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Designing an ERM Infrastructure A Model from Healthcare. Michelle Hoppes , RN, MS, AHRMQR, DFASHRM-SVP Sedgwick HRM&PS Grace Crickette , Chief Risk Officer, UC Linda Epstein Esq. , Acting General Counsel, Health Management Associates, Inc. Discussion Items. ERM Program Design

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Designing an erm infrastructure a model from healthcare

Designing an ERM InfrastructureA Model from Healthcare

Michelle Hoppes, RN, MS, AHRMQR, DFASHRM-SVP Sedgwick HRM&PS

Grace Crickette, Chief Risk Officer, UC

Linda Epstein Esq., Acting General Counsel, Health Management Associates, Inc.


Discussion items
Discussion Items

  • ERM Program Design

    • Internal and external review

    • Identify key risk indicators

    • Key Components of Successful Programs

  • Healthcare Case Studies

    • Focus area—acquisitions and critical event investigation

    • Tools at the front line-embedding ERM

    • Overcoming Barriers

  • Outcomes

    • Demonstrating Value Protection and Creation


Erm components
ERM Components

Uncertainty

Management

Holistic

Approach

Value

Protection

Value

Creation


Erm model and domains
ERM Model and Domains

Value Protection

And Value Creation

Holistic

Approach

Operations

Clinical / Patient Safety

Strategic

Technology

Legal / Regulatory

Hazard Environment

Human Capital

Financials

ERM


Checklist for successful erm process
Checklist for Successful ERM Process

  • A process not a program

  • Assess risk culture regularly

  • Support by board and senior management

  • Part of operational culture with process owners and drivers

  • Long term strategic view of risk

  • Customized to your organization

  • ERM at the front level: understanding role in managing risk

  • Risk is considered in all facets of decision making

  • Continually optimize risk strategy

  • Focus on most significant

  • Infrastructure/accountability

  • Robust risk identification

  • Accurate identification of key risk indicators

  • Metrics are actionable

  • Mitigate, manage, monitor

  • Defining risk appetite and risk tolerance/capacity

  • Risk domain owners-accountable

  • Evaluation of internal and emerging risks

  • Early warning systems—no surprises

  • Modeling to forecast risk

  • Measuring TCOR and benefits


First steps in erm infrastructure
First Steps in ERM Infrastructure

Risk Potential

Internal

External

  • Current

  • Emerging

  • Unknown

  • Assess

  • Culture

  • Profile

  • Market change

  • Regulatory

  • Legal


External market forces
External Market Forces

FUTURE

PAST -PRESENT

never events

value based

volume based

first do no harm

ERM model

business intelligence

patient safety – national imperative

reform

Risk Manager as Decision Facilitator--Leader


Economic futurist
Economic Futurist

Value based

  • Aligning hospitals, physicians, and other providers

  • Utilizing evidence-based practices to improve quality and patient safety

  • Improving efficiency through productivity and financial management

  • Developing integrated information systems

first curve

second curve

Volume based


Reform implications
Reform Implications

  • Most sweeping change to health care since Medicare was enacted

  • Transformative awakening

Healthcare

  • Demand for services will increase astronomically

  • Fundamentally alters the healthcare landscape


The demand the risk
The Demand – The Risk

  • Nursing shortage will exceed 800,000 by 2020

  • Shortage of 85,000 to 96,000 doctors by 2020

  • Boomers aging

  • 33-40 million more to be insured

  • Health Resource

  • And Service Admin

  • Council Grad Med

  • Education

  • Patient

  • Protection Act


Economic futurist1
Economic Futurist

  • Core Organization Competencies

  • Patient centered-integration and collaboration

  • Accountable-leadership

  • Electronic data for PI

  • Strategy in unstable environment

  • Engage employees full potential

  • Financial stewardship – Enterprise Risk Management

  • Patient

  • Protection Act


Iom new frontiers in patient safety
IOM – New Frontiers in Patient Safety

Cost of Medicare

91% increase trend next decade

“Only serious when on no pay list “

2001-2009

Central line infections drop 63%

Partnership for Patients

Reduce preventable harm 40%

Two choices:

Spend less or improve care

CMS Innovation Center

Save $50 billion in 10 years


Cms innovation center
CMS Innovation Center

  • 40% reduction preventable harm

  • Hospital engagement contractors

  • $500 million

  • Adverse drug reactions

  • CAUTI, CLABSI, VAP, VTE, SSI

  • Falls

  • OB adverse events

  • Readmissions

  • Target


Healthcare top risks
Healthcare Top Risks

  • Value based reimbursement - PI

  • Patient safety and quality HAC prevention

  • Medicare fraud and abuse

  • Terrorism

  • Pandemic

  • Environmental

  • Healthcare reform

  • Professional staff shortages

  • Economy - revenue stress

  • IT-EMR









Ob bundles
OB Bundles

AUGMENTATION

VACUUM

ELECTIVE INDUCTION

  • Documentation of estimated fetal weight

  • Normal fetal status (per NICHD tiers)

  • Pelvic exam prior to the start of Oxytocin

  • Recognition and management of tachysystole

  • Alternative labor strategies considered

  • Prepared patient

  • High probability of success

  • Maximum application time and number of pop-offs predetermined

  • Cesarean and resuscitation teams available

  • Gestational age greater than or equal to 39 weeks

  • Normal fetal status (per NICHD tiers

  • Pelvic exam prior to the start of Oxytocin

  • Recognition and management of tachysystole


Erm in a decentralized organization
ERM in a Decentralized Organization

  • Identify the key risks that will interfere in meeting our Mission

  • Everyone’s a Risk Manager ERM

  • Office of the President sponsors numerous risk treatment initiatives

  • Identify risk treatments and leverage the Power of Ten


Erm program focus on tools example
ERM Program: Focus on Tools Example

“High Tech”

Enterprise Risk Management Program

“Low Tech”

Business Processes

“No Tech”

  • “No Tech” – Informational Content

    • Distributed via web/email

  • “Low Tech” – Partial Automation of Data

    • Excel based, e.g. risk assessment tool

  • “High Tech” – Information Systems

    • Cognos based business analytics and optimization

    • Custom-built information systems



Erm at the event level
ERM at the Event Level

Adverse Event

Claim / Lawsuit

Incident

(includes near misses)

  • Adverse event directed to category manager/quality & risk*

  • Directed to local risk manager, claims adjuster, OGC and OPRS

  • Incident reporting system captures identified event or near miss

  • Serious events identified and reviewed by weekly quality of care steering committee

  • Case reviewed by facility risk committee for quality of care issues

  • Directed to category manager

  • Sentinel event/root cause analysis

  • Corrective action is reported to board of regents as part of request for settlement

  • Trend reports developed by location quality or risk

  • Metrics & benchmarks

  • Retrospective reviews/UC action

  • Metrics & benchmarks

  • Trend reports provided to location quality & safety committee

  • Trend reports provided to location quality & safety committee

  • Trend reports are forwarded to the location executive committee of the medical staff

  • Trend reports are forwarded to the location executive committee of the medical staff

  • Trend reports provided to governing body

  • Trend reports provided to governing body


Resources for integration
Resources for Integration

Source: http://www.ucop.edu/riskmgt/erm/bulletins.html


Uc action background
UC Action Background

Basic system functionality was originally intended to be a campus specific activity tracking tool

Original tool was repurposed to automate the retrospective review process

Team has made multiple presentations on the proposed functionality of the tool, and incorporated changes and suggestions from campus and medical center risk managers whenever possible



Overcoming barriers
Overcoming Barriers

  • ERM is not just about the deliverables!!

  • Not just a Risk Assessment, or a Strategic Plan, or Mitigation Plan

  • ERM does not replace what you are already doing but rather leverages these activities and builds on them

  • ERM is about the thought process-does not replace your professional experience or judgment!

  • Value of ERM

  • Improved management of risks

  • Improved quality and sustainability of controls

  • Consistent approach and terminology used across the organization

  • Improved visibility and understanding of risk across the entire organization (causality as well as impact)

  • Makes Everyone a Risk Manager!!!


Dashboards a key component of erm infrastructure

DashboardsA Key Component of ERM Infrastructure

High Level and Drill Down



Ermis dashboards background
ERMIS Dashboards Background

  • Users - Risk Managers enterprise wide, enterprise leadership, general counsel’s office, external finance staff, UCSF Police Department personnel, and medical center HR and quality departments

  • Web based BI solution

  • Designed to provide:

    • Better quantitative analysis capabilities

    • Improved analytical and reporting capabilities

    • Support for leading risk governance and compliance processes

    • System wide visibility, with local flexibility

    • Scalability without additional burden on UC staff


Ermis cognos dashboard development priority pipeline
ERMIS Cognos Dashboard Development Priority Pipeline

Process Overview Steps

Process Overview Steps

Process Step Indicators

Process Step Descriptions

1. Receive Dashboard Request 5. Dashboard Design & Development

2. KPI Development & Data Availability 6. Prototype Testing

3. Develop Solution Outline (Mock-Up) 7. Design Review and Final Approval

4. Data Acquisition

  • = Completed

     = Started

  • ™= Not Started



Outcomes

Outcomes

Return on Investment (ROI)


Key components driving value
Key Components Driving Value

  • Reduce Cost of Risk

  • Create Efficiency

  • Reduce IT and Operational Redundancy

  • Improve Cost of Borrowing

ERM process- tools include these four components:

Create Efficiency – Benefits that result in saved time, fewer resources, or faster cycle time

Reduce Cost of Risk – Benefits that result in a lower risk exposure, fewer claims, less expensive claims, lower insurance rates or reduced administrative costs

Improve Cost of Borrowing – Benefits that result in improved debt ratings and reduced borrowing rates

Reduce IT and Operational Redundancy – Benefits that allow users to leverage a single tool to support multiple activities, or support a single process system-wide to achieve consistency


Example erm benefits in healthcare
Example: ERM Benefits in Healthcare

  • First non-financial institution to receive credit agency acknowledgement of ERM program

  • System-wide ERM information system

  • Drive down total cost of risk to 13.43 per $1000 of operating budget

  • Cost avoidance ($493 million)


Preventing harm ob example
Preventing Harm-OB Example

  • 16 hospitals

  • Perinatal safety initiative

  • Bundles

  • Induction

  • Vacuum

  • Standardize

  • Measure harm

  • Adverse outcome index

  • 8% decrease in adverse outcomes

  • 790 births

  • Preliminary claim costs: 33% to 14%

OB

PROCESS

OUTCOMES


Ob risk management intervention shoulder dystocia
OB Risk Management Intervention-Shoulder Dystocia

Intervention- 2004

Outcome-decreased SD loss


Future risk management
Future Risk Management

  • Outcomes in Value Creation

  • Quantify Risk

  • Decision Analysis

Demonstrate

Experts

Facilitators

Outcomes – Data - ROR

Operational Excellence

SSE rate decreased 70%

TCOR less than $10 per $1000 of operating budget

ERM metric compliance 98%


Notes
Notes

Information is educational and is based on several references including but not limited to:

  • AON 2009 and 2010 Global Risk Management Survey

  • Greater Expectations, Greater Opportunities-Excellence in RM VIII –RIMS/Marsh 2011

  • ERM Framework-Committee of Sponsoring Organizations of the Treadway Commission

  • AON/ASHRM Benchmarking and Liability Report-2010

  • This presentation is for informational/educational purposes only. The speakers do not warrant as to the accuracy of the data or opinions expressed.


  • Designing an erm infrastructure a model from healthcare1

    Designing an ERM InfrastructureA Model from Healthcare

    Michelle Hoppes, RN, MS, AHRMQR, DFASHRM-SVP Sedgwick HRM&PS

    Grace Crickette, Chief Risk Officer, UC

    Linda Epstein Esq., Acting General Counsel, Health Management Associates, Inc.


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