UPMC Passavant Goals and Objectives for Fiscal Year 2016

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1 1 UPMC Passavant s and Objectives for Fiscal Year 2016

2 UPMC Passavant Summary of Significant FY16 s Strive to create a safe, fair culture, focusing on elimination of preventable harm and death. Enhance Care Delivery systems across all departments. Engage patients and families to assure best experience. Enhance the UPMC experience by emphasizing culture and incorporating UPMC s values throughout the employment life cycle. Successful regulatory surveys. Submit Magnet application in preparation for submission of documents. Strive to achieve excellent rankings in key public metrics and maximum financial reimbursement. Leverage clinical collaborations and service lines to enhance care and services in the region. Continue to develop physician leadership. Recruit Primary Care Physicians as successors for end of career doctors. Continue to develop programs to support the CHNA goals. Enhance collaboration and engagement between Passavant and St. Margaret Operations, Board of Directors and Medical Staff. Meet or exceed all financial and operating goals. 2

3 Quality Culture of Safety Survey Participation Best-in-Class Governance 75% participation in Operating Room staff in culture of safety survey 75% participation in Operating Room staff in culture of safety survey Achieve Magnet Designation Best-in-Class Governance FY16 submit application and prepare written documents Plan for submission and site visit early FY17 Care Coordination New Care Models ICU participation in rounds. Increase physician participation Mobility New Care Models Redefine mobility rounds, increase documentation in white boards ICU participation in rounds. Increase physician participation Redefine mobility rounds, increase documentation in white boards 3

4 Quality Implement Instrument Tracking in sterile processing Smart Technology Decrease incorrect trays, lost instruments. Decrease in turnover time. Decrease orientation time for SPD staff Decrease incorrect trays, lost instruments. Decrease in turnover time. Decrease orientation time for SPD staff Risk Master Best-in-Class Governance Increase reporting of events and good catch hot line Increase reporting of events and good catch hot line Bar Code Medication Scanning New Care Models Implement BCMA in ED and PACU with resultant Patient scanning at 95% and medication scanning at 95% Implement BCMA in ED and PACU with resultant Patient scanning at 95% and medication scanning at 95% 4

5 Quality Achieve patient experience target for overall hospital rate Achieve patient drivers to target: Nurses listen, nurses explain, Care Transitions, Pain Achieve dashboard targets for PSI indicators New Care Models 76% 76% New Care Models 75 th percentile 75 th percentile New Care Models Achieve targets Achieve targets Achieve targets for infection control New Care Models Achieve targets Achieve targets Achieve mortality ratio New Care Models Achieve readmission ratio New Care Models

6 Patient, Consumer and Employee Focus Enhance the UPMC Experience by emphasizing culture and incorporating UPMC s values throughout the employment lifecycle; includes driving higher engagement via the employee experience, a culture of service excellence and leadership development Corporate Citizenship Support the continuation of MyVoice survey action planning and values integration, develop and enhance employee engagement activities, and champion the Culture of Service Excellence training Partner with leaders to aid in their professional development Support the continuation of MyVoice survey action planning and values integration, develop and enhance employee engagement activities, and champion the Culture of Service Excellence training Partner with leaders to aid in their professional development Improve HR s effectiveness as a strategic business partner for our operational managers and lead UPMC integration efforts Good Science Reduce FY16 overall turnover by 0.6% HSD: Partner with operational leaders to plan and execute the rollout of service lines and service centers Reduce FY16 overall turnover by 0.6% HSD: Partner with operational leaders to plan and execute the rollout of service lines and service centers 6

7 Patient, Consumer and Employee Focus Aeroscout RTLS Temperature Monitoring and Asset Tracking Smart Technology Automate the process of temperature recording and reporting. Track critical assets to improve the delivery of care. CareView Smart Boards Smart Technology Improve communication for clinical staff and enhance the delivery of quality care. Cerner P2DA in PACU Smart Technology Improve documentation of patients in PACU 1 st Quarter 2 nd Quarter 1 st Quarter Implement Instrument Tracking Smart Technology Improvement instrument location, OR turnover time, and infection control tracking In Process 1 st Quarter Completion 7

8 Patient, Consumer and Employee Focus Integration of Board of Directors for UPMC Passavant and UPMC St. Margaret Best in Class Governance The Chairman from each board to become a member the other board along with one additional member. Medical Staff collaboration Best in Class Governance Combine education for both Medical staffs and explore joint medical leadership in the future Shared Leadership New Models of Care Continue to develop Directors, Managers, and VPs collaboration and shared services. Maximize utilization of Observation Unit New Models of Care Increase efficiency and reduce length of stay. Create synergy at Board level. Increase communication between St. Margaret & Passavant. Improve leadership. Streamline operation and reduce administrative cost. Reduce cost for patient and hospital. Increase Power Plan Utilization New Models of Care Increase efficiencies, utilization, and standardization of care. Better and safe care for the patient. 8

9 Patient, Consumer and Employee Focus Restructure current APP model to maximize utilization of APPs within their scope of practice Good Science Improved delivery of care for patients, better serve PCP's, improved coordination with CCM and reduce costs. Reduction in cost and providing increased coverage. Successful transition of Cranberry Medical Inpatients to McCandless Campus New Models of Care Manage surgical and medical observation at Cranberry to increase efficiency and optimize resource utilization. Reduce cost and patient satisfaction. 9

10 Sound Finance Admissions OP Gross Charges /Expected Outcomes Achieve Admissions of 15,741 - Med/Surg 15,187 - Rehab 554 Achieve OP Gross Charges of $949,983 Expected Outcome Achieve budget target Achieve budget target Emergency Room Visits Achieve ED visits 62,083 Achieve budget target Total Surgeries ALOS Med/Surg Controllable Margin Achieve Surgical Procedures of 16,569 Achieve targeted ALOS of 4.9 days Achieve a Controllable Margin of $140,772 Achieve budget target Achieve budget target Achieve budget target Paid FTE s Achieve FTE s of 1,794 Achieve budget target Cost Containment Meet cost savings of $4,437 Achieve budget target Cost Management System Continue and increase utilization of the cost management system in FY16 Achieve budget target 10

11 11 Long Term s and Objectives FY2016 FY2018

12 UPMC Passavant Summary of Significant Long-Term s for FY16-FY18 Achieve financial targets and metrics. Exceed quality and outcome performance targets. Evaluate continued expansion of shared savings programs to Primary Care Physicians. Outperform national mean for patient satisfaction and HCAHPS scores. Achieve Magnet designation. Improve care and deliver lower costs through utilization reduction, innovation, and implementation of service line initiatives. Enhance and sustain Community Health Needs Assessment plan. Physician Leadership development and succession planning. Continue employee engagement initiatives that are aligned with UPMC s vision, mission and values. Leverage clinical collaborations and service lines to enhance care and services in the region. 12

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