Creating a Data-Driven Culture to Right-Size Capacity and Enhance Quality and Safety

Transcription

1 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 Liebowitz, Sr. VP, Regional CNO and CQO - North Region, Mercy Health Toledo, Toledo, OH Moderator: Tamira Harris, PhD, MBA, MSN, CPHQ, CCM, McKesson Sr. Business Analyst Adjunct Faculty, Case Western Reserve University, Ursuline College and Regis University. 1

2 Agenda Introductions Industry Challenges Creating a Data-Driven Culture Transparency + Goal Alignment = Throughput Predictive Analytics for Capacity Planning Panel Questions 2

3 Capacity Management Today s challenges ACO Participation Regulatory Equipment and supply costs Move from volume to value Lower reimbursem ent Merger and consolidation Uncertain inpatient volumes Competition Physician Alignment Population Health 3

4 McKesson Capacity Management Impact of strategic pressures Uncertain inpatient volumes Lower reimburse ment Margin Impact External Response Buy outpatient and physician practices Get more referrals Negotiate for better rates Etc Internal Response Move from volume to value 4

5 Managing 5 aims, Managing Capacity Predict patient demand Balance Staffing High Quality of Care Manage avoidable days Improve productivity 5

6 Jacalyn Liebowitz, Sr. VP, Regional CNO and CQO - North Region, Mercy Health Toledo, Toledo, OH 6

7 Mercy Health 7 Mission We extend the healing ministry of Jesus by improving the health of our communities with emphasis on people who are poor and under-served. Shared Values Compassion, Excellence, Human Dignity, Justice, Sacredness of Life and Service Promise To make lives better mind, body and spirit. To genuinely enjoy being of service. To make healthcare easier. 7

8 Mercy Health At-a-Glance Catholic ministry serving Ohio and Kentucky for more than 150 years Organized as a system in 1986 Based in Cincinnati, OH 7 market-based health systems (6 Ohio, 1 Kentucky) 22 Ohio and 2 Kentucky hospitals; plus 5 affiliated 6 Senior Health and Housing campuses Total Assets Net Operating Revenues Net Income Operating Income Total Annual Community Service Benefits Bond Rating $6 billion $4 billion $331.5 million $128 million $314.7 million Moody s: A1 S&P: AA- Fitch: AA- 8

9 Mercy Health: Cohesive Care Delivery Network Acute Care Community-Based Care Home Retail Locations 4 Wellness and Fitness Center 10 Physician Practices 332 Dental Care 1 Free-Standing Ambulatory ED 13 Procedure Center 18 OP Behavioral 9 Lab Draw Sites 63 Diagnostic/ Imaging Center 44 IT Integration Urgent Care Centers 10 Post-Acute Care Hospital 28 IP Rehab 9 SNU 8 OP Rehab Hospice 6 LTC 5 Home Care 8 49 Numbers represent Numbers care delivery represent elements care delivery across elements all across nine all markets as as of of 10/2014 9

10 Manage Length of Stay Maximize patient flow, minimize length of stay Forecast door-to-door activity Tightly manage LOS Set and meet discharge targets Track patients from admission to discharge Identify bottlenecks and care delays Streamline care coordination 10

11 Quality Flow Rounds Drive Process Developed a table grid that is displayed on all units and updated during their quality flow rounds to ensure everyone is in sync. 11

12 Value Added Length of stay management 12

13 Value Added Quality Outcomes 13

14 Value Added Quality Outcomes 14

15 Capacity Management nets Results Through Standardized Quality Flow Rounds we: Manage avoidable days Improve quality Improve productivity Align our roles and resources 15

16 Overlook Medical Center, Atlantic Health System Mary Pat Sullivan, RN, MSN, CNS Chief Nursing Officer & Chief Experience Officer

17 Atlantic Health System At a Glance 12,114 employees 3,168 physicians 280 medical residents 1,339 licensed beds 72,892 admissions 7,191 births 19,033 inpatient surgeries 28,658 same day surgeries 205,898 emergency visits 697,416 outpatient visits,833 hospice days Size and Scale 4 hospital system with $1.8B in revenue Efficient contracts with largest areas health insurance plans Alignment strategies with key physician groups Non-union Quality and Specialized Services Gagnon Cardiovascular Institute Carol G. Simon Cancer Centers Goryeb Children s Hospital Atlantic Neuroscience Institute UHC data base participant Market Leader Leading market share position, more than double next nearest competitor Excellent socio-demographic characteristics Currently overseeing 2 ACO s 17

18 Atlantic Health System Vision Empowering our communities to be the healthiest in the nation 18 Mission Deliver high quality, safe, affordable patient care within a healing culture Educate, in an exemplary manner, present and future health care professionals Innovate through leadership Shared Values Professionalism, Respect, Involvement, Dignity, Excellence, Pride 18

19 Atlantic Health System 19 24,478 admissions 5,917 inpatient surgeries 9,279 same day surgeries 96,612 ED visits Fortune 100 Best Place to Work 4 U.S. News and World Report Best Regional Hospital for Neurology, Neurosurgery, Gastroenterology, GI Surgery, Geriatrics, Gynecology, Nephrology, Pulmonology and Urology Neuroscience Institute - Hub for New Jersey Stroke network - treat 40% of state stroke patients 19

20 Overlook Strategic Goals Desired End State Organizational Transparency Desired Competencies Proactive/real-time decision-making Improved patient placement Ability to address and monitor Service line profitability Labor analytics Primary Goals Improve patient throughput, initially ED Match nurse staffing to patient demand Enabling Technology Self-serve analytics 20

21 Atlantic Health System Capacity Planner Process by which hospitals can effectively determine the resources (beds and staff) required to meet the forecast patient demand over a given time period. 21 Review & Analyze Historical Trends Forecast Patient Demand Schedule Resources To Meet Demand Monitor & Measure Against Plan Adjust& Refine Plans 21

22 Aligning Resources with Predicted Patient Demand Identify patterns and trends History based on last 4 years patient demand, last 2 years staffing Apply assumptions based on seasonal changes Fine-tune timing of demand what initiatives did we put in place Manual Adjustments Productivity Measures / LOS Historical Data Staffing Planning Groups Demand Forecast Statistical Algorithms 22

23 Executive Hospital Overview 23

24 Anticipating hourly Admissions and DischargesWhy ar on proj dischar are the can we 24

25 Projection Accuracy 25 25

26 Leveraging Data across Planning Horizons 26

27 Benefits/Value Patient and Staff Satisfaction Anticipated arrivals, reduced wait times Predictable schedules Treatment/Clinical Optimal resource allocation Engaged physician leadership Decreased care silos Electronic Secure Data Proactive, data-driven behavior Data leveraged across planning horizons Savings Right-sized capacity Reduced labor costs Increased efficiency & productivity 27

28 Panel Discussion Questions 28

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