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Informational Call From the Bedside to the Balance Sheet: Engaging Front-line and Finance Staff to Lower Costs and Drive Quality March 13-15, 2013 Intermountain.

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Presentation on theme: "Informational Call From the Bedside to the Balance Sheet: Engaging Front-line and Finance Staff to Lower Costs and Drive Quality March 13-15, 2013 Intermountain."— Presentation transcript:

1 Informational Call From the Bedside to the Balance Sheet: Engaging Front-line and Finance Staff to Lower Costs and Drive Quality March 13-15, 2013 Intermountain Medical Center Salt Lake City, Utah Thursday, January 24 3:00 – 4:00 PM ET

2 Agenda Welcome and Introductions Program Overview 6 Keys to Success, 7 Tools, and 8 Steps Preparing for the Seminar Next Steps

3 3 Please type your name and the organization you represent in the chat box! Example: Doug Jones, Midwest Health System

4 Making Sense of It All

5 Leadership for changing health care

6 IHI’s Vision From... Arbitrary, reactive cutting disconnected from the people and processes of care delivery To … A systematic, targeted set of interventions designed to simultaneously Improve patient outcomes Control costs Increase patient & caregiver satisfaction Promote dialogue and collaboration between frontline, senior and financial leaders Manage through the payment corridor from fee for service to managing health Engage caregivers in dialogue about allocation of savings, when realized

7 IHI’s Impacting Cost + Quality Anne Arundel Medical Center Baptist Memorial Health Care Corporation Baptist Memorial Hospital – Memphis Claxton-Hepburn Medical Center Georgetown Hospital System & Georgetown Memorial Hospital Hackensack University Medical Center Hawaii Pacific Health Highline Medical Center Hotel Dieu Hospital Interim HealthCare Kaiser Permanente Kenmore Mercy Hospital King's Daughters Medical Center Kingsbrook Jewish Medical Center Markham Stouffville Hospital Meriter Health Services NCH Healthcare Northeast Health North Mississippi Medical Center Ochsner Health Systems OSF Healthcare System Presbyterian HealthCare Services Highland Hospital, Eksjo, Medical Department Hoglandet Hospital & Medical Departement, Ryhov Somerset Hospital Stony Brook University Medical Center The University of Rochester Medical Center VA Connecticut Healthcare System 7 Collectively, these organizations are now on track to save $43 million.

8 8 March 13-15, 2013 Intermountain Medical Center Salt Lake City, Utah

9 Engaging Front-line and Finance Staff to Lower Costs and Drive Quality 9 Engaging Front-line and Finance Staff

10 Faculty 10 Lucy Savitz, PhD, MBA Director of Research and Education Intermountain Health Care Institute for Healthcare Delivery Research Pete Knox Executive Vice President Bellin Health Senior IHI Fellow Kathy Luther, RN, MPM Vice President IHI David Williams, PhD Improvement Advisor

11 IHI Team Kathy Luther, RN, MPM Vice President IHI Jill Duncan, RN, MS, MPH Director IHI Jesse McCall Project Manager IHI Evan Bittel Project Coordinator IHI

12 Program Aim Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality 12

13 Participants will Learn how to build efficient systems and lasting system redesign for ongoing cost and quality work. Specifically, you will: Develop a customized process to reduce cost and maintain or improve quality for the long-term, Build a portfolio of cost reduction interventions, Design a tactical plan for how to get finance and quality teams working together, and Create a set of portfolio metrics and a measurement system to capture savings. 13

14 Evaluate cost and quality impact Prioritize projects and manage organizational energy Create portfolios of projects across the organization Solve problems and execute improvement cycles Establish data & feedback loops Measure, monitor and share results Spread learning across systems PRIMARY DRIVERS SECONDARY DRIVERS Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality AIM WILL Align Strategy WILL Engage Staff, Physicians and Patients IDEAS Identify Waste EXECUTION Prioritize, Manage, Remove Waste Align waste reduction strategy throughout organization Adopt integrated performance measurement systems Redesign the system to achieve superior results in reduced costs, improved quality, and patient engagement Align operations for the new reimbursement world Engage staff in the what & why of value delivery Engage patient & family perspective of waste Ensure a safe environment for sharing ideas Develop and support new skills at all levels of the system Eliminate failures in health care delivery Improve care coordination across systems Eliminate excess administrative costs Eliminate overtreatment Eliminate pricing failures

15 Evaluate cost and quality impact Prioritize projects and manage organizational energy Create portfolios of projects across the organization Solve problems and execute improvement cycles Establish data & feedback loops Measure, monitor and share results Spread learning across systems PRIMARY DRIVERS SECONDARY DRIVERS Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality AIM WILL Align Strategy WILL Engage Staff, Physicians and Patients IDEAS Identify Waste EXECUTION Prioritize, Manage, Remove Waste Align waste reduction strategy throughout organization Adopt integrated performance measurement systems Redesign the system to achieve superior results in reduced costs, improved quality, and patient engagement Align operations for the new reimbursement world Engage staff in the what & why of value delivery Engage patient & family perspective of waste Ensure a safe environment for sharing ideas Develop and support new skills at all levels of the system Eliminate failures in health care delivery Improve care coordination across systems Eliminate excess administrative costs Eliminate overtreatment Eliminate pricing failures

16 Evaluate cost and quality impact Prioritize projects and manage organizational energy Create portfolios of projects across the organization Solve problems and execute improvement cycles Establish data & feedback loops Measure, monitor and share results Spread learning across systems PRIMARY DRIVERS SECONDARY DRIVERS Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality AIM WILL Align Strategy WILL Engage Staff, Physicians and Patients IDEAS Identify Waste EXECUTION Prioritize, Manage, Remove Waste Align waste reduction strategy throughout organization Adopt integrated performance measurement systems Redesign the system to achieve superior results in reduced costs, improved quality, and patient engagement Align operations for the new reimbursement world Engage staff in the what & why of value delivery Engage patient & family perspective of waste Ensure a safe environment for sharing ideas Develop and support new skills at all levels of the system Eliminate failures in health care delivery Improve care coordination across systems Eliminate excess administrative costs Eliminate overtreatment Eliminate pricing failures

17 Evaluate cost and quality impact Prioritize projects and manage organizational energy Create portfolios of projects across the organization Solve problems and execute improvement cycles Establish data & feedback loops Measure, monitor and share results Spread learning across systems PRIMARY DRIVERS SECONDARY DRIVERS Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality AIM WILL Align Strategy WILL Engage Staff, Physicians and Patients IDEAS Identify Waste EXECUTION Prioritize, Manage, Remove Waste Align waste reduction strategy throughout organization Adopt integrated performance measurement systems Redesign the system to achieve superior results in reduced costs, improved quality, and patient engagement Align operations for the new reimbursement world Engage staff in the what & why of value delivery Engage patient & family perspective of waste Ensure a safe environment for sharing ideas Develop and support new skills at all levels of the system Eliminate failures in health care delivery Improve care coordination across systems Eliminate excess administrative costs Eliminate overtreatment Eliminate pricing failures

18 Program Overview 18 March 13-15, 2013 Intermountain Medical Center Salt Lake City, UT

19 Pre-Seminar Webinar Call 19 Pre-Seminar Webinar Call Tuesday, February 12 th 1:00 – 2:30 ET Seminar Agenda Logistics Identifying Aims Aligning work across systems Getting ahold of organizational capacity Engaging frontline partners in identifying waste What to pack for Salt Lake City Pre-work will include a brief self-assessment, identifying your aim, building an organizational energy grid, and testing the Waste Identification Tool in at least 2 areas

20 Program Agenda Aligning Organizational Strategy to Improve Value Organizational Approaches to Lowering Costs and Driving Quality Identifying Waste and Driving it Out Creating Integrated Clinical and Financial Models Prioritizing Waste Reduction Opportunities Tracking Results Over Time Creating Discipline and Rhythm for Long-Term Success Expert Help Where You Need It: Faculty Coaching Creating Your Change Package Engaging frontline staff and physicians in waste reduction Building a waste reduction portfolio: easy wins and long-term success Building partnerships between clinicians and finance leaders Leadership: Building a successful production system from top to bottom and bottom up Engaging patients and families in waste reduction efforts Innovations in Supply Chain Bundled Payment Reducing Variation in Physician Practice Building Quality Metrics & Balancing Measures Perversities of the Current Reimbursement System: What happens when inpatient services decrease and revenue and power base shifts from acute care to outpatient services? 20 Commitment to this work will require a new way of thinking about operations that involves many facets of change and redesign – Pete Knox, EVP, Bellin Health Presentations & Activities Breakout Sessions

21 Invited Keynotes 21 Gregory Poulsen Senior Vice President Chief Strategy Officer Intermountain Healthcare Lisa Schilling, RN, MPH Vice President Healthcare Performance Improvement Kaiser Permanente Brent James, MD,MStat Chief Quality Officer Intermountain Healthcare Pete Knox Executive Vice President Bellin Health Senior IHI Fellow

22 Intermountain Medical Center Tours 22

23 Participant Guide Logistics Agendas Faculty bios Participant contact information Pre-work Session activities “CFO for the Week” templates Preparing Your Change Package templates, including presentation templates Templates for tools and resources 23

24 “CFO for the Week” Identify your organization’s aim = $ ____________ You will be asked to submit this in advance Participants will be given “IHI Bucks” to be spent, and saved, throughout the program. Participants will play out their decisions on storyboards that will be shared during discussion times throughout the program Faculty will work closely with participants on their portfolio together with assisting participants in planning for spread and shared learning following the seminar 24

25 6 Keys - 7 Tools - 8 Steps 6 Keys to Success7 Tools8 Steps 1. Assure Sr. leader support 1.Select an approach 2.Set an aim 2. Engage front-line1.Waste Identification Tool 2.Value Stream map 3. Identify waste 3. Link clinicians and finance 3. Financial model 4. Energy grid 5. Prioritization grid 4.Develop financial models 5.Set portfolio 4. Deploy projects6. Quality advisor6.Set measures 7.Make changes (PDSA) 5. Manage execution7. Tracking Grid8. Track results 6. Spread and learn Participants will leave with strategies, tools, and best practices to save money and drive quality

26 Benefits to your organization A Way Forward: – The skills and tools to remove at least 2% of costs while improving clinical performance Confidence: – A sound strategy for making needed improvements in cost and quality that take into account the payment environment for a one-year, two-year, and five-year time horizon Capability for the Future: – Tools for developing financial viability, even at Medicare prices 26

27 The Cost to Enroll FromtheBedsidetotheBalanceSheet/Pages/default.aspx IHI is pleased to offer limited funding for scholarships and special discounts. Please see the seminar website for a link to the application on the Fees page. 27 Regular Rate $2,300 per person Group Rate $1,955 per person Organizations sending 3 or more people are eligible for this discount. Website

28 Next Steps Enroll Today 28 Join the Pre-Seminar Webinar Call Tuesday, February 12 th 1:00 – 2:30 ET Feb. 12 th Agenda: Welcome, Seminar Logistics, Required Pre-Work & What to Pack for SLC! FromtheBedsidetotheBalanceSheet/Pages/default.aspx

29 February 21, :00 – 3:00 PM ET Clinicians and Financial Staff Can Improve Quality and Lower Costs – Stories from the Frontlines, Part Two 29

30 Questions? 30

31 Please join us 31 We would be happy to speak directly with teams or individuals that have additional questions or would like further information about this seminar. Please contact us at March 13-15, 2013 Intermountain Medical Center Salt Lake City, UT


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