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

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Informational Call


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

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

    3. Please type your name and the organizationyou 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 • Promotedialogue 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 Collectively, these organizations are now on track to save $43 million.

    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 Engaging Front-line and Finance Staff

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

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

    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.

    14. Secondary Drivers Primary Drivers • 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 WILL Align Strategy • 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 WILL Engage Staff, Physicians and Patients Aim Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality • Eliminate failures in health care delivery • Improve care coordination across systems • Eliminate excess administrative costs • Eliminate overtreatment • Eliminate pricing failures IDEAS Identify Waste • 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 EXECUTION Prioritize, Manage, Remove Waste

    15. Secondary Drivers Primary Drivers • 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 WILL Align Strategy • 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 WILL Engage Staff, Physicians and Patients Aim Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality • Eliminate failures in health care delivery • Improve care coordination across systems • Eliminate excess administrative costs • Eliminate overtreatment • Eliminate pricing failures IDEAS Identify Waste • 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 EXECUTION Prioritize, Manage, Remove Waste

    16. Secondary Drivers Primary Drivers • 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 WILL Align Strategy • 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 WILL Engage Staff, Physicians and Patients Aim Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality • Eliminate failures in health care delivery • Improve care coordination across systems • Eliminate excess administrative costs • Eliminate overtreatment • Eliminate pricing failures IDEAS Identify Waste • 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 EXECUTION Prioritize, Manage, Remove Waste

    17. Secondary Drivers Primary Drivers • 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 WILL Align Strategy • 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 WILL Engage Staff, Physicians and Patients Aim Reduce costs at least 2% per year over the next 5 years while continually maintaining or improving quality • Eliminate failures in health care delivery • Improve care coordination across systems • Eliminate excess administrative costs • Eliminate overtreatment • Eliminate pricing failures IDEAS Identify Waste • 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 EXECUTION Prioritize, Manage, Remove Waste

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

    19. Pre-Seminar Webinar Call Pre-Seminar Webinar Call Tuesday, February 12th 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 Presentations & Activities Breakout Sessions • 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? 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

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

    22. Intermountain Medical Center Tours

    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

    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

    25. 6Keys - 7 Tools - 8 Steps 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

    27. The Cost to Enroll Regular Rate $2,300 per person Group Rate $1,955 per person Organizations sending 3 or more people are eligible for this discount. Website http://www.ihi.org/offerings/Training/BedsidetoBalance/2013MarchFromtheBedsidetotheBalanceSheet/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.

    28. Next Steps http://www.ihi.org/offerings/Training/BedsidetoBalance/2013MarchFromtheBedsidetotheBalanceSheet/Pages/default.aspx Join the Pre-Seminar Webinar Call Tuesday, February 12th 1:00 – 2:30 ET Enroll Today Feb. 12th Agenda: Welcome, Seminar Logistics, Required Pre-Work & What to Pack for SLC!

    29. February 21, 2013 2:00 – 3:00 PM ET Clinicians and Financial Staff Can Improve Quality and Lower Costs – Stories from the Frontlines, Part Two

    30. Questions?

    31. Please join us March 13-15, 2013 Intermountain Medical Center Salt Lake City, UT 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 jmccall@ihi.org