2010 Pittsburgh Regional Health Initiative
|
|
|
- Cameron Jefferson
- 5 years ago
- Views:
Transcription
1 Pay for Performance Summit Karen Wolk Feinstein, PhD President and Chief Executive Officer Jewish Healthcare Foundation and Pittsburgh Regional Health Initiative San Francisco, California March 8, 2010
2 PRHI: Who we are & our work in Quality Improvement Transforming the delivery of care The challenge of spread Introducing Tomorrow s Healthcare TM
3 A Pittsburgh regional multi-stakeholder coalition working to reduce costs by improving the quality, safety and efficiency of health care Supporting organization of the Jewish Healthcare Foundation
4 Before IOM Reports: To Err is Human: Building a Safer Health System Crossing the Quality Chasm: A New Health System for the 21 st Century Michael Porter s Defining Competition in Markets: Why and How? By Pittsburgh s leading corporate CEO entity: The Allegheny Conference on Community Development To create the highest value delivery system in the Pittsburgh region 4
5 U.S. healthcare costs $2+ trillion 15% of GDP 47 million (16%) lack coverage Patients receive recommended treatment only 55% of the time Lowest in safety, patient-centeredness, efficiency and equity Where We Stand in the World 5
6
7 Pittsburgh s Prescription for Healthcare Reform NOW 40% Waste 60% Value Preventable Complications Unnecessary Treatments Inefficiency Errors Services That Add Value WHAT WE PAY FOR REGIONAL ACTION 100% Value FUTURE All Services Add Value A federally designated Community Leader
8 $505 - $850 Billion Per Year 37% Overuse unnecessary testing 22% Fraud 18% Inefficiency 11% Errors 12% Preventable illnesses and complications Source: Reuters 2009
9 Traditional Approach Reduce utilization: fewer tests, visits Cut length of stay Cut costs: generics, cheaper supplies, etc. Reduce overtime Reduce staff Perfecting Patient Care sm (Lean) Correct medications on time Standardized work Clean, Lean, orderly supply/equipment rooms No redundancies, errors, work-arounds Information available 9
10 Frontline clinical teams applying daily problem solving methods and work process improvement techniques to deliver perfect care to patient Perfect = Safe Efficient Proven Best Practices 10
11 Five core principles for perfecting care 1. Care systems organized to meet patient need, safely, efficiently and completely 2. Ambitious targets for eliminating error, waste and obstacles to the best care 3. Teamwork for 100% compliance with proven clinical and safety practices 4. Work redesign experiments for rapid problem solving during daily work 5. Leadership support for continuous improvement 11
12 HEALTH CARE Public Reporting Payment Incentives or we don t make music
13 Why we needed a new organization Circulate vision of perfect care Create educational system Demonstrate improvement methods Build internal champions (raise an army) Raise expectations Share what we learn Change policy and behavior 13
14 Phase 1 Defining a Vision and Strategy to Deliver Value Establishing the trilogy of improvement: efficiency, safety, best practices Focusing at the frontline Reaching consensus on core principles: Care systems organized around patient need Ambitious improvement targets Teamwork for ongoing problem solving Leadership s obligation to support continuous improvement Phase 2 Operationalizing our Vision Developing an improvement method: Perfecting Patient Care SM (PPC) Creating an education system Enlisting Champions of Reform Phase 3 Demonstrating the Value of PPC Testing PPC in different settings and across professions Exposing weaknesses of current condition Challenging Champions to higher performance Raising expectations 14
15 Phase 4 Aligning Incentives Creating a climate and infrastructure for change Changing policy and regulations Building transparency Reforming payment systems Rewarding teamwork Helping consumers and purchasers shop for care Phase 5 Spread and Stabilization Knowledge networks pushing the frontier Quality management tools supporting quality champions Good data making transparency credible Transformation Stakeholder behavior is aligned to deliver value Leadership is obligated to govern and manage accordingly 15
16 Adapted from Lean Patient-focused systems redesign Can be applied in the course of everyday work The ultimate goal is perfection
17 PPC METHODS Physician Champions Nurse Navigators Long-term Care Workers Clinical Pharmacists Patient Safety Fellows Nurse Managers Hospital Trustees Salk Fellows Librarians Team Leaders 17
18 It s not just a set of tools but a philosophy It s easily grasped and used by people on the front line of care It instills practical, new thinking about problem-solving at all levels of the organization It keeps everyone focused on the goal: ZERO 18
19 50% Fewer Readmissions w/ COPD focus 86% Reduction in medication errors 17% Drop In pediatric clinic wait times 100% Reduction in nurse turnover 180 to Zero! Lost patient hours per month due to ambulance diversions 35 to Zero! defective charts >20% Decline Nosocomial C. difficile infections 68% Drop in CLABs in 34 regional hospitals 50% Reduction in pap smear sampling defects Efficiency Increased 100% in pathology lab 100% Compliance w/ guidelines & aspirin use in a diabetes clinic
20
21 PPC University Reach National Scope Community Practices Hospitals Champion Awards Fellowships Practice Coaching Kaizen Events Islands of Excellence Transformation
22 1. Perfecting Patient Care SM is a versatile tool for addressing quality, safety and efficiency 2. It takes institutional support 3. It takes a clinical champion 4. It must support the worker and the patient 5. Biggest hurdles: denial, payment system 6. Action group is slim 7. Resistance is reality 8. No clear command and control 9. The hidden message 10. Middle managers forgotten 11. No quick fix 22
23 However, despite great success, current quality improvement efforts are limited Limitations: Difficult to scale Personnel, expenses, time Inconsistent delivery of information No platforms for collaboration focused on healthcare quality Quality doesn t spread Institutions are less safe after a decade No one fixes what isn t measured People are paid for screwing up 23
24 Rapid Corrective Action To remove error, waste, and bad practices CEOs and managers who are capable of leading widespread systemic change
25 Improvement Tools to: Educate Enlist frontline workers as change agents and problem solvers Record progress Communicate breakthroughs
26 Frontline Scientists that: Design and test rapid improvements in the course of work Measure change Record progress
27 Incentives Reward care and performance rather than action Learning Networks Share success and challenges for collective learning dpress.com/2008/03/istocksocial-network.jpg
28 Spread in a Flat World
29 Simplicity Functionality Creativity
30 How to Spread & Sustain Transformation Tomorrow s Healthcare
31 How to Spread & Sustain Transformation Tomorrow s Healthcare Providing Quality Improvement tools for frontline professional excellence Capturing measureable quality improvements for institutional and personal growth Spreading, rewarding and sustaining positive change
32 Tomorrow s Healthcare is An essential Quality Management Tool A new Approach to work An Evolution in health care
33 Tomorrow s Healthcare at a Glance
34 Tomorrow s Healthcare Participants Healthcare Executives Manage Communicat e Measure Reward Spread Champions Test Prove Collaborat e Tomorrow s Healthcare Team up Improve Capture Physicians Educate Motivate Incentiviz e Reward Team Leaders & Managers Learn Experimen t Document Frontline Staff
35 1. Streamlined 2. Accredited 4. Access Anywhere/Anytime : Planning Strategizing Data recording Human resource management 3. Interactive Pittsburgh Regional Health Initiative 2010
36 Access accredited & animated lessons Pittsburgh Regional Health Initiative 2010
37
38 Delay Activity Positive Features Improvement Opportunity Physician / Caregiver Patient / Customer
39 Identify the Business Case Map the Current Condition Business Case = Brief description of the problem Current Condition = Graphic representation & root cause analysis x Measure Measure 50% of MRSA screens happen > 2 days postadmission Improvement Opportunity
40
41 Learn PPC principles Apply PPC for daily problem solving and rapid corrective action Record strategies, improve design, intended outcomes Report in standard format; universal QI/Lean language Capture achievements for e-portfolio Share successes and best practices
42 Improve patient care Solve problems Learn PPC Remove waste and inefficiency that interfere with patient care AND HAVE FUN
Improving 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
LEADERSHIP CHALLENGES IN PATIENT SAFETY
LEADERSHIP CHALLENGES IN PATIENT SAFETY Kenneth W. Kizer, MD, MPH. California Hospital Patient Safety Organization Annual Meeting Sacramento, CA April 8, 2013 Presentation Charge Discuss some of the challenges
UNITED 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
PRISM Collaborative: Transforming the Future of Pharmacy PeRformance Improvement for Safe Medication Management
PRISM Collaborative: Transforming the Future of Pharmacy PeRformance Improvement for Safe Medication Management Mission: To improve the health of the people of Connecticut through safe and effective medication
Solution Title: Meeting the Challenge of Health Care Change
Organization: Western Maryland Health System Solution Title: Meeting the Challenge of Health Care Change Program/Project Description, including Goals: What was the problem to be solved? How was it identified?
Accountable Care and Governance Challenges Under the Affordable Care Act
Accountable Care and Governance Challenges Under the Affordable Care Act The First National Congress on Healthcare Clinical Innovations, Quality Improvement and Cost Containment October 26, 2011 Doug Hastings
Patient Safety: 10 Years Later Why is Improvement So Hard? Patient Safety: Strong Beginnings
Patient Safety: 10 Years Later Why is Improvement So Hard? G. Ross Baker, Ph.D. Institute of Health Policy, Management & Evaluation University of Toronto 3 November 2014 Patient Safety: Strong Beginnings
ABMS Organizational QI Forum Links QI, Research and Policy Highlights of Keynote Speakers Presentations
ABMS Organizational QI Forum Links QI, Research and Policy Highlights of Keynote Speakers Presentations When quality improvement (QI) is done well, it can improve patient outcomes and inform public policy.
Shifting from Volume to Value-based Healthcare. November 2014 Briefing
Shifting from Volume to Value-based Healthcare November 2014 Briefing The Healthcare Collaborative of Greater Columbus is a non-profit, public-private partnership. We serve as a catalyst, convener, and
Continuous Value Improvement in Health Care
webinar summary Continuous Value Improvement in Health Care Featuring Kedar Mate Chief Innovation and Education Officer Institute for Healthcare Improvement October 26, 2017 sponsored by webinar summary
Tomorrow s Healthcare: Better Quality, More Affordable, More Accessible
Tomorrow s Healthcare: Better Quality, More Affordable, More Accessible Victor J Dzau, MD President, National Academy of Medicine September 23, 2016 Fung Healthcare Leadership Summit Global Challenges
H 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
Executive Summary 1. Better Health. Better Care. Lower Cost
Executive Summary 1 To build a stronger Michigan, we must build a healthier Michigan. My vision is for Michiganders to be healthy, productive individuals, living in communities that support health and
Let s All Pull Together:
Let s All Pull Together: Effective Partnering Across Quality Networks at the Community Level Sven Berg, MD Chief Medical Officer, West Virginia Medical Institute Keith T. Kanel, MD Chief Medical Officer,
Engaging Frontline Staff in Real-Time Improvement
Engaging Frontline Staff in Real-Time Improvement Sharon Mann and Jennifer Phillips Session Code C6 These presenters have nothing to disclose Institute for Healthcare Improvement December 2013 2012 2013
Re: Rewarding Provider Performance: Aligning Incentives in Medicare
September 25, 2006 Institute of Medicine 500 Fifth Street NW Washington DC 20001 Re: Rewarding Provider Performance: Aligning Incentives in Medicare The American College of Physicians (ACP), representing
CROSSING THE QUALITY CHASM: HEALTH CARE FOR THE 21 ST CENTURY
CROSSING THE QUALITY CHASM: HEALTH CARE FOR THE 21 ST CENTURY May 10, 2002 Donald M. Berwick, M.D. President & CEO Institute for Healthcare Improvement The Foundation IOM Roundtable President s Advisory
Laguna 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
Care Redesign: An Essential Feature of Bundled Payment
Issue Brief No. 11 September 2013 Care Redesign: An Essential Feature of Bundled Payment Jett Stansbury Director, New Payment Strategies, Integrated Healthcare Association Gabrielle White, RN, CASC Executive
Nursing Curriculum Trends. Claire Byrne, MSN RN NE-BC
Nursing Curriculum Trends Claire Byrne, MSN RN NE-BC Disclosure I, Claire Byrne MSN RN NE-BC, do not have a financial interest / arrangement or affiliation with any organization that could be perceived
A strategy for building a value-based care program
3M Health Information Systems A strategy for building a value-based care program How data can help you shift to value from fee-for-service payment What is value-based care? Value-based care is any structure
Implementation Guide Version 4.0 Tools
Implementation Guide Version 4.0 Tools Program Overview Purpose of the Guide This Guide is intended primarily for INTERACT champions and trained educators who are responsible for implementing and sustaining
Better care coordination requires streamlined, efficient, secure clinical communication
Better care coordination requires streamlined, efficient, secure clinical communication May 2015 Contents The current state of clinical communications: Inefficient and error-prone 3 The obstacles to care
Covered California s Core Building Blocks for Improving Quality and Lowering Costs
Covered California s Core Building Blocks for Improving Quality and Lowering Costs Strengthen valuebased, patientcentered benefit design to improve access to primary care. Require providers to meet quality
Quality Improvement. Goals & Objectives. u What is Quality Health Care. u Where are the gaps in care JOHN W. RAGSDALE, III, MD JULY 2017
Quality Improvement JOHN W. RAGSDALE, III, MD JULY 2017 DEPARTMENT OF COMMUNITY AND FAMILY MEDICINE PRIMARY CARE SEMINAR SEA PINES, SC Goals & Objectives u What is Quality Health Care u Where are the gaps
Rebekah Gardner, MD Senior Medical Scientist, Healthcentric Advisors Assistant Professor of Medicine, Brown University
Improving the Safety of Care Transitions through Best Practices and Community Collaboration The Rhode Island Experience Rebekah Gardner, MD Senior Medical Scientist, Healthcentric Advisors Assistant Professor
Quality 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
Reimbursement models: Lessons from the UK and the case for change. Presentation to 18 th Annual BHF conference
: Lessons from the UK and the case for change Presentation to 18 th Annual BHF conference Victoria Barr 17 July 2017 Agenda and evolution of in the NHS in England The case for change The way forward 2
Daily 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
History of Pennsylvania s Chronic Care Initiative
History of Pennsylvania s Chronic Care Initiative Pennsylvania Chronic Care Burden In 2007, government and healthcare leaders in Pennsylvania were reaching a growing consensus that some form of action
What Have we Learned from the Pioneer ACO Model?
What Have we Learned from the Pioneer ACO Model? Sherly Binu, CMMI December 7, 2016 Disclaimers 2 This presentation was prepared as a tool to assist providers and is not intended to grant rights or impose
New York s 1115 Waiver Programs Downstate Public Comment and PAOP Working Session. Comments of Christy Parque, MSW.
New York s 1115 Waiver Programs Downstate Public Comment and PAOP Working Session Comments of Christy Parque, MSW President and CEO November 29, 2017 The Coalition for Behavioral Health, Inc. (The Coalition)
Strategy for Quality Improvement in Health Care
Strategy for Quality Improvement in Health Care Neal D. Kohatsu, MD, MPH, DHCS Medical Director Desiree Backman, DrPH, RD, UC Davis Institute for Population Heath Improvement & DHCS Chief Prevention Officer
Using Data to Promote Continuity of Care and Increase Accountability
Using Data to Promote Continuity of Care and Increase Accountability USING DATA TO PROMOTE CONTINUITY OF CARE AND INCREASE ACCOUNTABILITY KAREN WOLK FEINSTEIN, PHD PRESIDENT AND CHIEF EXECUTIVE OFFICER
Creating a Highly Reliable Health System: the Leadership Challenge. 6 th Annual Patient Safety Symposium Rick Foster, MD
Creating a Highly Reliable Health System: the Leadership Challenge 6 th Annual Patient Safety Symposium Rick Foster, MD April 18, 2013 Moving Toward Zero It may seem a strange principle to enunciate as
Decision Support Project Team. Fall 2010
Decision Support Project Team Engineering the System of Healthcare Delivery ESD 69 HST 926j HC 750 MIT Seminar on Health Care Systems Innovation ESD.69, HST.926j, HC.750 MIT Seminar on Health Care Systems
BUILDING THE PATIENT-CENTERED HOSPITAL HOME
WHITE PAPER BUILDING THE PATIENT-CENTERED HOSPITAL HOME A New Model for Improving Hospital Care Authors Sonya Pease, MD Chief Medical Officer TeamHealth Anesthesia Kurt Ehlert, MD National Director, Orthopaedics
Best Care at Lower Cost. The Path to Continuously Learning Health Care in America
Best Care at Lower Cost The Path to Continuously Learning Health Care in America Committee Members Mark D. Smith (Chair) President and CEO, California HealthCare Foundation James P. Bagian Professor of
These Things (Don t Have to) Happen Patient Safety Tami Minnier Chief Quality Officer Friday, April 5, 2013
These Things (Don t Have to) Happen Patient Safety 2013 Tami Minnier Chief Quality Officer Friday, April 5, 2013 Agenda Review the current state of healthcare Define and understand the concept of reliability
Getting Buy-In for Predictive Analytics in Health Care ARTICLE INFORMATION & TECHNOLOGY
REPRINT H03QJ9 PUBLISHED ON HBR.ORG JUNE 20, 2017 ARTICLE INFORMATION & TECHNOLOGY Getting Buy-In for Predictive Analytics in Health Care by Meetali Kakad, MD, Ronen Rozenblum and David Westfall Bates,
AF4Q and TCAB: An Introduction
AF4Q and TCAB: An Introduction July 13, 2011 Ellen Interlandi, MHM, RN, NE-BC Patricia Montoya, MPA, BSN 1 What is Aligning Forces for Quality? An unprecedented commitment by the Robert Wood Johnson Foundation
HROs and the Role of Finance South Carolina HFMA Annual Institute
HROs and the Role of Finance South Carolina HFMA Annual Institute Kari Cornicelli, FHFMA,CPA Vice President/CFO Sharp Metropolitan Medical Campus San Diego, CA 1 Reflection Perfection is not attainable.
Creating a Lean Culture in Healthcare
Creating a Lean Culture in Healthcare 0 Building Leaders Transforming Hospitals Improving Care 45 Years of Delivering Results 1 1 HealthTechS3 is a 45 year old, award-winning healthcare consulting and
Hospital Readmissions
Hospital Readmissions The Long-Term Care Provider s Ultimate Survival Guide to Incorporating INTERACT TM Into Health Information Technology (HIT) In this survival guide, we ll give you the tips you need
HealthPartners and the Triple Aim. IHI Open School August 23, 2012 Beth Waterman, RN MBA Chief Improvement Officer HealthPartners
HealthPartners and the Triple Aim IHI Open School August 23, 2012 Beth Waterman, RN MBA Chief Improvement Officer HealthPartners HealthPartners Not for profit, consumer governed Integrated care and financing
Acclaim Award CHRISTUS Trinity Clinic 2018 Recipient. Narrative: Patient Experience Project
Acclaim Award CHRISTUS Trinity Clinic 2018 Recipient Narrative: Patient Experience Project CHRISTUS Trinity Clinic: Building the Ideal Health System 2018 Acclaim Award Recipient Narrative: Patient Experience
TOOLS AND TECHNIQUES FOR PRACTICE TRANSFORMATION
TOOLS AND TECHNIQUES FOR PRACTICE TRANSFORMATION TOPICS Assessing your current environment Cultivating a culture of excellence Closing care gaps Improving patient self management Reducing ED Utilization
ACO Practice Transformation Program
ACO Overview ACO Practice Transformation Program PROGRAM OVERVIEW As healthcare rapidly transforms to new value-based payment systems, your level of success will dramatically improve by participation in
BETHESDA HEALTH. Commitment to Care: Partnering with Care Logistics to Adopt a Patient-First System for Care
BETHESDA HEALTH Commitment to Care: Partnering with Care Logistics to Adopt a Patient-First System for Care Success Snapshot Commitment to Care transformation initiative has driven $11 million in annual
21 st Century Health Care: The Promise and Potential of a Learning Health System
21 st Century Health Care: The Promise and Potential of a Learning Health System Carolyn M. Clancy, MD Director Agency for Healthcare Research and Quality National Science Foundation Learning Health System
Accountable Care Organizations. What the Nurse Executive Needs to Know. Rebecca F. Cady, Esq., RNC, BSN, JD, CPHRM
JONA S Healthcare Law, Ethics, and Regulation / Volume 13, Number 2 / Copyright B 2011 Wolters Kluwer Health Lippincott Williams & Wilkins Accountable Care Organizations What the Nurse Executive Needs
The Accountable Care Organization Specific Objectives
Accountable Care Organizations and You E. Christopher h Ellison, MD, F.A.C.S Senior Associate Vice President for Health Sciences CEO, OSU Faculty Group Practice Chair, Department of Surgery Ohio State
7/7/17. Value and Quality in Health Care. Kevin Shah, MD MBA. Overview of Quality. Define. Measure. Improve
Value and Quality in Health Care Kevin Shah, MD MBA 1 Overview of Quality Define Measure 2 1 Define Health care reform is transitioning financing from volume to value based reimbursement Today Fee for
1875 Connecticut Ave. NW / Suite 650 / Washington, D.C / / fax /
Testimony of Jane Loewenson Director of Health Policy, National Partnership for Women & Families Before the U.S. House of Representatives Energy & Commerce Subcommittee on Health Hearing on Patient Safety
A 21 st Century System of Patient Safety and Medical Injury Compensation
A 21 st Century System of Patient Safety and Medical Injury Compensation Overview Our goal is to promote patient safety and reduce preventable errors and injuries. We want to replace our fault-based medical
8/10/2015. Module 1. A Fundamental Understanding of Quality. Management and its Application to Health Care
Module 1 A Fundamental Understanding of Quality Management and its Application to Health Care Addressing Physician Uncertainty about Payment Reform: Skills for Success in Value-Based Delivery Systems The
Targeted 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
Report from the National Quality Forum: National Priorities Partnership Quarterly Synthesis of Action In Support of the Partnership for Patients
Report from the National Quality Forum: National Priorities Partnership Quarterly Synthesis of Action In Support of the Partnership for Patients November 30, 2012 Quarterly Update at a Glance Since the
The Evolution of ASC Joint Ventures: Key Trends for Value-Based Care
The Evolution of ASC Joint Ventures: Key Trends for Value-Based Care The Evolution of ASC Joint Ventures: Key Trends for Value-Based Care By Laura Dyrda As healthcare moves toward value-based care and
Center for Rural Health Policy Analysis Building Capacity for Frontier Health Care Reform
Center for Rural Health Policy Analysis Building Capacity for Frontier Health Care Reform Frontier Partners Meeting, March 20, 2014 Jennifer P. Lundblad, PhD, MBA President and CEO, Stratis Health RHSATA:
Best Care at Lower Cost
Best Care at Lower Cost The Path to Continuously Learning Health Care in America Mark D. Smith, MD, MBA, Study Chair Committee Members Mark D. Smith (Chair) James P. Bagian Anthony Bryk Gail H. Cassell
Florida Health Care Association 2013 Annual Conference
Florida Health Care Association 2013 Annual Conference The Westin Diplomat Resort & Spa Session #51 Navigating Health Care Reform: Creating a Road Map for Success Thursday, August 8 8:15 to 9:45 a.m. Regency
Models of Accountable Care
Models of Accountable Care Medical Home, Episodes and ACOs Making it work Elliott Fisher, MD, MPH Director, Population Health and Policy The Dartmouth Institute for Health Policy and Clinical Practice
National League for Nursing February 5, 2016 Interprofessional Education and Collaborative Practice: The New Forty-Year-Old Field
National League for Nursing February 5, 2016 Interprofessional Education and Collaborative Practice: The New Forty-Year-Old Field Barbara F. Brandt, PhD, Director Associate Vice President for Education
Select the correct response and jot down your rationale for choosing the answer.
UNC2 Practice Test 2 Select the correct response and jot down your rationale for choosing the answer. 1. If data are plotted over time, the resulting chart will be a (A) Run chart (B) Histogram (C) Pareto
Coordinated Care: Key to Successful Outcomes
Coordinated Care: Key to Successful Outcomes Best practices in care coordination improve health, lower costs and increase patient satisfaction 402 Lippincott Drive Marlton, NJ 08053 856.782.3300 www.continuumhealth.net
Patient Centered Medical Home. History of PCMH concept. What does a PCMH look like? 10/1/2013. What is a Patient Centered Medical Home (PCMH)?
What is a Patient Centered Medical Home (PCMH)? Patient Centered Medical Home Jeremy Thomas, PharmD, CDE UAMS Department of Pharmacy "an approach to providing comprehensive primary care that facilitates
Emergency Medicine and Disaster Preparedness: The Israel Experience
Emergency Medicine and Disaster Preparedness: The Israel Experience NANCY D. ZIONTS, CHIEF PROGRAM OFFICER JEWISH HEALTHCARE FOUNDATION CREDIT TO: ADAM Z. TOBIAS, MD, MPH UNIVERSITY OF PITTSBURGH DEPARTMENT
Emergency 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:
MEDICATION THERAPY MANAGEMENT. MemberChoice FORMULARY MANAGEMENT MEDICATION THERAPY MANAGEMENT (MTM) SPECIALTY DRUG MANAGEMENT
MemberChoice FORMULARY MANAGEMENT MEDICATION THERAPY MANAGEMENT (MTM) SPECIALTY DRUG MANAGEMENT MEDICATION THERAPY MANAGEMENT Medication Therapy Management 1 $ 290 Billion Wasted in avoidable costs due
Understanding the Return on Your Investment for the EHR:
White Paper PointClickCare ROI White Paper - 2010 Understanding the Return on Your Investment for the EHR: Making the Case for Going Beyond MDS. Authored by Mike Wessinger, CEO, PointClickCare, May 2010
High Reliability and Robust Process Improvement
High Reliability and Robust Process Improvement Mark R. Chassin, MD, FACP, MPP, MPH President and CEO, The Joint Commission July 26, 2016 3000 patients over 6 years 1 2 Current State of Quality Routine
Health System Transformation, CMS Priorities, and the Medicare Access and CHIP Reauthorization Act
Health System Transformation, CMS Priorities, and the Medicare Access and CHIP Reauthorization Act Ashby Wolfe, MD, MPP, MPH Chief Medical Officer, Region IX Centers for Medicare and Medicaid Services
Future 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
TRANSFORMING HEALTHCARE DELIVERY A Pathway to Affordable, High-Quality Care in America
TRANSFORMING HEALTHCARE DELIVERY A Pathway to Affordable, High-Quality Care in America TABLE OF CONTENTS Executive Summary... 3 A Pathway to Affordable, High-Quality Care in America... 7 Appendix... 18
Integration of Clinical Care and Public Health Systems: The need as reflected in the work of the Alliance to Reduce Disparities in Diabetes
Integration of Clinical Care and Public Health Systems: The need as reflected in the work of the Alliance to Reduce Disparities in Diabetes Moderator and Presenter Belinda W. Nelson, PhD Center for Managing
Transforming Delivery Systems for Population Health
Transforming Delivery Systems for Population Health George Isham, M.D., M.S. Senior Advisor, HealthPartners Senior Fellow, HealthPartners Institute for Education and Research October 9, 2015 Presenter
Specialty practices and primary care practices join forces in providing patient centered medical care
Welcome, Neighbor! Specialty practices and primary care practices join forces in providing patient centered medical care We often hear our patients express their frustration as they navigate among their
Overview. Patient Centered Medical Home. Demonstrations and Pilots: Judith Steinberg, MD, MPH March 6, 2009
Patient Centered Medical Home Judith Steinberg, MD, MPH March 6, 2009 Patient Centered Medical Home Payment Reform & Incentive Alignment Transparency and Measurement Quality Improvement Practice Transformation
Creating a Culture in Support of Patient Safety
Session: L11 Ms. Ching has nothing to disclose Ms. Derheimer is an employee of the Virginia Mason Institute; a not-for-profit organization that provides education and training in the Virginia Mason Production
Physician Practice Connections Patient-Centered Medical Home (PPC-PCMH ) Johann Chanin
Physician Practice Connections Patient-Centered Medical Home (PPC-PCMH ) Johann Chanin Colorado Patient-Centered Medical Home Demonstration Project Meeting January 15, 008 Today NCQA quality measurement
5D QAPI from an Operational Approach. Christine M. Osterberg RN BSN Senior Nursing Consultant Pathway Health Pathway Health 2013
5D QAPI from an Operational Approach Christine M. Osterberg RN BSN Senior Nursing Consultant Pathway Health Objectives Review the post-acute care data agenda. Explain QAPI principles Describe leadership
Forces of Change- Seeing Stepping Stones Not Potholes
May 19, 2014 Forces of Change- Seeing Stepping Stones Not Potholes 2 3 4 Overview Demographics Long Term Care Financing Challenges Broad Health System Challenges Payment Reform Delivery System Reform Where
RE: RIN 0938-AQ22, Final Rule, Section 3022 of the Affordable Care Act, Medicare Shared Savings Program: Accountable Care Organizations
20 F Street, NW, Suite 200 Washington, D.C. 20001 202.558.3000 Fax 202.628.9244 www.businessgrouphealth.org Creative Health Benefits Solutions for Today, Strong Policy for Tomorrow November 29, 2011 The
A GLOWING RESEMBLANCE A COMPARE AND CONTRAST OF MEDICAL AND NUCLEAR PERFORMANCE IMPROVEMENT INITIATIVES
A GLOWING RESEMBLANCE A COMPARE AND CONTRAST OF MEDICAL AND NUCLEAR PERFORMANCE IMPROVEMENT INITIATIVES 23 rd Annual HPRCT Conference June 12-15, 2017 Thomas Diller, MD, MMM; Executive Director University
A Health Care Innovation Grant Project: A Collaboration of Contra Costa County EHSD Aging & Adult Services Bureau and the Contra Costa Health Plan
A Health Care Innovation Grant Project: A Collaboration of Contra Costa County EHSD Aging & Adult Services Bureau and the Contra Costa Health Plan La Valda R. Marshall EXECUTIVE SUMMARY Teamwork is the
Partner with Health Services Advisory Group
Partner with Health Services Advisory Group Bonnie Hollopeter, LPN, CPHQ, CPEHR Health Services Advisory Group (HSAG) Quality Improvement Lead Rosalie McGinnis, MS, RN HSAG Quality Improvement Lead November
Social determinants, care and cost effectiveness in nursing: a human rights approach. Prof Fhumulani Mavis Mulaudzi
Social determinants, care and cost effectiveness in nursing: a human rights approach Prof Fhumulani Mavis Mulaudzi 1 1. Introduction The cost of healthcare is rising worldwide, placing a heavy financial
2
1 2 3 4 5 Objectives To provide an overview of the Healthcare Reform Story evolving in the United States. To address the current evolving CT Scan Radiology Accident Issue as an example of leadership opportunities
IMPROVING TRANSITIONS OF CARE IN POPULATION HEALTH
IMPROVING TRANSITIONS OF CARE IN POPULATION HEALTH TABLE OF CONTENTS 1. The Transitions Challenge 2. Impact of Care Transitions 3. Patient Insights from Project Boost 4. Identifying Patients 5. Improving
The Evolving Practice of Nursing Pamela S. Dickerson, PhD, RN-BC. PRN Continuing Education January-March, 2011
The Evolving Practice of Nursing Pamela S. Dickerson, PhD, RN-BC PRN Continuing Education January-March, 2011 Disclaimer/Disclosures Purpose: The purpose of this session is to enable the nurse to be proactive
SFGH. Management System. Components. SFGH Management System. Improvement. Time. Strategic Planning True North. Value Streams: Rapid Improvement Events
SFGH Management System 1 SFGH Management System Components Strategic Planning True North Improvement Management System Value Streams: Rapid Improvement Events Time 2 1 Refining our Strategic Planning PATIENT
Optimizing Reimbursement & Quality with Pay for Performance
Optimizing Reimbursement & Quality with Pay for Performance Marisa Valdes, RN, MSN, CPHQ STEEEP Analytics, Baylor Scott & White Health AHA Leadership Forum, July 2016 Please note that the views expressed
EHR Enablement for Data Capture
EHR Enablement for Data Capture Baylor Scott & White (15 min) Bonnie Hodges, RN University of Chicago Medicine(15 min) Susan M. Sullivan, RHIA, CPHQ Kaiser Permanente (15 min) Molly P. Clopp, RN Tammy
HEALTHCARE INFORMATION SYSTEMS: ENABLERS FOR QUALITY IMPROVEMENT. Kenneth W. Kizer, M.D., M.P.H. President and CEO National Quality Forum
HEALTHCARE INFORMATION SYSTEMS: ENABLERS FOR QUALITY IMPROVEMENT Kenneth W. Kizer, M.D., M.P.H. President and CEO National Quality Forum January 14, 2002 The Paradox of American Healthcare 2003 Highly
Hospital Readmissions Survival Guide
WHITE PAPER Hospital Readmissions Survival Guide The Long-Term Care Provider s Ultimate Survival Guide to Incorporating INTERACT into Health Information Technology (HIT) March 2017 In this survival guide,
Improvements & Sustained Change through the Implementation of High Reliability Units
Improvements & Sustained Change through the Implementation of High Reliability Units Tammy Van Dyk, MSN, RN, CPEN Quality Management & Patient Safety Manager Objective Describe how high reliability principles
WHITE PAPER. Transforming the Healthcare Organization through Process Improvement
WHITE PAPER Transforming the Healthcare Organization through Process Improvement The movement towards value-based purchasing models has made the concept of process improvement and its methodologies an
PBM SOLUTIONS FOR PATIENTS AND PAYERS
PBM SOLUTIONS FOR PATIENTS AND PAYERS Reducing Prescription Drug Costs Designing Solutions for Employers, Unions, and Government Programs Delivering High Patient Satisfaction and Improved Outcomes Improving
Accountable Care Atlas
Accountable Care Atlas MEDICAL PRODUCT MANUFACTURERS SERVICE CONTRACRS Accountable Care Atlas Overview Map Competency List by Phase Detailed Map Example Checklist What is the Accountable Care Atlas? The