So How Do You Convince Your Hospital Leadership Your Idea is Best for Patient Care? Mission, Quality, Cost, and Standardization
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1 So How Do You Convince Your Hospital Leadership Your Idea is Best for Patient Care? Mission, Quality, Cost, and Standardization Robert M. Insoft, MD, FAAP Senior Vice President, Quality & Medical Affairs Chief Medical Officer & Attending Neonatologist Women & Infants Hospital Associate Professor of Pediatrics Brown University Alpert Medical School
2 I have no disclosures or conflicts of interest This activity does not have any commercial support Thank you to the NPA!
3 Objectives: To understand why hospitals support certain initiatives; what are we looking for? 1. Review the national and local economic & political climate driving changes in healthcare 2. To understand relationship between quality and finance 3. To review the basic elements of a good business plan: Time to be a salesman! 4. Standardization: Why now? 5. Why is Dr. C s program supported and sound? 6. Concluding predictions & remarks
4 Healthcare Weather Forecaster
5 Institute for Healthcare Improvement Triple Aim Improving the patient experience of care (including quality and satisfaction) Improving the health of populations Reducing health-care costs
6 Value Definition Value = Safety + Quality Outcomes + Experience Cost
7 Transition from FFS to Value-Based Care Value=quality/cost or the focus of quality (patient outcomes, safety, experiences) and cost at the same time Value-based: reimbursement tied directly to quality metrics Medicare: 70% change from FFS to Value by end the of delayed now! Medicaid follows Medicare; Commercial follows Medicaid always!! Key point: Paid on how well our patients do!
8 Transition to Value-Based Care Perinatal/OB: Elective & overall C/section rates, postpartum depression screenings, GDM screenings, readmission rates, and SSI Neonatal: LOS, CLABSI now and soon CLD, ROP, IVH, inpatient testing utilization, benchmarked against region, state, & nationally Hospital: Number of employees/discharge; supply chain costs/discharge Focus: HAI, Pt. Experience and Readmission rates
9 Supplied by Kaufman Hall Fee for Service Fee for Value ACA: Revenue decreasing faster than expenses
10 Future Challenges ACA: More insured, utilizing systems, delayed care, higher morbidity, higher deductibles, and higher co-pays Not the windfall for hospitals as predicted & record amount of outstanding payments Payer Mix: Shift from commercial insurance (BEST Payers) to government payers (Worst Payer) Projection (based on adult) reimbursement decreasing much faster than expenses over next few years
11 Objectives: To understand why hospitals support certain initiatives; what are we looking for? 1. Review the national and local economic & political climate driving changes in healthcare 2. To understand relationship between quality and finance 3. To review the basic elements of a good business plan: Time to be a salesman! 4. Standardization: Why now? 5. Why is Dr. C s program supported and sound? 6. Concluding predictions & remarks
12 Clinical and Financial Quality Metrics 3M Philosophy: Measure, Manage, Make it about the right thing Meaningful: Clinical: ALOS, readmission rates CMS/Regulatory: CLABSI,CAUTI, MRSA, mortality Revenue: Census, cost/dc, cost/fte, days cash on hand, bond ratings Marketing: Patient volume, network sites, and growth potential
13 CMS Star Ratings are based on 57 measures from Hospital Compare Mortality heart attack, COPD, pneumonia, stroke Safety HAIs, complications of knee and hip surgery Readmission following AMI, COPD, hip/knee surgery, stroke, hospitalwide readmission Patient Experience doctor and nurse communication, cleanliness, quiet, overall rating, recommend Effectiveness of Care flu vaccination, colonoscopy, delivery before 39 weeks, blood clots and others Timeliness of Care primarily timeliness of care in ED Efficient use of medical imaging unnecessary CT / MRI 13
14 Quality is as Important as Finance Present perinatal/neonatal care contracts built on a FFS/DRG structure change toward a value-based system Less revenue is a given -- approximately 10-20% over next 5 years Decreasing birth rate in NE; projected need for 10-15% fewer true NICU beds (KaufmannHall, 2016) Less subsidies impact on academics, downstream effects on departments & hospitals
15 Keep Mowing the Lawn
16 Objectives: To understand why hospitals support certain initiatives; what are we looking for? 1. Review the national and local economic & political climate driving changes in healthcare 2. To understand relationship between quality and finance 3. To review the basic elements of a good business plan: Time to be a salesman! 4. Standardization: Why now? 5. Why is Dr. C s program supported and sound? 6. Concluding predictions & remarks
17 So How Do You Sell Your Idea to the Hospital? Program idea: novel, modification Mission Focus: How does it align with current and future goals, patients, clinical care, educational, etc.? Hospital connection: Director, Chief, Chair, CMO, CNO, CFO, President Climate: new, competition, timeline Funding: philanthropy, hospital, grant, foundation, and sustainment Marketing: who is your audience?
18 Now Comes the Sound Business Plan: Don t Panic Project owner(s): who are the responsible parties? Narrative: describe the program Customers, champions, sponsors, benefits, and risks Current market demand, known competition, projected annual volume, and competitors existing capabilities Market Assessment: primary population, secondary population Assumptions: where will volume come from? Detail growth assumptions Funding: hospital, philanthropy, grant, state, and federal Cash flow: equipment -- buy or lease and labor ROI: capital, operating expenses Executive Summary
19 Objectives: To understand why hospitals support certain initiatives; what are we looking for? 1. Review the national and local economic & political climate driving changes in healthcare 2. To understand relationship between quality and finance 3. To review the basic elements of a good business plan: Time to be a salesman! 4. Standardization: Why now? 5. Why is Dr. C s program supported and sound? 6. Concluding predictions & remarks
20 Questions For All of You Are we really evidence-based? What can we do to address fluctuating census and payment reform?
21 Possible Answer Standardization It is NOT the actual protocol; it is the fact you have a protocol
22 Why Standardize? Just Ask the Pilot on your next flight NOT a threat to individual clinical judgment or adoption of cookbook medicine Increasing trend of publically-reported measures on safety, outcomes Public is demanding high quality and safe care as cost becomes more of a domestic budget item Reduces variations in practice enhances better outcomes Reduces waste (supplies and labor) Helps define team roles more clearly
23 What approaches do we have to control variation in Perinatal Care Utilization, Resource Consumption, AND to Improve Outcome? Identify and report provider variations (Report Card?) Identify and enhance opportunities for increased maternal (parent) involvement (Parent Support Specialists) Create NICU/OB Bundles to leverage opportunity, minimize risk, garner resources, and share in benefits
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26 Variations in Imaging Utilization Rates Shawn L. Ralston et al. Pediatrics 2015;136: by American Academy of Pediatrics
27 What is the magnitude and impact of individual provider variation on Nursery or NICU utilization, resources, and outcome?
28 NICU Provider Practice Variation Additional Data/Physician: Laboratory utilization/ APR DRG SO1 MRI/APR DRG SO1 ULTRASOUND/APR DRG SO1 PHARMACY/APR DRG SO1
29 Individual Provider Individual Indi Provider
30 ILLNESS SEVERITY The Neonatal Variation Rainbow Intensive IV RDS Surfactant Ventilation HAL Imaging Intermediate III CPAP / NIPV HAL Feeding Imaging Convalescent II Feeding, NAS Events Oxygen Monitors Bundle During this Phase! READINESS INHERENT PRACTICE VARIATION*
31 Standardization & Future of Healthcare Our national healthcare economic climate will not improve dramatically. Our efforts will help stabilize our hospital (and system) financially Accelerate our implementation of standardized practices: more than just NRP, EOS, LOS, hypoglycemia bili(transcutaneous), spells, feeding, lab utilization, D/C milestones We need to monitor those implementations Most importantly...we cannot afford to just do something because we ve always done it that way!
32 Objectives: To understand why hospitals support certain initiatives; what are we looking for? 1. Review the national and local economic & political climate driving changes in healthcare 2. To understand relationship between quality and finance 3. To review the basic elements of a good business plan: Time to be a salesman! 4. Standardization: Why now? 5. Why is Dr. C s program supported and sound? 6. Concluding predictions & remarks
33 Now Back to Dr. C. s Novel NAS Program: Why Do We Support and Promote it? All the Elements of High Value: safe, better outcomes, better family experience, decrease meds, and decrease LOS (divided by) lower cost Keeps appropriate babies from the higher-cost NICU even at same level of care Parents perceive their babies as more stable Community service, public relations, and connection to community providers
34 Now Back to Dr. C. s Novel NAS Program: Why Do We Support and Promote it? Parents and caregivers have more time to connect and improve the patient experience STANDARD APPROACH and Protocol Accountability
35 Objectives: To understand why hospitals support certain initiatives; what are we looking for? 1. Review the national and local economic & political climate driving changes in healthcare 2. To understand relationship between quality and finance 3. To review the basic elements of a good business plan: Time to be a salesman! 4. Standardization: Why now? 5. Why is Dr. C s program supported and sound? 6. Concluding predictions & remarks
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37 So Let s Do It We are in the Driver s Seat! Successful programs/systems will be cost $$ conscious, less nonevidence based tests and Rx Innovate, standardize, consolidate, and make the team accountable! Re-analyze-- reinvent delivery of care/coverage Shift more elective/pre-discharge management from more expensive inpatient (NICU, L2) to less expensive (evidence-based) nursery or outpatient settings (hearing, MRI s, Ophthalmology, hernia repair, etc ) Retool/repurpose our Follow-up/Pedi clinics? Family-centered facilities
38 So Let s Do It We are in the Driver s Seat Thank you
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