Thursday, October 11, 2012 Gaylord Opryland Resort and Convention Center Nashville, TN

Transcription

1 Thursday, October 11, 2012 Gaylord Opryland Resort and Convention Center Nashville, TN

2 Keynote Quint Studer Thursday, October 11, 2012

3 Observations No victim thinking Control our own destiny People need you You not only save lives but you save healthcare

4 Communication Tip WHY WHAT HOW

5 Field of Dreams

6 Tips Validating the Message - Feedback/Communication Power of Role Modeling

7 Vision without execution is hallucination. Thomas Edison

8 Result Triangle Strategy Results Structure Execution

9 Execution Triangle Accountability Consistency Reliability

10 Myths Patients: They have unrealistic expectations Staff: Leaders job is to get everyone on board Physicians: It is impossible to get physicians aligned Leadership: Engagement of people and patient experience are soft skills Data: Low n means the data isn t useful Scoring: The best way to improve a score is to focus on it Easy: Seems common sense so it is simple

11 Reimbursement changes, technology changes, procedures change, medications change, events and people change, the most important skill is to create a culture that has the agility and ability and to adapt to the changes.

12 Human Responsibility When you know you have a solution to a problem that is causing pain for someone you have a human responsibility to act, and to do so with all urgency. ~ Quint Studer

13 Beth Keane

14 Studer Group Partners Outperform the Nation across HCAHPS Composites Studer Group Difference over Non- Partners in National Percentile Ranking Overall Rating 25 Studer Group Difference over Non-Partners in National Percentile Ranking Source: The graph above shows a comparison of the average percentile rank for Studer Group Partners that have received EBL coaching since Oct 2008 and non-partners for each composite; updated using 4Q10-3Q11 CMS data.

15 Studer Group Partners Outperform the Nation across HCAHPS Composites Average Change in Top Box Results in One Year Studer Group Partners vs. Non Partner Patients who gave a rating of 9 or 10 (high) Non-Partner Change 4Q09-3Q10 to 4Q10-3Q11 SG Partners Change 4Q09-3Q10 to 4Q10-3Q11 Source: The graph compares the change In one year in top box results achieved by Studer Group partners vs. non-partners. Change is from 4Q09-3Q10 to 4Q10-3Q11. The top-box is the most positive response to HCAHPS survey questions.

16 Studer Group Partners Perform Better Than the Nation in Core Measures 100% 98% 96% 94% 92% 90% 88% 86% 84% 82% 80% 92.50% 87.70% Heart Failure Heart failure pts given discharge instructions 96.90% 95.70% Pneumonia Pneumonia pts whose initial ER blood culture was performed prior to the admin of the first Hosp dose of Antibiotics 94.90% 93.20% Pneumonia pts given the most appropriate initial antibiotics(s) 98.34% 98.29% 97.29% 96.42% Surgery pts who were given an antibiotic at the rt time SG Partners Surgery pts who were given the rt kind of antibiotic to help prevent infection 96.98% 95.82% Healthcare-Associated Infections Surgery pts whose preventative antibiotics were stopped at the rt time SG Non-Partners 95.83% 94.55% Heart surgery pts whose blood sugar is kept under good control in the days rt after surgery Data that CMS footnoted, number of cases is too small to be sure how well a hospital is performing has been removed from this analysis

17 Studer Group Partners Perform Better Than the Nation in Core Measures 100% 98% 96% 94% 92% 90% 88% 86% 84% 82% 80% 96.30% 93.70% Surgery pts who were taking heart drugs called beta blockers before coming to the hospital, who were kept on the beta blockers during the period just before and after their surgery 96.90% 95.10% Surgical Care Improvement Surgery pts whose doctors ordered treatments to prevent blood clots after certain types of surgeries Data that CMS footnoted, number of cases is too small to be sure how well a hospital is performing has been removed from this analysis 96.00% 94.30% Pts who got treatment at the rt time to help prevent blood clots after certain types of surgery No data: # of cases too small SG Partners Heart attack pts given fibrinolytic medication w'in 30 minutes of arrival 93.60% Heart Attack No data: # of cases too small SG Non-Partners 93.20% Heart attack pts given PCI win 90 minuts of arrival

18 Patients Perception of Care = Quality Vascular Catheter-Association Infection

19 Patients Perception of Care = Quality Manifestations of Poor Glycemic Control

20 Patients Perception of Care = Quality Pressure Ulcer Stages III and IV

21 Healthcare Flywheel Prescriptive To Do s Purpose, worthwhile work and making a difference Bottom Line Results (Transparency and Accountability) WHY Self- Motivation

22 Execution Framework Evidence-Based Leadership SM Foundation STUDER GROUP : Objective Evaluation System Leader Development Must Haves Performance Management Standardization Accelerators Aligned Goals Aligned Behavior Aligned Process Implement an organizationwide staff/leadership evaluation system to hardwire objective accountability Principle 1, 2, & 7 Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results Principle 4 & 8 Agreed upon tactics and behaviors to achieve goals Principle 3, 5, 6, & 9 Re-recruit high and middle/solid performers Move low performers up or out Principle 4 Processes that are consistent and standardized Process Improvement PDCA Lean Six Sigma Baldrige Framework Principle 1 & 2 Software Rev

23 High Performing Organizations What were the most influential factors in their success? Executive and Senior Leadership Commitment Leadership Evaluation / Accountability Leadership Development Communication / Employee Sessions Knowing this was the Right Thing To Do (Why) High Performing Organization Study 2004 Measures

24 Only through standardized implementation of leadership best practices will healthcare systems maximize the human potential within their organization and most importantly achieve their desired mission.

25 Hardwiring Excellence Creates Hardwired Mission Creates Hardwired Positive Margins

26 Challenges Quality Access Cost

27 U.S. Health Related Money Woes Source: Pamela Villarreal, National Center for Policy Analysis, Social Security and Medicare Projections: 2009, October 11, 2009, No. 662, page 2.

28 United States Health Care Expense Total expenditure on health, % of gross domestic product Total expenditure on % Change, health, % of gross domestic product CAGR, Total health expenditure per capita, US$ PPP Healthcare Costs % change CAGR, Total health expenditure per capita, US$ PPP Gross domestic product (GDP), current PPPs, billion US dollars Gross GDP domestic product CAGR, (GDP), 2008 % current PPPs, change billion US dollars CANADA 18.18% 2.11% 61.93% 6.21% 48.40% 5.06% % Change, CAGR, Healthcare Costs % change CAGR, GERMANY 1.94% 0.24% 40.01% 4.30% 42.13% 4.49% ISRAEL 4.00% 0.49% 22.96% 2.62% 57.03% 5.80% MEXICO 67.72% 64.46% 6.42% UNITED STATES The healthcare expense increase is taking up more of the growth domestic product GDP % change NETHERLANDS 23.75% 2.70% 73.63% 7.14% 51.16% 5.30% SPAIN 25.00% 2.83% 88.69% 8.26% 75.03% 7.25% SWEDEN 14.63% 1.72% 51.79% 5.36% 46.61% 4.90% SWITZERLAND 4.90% 0.60% 43.65% 4.63% 52.28% 5.40% UNITED KINGDOM 24.29% 2.75% 70.33% 6.88% 48.96% 5.11% UNITED STATES 19.40% 2.24% 60.28% 6.07% 44.43% 4.70% CAGR, % 2.24% 60.28% 6.07% 44.43% 4.70% Source: OECD, Source OECD database, accessed November 12, 2010

29 People wish to be settled; but only as far as they are unsettled, is there any hope for them. Ralph Waldo Emerson

30 Phases of Competency and Change Even with positive change, there is resistance...

31 Operating Margin Outlook The average hospital has a 2.2% operating margin. 2.2% Looking at reimbursement cuts, 2.2% will be a 16.8% deficit %

32 The Normal Toolkit Squeeze vendors Stop Travel Eliminate Overtime Slow Down Capital Expenditures Reduction in Force Not filling opened positions Supply Chain Management Revenue Cycle Managed Care Negotiations

33 An Additional Approach: Accomplish more with less pain Capture Withheld Reimbursement Increase Market Share Eliminate Never Events Become more efficient and effective (work process improvement)

34 Physician Access to Quality of Care or Performance Data % RECEIVING DATA ON THE FOLLOWING ASPECTS OF PATIENT CARE physician in 3 receives any data about performance. 1 physician in 5 receives data pertinent to clinical outcomes. 1 physician in 4 receives patient survey data Process of Care Data Clinical Outcome Data Patient Survey Data Any Data Source: Physicians Views on Quality of Care: Findings from the Commonwealth Fund National Survey of Physicians and Quality of Care; Anne-Marie J. Audet, Michelle M. Doty, Jamil Shamasdin, & Stephen C. Schoenbaum; May 2005

35 Value-Based Purchasing Roadmap CMS quality-based payment initiatives will put more than 11% of payment at risk REPORTING HOSPITAL QUALITY DATA FOR ANNUAL PAYMENT UPDATE 2% of APU VALUE-BASED PURCHASING 2% 1% 1.25% 1.5% 1.75% 2% READMISSIONS 3% 1% 2% 3% 3% 3% HOSPITAL-ACQUIRED CONDITIONS 1% MEANINGFUL USE 5% 1% 2% 3% 4% 5%

36 VBP Dollars at Risk Large Hospitals Medium Hospitals Small Hospitals Bed Size of Examples Used Avg. Total VBP dollars at risk HCAHPS Patient Experience (30%) at risk $ 1,200,000 $360, $748,000 $224, $312,000 $93,600

37 Never Events Financial Impact Condition $ / Stay Stage III & IV Pressure Ulcers $43,180 Falls & Trauma $33,894 Deep Vein Thrombosis/Pulmonary Embolism $50,937 Vascular Catheter-Associated Infection $103,027 Certain Manifestations of Poor Control of Blood Sugar Levels Range: $35k-45,989 Catheter-Associated Urinary Tract Infections $44,043 Foreign Object Retained After Surgery $63,631 Surgical Site Infections Following Certain Elective Procedures Range: $63k-180,142 Infection after Coronary Artery Bypass Graft $299,237 Air Embolism $71,636 Blood Incompatibility $50,455 Source: CMS Fact Sheet, CMS PROPOSES ADDITIONS TO LIST OF HOSPITAL-ACQUIRED CONDITIONS FOR FISCAL YEAR 2009

38 Research Straight A Leadership Assessment Survey data collected , Database of 17,104 leader responses, >300 hospital systems, located in 44 different states, ranging in bed size from 11 beds to 1,100 beds.

39 Executive Summary: Straight A Leadership What organization does well: Leader perception of organizational strengths are not always supported by the data. Alignment: The more aligned the senior team is, the more positive HCAHPS and process of care outcomes. Objective Evaluation System: High ratings on leadership evaluation systems positively affect HCAHPS and process of care outcomes. Leadership Development: High ratings on leader training positively affect HCAHPS outcomes.

40 Executive Summary: Straight A Leadership Patient/Physician Perception: High ratings on patient/family point of view and ease of practicing medicine for physicians both positively affect HCAHPS outcomes. Consistency of Leadership: High ratings on consistency of leadership positively affect HCAHPS outcomes. Standardization of Best Practices: High ratings on standardization of best practices positively affect HCAHPS outcomes. Performance Management: Fewer low performers positively affect HCAHPS and process care outcomes.

41 What the Organization Does Well Please list the top three (3) things your organization does well and should continue to do? Quality of Care Patient Safety Focus on Mission/Vision/Values Financial Performance/Fiscal Responsibility (net revenue, EBDITA, etc) Patient Satisfaction/Perception of Care Community Outreach Leadership (engagement, visibility, and support) Goal Setting and Strategic Planning Technology Education, Training, and Skill Development Employee Compensation and Benefits Communication (transparent and open) Measurement Employee Engagement and Satisfaction Accountability Physician Engagement and Satisfaction Dealing with Low Performers 3% 30% 25% 24% 23% 21% 18% 18% 16% 14% 13% 12% 11% 11% 9% 8% 44% Top 3 Things Does Well: Quality of Care Patient Safety Focus on Mission, Vision and Values 0% 10% 20% 30% 40% 50% Percent

42 Opportunities for Improvement Please list the top three (3) opportunities for improvement at your organization Dealing with Low Performers Accountability Communication (transparent & open) Employee Engagement and Satisfaction Patient Satisfaction/Perception of Care Physician Engagement and Satisfaction Employee Compensation and Benefits Education, Training, and Skill Development Leadership (engagement, visibility, and support) Technology Community Outreach Goal Setting and Strategic Planning Financial Performance/Fiscal Responsibility (net revenue, Quality of Care Measurement Patient Safety Focus on Mission/Vision/Values 10% 10% 8% 7% 5% 5% 4% 31% 28% 27% 25% 23% 21% 20% 19% 19% 36% 0% 10% 20% 30% 40% Percent Top 3 Opportunities: Dealing with Low Performance Accountability Communication

43 Barriers and Challenges Please list the top three (3) barriers/challenges you face that keep you from achieving your results in your area of responsibility at your organization Too Many Priorities Resource Limitations (staffing,equipment,space, etc.) Financial Constraints and Industry Pressures Inconsistency/Lack of Standardization and Hardwiring Employee engagement/buy-in System/Silo Thinking Communication Low Performers Time Management Physician Engagement and Satisfaction Education, Training, and Skill Development Gaps Employee Turnover Leadership (engagement, visibility, and support) Leadership Development and Skill Patient Satisfaction/Perception of Care Quality of Care Patient Safety 1% 0% 25% 24% 21% 18% 17% 14% 13% 11% 10% 9% 6% 5% 30% 48% 45% Top 3 Barriers: Too Many Priorities Resource Limitations Financial Constraints and Industry Pressures 0% 10% 20% 30% 40% 50% Percent

44 External Environment If your organization continues to act/perform exactly as it does today (with the same processes, same cost structure, same efficiencies, same patient care volume, same productivity, same techniques) your results over the next five years will be: (1=Much Worse, 2=Worse, 3=Same, 4=Better, 5=Much Better) 37% of the leaders who took the survey feel if the organization stays the same, the results will be the same, better or much better.

45 It is crucial for all healthcare organizations to correctly frame the external environment and communicate it in a manner whereby stakeholders have the same sense of urgency and understand the needed actions to take for the organization to achieve desired results.

46 Objective Evaluation: HCAHPS Lowest vs. Highest Responses Organizations who gave high ratings on their leadership evaluation systems had better HCAHPS outcomes. How well does your leadership evaluation system help build leadership accountability today? (1=Very Poor, 2=Poor, 3=Fair, 4=Good, 5=Excellent) HCAHPS Average Percentile Rank by Response to Question. Lowest Quartile Responses vs. Highest Quartile Responses Average Percentile Rank 70% 65% 60% 55% 50% 45% 40% 35% 30% 52% 64% 64% Quiet at Night 41% Doctor Comm 39% 62% Nurse Comm 48% 66% Pain Mgmt 45% Lowest Quartile Responses 63% 36% Responsiveness 9 or Rating of 10 59% 59% 65% 45% 44% 45% Room Explained Cleanliness Meds Highest Quartile Responses 55% 35% 50% DischargeRecommend Info

47 Example Hospital 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Feb Goal = 90% Apr Jun Aug Oct Dec Feb Inpatient Monthly Percentile Score Year 1 Year 5 Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Leader Evaluation Tool Implemented Year 1 Year 2 Year 3 Year 4 Year 5 Dec Feb Apr Jun Aug Oct Dec Feb Apr 95% Jun Aug

48 Example Hospital 100% 90% Goal = 90% Inpatient Monthly Percentile Score Year 5 Year 7 99% 80% 70% 60% 50% 40% 30% 20% 10% Leader Evaluation Tool Implemented 0% Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Year 5 Year 6 Year 7

49 Leader Development: HCAHPS Lowest vs. Highest Responses Organizations where leaders felt their leader training well prepared them for success had higher average HCAHPS outcomes. How well does your current leader training prepare you to lead for success in the organization today? (1=Very Poor, 2=Poor, 3=Fair, 4=Good, 5=Excellent) HCAHPS Average Percentile Rank by Response to Question. Lowest Quartile Responses vs. Highest Quartile Responses Average Percentile Rank 80% 70% 60% 50% 40% 30% 20% 48% 68% 66% Quiet at Night 42% Doctor Comm 37% 70% 71% Nurse Comm 43% Pain Mgmt 46% Lowest Quartile Responses 67% Responsiveness 32% 64% Rating of 9 or 10 61% 68% 46% 45% 46% Room Cleanliness Explained Meds Highest Quartile Responses 56% Discharge Info 28% 52% Recommend

50 Leadership Foundational Skills - Mentoring SKILL SET DESCRIPTION Senior Mgmt Dept Director Manager / Supervisor Running effective meetings Managing financial resources Answering tough questions so as to not create a we/they culture (compensation w salaries) Selection of talent Development of talent Critical thinking De-selection Understanding the external environment Manage up the positive, the solution and the decision Improving processes Communication Total

51 Standardization of Best Practices: HCAHPS Lowest vs. Highest Response Organizations whose leaders gave high ratings to the ability to implement and standardize best practices had higher average HCAHPS outcomes. Rate the skill set at your organization in implementing and standardizing best practices throughout the organization today. (1=Worst to 10=Best in Class) HCAHPS Average Percentile Rank by Response to Question. Lowest Quartile Responses vs. Highest Quartile Responses Average Percentile Rank 70% 60% 50% 40% 30% 20% 10% 0% 56% 66% 64% 62% 63% 63% 61% 60% Quiet at Night 43% Doctor Comm 36% Nurse Comm 42% 42% Pain Mgmt Responsiveness 32% Rating of 9 or 10 40% Room Cleanliness 43% 65% Explained Meds 39% 54% 53% Discharge Info 27% Recommend Lowest Quartile Responses Highest Quartile Responses

52 Leadership Consistency: HCAHPS Lowest vs. Highest Response Organizations whose leaders rated consistency of leadership highly had higher average HCAHPS outcomes. Rate your perception of the consistency in the leadership throughout the organization today. (1=Worst to 10=Best in Class) HCAHPS Average Percentile Rank by Response to Question. Lowest Quartile Responses vs. Highest Quartile Responses Average Percentile Rank 70% 60% 50% 40% 30% 20% 10% 57% 55% 51% 40% 33% 63% 44% 60% 40% 57% 27% 61% 38% 58% 42% 62% 60% 38% 25% 55% 0% Quiet at Night Doctor Comm Nurse Comm Pain Mgmt Responsiveness Rating of 9 or 10 Room Cleanliness Explained Meds Discharge Info Recommend Lowest Quartile Responses Highest Quartile Responses

53 Nurse Manager Patient Rounding Impact Patients who strongly agree that a nurse manager visited them daily have higher Rate Hospital and Nurse Communication scores HCAHPS Results Survey Question: A nurse manager or leader visited me about my care daily. Data Source: Kaiser Permanente Program wide All IP combined average results (Jan 2010 Aug 2011) National 75th percentile for Rate Hospital is 73% and for Nurse Communication is 80% (CMS 2010Q1-Q4)

54 Nurse Knowledge Exchange (NKE) Full Bundle Impact The Full Bundle of NKE Behaviors has the greatest impact HCAHPS Results Data Source: Kaiser Permanente Program wide All IP combined average results (Jan 2010 Aug 2011) National 75 th percentile for Rate Hospital is 73% and for Nurse Communication is 80% (CMS 2010Q1-Q4) Survey Questions:

55 Performance Management: HCAHPS - Highest vs. Lowest % of Low Performers Organizations reporting the fewest low performers have higher average HCAHPS outcomes across all composites. How many of the employees that you directly supervise are not meeting performance expectations? HCAHPS Average Percentile Rank by Response to Question. High % of Low Performers vs. Low % of Low Performers Average Percentile Rank 70% 60% 50% 40% 30% 20% 10% 0% 55% 55% 51% 55% Quiet at Night Doctor Comm 45% 60% Nurse Comm 48% 63% Pain Mgmt 54% 56% Responsiveness 39% 53% Rating of 9 or 10 44% 58% Room Cleanliness 48% 61% Explained Meds 42% 55% Discharge Info 29% 48% Recommend Most Low Performers Least Low Performers * According to the results, when the % of low performers is below 5% you should see improved results. When the % of low performers increases to 9.5%, you can expect to see poor HCAHPS results.

56 Values On a scale of 1-10 Where would you rank in how value driven you are as an organization?

57 Performance On a scale of 1-10 Where would you rank in dealing with performance issues?

58 Good performers deserve a great place to work

59 Beth Keane

60 A Calling

61 Thank You for Answering