Goals and Objectives for Fiscal Year 2012
|
|
- Erica Kelley
- 5 years ago
- Views:
Transcription
1 Goals and Objectives for Fiscal Year 2012 UPMC St. Margaret Teresa G. Petrick July 8, 2011
2 UPMC St. Margaret: Major Goals and Objectives for FY 2012 Deliver Financial Results and Operational Metrics Established in the FY2012 Budget, Recruitment of additional Primary Care and placement of Specialty Physicians to expand services to the Allegheny Valley Continue to strengthen and build a culture of quality and safety for all patients with a specific focus on the following process measures: Heart Failure discharge instructions, Patient falls and Pressure Ulcers, Patient 30 day readmissions and Hand Hygiene compliance Continue to develop and deliver the Ultimate Patient Experience through Quality Initiatives, a focused Patient Satisfaction plan, Physician and Employee engagement and targeted Operational Efficiencies Continue NDNQI Reporting; Formulate Strategies for Sustaining Nursing Excellence in Collaboration with Professional Practice Council, Expand the use of Physician Electronic Documentation and continue working toward HIMSS EMR Adoption Model (Stage 7), Work collaboratively with Health System leadership to assure appropriate patient access to UPMC facilities and services (i.e. Magee at St. Margaret, Natrona Heights time share) Continue to Improve Recruitment and Retention Metrics over FY 2011 Results or at UPMC Defined Target, Exceed the 50th percentile of the State average of HCAHPS Measures Continue to strengthen and enhance academics at UPMC St. Margaret through community initiatives, FHC enhancement and resident rotations into the rural communities Improve Community Health Initiatives through partnerships with Foundation for targeted initiatives and employee wellness programs. 2
3 UPMC St. Margaret: Major Goals and Objectives for FY 2011 Position for Growth and Development by completing the Master Campus Plan, Completing the A&E for the South Addition, completion of the North Addition and the opening of the Magee at St Margaret Center Proactively mitigating Highmark risk by assessing risk and engaging private practice and employed physicians Continue to develop strength in key Medical Leadership positions 3
4 Objective: Organizational Growth & Development Goal Type Target/Expected Updates Meet or exceed budget growth targets PG & D Achieve Budget Admissions: Med/Surg: 15,291 Rehab: 485 Deliver Outpatient Revenue: $601 Million Increase market share in Alle-Kiski Valley by partnering with UPMC HealthPlan for employer enrollment of Subscribers Seek approval to study/recommend the replacement and construction of new Lawrencville Family Health Center in partnership with St. Margaret Foundation PG&D Mkt Resp PG&D Mkt Resp Increase admissions, outpatient services and ED visits from the following: Alle-Kiski Lower Burrell/New Ken A/E planning for the new Lawrenceville FHC Develop Phase II Plan to enhance and expand cardiology services PG&D Develop and expand cardiology services and St. Margaret Hospital 4
5 Objective: Performance Includes: Includes: Financial and Operating Performance (Perf), Clinical Quality and Safety (Qual/Safety), Integration (Integ) Goal Type Target/Expected Updates Achieve Contribution margin target Perf $84.1M Achieve med/surg length of stay target Perf 4.7 Days (Med/Surg) Achieve cost per case target (based on controllable expense) Perf $4,092 (per adj. case) 5
6 Objective: Performance (Continued) Includes: Includes: Financial and Operating Performance (Perf), Clinical Quality and Safety (Qual/Safety), Integration (Integ) Goal Type Target/Expected Updates Continue Focus of Revenue Cycle Metrics at Entity Level: Perf Days in A/R </= 28 days Charge Capture </= 1.5% (> 3+ Days) Denial Rate </= 1.0% Late Rebill Rate </= 0.75% ED, Radiology and SDS Co-Pay Collections Increase FY10 collections by 10%. Revenue Realization Optimize charges that have an incremental net payment benefit in conjunction with the enhanced capabilities associated with the Cerner upgrade (3 rd Qtr). Complete HBC conversions for B&B and ENT 6
7 Objective: Organizational Growth & Development Do not exceed Mortality Rate within the established benchmark Do not exceed Readmission Rate within the established benchmark Deliver Expected Results associated with Highmark s Pay-for-Performance Initiatives Quality Blue Qual/Safety </= 2.5% overall acute </=1.0 actual to expected (acute) </=1.0 actual to expected (Heart Failure) </=1.0 actual to expected (AMI) </=1.0 actual to expected (Pneumonia) Qual/Safety </=1.0 actual to expected (acute) </=1.0 actual to expected (Heart Failure) </=1.0 actual to expected (AMI) </=1.0 actual to expected (Pneumonia) Qual/Safety Expand scope of quality measures and improve performance for FY2012 quality initiatives and programs (Further delineated within quality measures on subsequent pages) 7
8 Objective: Organizational Growth & Development QualityBlue P4P Qual/Safety VTE Prevention and Care Coordination Rate of 4B VTE Prophylaxis Rate of 6A VTE Prophylaxis Rate of house-wide DVT (index and within 30 days) Rate of house-wide PE (index and within 30 days) Confirmed VTE, no prophylaxis Warfarin discharge instructions 9 month avg. >=90% 9 month avg. >=90% Final 3 months avg. <0.4 Final 3 months avg. <0.3 Final 3 months avg. <5% Final 3 month avg. >=90% 8
9 Objective: Organizational Growth & Development Readmissions Qual/Safety Rate of 7 day readmissions including IP/OBS Rate of 30 day readmissions including IP/Obs 9 month avg.>=2.5% reduction (4.1% to 3.9%) 9 month avg.>=2.5% reduction (13.2% to 12.8%) 7-day readmission pts with defect free care transition 9 month avg. >=90% OR Defect free Care scored individually: Medications: 9 month avg.>=90% Transition Record: 9 month avg. >=90% Transmitted Record: 9 month avg. >=90% 9
10 Objective: Organizational Growth & Development QualityBlue P4P Qual/Safety Surgical Safety Inpatient surgical site infections Outpatient surgical site infections Inpatient urinary catheter removed on POD 2 Temperature management (Normothermia) Outpatient prophylactic antibiotic within 1 hour Outpatient appropriate antibiotic Inpatient Surgical Safety Checklist Outpatient Surgical Safety Checklist Inpatient Beta-Blocker Therapy 9 month avg. <0.6 %or >= 15% reduction (0.7 to 0.6) 9 month avg. <0.4 %or >= 15% reduction (0.07 to 0.06) Final 3 months avg. >=90% Final 3 months avg. >=90% Final 3 months avg. >=90% Final 3 months avg. >=90% Final 3 months avg. >=90% Final 3 months avg. >=90% Final 3 months avg. >=90% 10
11 Objective: Organizational Growth & Development QualityBlue P4P Qual/Safety Emergency Department Throughput ED arrival to departure (inpatient) status ED arrival to departure (observation) status ED arrival to departure (home, etc) status ED arrival to seen by a physician or LIP Admission decision to ED departure Observation decision to ED departure Patients leaving w/o being seen by a MD/LIP CAUTI Rate of HA CAUTI Patients with Urinary Cath order present Patients with completed daily assessment <=230 minutes <=220 minutes <=145 minutes <=25 minutes <=75 minutes <=65 minutes <=1.0% 9 months of < 5 or < 2.0 rate OR >=5% reduction (1.34 to 1.27) Final 3 months avg. >=90% Final 3 months avg. >=90% 11
12 Improve clinical and process measures for the following: Objective: Organizational Growth & Development Heart Failure: Discharge Instructions VBP LVF Assessment ACE or ARB for LVSD Smoking Cessation Appropriate Care HF Qual/Safety Meet or exceed targets set by Center for Quality Improvement and Innovation (CQI2) for measure. Value Based Purchasing (VBP) 12
13 Improve clinical and process measures for the following: Objective: Organizational Growth & Development Pneumonia: Qual/Safety Meet or exceed targets set by Center for Quality Improvement and Innovation (CQI2) for measure. Antibiotic Selection VBP Blood Cultures VBP Timing of ATB Pneumonia Vaccinations Smoking Cessation Influenza vaccination Appropriate Care Pneumonia Value Based Purchasing (VBP) 13
14 Improve clinical and process measures for the following: AMI: Objective: Organizational Growth & Development BB at Discharge ASA at Arrival ASA at Discharge ACE or ARB for LVSD Smoking Cessation Statin at Discharge Appropriate Care AMI Outpatient Median Time to Transfer Outpatient ASA on Arrival Outpatient MedianTime to ECG Qual/Safety Meet or exceed targets set by Center for Quality Improvement and Innovation (CQI2) for measure. 45 Minutes 10 Minutes 14
15 Improve clinical and process measures for the following: SCIP: Objective: Organizational Growth & Development Antibiotic administration w/in 1 hr VBP Appropriate antibiotic selection VBP Antibiotic discontinuation w/in 24 hrs VBP VTE prophylaxis ordered VBP VTE prophylaxis timely VBP Beta-Blocker Therapy VBP Appropriate hair removal Post-operative urinary catheter removal Post-operative temperature management Appropriate Care SCIP Outpatient timing of prophylactic antibiotic Qual/Safety Outpatient selection of prophylactic antibiotic Value Based Purchasing (VBP) Meet or exceed targets set by Center for Quality Improvement and Innovation (CQI2) for measure. 15
16 Objective: Organizational Growth & Development Improve clinical and process measures for the following: INFECTIONS: Hand Hygiene CLABS-Hospital-wide CLABS rate CDI-Hospital-wide CDI rate CAUTI-Hospital-wide CAUTI rate Surgical Site Infections-Hospital-wide SSI rate Ventilator-associated Pneumonia-ICU VAP rate MRSA-Hospital-wide MRSA rate Qual/Safety Meet or exceed targets set by Center for Quality Improvement and Innovation (CQI2) for measure. 75% 0.5 (per 1,000 device days) / Highmark P4P Sustainability <= (per 10,000 patient days) 1.25 (per 1,000 device days) 6.5 (per 1,000 surgeries) 1.5 (per 1,000 device days) 1.3 (per 1,000 patient days) 16
17 Objective: Organizational Growth & Development Improve clinical and process measures for the following: Pressure Ulcers: Unit Acquired Pressure Ulcers (Stage 1/2) Med Surg ICU IMC Rehab Unit /Hospital Acquired Pressure Ulcers (Stage 3/4) Patient Falls: Med Surg ICU IMC Rehab Injury Index Meet or exceed targets set by Center for Quality Improvement and Innovation (CQI2) for measure. </=3.0% </=8.0% </=6.0% </=2.5% None % 17
18 Objective: Organizational Growth & Development UPMC Health Plan P4P Deliver expected results associated with UPMC Health Plan Pay for Performance Initiative Expand scope of quality measure and improve performance for FY2012 quality initiatives and programs Palliative Care Program Develop and Implement facility specific model of care Geriatric Fracture Program UPMC Health Plan P4P Participate/Collaborate with the Health Plan and Renaissance in the development of a Pilot ACO model Develop and Implement facility specific model of care Develop model to achieve higher reimbursement of MC payments to population sample through enhanced coding and reduce utilization of services 18
19 Objective: Performance (Continued) Includes: Includes: Financial and Operating Performance (Perf), Clinical Quality and Safety (Qual/Safety), Integration (Integ) Improve clinical/ process measures for the following (cont): Develop and Implement Patient experience improvement plan HCAHPS Qual/Safety Exceed National Achievement Threshold set by CMS at the 50 th Percentile. (* Current 50 th Percentile) Increase HCAHPS outcomes to exceed 50 th Percentile. Communication with nurses Exceed 50 th Percentile (76%)* Communication with doctors Exceed 50 th Percentile (80%)* Responsiveness of hospital staff Exceed 50 th Percentile (62%)* Pain management Exceed 50 th Percentile (70%)* Communication about medications Exceed 50 th Percentile (60%)* Cleanliness of hospital Exceed 50 th Percentile (71%)* Quietness of hospital Exceed 50 th Percentile (54%)* Discharge information Exceed 50 th Percentile (82%)* Overall rating of hospital Exceed 50 th Percentile (67%)* Willingness to recommend Exceed 50 th Percentile (70%)* 19
20 Objective: Performance (Continued) Includes: Includes: Financial and Operating Performance (Perf), Clinical Quality and Safety (Qual/Safety), Integration (Integ) Collaborate with UPMC Magee to decompress the St. Margaret Campus Integ Identify and shift Admissions from specific physicians or discreet services. 20
21 Objective: Reputation Includes: Academic Excellence (Academic), Outstanding Community Citizenship (Community), Recognition for Excellence (Recognition) Increase the number of Unit Directors and Directors within the Nursing Division who have obtained National Certification Academic Unit Directors and Directors will increase National Certification in FY12 by 3%. Facilitate evidence-based research activities at the unit level Improve community health through targeted initiatives and employee wellness programs Academic Community All Unit Directors in collaboration and nursing education will implement an evidenced-based project in FY12. Continue to provide Disease Awareness related to Cardiovascular Risk, Diabetes Symptoms and Management; expand education programs to employees through the UPMC Health Plan activities. Provide free flu shots/vaccinations to Senior Citizens 21
22 Objective: Reputation (Continued) Includes: Academic Excellence (Academic), Outstanding Community Citizenship (Community), Recognition for Excellence (Recognition) Monitor community and financial assistance services Community Continue Participation in Health Fairs, Library Lectures, etc. to provide Wellness and Clinical Programs UPMC St. Margaret will continue to work with the Foundation to support wellness programs in our local schools and communities Community Maintain Financial Assistance and Community Initiatives at FY 2011 level 22
23 Objective: System Evolution Includes: Workforce, Information Technology (IT), and Organizational Evolution (Evolution) Reroute the Fiber and Copper Cabling Infrastructure that provides data and voice service to the buildings on the main campus to support the construction of the Resource Center IT Provide connectivity and redundancy using a new route for the Fiber plan and deploy a network based solution for phone services to replace the copper voice backbone Implement the Cerner Capacity Management Solution as the pilot site for UPMC IT Assist with the development of the solution to Insure that productivity and hospital throughput are not negatively affected Implement Voice Recognition for Directory Assistance for internal O dialed calls to the Call Center IT Reduce the number of calls to the Call Center which require operator assistance and decrease end user wait times for service Convert the PC s in the Patient Rooms of a Med/Surg Unit into a Electronic Media Portal for Patient and Family use. IT Provide a technological solution to help improve patient satisfaction 23
24 Objective: System Evolution (Continued) Includes: Workforce, Information Technology (IT), and Organizational Evolution (Evolution) Maintain average Merit Increase Workforce Ensure Average Increase does not exceed system target of 3%. Timely Performance Evaluations Workforce on-time 0% warning status 0% late status Business Unit Turnover Overall One Year Turnover Nursing Turnover Redesign of Retention Council to match Magnet re-designation model. Workforce < / = 12% and below UPMC Avg < / = 28% and below UPMC Avg < / = 8% and below UPMC Avg Use of survey feedback (Best Places to Work/NDNQI etc.) to identify action plans for improvement to be completed through Retention Council Vacancy Rates Workforce Overall Nursing < / = 3.5% and below UPMC Avg < / = 3.5% and below UPMC Avg 24
Quality Care Amongst Clinical Commotion: Daily Challenges in the Care Environment
Quality Care Amongst Clinical Commotion: Daily Challenges in the Care Environment presented by Sherry Kwater, MSM,BSN,RN Chief Nursing Officer Penn State Hershey Medical Center Objectives 1. Understand
More informationObjectives. Integrating Performance Improvement with Publicly Reported Quality Metrics, Value-Based Purchasing Incentives and ISO 9001/9004
Integrating Performance Improvement with Publicly Reported Quality Metrics, Value-Based Purchasing Incentives and ISO 9001/9004 Session: C658 2013 ANCC National Magnet Conference Thursday, October 3, 2013
More informationValue-based incentive payment percentage 3
Report Run Date: 07/12/2013 Hospital Value-Based Purchasing Value-Based Percentage Payment Summary Report Page 1 of 5 Percentage Summary Report Data as of 1 : 07/08/2013 Total Score Facility State National
More informationAn Overview of the. Measures. Reporting Initiative. bwinkle 11/12
An Overview of the National Hospital Quality Measures A National Voluntary Hospital Reporting Initiative bwinkle 11/12 What Are Hospital Quality Measures? The Joint Commission (TJC) and the Centers for
More informationState of the State: Hospital Performance in Pennsylvania October 2015
State of the State: Hospital Performance in Pennsylvania October 2015 1 Measuring Hospital Performance Progress in Pennsylvania: Process Measures 2 PA Hospital Performance: Process Measures We examined
More informationAccomplishments Fiscal Year UPMC Passavant
Accomplishments Fiscal Year 2015 UPMC Passavant UPMC Passavant Summary of Significant FY15 Accomplishments Continue employee engagement initiatives that are aligned with UPMC Passavant s Mission, Vision,
More informationValue Based Purchasing
Value Based Purchasing Baylor Health Care System Leadership Summit October 26, 2011 Sheri Winsper, RN, MSN, MSHA Vice President for Performance Measurement & Reporting Institute for Health Care Research
More informationNEW JERSEY HOSPITAL PERFORMANCE REPORT 2012 DATA PUBLISHED 2015 TECHNICAL REPORT: METHODOLOGY RECOMMENDED CARE (PROCESS OF CARE) MEASURES
NEW JERSEY HOSPITAL PERFORMANCE REPORT 2012 DATA PUBLISHED 2015 TECHNICAL REPORT: METHODOLOGY RECOMMENDED CARE (PROCESS OF CARE) MEASURES New Jersey Department of Health Health Care Quality Assessment
More informationOlutoyin Abitoye, MD Attending, Department of Internal Medicine Virtua Medical Group New Jersey,USA
Olutoyin Abitoye, MD Attending, Department of Internal Medicine Virtua Medical Group New Jersey,USA Introduce the methods of using core measures to compare quality of health care US hospitals provide Have
More informationNEW JERSEY HOSPITAL PERFORMANCE REPORT 2014 DATA PUBLISHED 2016 TECHNICAL REPORT: METHODOLOGY RECOMMENDED CARE (PROCESS OF CARE) MEASURES
NEW JERSEY HOSPITAL PERFORMANCE REPORT 2014 DATA PUBLISHED 2016 TECHNICAL REPORT: METHODOLOGY RECOMMENDED CARE (PROCESS OF CARE) MEASURES New Jersey Department of Health Health Care Quality Assessment
More informationKANSAS SURGERY & RECOVERY CENTER
Hospital Reporting Period for Clinical Process Measures: Fourth Quarter 2012 through Third Quarter 2013 Discharges Page 2 of 13 Hospital Quality Measures Your Hospital Aggregate for All Four Quarters 10
More informationNational Patient Safety Goals & Quality Measures CY 2017
National Patient Safety Goals & Quality Measures CY 2017 General Clinical Orientation 2017 January National Patient Safety Goals 1. Identify Patients Correctly 2. Improve Staff Communication 3. Use Medications
More informationUPMC Passavant Goals and Objectives for Fiscal Year 2016
1 UPMC Passavant s and Objectives for Fiscal Year 2016 UPMC Passavant Summary of Significant FY16 s Strive to create a safe, fair culture, focusing on elimination of preventable harm and death. Enhance
More informationMedicare Value Based Purchasing August 14, 2012
Medicare Value Based Purchasing August 14, 2012 Wes Champion Senior Vice President Premier Performance Partners Copyright 2012 PREMIER INC, ALL RIGHTS RESERVED Premier is the nation s largest healthcare
More informationProposed Meaningful Use Incentives, Criteria and Quality Measures Affecting Critical Access Hospitals
Proposed Meaningful Use Incentives, Criteria and Quality Measures Affecting Critical Access Hospitals Paul Kleeberg, MD, FAAFP, FHIMSS Clinical Director Regional Extension Assistance Center for HIT (REACH)
More informationHospital Inpatient Quality Reporting (IQR) Program Measures (Calendar Year 2012 Discharges - Revised)
The purpose of this document is to provide a reference guide on submission and Hospital details for Quality Improvement Organizations (QIOs) and hospitals for the Hospital Inpatient Quality Reporting (IQR)
More informationQuality Health Indicators: Measure List. Clinical Quality: Monthly
Clinical Quality: Monthly Healthcare Associated Infections per 100 Inpatient Days *Core Measure* Unassisted Patient Falls per 100 Inpatient Days *Core Measure* Readmission within 30 days (All Cause) -
More informationConnecting the Revenue and Reimbursement Cycles
Connecting the Revenue and Reimbursement Cycles Tuesday, August 19 th, 2014 Toni G. Cesta, Ph.D., RN, FAAN Consultant and Partner Case Management Concepts New York Office And Bev Cunningham, MS, RN Vice
More information4/10/2013. Learning Objective. Quality-Based Payment Models
Creating Best in Class Perioperative Services under Accountable Care and Value- Based Purchasing Becker s Healthcare Jeffry Peters Learning Objective How ACA/VBP changes how we measure surgical services
More informationHIT Incentives: Issues of Concern to Hospitals in the CMS Proposed Meaningful Use Stage 2 Rule
HIT Incentives: Issues of Concern to Hospitals in the CMS Proposed Meaningful Use Stage 2 Rule Lori Mihalich-Levin, J.D. lmlevin@aamc.org; 202-828-0599 Jennifer Faerberg jfaerberg@aamc.org; 202-862-6221
More informationNational Provider Call: Hospital Value-Based Purchasing
National Provider Call: Hospital Value-Based Purchasing Fiscal Year 2015 Overview for Beneficiaries, Providers, and Stakeholders Centers for Medicare & Medicaid Services 1 March 14, 2013 Medicare Learning
More informationQuality Health Indicators: Measure List. Clinical Quality: Monthly
Clinical Quality: Monthly Healthcare Associated Infections per 100 Inpatient Days *Core Measure* Unassisted Patient Falls per 100 Inpatient Days *Core Measure* Readmission within 30 days (All Cause) -
More informationModel VBP FY2014 Worksheet Instructions and Reference Guide
Model VBP FY2014 Worksheet Instructions and Reference Guide This material was prepared by Qualis Health, the Medicare Quality Improvement Organization for Idaho and Washington, under a contract with the
More informationCME Disclosure. HCAHPS- Hardwiring Your Hospital for Pay-for-Performance Success. Accreditation Statement. Designation of Credit.
CME Disclosure Accreditation Statement Studer Group is accredited by the Accreditation Council for Continuing Medical Education (ACCME) to provide continuing medical education for physicians. Designation
More informationCMS in the 21 st Century
CMS in the 21 st Century ICE 2013 ANNUAL CONFERENCE David Saÿen, MBA Regional Administrator Centers for Medicare & Medicaid Services San Francisco November 15, 2013 The strategy is to concurrently pursue
More informationThe 5 W s of the CMS Core Quality Process and Outcome Measures
The 5 W s of the CMS Core Quality Process and Outcome Measures Understanding the process and the expectations Developed by Kathy Wonderly RN,BSPA, CPHQ Performance Improvement Coordinator Developed : September
More informationSAN FRANCISCO GENERAL HOSPITAL and TRAUMA CENTER
SAN FRANCISCO GENERAL HOSPITAL and TRAUMA CENTER 1 WHY IS SAN FRANCISCO GENERAL HOSPITAL IMPORTANT? and Trauma Center (SFGH) is a licensed general acute care hospital which is owned and operated by the
More informationHCAHPS. Presented by: Bill Sexton. Proudly recognized as one of the Nation s Top 100 Critical Access Hospitals - ivantage Health Analytics
HCAHPS Presented by: Bill Sexton HCAHPS results will impact your organization's reimbursement in the era of health care reform HCAPHS results are a quality metric, not just a patient satisfaction metric
More informationThe dawn of hospital pay for quality has arrived. Hospitals have been reporting
Value-based purchasing SCIP measures to weigh in Medicare pay starting in 2013 The dawn of hospital pay for quality has arrived. Hospitals have been reporting Surgical Care Improvement Project (SCIP) measures
More informationMedicare Beneficiary Quality Improvement Project. March 11, Chillicothe, Mo.
Medicare Beneficiary Quality Improvement Project March 11, 2015 - Chillicothe, Mo. 1 Welcome and MBQIP Overview 2 Introductions Dana Downing, B.S., MBA, CPHQ Jim Mikes, ScD, MPH Melissa VanDyne, B.S. CAHs
More informationThe Wave of the Future: Value-Based Purchasing & the Impact of Quality Reporting Within the Revenue Cycle
The Wave of the Future: Value-Based Purchasing & the Impact of Quality Reporting Within the Revenue Cycle Kim Charland, BA, RHIT, CCS Senior Vice President Clinical Innovation and Publisher VBPmonitor
More informationQuality and Health Care Reform: How Do We Proceed?
Quality and Health Care Reform: How Do We Proceed? Susan D. Moffatt-Bruce, MD, PhD Chief Quality and Patient Safety Officer Associate Dean of Clinical Affairs Quality and Patient Safety Associate Professor
More informationMEDICARE BENEFICIARY QUALITY IMPROVEMENT PROJECT (MBQIP)
MEDICARE BENEFICIARY QUALITY IMPROVEMENT PROJECT (MBQIP) Began in September 2011 Key quality improvement activity within the Medicare Rural Hospital Flexibility grant program Goal of MBQIP: to improve
More informationHospital Compare Quality Measures: 2008 National and Florida Results for Critical Access Hospitals
Hospital Compare Quality Measures: National and Results for Critical Access Hospitals Michelle Casey, MS, Michele Burlew, MS, Ira Moscovice, PhD University of Minnesota Rural Health Research Center Introduction
More informationGlobal Nursing Perspectives and Professionalism
Global Nursing Perspectives and Professionalism Mary C. Barkhymer, MSN, MHA, RN, CNOR Vice President, Patient Care Services & Chief Nursing Officer UPMC St. Margaret Today s Topics UPMC Nursing Vision/Strategic
More informationPerformance Scorecard 2013
NORTHWESTERN LAKE FOREST HOSPITAL Performance Scorecard 2013 updated May 2013 Northwestern Lake Forest Hospital is committed to providing the communities we serve the highest quality health care through
More informationMBQIP Quality Measure Trends, Data Summary Report #20 November 2016
MBQIP Quality Measure Trends, 2011-2016 Data Summary Report #20 November 2016 Tami Swenson, PhD Michelle Casey, MS University of Minnesota Rural Health Research Center ABOUT This project was supported
More informationMedicare Value Based Purchasing Overview
Medicare Value Based Purchasing Overview Washington State Hospital Association Apprise Health Insights / Oregon Association of Hospitals and Health Systems DataGen Susan McDonough Lauren Davis Bill Shyne
More informationMedicare Value-Based Purchasing for Hospitals: A New Era in Payment
Medicare Value-Based Purchasing for Hospitals: A New Era in Payment Daniel J. Hettich March, 2012 I. Introduction: Evolution of Medicare as a Purchaser Cost reimbursement rewards furnishing more services
More informationImproving quality of care during inpatient hospital stays
DEPARTMENT OF HEALTH & HUMAN SERVICES Centers for Medicare & Medicaid Services Room 352-G 200 Independence Avenue, SW Washington, DC 20201 Office of Communications FACT SHEET FOR IMMEDIATE RELEASE Contact:
More informationMedicare Beneficiary Quality Improvement Project
Rural Hospital Performance Improvement Medicare Beneficiary Quality Improvement Project Paul Moore, DPh Senior Health Policy Advisor Department of Health and Human Services Health Resources and Services
More informationPresented by: Gara Edelstein, CNO, CHS & St. Catherine of Siena Nicolette Fiore-Lopez, CNO, St. Charles Hospital Susan Penque, CNO, South Nassau
Presented by: Gara Edelstein, CNO, CHS & St. Catherine of Siena Nicolette Fiore-Lopez, CNO, St. Charles Hospital Susan Penque, CNO, South Nassau Communities Hospital Valerie Terzano, CNO, Winthrop University
More informationRural-Relevant Quality Measures for Critical Access Hospitals
Rural-Relevant Quality Measures for Critical Access Hospitals Ira Moscovice PhD Michelle Casey MS University of Minnesota Rural Health Research Center Minnesota Rural Health Conference Duluth, Minnesota
More informationWA Flex Program Medicare Beneficiary Quality Improvement Program
WA Flex Program Medicare Beneficiary Quality Improvement Program Medicare Rural Hospital Flexibility Grant Program Assist CAHs by providing funding to state governments to encourage quality and performance
More informationFacility State National
Percentage Summary Report Page 1 of 5 Data As Of: 07/27/2016 Total Performance Facility State National 35.250000000000 37.325750561167 35.561361414483 Unweighted Domain Weighting Weighted Domain Clinical
More informationMinnesota Statewide Quality Reporting and Measurement System: Appendices to Minnesota Administrative Rules, Chapter 4654
This document is made available electronically by the Minnesota Legislative Reference Library as part of an ongoing digital archiving project. http://www.leg.state.mn.us/lrl/lrl.asp Minnesota Statewide
More informationCare Coordination What Matters
Care Coordination What Matters Researchers, Improvers, Providers, Patients and Caregivers Jane Brock, MD, MSPH Telligen 2 A little background how did we get here? Transitional care/care coordination A
More informationHOSPITAL QUALITY MEASURES. Overview of QM s
HOSPITAL QUALITY MEASURES Overview of QM s QUALITY MEASURES FOR HOSPITALS The overall rating defined by Hospital Compare summarizes up to 57 quality measures reflecting common conditions that hospitals
More informationMedicare Value Based Purchasing Overview
Medicare Value Based Purchasing Overview South Carolina Hospital Association DataGen Susan McDonough Bill Shyne October 29, 2015 Today s Objectives Overview of Medicare Value Based Purchasing Program Review
More informationQuality Based Impacts to Medicare Inpatient Payments
Quality Based Impacts to Medicare Inpatient Payments Overview New Developments in Quality Based Reimbursement Recap of programs Hospital acquired conditions Readmission reduction program Value based purchasing
More informationValue based Purchasing Legislation, Methodology, and Challenges
Value based Purchasing Legislation, Methodology, and Challenges Maryland Association for Healthcare Quality Fall Education Conference 29 October 2009 Nikolas Matthes, MD, PhD, MPH, MSc Vice President for
More informationMedicare Payment Strategy
Data and Analytics Medicare Payment Strategy CMS Inpatient Pay For Performance Program Update Eric Fontana, Practice Manager, Data and Analytics Group analytics@advisory.com 2011 THE ADVISORY BOARD COMPANY
More informationCenters for Medicare & Medicaid Services (CMS) Quality Improvement Program Measures for Acute Care Hospitals - Fiscal Year (FY) 2020 Payment Update
ID Me asure Name NQF # Value- (VBP) - (HACRP) (HRRP) ID Me asure Name NQF # Value- (VBP) - (HACRP) (HRRP) CMS s - Fiscal Year 2020 Centers for Medicare & Medicaid Services (CMS) Improvement s for Acute
More informationOHA HEN 2.0 Partnership for Patients Letter of Commitment
OHA HEN 2.0 Partnership for Patients Letter of Commitment To: Re: Request to Participate in the Ohio Hospital Association Hospital Engagement Contract Date: September 24, 2015 We have reviewed the information
More informationThe Medicare Beneficiary Quality Improvement Project (MBQIP) Monthly Performance Improvement Call
The Medicare Beneficiary Quality Improvement Project (MBQIP) Monthly Performance Improvement Call April 16, 2015 Amber Theel, Executive Director Patient Safety Susan Rivera-Lee, WSHA Consultant MBQIP MBQIP
More informationLearning Objectives. Medicare P4P Programs. How to Interpret Medicare s Hospital Pay for Performance Reports
1 How to Interpret Medicare s Hospital Pay for Performance Reports Richard D. Pinson, MD, FACP, CCS Principal Pinson & Tang, LLC Houston, TX Learning Objectives At the completion of this educational activity,
More informationMedicare Quality Based Payment Reform (QBPR) Program Reference Guide Fiscal Years
julian.coomes@flhosp.orgjulian.coomes@flhosp.org Medicare Quality Based Payment Reform (QBPR) Program Reference Guide Fiscal Years 2018-2020 October 2017 Table of Contents Value Based Purchasing (VBP)
More informationDianne Feeney, Associate Director of Quality Initiatives. Measurement
HSCRC Quality Based Reimbursement Program Dianne Feeney, Associate Director of Quality Initiatives Sule Calikoglu, Associate Director of Performance Measurement 1 Quality Initiative Timeline Phase I: Quality
More informationCMS DATA FOR THE PUBLIC What We Intend To Do About It! Stephen Sibbitt, MD, FACP Chief Medical Officer Scott & White Memorial Hospital
CMS DATA FOR THE PUBLIC What We Intend To Do About It! Stephen Sibbitt, MD, FACP Chief Medical Officer Scott & White Memorial Hospital What does this metric suggest to you? Good Performance? Great Performance?
More informationVanderbilt University Medical Center is a 20,000-person community, where each of us is drawn to health care to help people. I see the passion and
1 Vanderbilt University Medical Center is a 20,000-person community, where each of us is drawn to health care to help people. I see the passion and commitment for our patients and their families throughout
More informationIMPROVING HCAHPS, PATIENT MORTALITY AND READMISSION: MAXIMIZING REIMBURSEMENTS IN THE AGE OF HEALTHCARE REFORM
IMPROVING HCAHPS, PATIENT MORTALITY AND READMISSION: MAXIMIZING REIMBURSEMENTS IN THE AGE OF HEALTHCARE REFORM OVERVIEW Using data from 1,879 healthcare organizations across the United States, we examined
More informationCoding Implications of Coding Medical Necessity and Core Measures. Medical Necessity. NCHIMA Coding Roundtable Webinar.
Coding Implications of Coding Medical Necessity and Core Measures NCHIMA Coding Roundtable Webinar February 20, 2013 Kou Yang, RHIA Sharon Easterling, MHA, RHIA, CCS, CDIP, CPHM February 2013 Medical Necessity
More information2018 Press Ganey Award Criteria
2018 Press Ganey Award Criteria Guardian of Excellence Award SM This award honors clients who have reached the 95th percentile for patient experience, engagement or clinical quality performance. Guardian
More informationMinnesota Statewide Quality Reporting and Measurement System: Appendices to Minnesota Administrative Rules, Chapter 4654
Minnesota Statewide Quality Reporting and Measurement System: Appendices to Minnesota Administrative Rules, Chapter 4654 Minnesota Department of Health October 2011 Division of Health Policy Health Economics
More informationClinical Operations. Kelvin A. Baggett, M.D., M.P.H., M.B.A. SVP, Clinical Operations & Chief Medical Officer December 10, 2012
Clinical Operations Kelvin A. Baggett, M.D., M.P.H., M.B.A. SVP, Clinical Operations & Chief Medical Officer December 10, 2012 Forward-looking Statements Certain statements contained in this presentation
More informationQUEST: Collaboration for Performance
QUEST: Collaboration for Performance The National Pay for Performance Summit San Francisco, CA March 8, 2010 Carolyn Scott, RN, M.Ed., MHA Vice President, Performance Improvement and Quality, Premier,
More informationHealth Sciences North Horizon Santé-Nord (QIP) Quality Improvement Plan
Health Sciences North Horizon Santé-Nord 2015 2016 (QIP) Quality Improvement Plan March 31, 2015 Overview HSN 2015-2016 Quality Improvement Plan Introduction Health Sciences North/Horizon Santé-Nord (HSN)
More informationEMR Adoption: Benefits Realization
EMR Adoption: Benefits Realization John H. Daniels, CNM, FACHE, FHIMSS, CPHIMS Global Vice President, HIMSS Analytics Pressurring / Overload Automate to optimize clinical decision making Medical Knowledge
More informationMedicare P4P -- Medicare Quality Reporting, Incentive and Penalty Programs
Medicare P4P -- Medicare Quality Reporting, Incentive and Penalty Programs Presenter: Daniel J. Hettich King & Spalding; Washington, DC dhettich@kslaw.com 1 I. Introduction Evolution of Medicare as a Purchaser
More informationEnsuring Your Surgical Service Line is Successful in an ACO Value-Based Purchasing and Bundled Payment Environment
Ensuring Your Surgical Service Line is Successful in an ACO Value-Based Purchasing and Bundled Payment Environment Jeffry Peters, President Surgical Directions, LLC Joseph Bosco, MD Associate Professor;
More informationValue Based Purchasing: Improving Healthcare Outcomes Using the Right Incentives
Value Based Purchasing: Improving Healthcare Outcomes Using the Right Incentives One (1.0) Contact Hour Course Expires: 1/15/2015 Course Published: 12/10/2013 Reproduction and distribution of these materials
More informationMinnesota Statewide Quality Reporting and Measurement System: Appendices to Minnesota Administrative Rules, Chapter 4654
This document is made available electronically by the Minnesota Legislative Reference Library as part of an ongoing digital archiving project. http://www.leg.state.mn.us/lrl/lrl.asp Minnesota Statewide
More informationHospital Strength INDEX Methodology
2017 Hospital Strength INDEX 2017 The Chartis Group, LLC. Table of Contents Research and Analytic Team... 2 Hospital Strength INDEX Summary... 3 Figure 1. Summary... 3 Summary... 4 Hospitals in the Study
More informationAugust 1, 2012 (202) CMS makes changes to improve quality of care during hospital inpatient stays
DEPARTMENT OF HEALTH & HUMAN SERVICES Centers for Medicare & Medicaid Services Room 352-G 200 Independence Avenue, SW Washington, DC 20201 FACT SHEET FOR IMMEDIATE RELEASE Contact: CMS Media Relations
More informationThe Patient Protection and Affordable Care Act of 2010
INVITED COMMENTARY Laying a Foundation for Success in the Medicare Hospital Value-Based Purchasing Program Steve Lawler, Brian Floyd The Centers for Medicare & Medicaid Services (CMS) is seeking to transform
More informationHospital Compare Quality Measure Results for Oregon CAHs: 2015
KEY FINDINGS: Flex Monitoring Team STATE DATA REPORT February 2017 Hospital Compare Quality Measure Results for Oregon : 2015 Michelle Casey, MS; Tami Swenson, PhD; Alex Evenson, MA University of Minnesota
More informationFinancial Policy & Financial Reporting. Jay Andrews VP of Financial Policy
Financial Policy & Financial Reporting Jay Andrews VP of Financial Policy 1 Members & Groups Supported Center for Healthcare Excellence Hospital Leadership & Quality Departments Hospital Finance Departments
More informationNorth Wellington Health Care April 1, 2012
North Wellington Health Care April, 202 This document is intended to provide public hospitals with guidance as to how they can satisfy the requirements related to quality improvement plans in the Excellent
More informationNORTHWESTERN LAKE FOREST HOSPITAL. Scorecard updated September 2012
NORTHWESTERN LAKE FOREST HOSPITAL Performance Scorecard 2012 updated September 2012 Northwestern Lake Forest Hospital is committed to providing the communities we serve the highest quality healthcare through
More informationUnderstanding HSCRC Quality Programs and Methodology Updates
Understanding HSCRC Quality Programs and Methodology Updates Kristen Geissler, MS, PT, CPHQ, MBA Managing Director Beth Greskovich - Director Berkeley Research Group August 19, 2016 Maryland Waiver and
More informationFY 2014 Inpatient PPS Proposed Rule Quality Provisions Webinar
FY 2014 Inpatient PPS Proposed Rule Quality Provisions Webinar May 23, 2013 AAMC Staff: Scott Wetzel, swetzel@aamc.org Mary Wheatley, mwheatley@aamc.org Important Info on Proposed Rule In Federal Register
More informationBundled Payments to Align Providers and Increase Value to Patients
Bundled Payments to Align Providers and Increase Value to Patients Stephanie Calcasola, MSN, RN-BC Director of Quality and Medical Management Baystate Health Baystate Medical Center Baystate Health Is
More informationStrategy/Driver Prevention Strategies Action Strategies
I. Hospital executive leadership commitment to prevention of surgical site infections 1. Establish Surgical Site Infection prevention as a strategic priority 2. Develop and implement business/strategic
More informationPAY FOR PERFORMANCE AND VALUE BASED PURCHASING: Leigh Humphrey, MBA, LMSW, CPHQ
PAY FOR PERFORMANCE AND VALUE BASED PURCHASING: Leigh Humphrey, MBA, LMSW, CPHQ Objectives Define what Pay for Performance is and why CMS wants us to move in this direction Describe the process of how
More informationPatient Experience of Care Survey Results Hospital Consumer Assessment of Healthcare Providers and Systems (Inpatient)
Patient Experience of Care Survey Results Hospital Consumer Assessment of Healthcare Providers and Systems (Inpatient) HCAHPS QUESTION DESCRIPTION (April 2016 - March 2017) Patients who reported that their
More informationNORTHWESTERN LAKE FOREST HOSPITAL. Scorecard updated May 2011
NORTHWESTERN LAKE FOREST HOSPITAL Performance Scorecard 2011 updated May 2011 Northwestern Lake Forest Hospital is committed to providing the communities we serve the highest quality health care through
More informationPASSPORT ecare NEXT AND THE AFFORDABLE CARE ACT
REVENUE CYCLE INSIGHTS PATIENT ACCESS PASSPORT ecare NEXT AND THE AFFORDABLE CARE ACT Maximizing Reimbursements For Acute Care Hospitals Executive Summary The Affordable Care Act (ACA) authorizes several
More informationPresident Kaiser Permanente Southern California. Great Gains in Quality of Care and Patient Safety: The Kaiser Permanente Experience
Benjamin K. Chu, MD, MPH President Kaiser Permanente Southern California Great Gains in Quality of Care and Patient Safety: The Kaiser Permanente Experience The triple aim : A blueprint for a more satisfying
More informationOur Hospital s Value Based Purchasing (VBP) Journey
Our Hospital s Value Based Purchasing (VBP) Journey Linnea Huinker, MHA, Clinical Effectiveness Specialist Katie Potts, MHA, Clinical Effectiveness Specialist January 31, 2013 Presentation Outline Hospital
More informationNational Hospital Inpatient Quality Reporting Measures Specifications Manual
National Hospital Inpatient Quality Reporting Measures Specifications Manual Release Notes Version: 4.4a Release Notes Completed: October 21, 2014 Guidelines for Using Release Notes Release Notes 4.4a
More informationFY 2014 Inpatient Prospective Payment System Proposed Rule
FY 2014 Inpatient Prospective Payment System Proposed Rule Summary of Provisions Potentially Impacting EPs On April 26, 2013, the Centers for Medicare and Medicaid Services (CMS) released its Fiscal Year
More informationFINAL RECOMMENDATION REGARDING MODIFYING THE QUALITY- BASED REIMBURSEMENT INITIATIVE AFTER STATE FY 2010
FINAL RECOMMENDATION REGARDING MODIFYING THE QUALITY- BASED REIMBURSEMENT INITIATIVE AFTER STATE FY 2010 Health Services Cost Review Commission 4160 Patterson Avenue Baltimore, MD 21215 (410) 764-2605
More informationLake Health Systems Nurse Reference Guide
Lake Health Systems Nurse Reference Guide Learning Management System - Log onto LMS icon or using the following URL: https://lakehealth.csod.com ADP ipay Statements - You will need to register at: https://ipay.adp.com/ipay/login.jsf
More informationHow the compliance department can support quality of care initiatives
How the compliance department can support quality of care initiatives HCCA Las Vegas April 29, 2012 Susan Moffatt-Bruce, MD, PhD Chief Quality and Patient Safety Officer, Associate Professor of Surgery
More informationMarin General Hospital. Performance Metrics and Core Services Report. 1st Quarter 2016
Marin General Hospital Performance Metrics and Core Services Report 1st Quarter 2016 Submitted 08-02-2016 Marin General Hospital Performance Metrics and Core Services Report: 1st Quarter 2016 TIER 1 PERFORMANCE
More informationMBQIP ABBREVIATIONS. Angiotensin Converting Enzyme Inhibitor. American Congress of Obstetricians and Gynecologists
MBQIP ABBREVIATIONS A ACE-1 ACOG ARB ACA ADE AHA AHRQ AMI APIC Angiotensin Converting Enzyme Inhibitor American Congress of Obstetricians and Gynecologists Angiotensin Receptor Blocker Affordable Care
More informationFY 13 Pillar Goal Update and FY 14 Pillar Goals
FY 13 Pillar Goal Update and FY 14 Pillar Goals Summer Leadership Assembly C. Wright Pinson, MD, MBA Deputy Vice Chancellor, Health Affairs CEO, Vanderbilt Health System June 19, 2013 Staying Focused on
More informationValue-Based Purchasing & Payment Reform How Will It Affect You?
Value-Based Purchasing & Payment Reform How Will It Affect You? HFAP Webinar September 21, 2012 Nell Buhlman, MBA VP, Product Strategy Click to view recording. Agenda Payment Reform Landscape Current &
More informationHIMSS Davies Enterprise Application --- COVER PAGE ---
HIMSS Davies Enterprise Application --- COVER PAGE --- Applicant Organization: Hawai i Pacific Health Organization s Address: 55 Merchant Street, 27 th Floor, Honolulu, Hawai i 96813 Submitter s Name:
More informationSCIP. Surgical Care Improvement Project. Making Surgeries Safer. By: Roshini Mathew, RN
SCIP Surgical Care Improvement Project Making Surgeries Safer By: Roshini Mathew, RN Importance Hospitals could prevent 13,000 patient deaths and 271,000 surgical complications each year 4 measures are
More information