1. Partnership for Patients: Preventing Hospital Acquired Conditions Dennis Wagner & Paul McGann, MD Co-Directors, Partnership for Patients US Department of Health & Human Services and CMS Innovation Center

2. Questions to Run On What is the Partnership for Patients? How can you benefit from the initiative? What actions and contributions might you make? What resources or help can CMS provide to the you to achieve our bold aims? …we want your answers too 2

3. Meet Josie King

4. Unfortunately, Josie King’s story is not rare. On any given day, 1 out of every 20 patients in American hospitals is affected by a hospital-acquired infection. Among chronically ill adults, 22 percent report a “serious error” in their care. One out of seven Medicare beneficiaries is harmed in the course of their care, costing the federal government over $4.4 billion each year. Medical harm is the fourth leading cause of death in the U.S. Each year, 100,000 Americans die from preventable medical errors in hospitals– more than auto accidents, AIDS, and breast cancer combined. Despite pockets of success -- we still see massive variation in the quality of care, and no major change in the rates of harm and preventable readmissions over the past decade. We can do much better – and we must.

5. Better Health for the Population Better Care for Individuals Lower Cost Through Improvement The “Three-Part Aim” 5

6. We Are Focused On Our Aims 40% Reduction in Preventable Hospital Acquired Conditions 1.8 Million Fewer Injuries 60,000 Lives Saved 20% Reduction in 30-Day Readmissions 1.6 Million Patients Recover Without Readmission $35 Billion Dollars Saved (Confirmed by OAct!)

7. Operating Values How we shall work together and with others? Boundarilessness Speed and Agility Unconditional Teamwork Valuing Innovation Customer Focus 7

8. Expanding Circles of Influence and Action Core Team DHSS Team Hospitals P4P Contracts Engine DHHS Program Engines CBOs Partner Engines Patients Advocates Researchers

9. 9 We Are Here The Last 150 Days… The Next 820 Days… Declaration of Intent to Create The Future Deliberate Actions Where We Are Now…

10. The last 150 days… Major, Successful Launch Event in April Extraordinary Cross-HHS & Public/Private Teaming, Alignment & Action Robust NQF/NPP Partner Event(s) Extensive Action by Many National Partners 2500+ Hospital Partners 5500+ Partners Webinars, Calls, Conferences, Other Events 6 Secretarial Events & Many Others

11. The last 150 days… Over 200 Multimedia & News Stories 500+ Blog Posts, Facebook Links and Twitters Apportionments, RFPs, TEPs, Impending Awards & Provider Agreements Alignment of Many Departmental Rules & Regulations with the P4P Aims Emerging National Measurement Strategy with Soon to Be Developed Baselines

12. 12 We Are Here The Last 150 Days… The Next 820 Days… Declaration of Intent to Create The Future Declaration of Intent to Create The Future Deliberate Actions Deliberate Actions Where We Are Now…

13. 40% Reduction in Preventable Hospital Acquired Conditions 20% Reduction in 30-Day Readmissions We Have MOMENTUM

14. We Know Major Improvement Is Possible Ascension Health sites participating in a 2007 perinatal safety initiative achieved birth trauma rates that were at or near zero. 150 New Jersey health care facilities reduced pressure ulcers by 70% Rhode Island reported a 42% decrease in Central Line-Associated Bloodstream Infections (CLABSI) (2006-2007) 65+ IHI Campaign hospitals reported going more than a year without a ventilator-associated pneumonia in at least one unit. The 14 QIO Communities participating in the 9 th SOW Care Transitions Theme achieved significant reduction in readmissions compared to 52 peer communities. 14

15. Ascension Health Our Journey to Zero –FY10 Results National Average 94% 89% 65% 74% 43% 57% Birth Trauma VAP Blood Stream Infections Falls with Serious injuries Neonatal Mortality Pressure Ulcers 25% Mortality Measurement of Ascension Health Performance 07/01/09 - 6/30/10. National estimates are the latest available in the literature and other sources of data (data collection methodologies may not be identical). Birth Trauma & Neonatal Mortality -2005, Facility-Acquired Pressure Ulcers – 2004 data; Falls with Serious Injury 1985 – 1999 data; Central Line Blood Stream Infection & Ventilator- Associated Pneumonia – 2006 -2008 data, Mortality 2009 data. 15

16. How Will Change Actually Happen? There is no “silver bullet” We must apply many incentives We must show successful alternatives We must offer intensive supports –Help providers with the painstaking work of improvement

17. Coming CMS Supports The Centers for Medicare and Medicaid Services has committed up to $500 million to help hospitals and health care organizations to improve patient care to: Provide national-level content for anyone and everyone Support every facility to take part in cooperative learning Establish an Advanced Participants Network for ambitious organizations to tackle all-cause harm Engage patients and families in making care safer Improve measurement and data collection, without adding burdens to hospitals Make data transparent Awards to be made in the Fall of 2011

18. Areas of Focus Adverse Drug Events Catheter-Associated Urinary Tract Infections Central Line Associated Blood Stream Infections Injuries from Falls and Immobility Obstetrical Adverse Events Pressure Ulcers Surgical Site Infections Venous Thromboembolism Ventilator-Associated Pneumonia

19. What are some of the practices successful hospitals use to reduce all-cause harm? Using checklists and standardized packages containing everything needed to place a central line to reduce the incidence of CLABSI Standardized use of urometers for all Foley catheters to reduce the incidence of CAUTI Using a Pharmacist-Directed Anticoagulation Service (PDAS) to improve anticoagulant medication selection and improve care transitions Use of culture change and PDSA cycles to evaluate the success of these approaches and identify opportunities for improvement

20. What will be different about hospital care? Hospital experience of Today Irregular leadership review of quality data Hodge-podge of different quality programs Sometimes outcomes change, sometimes they don’t. Hospitals get credit for participating Limited work on readmissions; no clear strategy for care transitions Patients and families not an active part of the process; unable to advocate for the highest-quality care Hospital Experience of Tomorrow The Board demands more attention to quality; the hospital administrator reviews safety and quality data every week. The organization has a portfolio of 10-12 improvement projects. Major incentives to change outcomes (payment at risk, increased transparency and media scrutiny). Dedicated staff and programming around seamless care transitions The organization interfaces with the patient and family movement, supported by the Partnership.

21. Questions to Run On What is the Partnership for Patients? How can you benefit from the initiative? What actions and contributions might you make? What resources or help can CMS provide to the you to achieve our bold aims? …we want your answers too 21

22. Sharing Insight, Possibility and Action AHRQ Annual Meeting My biggest insight about how my organization can benefit from the Partnership for Patients initiative is: ________________________________________________ __________________________________________________________________ The possibilities I see for our organization to act on or contribute to the Partnership for Patients are: 1. 2. 3. My main advice to CMS about what resources or help on the Partnership that would be most helpful to our organization is: Name, Organization, Email:_______________________________________  I can help you reduce harm in hospitals. Call me! 22

23. Contact Information 23 Dennis Wagner dennis.wagner2@cms.hhs.gov Paul McGann Paul.McGann@cms.hhs.gov Centers for Medicare and Medicaid Services 7500 Security Blvd. Baltimore, MD 21244-1850