Key Factors in Achieving Quality Neil Kurtz, M.D. President and CEO.

Slides:



Advertisements
Similar presentations
Aim: Advance the adoption of proven strategies to improve the reliability, safety and quality of care received by patients in Tennessee hospitals.
Advertisements

Using Baldrige to Create Organizational Alignment & Integration
ICTN PROJECT WEBINAR SERIES COMMUNITY HEALTH STUDENT PLACEMENT PROGRAM Presented By: Robyn Stringer, Judith Foley-Chell and Helen Johnson.
MEDICAL HOME 1/2009 Mary Goldman, D.O., President of MAOFP.
Patient Centered Care Model The model which was drawn from NMH’s Henderson Framework for Nursing Practice proposes to provide a healing environment centered.
Unleashing Government Data and Information To Enable Transformation: Next Generation of CMS Compare Data Patrick Conway, M.D., MSc CMS Chief Medical Officer.
Decades of Experience in the Full Continuum of Care Founded in 1966, Interim was the original home care franchise company Exceptional national leadership.
Identifying TeamSTEPPS Skills Supplement TIME: 30 minutes Strategies and Tools to Enhance Performance and Patient Safety.
Introduction 3.03 Understand support services Introduction.
Building Performance Excellence in Health Care James R. Evans Professor of Quantitative Analysis and Operations Management College of Business University.
Healthcare Human Resource Management Flynn Mathis Jackson Langan
Baldrige Health Care Criteria for Performance Excellence
Healthcare Human Resource Management Flynn Mathis Jackson Langan
Quality Education for a Healthier Scotland Celebrating 10 years of Practice Education Facilitation in Scotland Dr Colette Ferguson Director of Nursing,
Ashley Deal University of Central Florida
Effectiveness Day : Multi-professional vision and action planning Friday 29 th November 2013 Where People Matter Most.
Implementation of Enterprise Wide Speech Recognition, Text-based Documentation and Automated Document Distribution May 27, 2013 Michelle Leafloor.
Revenue Cycle Management Medical Technology Acquisition and Assessment Team Members: Joseph Dixon, Michael Morotti, Mari Pirie-St. Pierre, David Robbins.
Memorial Hermann Healthcare System Clinical Integration & Disease Management Dan Wolterman April 15, 2010.
Leadership Category Jim Hyde, President Bone & Joint Hospital SSM Health Care.
Creating Sustainable Organizations The Baldrige Performance Excellence Program Sherry Martin HIV Quality of Care Advisory Committee September 13, 2012.
Success Principles in Integrated Delivery System.
Module 3. Session DCST Clinical governance
Example of Maryland Performance Management Neil J. Pedersen, Administrator MARYLAND STATE HIGHWAY ADMINISTRATION Fall 2008.
Pullman Regional Hospital June 30, 2010 Culture Trumps Strategy The Impact of Leadership on Patient Safety.
POINT OF SERVICE COLLECTIONS OUR JOURNEY Scripps Memorial Hospital Encinitas May 4, 2015 Bessie Bennett, Access Manager - SMHE.
OPERATING ROOM DASHBOARD Virginia Chard, RN, BSN, CNOR
Assessing the Value of Training  Training can result in improved profitability for XYC while lowering staffing costs.  Training can result in a higher.
Nursing Home INTERACT Pilot Project Thomas P. Meehan, MD, MPH Chief Medical Officer Qualidigm.
Special Needs Plans Models of Care SNP Educational Conference Baltimore, MD January 13, 2014 Susan Radke, MCAG Division of Policy, Analysis, and Planning.
HM Modern Hospital Administrator The content 1.Ideal hospital CEO 2.Issues faced by Modern Hospital Administrator.
Group 4: Project Agenda Overview of Business Process Redesign models used in healthcare. Applicability of principles of Business Process redesign related.
People Make the Revenue Cycle Go Round HR issues and strategies the new normal Terri Meier, Director Patient Financial Services Stanford Health Care.
Copyright ©2011 Georgia Hospital Association Medicare Beneficiary Quality Improvement Project (MBQIP) ED Transfer Communication Abstraction Training July.
Guidance Training CFR §483.75(i) F501 Medical Director.
Improving Patient Safety Worldwide Through Teamwork and Communication
Pediatric Quality Management Unit. Hospitals and other healthcare organization across the globe have been progressively implementing total quality management.
Guidance Training (F520) §483.75(o) Quality Assessment and Assurance.
NASHP STATE HEALTH POLICY CONFERENCE OCTOBER 5, 2010.
Personal and Home Care Aide State Training (PHCAST) Grant Project Advisory Group Meeting June 20, 2011 EOHHS-EOEA.
Track A, Session 108 Deborah Carpenter RN MSN PMP CPHQ
SRH Peer Review. 2 Project Overview Project goal and Aim : Project goal and Aim : The establishment of a centralized committee for improving physician.
BY: MELISSA MORALES.  PRIOR TO JANUARY 5, 2015  IN OUR HOSPITAL, IN OUR UNIT EMERGENCY DEPARTMENT, SHIFT REPORT WOULD TAKE PLACE IN THE NURSES STATION.
Nursing Assistant Unit 1 Chapter 1: The Health Care System Unit 1 Chapter 1: The Health Care System.
HOUSTON METHODIST POPULATION HEALTH MANAGEMENT
1 Copyright © 2009, 2006, 2003, 2000, 1997, 1994 by Saunders, an imprint of Elsevier Inc. Chapter 15 The Health Care Organization and Patterns of Nursing.
Saka Kazeem MD, CMD Arlene Latimer MS, RN Dorette Smith, RN Annett Ford, RD, RN Igor Kiprovski, Assoc. Administrator Skilled Nursing Facility : The New.
Driving to Results: Key Changes and Leadership Behaviors: Management Systems to Deploy & Sustain the Improvements David Munch M.D. IHI Faculty Chief Clinical.
1. Forming Care Partnerships Lessons Learned 2 Our Call to Action Virtually all of our residents experience transitions in care Care coordination between.
Leader of the Pack: The Role of the DON in Green House Homes
Session Overview - Introduction - Significance of Post‐Acute Care - Impacts of Post‐Acute Care Performance - Mandatory Elements of Reform - Understanding.
Health Advocate Overview
3.03 Understand support services Introduction
Chapter 9 Effective Staffing.
John Peter Smith FMRP, Fort Worth, Texas
Foster Care Managed Care Program
3.03 Understand support services Introduction
Welcome to the New Omnicell
3.03 Understand support services Introduction
GMHC Board of Directors November 14, 2016
2019 Model of Care Training University of Maryland Medical Systems Health Plans, Inc. Proprietary and Confidential.
3.03 Understand support services Introduction
3.03 Understand support services Introduction
Strategies to Prevent Rehospitalizations in Post-Acute Care
3.03 Understand support services Introduction
3.03 Understand support services PP1
3.03 Understand support services Introduction
Roadmap to Readmission Reduction: Sharing Resources
Presentation transcript:

Key Factors in Achieving Quality Neil Kurtz, M.D. President and CEO

Presentation Overview What quality means to our company –How we define it –How we measure it –How we maintain and improve it Challenges we face Quality initiatives to address the challenges Results

What is Quality? We define quality as: –“Skilled Compassionate Care” We look at quality in three basic ways –Process-based measures: these represent the actions of providers –Outcome-based measures: these represent the results of care processes –Best practices: these explain and define the nuances of best possible care

Clinical, rehab outcomes Quality Indicators Survey performance, 5-Star results Rehospitalizations Medication management Customer satisfaction, quality of life Employee engagement/retention Measuring Quality

Communicating Quality Discussion of quality results and outcomes starts every leadership meeting Publications focusing on quality –Quality Highlights Internal and external –Partners in Quality ED, DNS, physicians –First Monday For Medical Directors and attending physicians –Safety Caps Medication safety for nurses

Daily Clinical Start-Up Clinical Scoreboard Facility Performance Assessment “Stop and Watch” SBAR nurse/physician communication tool –Situation, Background, Assessment, Response Quality Assessment and Assurance process Quality Management Tools

Challenges More medically complex patients Shorter-term stays Varying approaches at multiple facilities Shortage of qualified staff Acceptance of change Funding

Addressing the Challenges Standardize care across multiple facilities –Ensure uniformity in approach Enhance measuring and monitoring tools Get better at managing transitions of care Reduce rehospitalizations Adjust staffing mix, scheduling approaches Modify and improve training Improve physician alignment

Key Initiatives Quality Improvement System utilizing Baldrige criteria Enhanced technology –Amalga for Daily Clinical Start-Up Increased Medical Director involvement Building a network of healthcare services Improving medication management –Golden Clinical Rx Solutions Improving the patient experience

Improved Survey Performance Average number of deficiencies Deficiency-free surveys1730 Surveys resulting in sub-standard2.8%1.8% Surveys resulting in IJ2.5%1.4% LivingCenters with 3 or less tags33%41% Overall HDI

Industry-Leading 5-Star Quality Results All Facilities Natl. Not For Profit Natl. For Profit Percent of Facilities January 2011

5-Star Quality Improvement Golden Living Average 5-Star Quality Rating by Quarter

5-Star Recognition NURSING HOMES 52 Golden LivingCenters named to the 2011 U.S. News & World Report List of America’s Best Nursing Homes

Golden Living