Process Project Goal: Reduce call to bed placement time; one call does it all Enhance patient experience upon arrival to PRMCE right place and right time Getting There: Series of facilitated meetings with key stakeholders to identify issues, discuss objective data, generate solutions and develop action plans for implementation. Outcomes: I-MR Chart of LS Call to Assigned Calc by Code (=PreImprove; 2=PostImpro _ UC L=53.4 X=3.7 LC L=-26.0 Mean Median 3.7 min 6. min Observation
28 Transition In Observation vs. Inpatient Project Goal: Add value to patient care via: Increase appropriate use of observation status Reduce length of stay for observation patients Getting There: Health plan utilization data Hospitalists and care coordinators develop simplified checklist Transparent report at provider s level Outcomes: Baseline 6 Months Obs/Obs+Inpatient 24% 32% Obs Discharge <24 hours 47% 54%
29 Sharing Data at Provider Level January-July 20 Percentage of Observation Admissions Wang, W n=8 Meyers, D n=29 Staudinger, B n=68 Roberts, J n=0 Moe, S n=86 Chiou, L n=20 Bradley, S n= Wescott, S n=89 Sutcliffe, E n=58 Pacifico, A n=59 Hart, K n=63 Koh, J n=67 Moser, A n=63 Nysoe, T n=59 Fox, A n=99 Lee, K n=7 Pilmer, G n=98 Pandrea, A n=24 Kim, T n=45 Hobbs, J n=58 Brownstein, A n=64 Spencer, T n=33 Ali, S n=86 Tsai, J n=55 Kneeland, P n=54 Beckley, R n=46 Winningham, J n=29 Alanis, L n=42 Cramer, J n=26 Santiago, C n=25 Rafii, C n=49 Chen, A n=56 Wroblewski, K n=8 Lee, E n=38 Cheng, R n=82 Wright, A n=37 Smith, M n=53 Rocca, P n=04 Lau, G n=40 Johnson, A n=77 Lin, D n=53 Perez, C n=97 Hu, K n=3 Rideout, A n= Figenshaw, S n=3 Howry, K n=0 Hayden, S n=0 Golob, A n=0 Derksen 9/7/20 0% 0% 0% 7% 4% 48% 46% 45% 42% 42% 4% 4% 40% 40% 39% 39% 39% 38% 37% 37% 35% 35% 35% 35% 34% 33% 33% 33% 32% 3% 3% 3% 3% 3% 30% 30% 30% 29% 28% 28% 27% 26% 26% 25% 25% 0% 0% 20% 30% 40% 50% 60% 70% 80% 90% 00% 54% 69% 89%
30 Transition Within - Overview Using work from the transition in phase, as well as a new bed tower to drive the urgency, hospitalists, nurses and discharge planners committed to working as a team with patients and families: Hospitalist deployed by patient care unit Daily management system daily patient huddles Risk of readmission classification MD/RN rounding
31 Transition Within Example Setting the Care Plan Project Goal: Enhance collaboration across the care team (geographic placement of care teams) Proactive discharge planning Getting There: Series of facilitated meetings with key stakeholders to identify issues, discuss objective data, generate solutions and develop action plans for implementation. Outcomes: Team Compliance % Initial Goal = 75% Start of Collaborative Care Median LOS Estimated 20
32 Transition Out - Overview Using information from IHI, other published resources and the TEC-sponsored consultative work of Eric Coleman (Care Transitions Intervention) teams now are seeking to ensure: Proactive planning for discharge upon admission Expectations of hospital discharge established upon admission Community-wide commitment to five-day follow-up in primary care offices after hospitalization Tighter clinical integration with core skilled care facilities
33 Transition Out Discharge Transitions Project Goal: Streamline day of discharge for improved patient and staff satisfaction Start planning for discharge upon admission Getting There: Series of facilitated meetings with key stakeholders to identify issues, discuss objective data, generate solutions and develop action plans for implementation. Outcomes: Outcomes:
34 To Learn More About Everett Correspondent T.R. Reid confers with the authors of the Dartmouth Atlas of Health Care and learns that there are huge variations in health care spending across the US. Traveling coast to coast, he finds doctors and hospitals (in Everett, WA) that are working hard to provide excellent health care at reasonable cost. PBS Documentary - "U.S. Health Care: The Good News," T.R. Reid
35 Questions & Discussion
Moving the Needle on Hospital Throughput: Breaking Through the Status Quo. Session ID: 325
Moving the Needle on Hospital Throughput: Breaking Through the Status Quo Session ID: 325 Objectives Objective 1: Demonstrate how two common strategies can be deployed to maximum benefit to support improvements
More informationJULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING
JULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING About The Chartis Group The Chartis Group is an advisory services firm that provides management
More informationNEW INNOVATIONS TO IMPROVE PATIENT FLOW IN THE ED AND HOSPITAL OCTOBER 12, Mike Williams, MPH/HSA The Abaris Group
NEW INNOVATIONS TO IMPROVE PATIENT FLOW IN THE ED AND HOSPITAL OCTOBER 12, 2010 Mike Williams, MPH/HSA The Abaris Group Outline Page 2 1. Top Innovations ED and Hospital 2. Top Barriers 3. Steps to Eliminate
More informationEmergency Department Patient Flow Strategies. University of Maryland Medical Center
Emergency Department Patient Flow Strategies University of Maryland Medical Center Medical Admitting Officer Attending Hospitalist Hours: 9a 11p Mon Friday Goal to partner with ED team and provide oversight
More informationLooking at Patient Flow in Hours and Days
This presenter has nothing to disclose Looking at Patient Flow in Hours and Days Getting Patients to the Right Level of Care at the Right Time October 23, 2014 Session Objectives Understand the differences
More informationEmergency Department Throughput
Emergency Department Throughput Patient Safety Quality Improvement Patient Experience Affordability Hoag Memorial Hospital Presbyterian One Hoag Drive Newport Beach, CA 92663 www.hoag.org Program Managers:
More informationHOW A PROVINCIAL APPROACH TO PATIENT FLOW IS REDUCING CONSERVABLE BED DAYS AND SAVING SIGNIFICANT COSTS CASE STUDY
Alberta Health Services HOW A PROVINCIAL APPROACH TO PATIENT FLOW IS REDUCING CONSERVABLE BED DAYS AND SAVING SIGNIFICANT COSTS CASE STUDY CASE STUDY (AHS) was established in 2009 as the first provincial,
More informationREDESIGNING ALLIED HEALTH OUTPATIENTS - Lean Thinking Applications to Allied Health
REDESIGNING ALLIED HEALTH OUTPATIENTS - Lean Thinking Applications to Allied Health Josephine Kitch, Director, Allied Health Division,Flinders Medical Centre, SA Brenda Crane, RDC Clinical Facilitator,
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/15/2016
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/15/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationHEALTHCARE: Academic Medical Center & Health System
HEALTHCARE: Academic Medical Center & Health System BEFORE Results ED Time in Dept (minutes) Each data point is the weekly average. Volume was relatively flat during the shown time period. [Academic Medical
More informationThe influx of newly insured Californians through
January 2016 Managing Cost of Care: Lessons from Successful Organizations Issue Brief The influx of newly insured Californians through the public exchange and Medicaid expansion has renewed efforts by
More informationBest Practices: Case Management and Keys to a Successful Implementation
Best Practices: Case Management and Keys to a Successful Implementation Teresa Gonzalvo, RN, BSN, MPA, CPHQ, ACM Vice President, Care Coordination Sentara Healthcare Sherry Norquist, RN, BSN, ACM Manager,
More informationImproving Hospital Performance Through Clinical Integration
white paper Improving Hospital Performance Through Clinical Integration Rohit Uppal, MD President of Acute Hospital Medicine, TeamHealth In the typical hospital, most clinical service lines operate as
More informationKristen Miranda Vice President Strategic Partnerships and Innovation March 20, 2013
california case study: a model for accountable care Kristen Miranda Vice President Strategic Partnerships and Innovation March 20, 2013 1 program framework and core tenets To achieve measurable results,
More informationDNV GL - Healthcare CAMC Health System s Baldrige Journey
DNV GL - Healthcare CAMC Health System s Baldrige Journey DRAFT DNV GL 2016 SAFER, SMARTER, GREENER The Broader View of DNV GL Reducing uncertainty, increasing safety Improving efficiency Enabling sustainability
More informationThe STAAR Initiative
The STAAR Initiative A quality effort at the heart of system redesign Amy E. Boutwell, MD, MPP The Center for Innovative Healthcare Strategies amy@innovativehealthcarestrategies.org Please note: Dr Boutwell
More informationCreating a Data-Driven Culture to Right-Size Capacity and Enhance Quality and Safety
Creating a Data-Driven Culture to Right-Size Capacity and Enhance Quality and Safety MaryPat Sullivan, CNO and Chief Experience Officer, Overlook Medical Center, Atlantic Health System, Summit, NJ Jacalyn
More informationHamilton Health Sciences STRATEGIC PLAN. Patients PLAN AT A GLANCE People. Sustainability. Research, Innovation & Learning
Patients Hamilton Health Sciences STRATEGIC PLAN PLAN AT A GLANCE 2016-2017 Research, Innovation & Learning Hamilton Health Sciences STRATEGIC PLAN PLAN AT A GLANCE 2016-2017 Rob MacIsaac President and
More informationUsing Facets of Midas+ Hospital Case Management to Support Transitions of Care. Barbara Craig, Midas+ SaaS Advisor
Using Facets of Midas+ Hospital Case Management to Support Transitions of Care Barbara Craig, Midas+ SaaS Advisor What does Transitional Care Include? Transitional Care is the smooth conversion of a patient
More informationTransformational Patient Care Redesign Project
Transformational Patient Care Redesign Project Kaveh Houshmand Azad 1 Summary In 2008 2009, Providence Holy Cross Medical Center, a 340- bed hospital located in Mission Hills, California embarked upon
More informationSharp HealthCare ACO. Presented by: Donald C. Balfour, M.D. President and Medical Director Sharp Rees-Stealy Medical Group
Sharp HealthCare ACO Presented by: Donald C. Balfour, M.D. President and Medical Director Sharp Rees-Stealy Medical Group Institute for Quality Leadership Annual Conference October 4, 2012 Sharp ACO Collaborations
More informationAdvanced Illness Management Leveraging Person Centered Care and Reengineering the Care Team Across the Continuum
Advanced Illness Management Leveraging Person Centered Care and Reengineering the Care Team Across the Continuum Betsy Gornet, FACHE Chief Advanced Illness Management Executive Sutter Health / Sutter Care
More informationSouth Warwickshire s Whole System Approach Transforms Emergency Care. South Warwickshire NHS Foundation Trust
South Warwickshire s Whole System Approach Transforms Emergency Care South Warwickshire NHS Foundation Trust South Warwickshire s Whole System Approach Transforms Emergency Care South Warwickshire NHS
More informationMedicare Shared Savings ACOs: One Organization s Lessons Learned. Gregory A. Spencer MD FACP Chief Medical Officer Crystal Run Healthcare LLP
Medicare Shared Savings ACOs: One Organization s Lessons Learned Gregory A. Spencer MD FACP Chief Medical Officer Crystal Run Healthcare LLP Learning Objectives Identify organizational strengths and weaknesses
More informationWe are growing to better serve you
We are growing to better serve you Message from Robert L. Lord, Jr. Martin Health System President and CEO Founded in 1939, Martin Health System has a rich history of providing care to residents of the
More informationTargeted Solutions Tools
TARGETED SOLUTIONS TOOL NOW AVAILABLE FOR OUR INTERNATIONAL CUSTOMERS! Joint Commission Center for Transforming Healthcare Targeted Solutions Tools Hand Hygiene Safe Surgery Hand-off Communications Preventing
More informationRhonda Dickman, RN, MSN, CPHQ
Rhonda Dickman, RN, MSN, CPHQ Rhonda Dickman is a Quality Improvement Specialist with the Tennessee Hospital Association s Tennessee Center for Patient Safety, supporting hospitals in their quality improvement
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationAccomplishments Fiscal Year UPMC Passavant
Accomplishments Fiscal Year 2015 UPMC Passavant UPMC Passavant Summary of Significant FY15 Accomplishments Continue employee engagement initiatives that are aligned with UPMC Passavant s Mission, Vision,
More information9/15/2017 THROUGHPUT. IT S NOT JUST AN EMERGENCY DEPARTMENT ISSUE LEARNING OBJECTIVES
THROUGHPUT. IT S NOT JUST AN EMERGENCY DEPARTMENT ISSUE D O N N A C R I M M I N S - B O N N E L L, B S N, M H S M, C P H Q, L S S G B LEARNING OBJECTIVES 1) Define who is affected by inefficiency in throughput
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 4/1/2014 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationAlberta Health Services. Strategic Direction
Alberta Health Services Strategic Direction 2009 2012 PLEASE GO TO WWW.AHS-STRATEGY.COM TO PROVIDE FEEDBACK ON THIS DOCUMENT Defining Our Focus / Measuring Our Progress CONSULTATION DOCUMENT Introduction
More informationFuture Proofing Healthcare: Who Knows?
Future Proofing Healthcare: Who Knows? Marcel Loh Chief Executive, Swedish Suburban Hospitals & Affiliates Swedish Health Services 2 3 4 Things do not happen. Things are made to happen. John F. Kennedy
More informationPFAC as Consultant to Hospital Initiatives
4th Annual Patient and Family Advisory Council Conference Strengthening Patient and Family Engagement in Massachusetts Hospitals PFAC as Consultant to Hospital Initiatives Lois Erhartic, Colleen McCauley,
More informationTaming Length of Stay Challenges Through Analytics
Taming Length of Stay Challenges Through Analytics March 3, 2016 Dr. Michelle Pezzani, Medical Director Utilization Management at El Camino Hospital & Palo Alto Medical Foundation (PAMF) Petrina Griesbach
More informationLaguna Honda Lean Transformation. Laguna Honda Strategic Performance Management November 2017
Laguna Honda Lean Transformation Laguna Honda Strategic Performance Management November 2017 Background MAKE IT BETTER 4. 1. Performance Improvement FIX IT Do the work and make it happen 3. Create best
More informationCareTrek : Nebraska s Journey to Safe Care Transitions
CareTrek : Nebraska s Journey to Safe Care Transitions Audrey Paulman, MD, MMM Principal Clinical Coordinator CIMRO of Nebraska This material was prepared by CIMRO of Nebraska, the Medicare Quality Improvement
More informationCareTrek : Nebraska s Journey to Safe Care Transitions
CareTrek : Nebraska s Journey to Safe Care Transitions Audrey Paulman, MD, MMM Principal Clinical Coordinator CIMRO of Nebraska This material was prepared by CIMRO of Nebraska, the Medicare Quality Improvement
More informationSarasota Memorial Hospital Laurel Road Update
Public Workshop June 19, 2018 s Sarasota Memorial Hospital Laurel Road Update David Verinder, President & CEO, Sarasota Memorial Health Care System Steve Jackson, Principal, Flad Architects 1 Public Workshop
More informationPatients and Professionals Partner to Redesign Inpatient Care
Patients and Professionals Partner to Redesign Inpatient Care Mireille Brosseau Program Lead, Patient and Citizen Engagement Canadian Foundation for Healthcare Improvement (CFHI) Mario DiCarlo Patient
More informationHealth Reform and Medicare: What Does it Mean for a Restructured Delivery System?
Health Reform and Medicare: What Does it Mean for a Restructured Delivery System? Gary S. Kaplan, MD Chairman and CEO Virginia Mason Medical Center May 25, 2011 Our Strategic Plan Virginia Mason Medical
More informationSession 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago Medicine
Chief Experience Officer: The New Leader Driving Innovation to Transform Healthcare for Patients, Families and Care Teams Session 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago
More informationLeveraging the Accountable Care Unit Model to create a culture of Shared Accountability
Leveraging the Accountable Care Unit Model to create a culture of Shared Accountability How we improved Patient Safety and Quality Outcomes at Northwest Hospital Our Journey to Shared Accountability Implementation
More informationWHAT IT FEELS LIKE
PCMH and PCSP WHAT IT FEELS LIKE Presentation Outline Goals of the Patient Centered Medical Home and the Patient Centered Specialty Practice Identifying the Joint Principles Recognition Programs Standards
More informationAdvocate Medical Group and Advocate BroMenn Medical Center Comprehensive Care Program/ Readmission Risk Program
Creating Clinically Integrated Health System-Based Medical Groups Collaborative Case Study Advocate Medical Group and Advocate BroMenn Medical Center Comprehensive Care Program/ Readmission Risk Program
More information2017/2018 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
2017/2018 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/09/2017 Queensway Carleton Hospital 1 Overview Queensway Carleton Hospital is pleased to present our annual
More informationPSI-15 Lafayette General Health 2017 Nicholas E. Davies Enterprise Award of Excellence
PSI-15 Lafayette General Health 2017 Nicholas E. Davies Enterprise Award of Excellence Rachel Brunt, RN, BSN, MBA-HCA, CIC, CPHQ, Director Quality Jessie Hanks, BS, RHIA, Director HIM Lafayette General
More informationImproving Patient Experience, Safety and Progression through Care Model Redesign & Lean Management
Improving Patient Experience, Safety and Progression through Care Model Redesign & Lean Management Michelle Cline, RN, MSN, Care Model Redesign Manager Donna Litwinski, PT, Master Lean Fellow April 2018
More informationStrategies to Achieve System-Wide Hospital Flow
M15 This presenter has nothing to disclose Strategies to Achieve System-Wide Hospital Flow Katharine Luther and Pat Rutherford IHI s 26th Annual National Forum on Quality Improvement in Health Care December
More informationCAMDEN CLARK MEDICAL CENTER:
INSIGHT DRIVEN HEALTH CAMDEN CLARK MEDICAL CENTER: CARE MANAGEMENT TRANSFORMATION GENERATES SAVINGS AND ENHANCES CARE OVERVIEW Accenture helped Camden Clark Medical Center, (CCMC), a West Virginia-based
More informationPhysician Hospital/SNF Collaborative Guidelines
Overview Physician Hospital/SNF Collaborative Guidelines Effective coordination of care is an essential element in any successful health care system and this element requires the willingness of specialists,
More informationUsing Data for Proactive Patient Population Management
Using Data for Proactive Patient Population Management Kate Lichtenberg, DO, MPH, FAAFP October 16, 2013 Topics Review population based care Understand the use of registries Harnessing the power of EHRs
More informationOMC Strategic Plan Final Draft. Dear Community, Working together to provide excellence in health care.
Dear Community, Working together to provide excellence in health care. This mission statement, established nearly two decades ago, continues to be fulfilled by our employees and medical staff. This mission
More informationACOs: California Style
ACOs: California Style ACO Congress John E. Jenrette, M.D. Chief Executive Officer Sharp Community Medical Group November 2, 2011 California Style California Style A CO California Style California Style
More informationAcute Psychiatry Solutions
Acute Psychiatry Solutions Expert care when patients need it most We believe psychiatric emergencies are medical emergencies. We also believe the best psychiatric care is delivered when patients are treated
More informationPutting It All Together: Strategies to Achieve System-Wide Results
1 Putting It All Together: Strategies to Achieve System-Wide Results Katharine Luther, Lloyd Provost, Pat Rutherford Hospital Flow Professional Development Program April 4-7, 2016 Cambridge, MA Session
More informationDaily Management System: Improving quality and promoting patient safety: An Evidence-based Practice Initiative
Daily Management System: Improving quality and promoting patient safety: An Evidence-based Practice Initiative Pauline M. Johnson, DNP, RN, FNP-BC Lennore Dennis-Yorke, RN, FNP-BC Kings County Hospital
More informationHealthcare. Healthcare Transformation Services: revitalizing the vision of compassionate care. Consulting
Healthcare Consulting Healthcare Transformation Services: revitalizing the vision of compassionate care Who/where A large regional health network in the Northeast region of the United States is expanding
More informationEMERGENCY DEPARTMENT CASE MANAGEMENT
EMERGENCY DEPARTMENT CASE MANAGEMENT By Linda Sallee, Haley Rhodes, Sapna Patel, Cathleen Trespasz Healthcare consumers are becoming more empowered to have healthcare on their terms. With telemedicine,
More informationImproving Care Transitions for Rhode Island Patients
Improving Care Transitions for Rhode Island Patients Nelia Odom, RN, BSN, MBA, MHA Senior Program Coordinator, Quality Partners of Rhode Island Deborah Correia Morales, MSW Senior Program Coordinator,
More informationDriving Out Clinical Variation to Drive Up Your Bottom Line
In Cooperation With: Executive White Paper Series, October 2017 Driving Out Clinical Variation to Drive Up Your Bottom Line Hospitals have always worked to be efficient. Now more than ever, it is increasingly
More informationNova Scotia Health Authority Business Plan TABLE OF CONTENTS
BUSINESS PLAN TABLE OF CONTENTS 1 Message from the President and CEO... 1 2 Our Strategic Plan... 2 3 Mandate... 3 4 Planning for the Future... 4 5 2018-19 Business Plan Priorities... 5 6 Research and
More informationECU Teacher s in Quality Academy Vidant Health Quality Program. Learning Session 1 March 24, 2014
ECU Teacher s in Quality Academy Vidant Health Quality Program Learning Session 1 March 24, 2014 Objectives 1. Describe organizational approach to patient safety/quality improvement at Vidant Health and
More informationIntroduction. Staffing to demand increases bottom line revenue for the facility through increased volume and throughput and elimination of waste.
Learning Objectives Define a process to determine the appropriate number of rooms to run per day based on historical inpatient and outpatient case volume. Organize a team consisting of surgeons, anesthesiologists,
More informationCentralizing Multi-Hospital Mortality Reviews
December 7, 2016 Session Codes: D4 (9:30am-10:45am) & E4 (11:15am - 12:30pm) Centralizing Multi-Hospital Mortality Reviews IHI 28 th National Forum Mark P Jarrett, MD, MBA, MS SVP, Chief Quality Officer,
More informationPresentation to Business Forecasting Roundtable
Presentation to Business Forecasting Roundtable May 24, 2006 Cardinal Health System, Inc. Presentation Overview Cardinal Health System, Inc. (CHS) Overview CHS Growth and Economic Contributions Future
More informationRoadmap to accountable care: The chicken or the egg technology investment or clinical process improvement?
Roadmap to accountable care: The chicken or the egg technology investment or clinical process improvement? August 29, 2012 Meet the Presenters Michael Griffis CIO Innovative Practices Tucson, AZ Beth Hartquist,
More informationValue Based Care An ACO Perspective
Value Based Care An ACO Perspective NCIOM Task Force on Accountable Care Communities January 24, 2018 Steve Neorr Chief Administrative Officer 2 3 4 5 Source: Banthin, Jessica. Healthcare Spending Today
More informationFinancial Disclosure. Learning Objectives. Reducing GI Surgery Re-Admissions, While Increasing Patient Satisfaction
Reducing GI Surgery Re-Admissions, While Increasing Patient Satisfaction Michelle Guibault, BSN, BS, RN Co-Author: D. Leigh Webb, MPH, CTR WellStar Health System, Marietta, GA Nothing to disclose Financial
More informationJoseph Brant Memorial Hospital 1230 North Shore Blvd., Burlington, Ontario L7S 1W7
Joseph Brant Memorial Hospital 1230 North Shore Blvd., Burlington, Ontario L7S 1W7 This document is intended to provide public hospitals with guidance as to how they can satisfy the requirements related
More informationBeyond the Hospital Walls: Impact of a SNFist Practice Model
Beyond the Hospital Walls: Impact of a SNFist Practice Model Aaron Snyder, MD Vice President, US Acute Care Solutions Kim Repac Chief Financial Officer, WMHS Aging Population 50 Million Distribution
More informationHarm Across the Board Reporting: How your Hospital Can Get There
Harm Across the Board Reporting: How your Hospital Can Get There Presentation to KHA Annual Quality Conference March 19, 2014 Jackie Conrad RN, BSN, MBA Improvement Advisor Cynosure Health Objectives Upon
More informationA Multi-Phased Approach to Using Clinical Data to Drive Evidence-Based EMR Redesign. Kulik, Carole Marie; Foad, Wendy; Brown, Gretchen
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationPriceless Partners: Common Patients, Common Goals
Priceless Partners: Common Patients, Common Goals Erin Hodson, RN, BSN, ACM Senior Director Case Management Inova Fairfax Hospital Pamela Andrews, RN, MSW, MBA, CCM, ACM Director Medical Management INTotal
More informationBest Practices: Access Case Management
Best Practices: Access Case Management Sarah M. Clark, RN-BC, BSN, MHA/INF, CCM Manager, Care Coordination Education Sentara Healthcare August 15, 2013 1 Objectives Identify key components of an effective
More informationH ospital Voice. Oregon Community Hospitals. Lean Methods and Mindsets. The CEO Perspective. Taking Aim at Health Care Reform
H ospital Voice A magazine for and about Oregon Community Hospitals A magazine for and about Oregon Community Hospitals Taking Aim at Health Care Reform Triple Aim to change health care for good The CEO
More informationManaging Patients with Multiple Chronic Conditions
Best Practices Managing Patients with Multiple Chronic Conditions Arch Health Partners Case Study Organization Profile Palomar Pomerado Health, a public hospital system that includes 2 hospital campuses
More informationGender. Age DEMOGRAPHICS POINTS OF DISTINCTION COMISSION FOR ACCREDITATION OF REHABILITATION FACILITIES STATE OF FLORIDA BRAIN AND SPINAL CORD PROGRAM
POINTS OF DISTINCTION 89-bed Acute Adult Inpatient Rehabilitation Unit, All private rooms 4 th largest Rehabilitation provider in the state of Florida Admitted 2157 patients from April 2017 through March
More informationThe New Right Way: Introducing New Staffing Models on Vancouver Island
The New Right Way: Introducing New Staffing Models on Vancouver Island Talk to any nurse and you ll probably hear the same thing: patients they ain t what they used to be! Aging baby boomers have changed
More informationTwo Hospitals-One Heart: World Class Heart Care through Multi-Disciplinary Collaboration
Two Hospitals-One Heart: World Class Heart Care through Multi-Disciplinary Collaboration American Nurses Association Susie Schnitker RN, BSN, CEN 7 th Annual Nursing Quality Conference Director of Critical
More informationMERCY MEDICAL CENTER. Mercy Medical Center Improves Patient Care, Lowers Costs with the Hospital Operating System
MERCY MEDICAL CENTER Mercy Medical Center Improves Patient Care, Lowers Costs with the Hospital Operating System Success Snapshot Reduced acute LOS from 4.6 to 3.74 and observation LOS from 1.51 to 1.31
More informationENGAGING STAFF TO CREATE A BLENDED UNIT AND EFFICIENT STAFFING MATRIX
ENGAGING STAFF TO CREATE A BLENDED UNIT AND EFFICIENT STAFFING MATRIX JESSIE BROOKS, RN, BSN, UNIT COORDINATOR KIM HINCK, RN, BSN, STAFF RN, SCHEDULING COMMITTEE MEMBER OBJECTIVES Demonstrate how engaging
More informationAdvancing Primary Care Delivery
Advancing Primary Care Delivery Tenth National Pay for Performance Summit March 3, 2015 Simeon Schwartz, MD CEO, WESTMED Medical Group, P.C. WESTMED Medical Group Established 1996 by 16 physicians 300
More informationShetland NHS Board. Board Paper 2017/28
Board Paper 2017/28 Shetland NHS Board Meeting: Paper Title: Shetland NHS Board Capacity and resilience planning - managing safe and effective care across hospital and community services Date: 11 th June
More informationHospital Patient Flow Capacity Planning Simulation Model at Vancouver Coastal Health
Hospital Patient Flow Capacity Planning Simulation Model at Vancouver Coastal Health Amanda Yuen, Hongtu Ernest Wu Decision Support, Vancouver Coastal Health Vancouver, BC, Canada Abstract In order to
More informationPartnering with the Care Management Department. Medical Staff and Allied Health Practitioner Orientation
Partnering with the Care Management Department Medical Staff and Allied Health Practitioner Orientation 10/2015 Department of Care Management Medical Directors of Care Coordination Inpatient Case Managers
More informationTEAM ASSESSMENT PULL PROCESS CHILDREN S HEALTHCARE OF ATLANTA AT SCOTTISH RITE
Publication Year: 2011 TEAM ASSESSMENT PULL PROCESS CHILDREN S HEALTHCARE OF ATLANTA AT SCOTTISH RITE Summary: The Team Assessment Pull Process (TAPP) is a technique to redesign emergency department patient
More informationQuality Improvement Plans (QIP): Progress Report for the 2016/17 QIP
Quality Improvement Plans (QIP): Progress Report for the QIP Medication Reconciliation ID Measure/Indicator from as stated on QIP 2017 1 Best possible medication history(bpmh) completion: The total number
More informationOverview of Alaska s Hospitals and Nursing Homes. House HSS Committee March 1, 2012
Overview of Alaska s Hospitals and Nursing Homes House HSS Committee March 1, 2012 Alaska Hospital and Nursing Homes Testifying Today Fairbanks Memorial Hospital Mike Powers Central Peninsula Hospital
More informationBundled Payments. AMGA September 25, 2013 AGENDA. Who Are We. Our Business Challenge. Episode Process. Experience
Bundled Payments AMGA September 25, 2013 Who Are We AGENDA Our Business Challenge Episode Process Experience 1 Cleveland Clinic is transforming Fee for service Fee for value 3 Fast Facts 41,200 employees
More informationTL3EO: The CNO influences organization-wide change beyond the scope of nursing.
Transformational Leadership: Advocacy and Influence TL3EO: The CNO influences organization-wide change beyond the scope of nursing. TL3EOa Provide one example, with supporting evidence, of a CNO-influenced
More informationUNITED STATES HEALTH CARE REFORM: EARLY LESSONS FROM ACCOUNTABLE CARE ORGANIZATIONS
UNITED STATES HEALTH CARE REFORM: EARLY LESSONS FROM ACCOUNTABLE CARE ORGANIZATIONS Stephen M. Shortell, Ph.D., M.P.H, M.B.A. Blue Cross of California Distinguished Professor of Health Policy and Management
More informationNova Scotia s New Collaborative Care Model
Nova Scotia s New Collaborative Care Model 1 Province of Nova Scotia Health Transformation: A partnership of the Department of Health, District Health Authorities, and the IWK Health Centre. 1 Why Nova
More informationPartnerships- Cooperation with other care providers that is guided by open communication, trust, and shared decision-making.
1 E P 7: Describe and demonstrate the structure(s) and process(es) used to engage internal experts and external consultants to improve care in the practice setting. When Riverside nurses from any level
More informationLeaders in Innovative Rural Health Care
Leaders in Innovative Rural Health Care 2014-2017 Strategic Plan Prepared by OPTIMUS SBR 2014 All rights reserved Table of Contents MESSAGE FROM CEO AND BOARD CHAIR... 3 INTRODUCTION... 4 MISSION, VISION,
More informationHanover and District Hospital Strategic Plan
Hanover and District Hospital 2012 Strategic Plan Prepared By: the President/CEO and the Board of Directors With input from Senior Staff, Employees, Physicians, and the Community Created June 2011- February
More informationRedesigning the Role of the RN in Case Management: Impact on HCAHPS and Readmission Rates Session C093. Mercy Health System 09/10/15
Redesigning the Role of the RN in Case Management: Impact on HCAHPS and Readmission Rates Session C093 2015 ANCC National Magnet Conference Friday October 9th 2015 8:00 a.m. Debra Potempa MSN, RN, NEA
More informationStrategic Plan Our Path to Providing Excellence in Health Care
Strategic Plan 2014-2016 Our Path to Providing Excellence in Health Care Dear Community Members, As your publicly elected commissioners of Clallam County Public Hospital District No. 2, we are dedicated
More informationPost-Acute Care. December 6, 2017 Webinar Louise Bryde and Doug Johnson
Post-Acute Care December 6, 2017 Webinar Louise Bryde and Doug Johnson Topics for Discussion Background What Is Post Acute Care? Lexicon Levels of Care Why Focus on Post Acute Care? Emerging PAC Trends
More informationDriving Obstetrical Excellence Through a Council Structure
Driving Obstetrical Excellence Through a Council Structure Elizabeth Deckers, MD Director of Labor and Delivery, Hartford Hospital Deborah Feldman, M.D. Division director, Maternal Fetal Medicine, Hartford
More information