Monday, March 2, 2009

Ideas for Fixing Health Care

source: NYTimes, Feb. 25, 2009 The Editors


President Barack Obama said in his speech to Congress that the nation must address “the crushing cost of health care,” with premiums having grown four times faster than wages in the past eight years and one million more Americans having lost health insurance each of those years. Reform won’t be easy, he said, but it cannot wait another year.
We asked some health care experts, who have seen attempts at comprehensive reform founder over the years, what might make a difference this time.

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Elliott S. Fisher, a professor of medicine, is director of the Center for Health Policy Research at Dartmouth Medical School.


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In calling for reform, President Obama emphasized the critical importance of bringing the soaring cost of health care. To do that, we need to address the underlying causes: a fragmented care system; lack of accountability for the overall costs and quality of care; a payment system that rewards growth and unnecessary care.



Our research, documented in the Dartmouth Atlas of Health Care, shows there are remarkable regional variations in spending. Those differences suggest there are substantial opportunities to improve the efficiency of our health care delivery system while reducing costs.
For example, in 2005, per-capita Medicare spending was $10,988 in Los Angeles but $6,838 in Sacramento; $14,360 in Miami, but $7,008 in Tallahassee, Fla.; $12,119 in Manhattan, but $6,556 in Rochester, N.Y.

If higher spending resulted in better care, this data would suggest that we need to spend more. But higher spending regions don’t provide better care. Ten years of research has shown that lower spending regions of the U.S. achieve equal or better health outcomes and quality. (Photo: Doug Mills/The New York Times) President Obama delivered his first address to a joint session of Congress.



The higher spending — and much of the growth in spending — is due to the provision of unneeded and sometimes harmful care: hospitalizations that could have been avoided with better primary care; frivolous specialist consults; overuse of diagnostic tests. Unnecessary care can be harmful because hospitals are dangerous places to be, especially if you don’t need to be there. And having more physicians involved in your care makes it harder to know who is responsible: too many cooks can spoil the soup.

Aligning those varying costs with better health results will take time. The stimulus package, which includes nearly $20 billion to invest in electronic health records, new research programs, and preventive care, will help — especially if the standards for electronic health records are linked to a requirement that all providers within a region adopt them.
President Obama, at least in the speech, was silent on some central issues: whether he would foster the development of a more integrated and organized delivery system, whether he would modify the payment system to encourage improved quality and lower costs, and whether reform will contain performance measures to reassure the public that lower costs are compatible with high quality care. He will have to answer those questions soon.




To read from other experts, please click on the link below.




Tuesday, February 24, 2009

The Will to Win - The Virtues of Six Sigma

Listen, as Jack Welch explains the virtues of a six-sigma organization.

Is it reasonable to conclude that hospitals should adapt a similar approach to service excellence and patient satisfaction? After all, the primary customer is the patient.

Brief Bio - Jack Welch

Education: University of Massachusetts–Amherst, BS, 1957; University of Illinois–Champaign, MA, 1958; PhD, 1960

John F. Welch, Jr.—who went by the name Jack—was among America's most recognized and controversial chief executives. During his 41 years at General Electric (GE) Welch rose from his position as an entry-level junior engineer to become the company's youngest vice president and later its youngest CEO and chairman. Throughout his 20 years leading GE Welch garnered a reputation for having a no-nonsense and dynamic style that was at times considered abrasive by employees and the public alike. While the merits of Welch's management tactics were the subject of debate, none could argue with the results produced by his leadership. Welch took GE into international markets at a scale never before attempted while leading the company away from manufacturing and into services. GE's market value grew 40-fold, to $500 million, between 1981 and 2001. At the end of 2001, which was the beginning of Welch's retirement, GE was the most valuable company in the world.

Sunday, February 22, 2009

Hospital Quality Program Survey: What's Your Score

This self administered assessment poses statements regarding specific attributes within areas that Maverick Healthcare Consultants has determined to be critical "quality markers." It is designed to help you move beyond a "gut feel" to see how your organization stacks up against a variety of critical dimensions of quality. Hopefully you will learn something that challenges your assumptions about what it will take for your organization to establish a true environment of quality and patient safety.
For each of the following statements, score yourself as follows based on your reaction to the statement:

4 points: Strongly Agree
3 Points: Agree
2 Points: Disagree
1 point: Strongly Disagree.

After recording your reaction to all 15 statements, add up your total and refer to the evaluation at the bottom of the form.

______ The ability to provide demonstrably high quality patient care is a key element of our Strategic Plan.

______ We have a strong imperative for quality improvement in our organization, driven by our Executive Leadership.

______ We have effectively defined what constitutes "quality," and have developed a robust set of objective measures to monitor it on a routine periodic basis.

______ We have an aggressive set of quality performance goals.

______ Our quality measures include consideration of care processes, outcomes and resource utilization.

______ We periodically benchmark our quality performance against other organizations and find that our performance is similar to "Top Performers."

______ With regard to Joint Commission accreditation, we are "survey ready every day."

______ We routinely provide quality performance information to our Board, our employees and Physicians, and to the community.

______ Our employees and physicians believe we have effective and efficient clinical care processes.

______ Our care processes are based on current medical "best practice" evidence.

______ Our We have the organizational skill and capacity to develop and implement effective quality performance improvement initiatives.

______ Our approach to quality assurance incorporates "concurrent intervention" techniques.

______ We have tools and technologies that enhance our caregivers' ability to provide quality care at the point of care.

______ We have a "culture of safety" that is understood and embraced by all employees.

______ Our Physicians understand and are aligned with our Quality Management strategy.


_______ TOTAL SCORE


54 - 60 Top Performer. Your organization understands the core elements of Quality Management and is well positioned to remain a leading quality provider in your market. Quality is inherent in your culture and you are continuously improving your performance. What to do next? Consider developing a Quality Innovation or Accelerated Quality Implementation program to infuse a fresh new level of effectiveness into your quality management organization.

48 – 54 Aspiring Performer. You are a solid quality provider, but the competition is not far behind. What to do next? Assess how your organization rates against each of the five Critical Quality Markers to clearly define your organizations strengths and weaknesses, and develop your Blueprint for Strategic Quality Management Success.

< 48 Challenged Performer. While you recognize that quality is important, your organization's culture, processes and infrastructure do not support effective quality management. Quality performance is mixed, and significant improvements are elusive. What to do next? Consider developing a comprehensive Quality Management Strategy to create a tailored program that will transform your organization's quality and patient safety culture and capabilities.

Effective Meeting Management: An Essential Skill of the HQP


























Hospital quality professionals (HQPs) often find themselves participating in numerous meetings within the hospital. In fact, as part of the roles and responsibilities of the HQP, they will chair (or share leadership) a half dozen of these hospital-wide committees. Obviously, managing these monthly (or quarterly) meetings takes significant time and energy. Some committees are required by accreditation bodies, while others are simply a product of historical operations and "we have always done it this way" mentality.

However, there are essential questions the HQP must bear in mind in order to determine whether the committee is effective.

Does the committee have a clear purpose (charter) and scope of work? Is the membership lean and appropriate or does it contain superfluous members that provide little value? Does the committee efficiently guide work product forward, aimed at achieving strategic objectives? Is the frequency of meetings aligned with the needs of the hospital?

If there is more than one "no" to this set of questions then stop . . . reevaluate. . . and consider discontinuing the work. Anathema to quality is meeting, just for meeting sake.

One of the worst possible offenses that the HQP could contribute to is wasting clinicians' time on ineffective meetings and discussions. Every minute extracted, from a clinician's schedule of caring for patients, should be prized and properly respected. Start on time, end on time. Otherwise, the HQP will have additional challenges in obtaining buy-in on core quality matters.

In synthesis, the HQP should incorporate the skill of effective meeting management into their repertoire. Please click on the underlined link, above, for further instruction.

Monday, February 16, 2009

The Commonwealth Fund - A Wealth of Information

One does not have to venture far into the Healthcare Quality literature, before coming across the first-rate research of The Commonwealth Fund.

In determining the best approach in developing and sustaining a Hospital Quality Program, I refer the readership to a paper published in July 2004 (Meyer, Silow-Carroll, Kutyla et. al.). Another paper published in November 2003 (World Health Organization) also outlines the essential ingredients for success.

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The Commonwealth Fund is a private foundation that aims to promote a high performing health care system that achieves better access, improved quality, and greater efficiency, particularly for society's most vulnerable, including low-income people, the uninsured, minority Americans, young children, and elderly adults.
The Fund carries out this mandate by supporting independent research on health care issues and making grants to improve health care practice and policy. An international program in health policy is designed to stimulate innovative policies and practices in the United States and other industrialized countries.

Sunday, February 15, 2009

Pivot Points: Bringing the Conference Back Home


Generally speaking, the healthcare quality professional (HQP) looks forward to attending national and regional conferences. Often, these annual events serve as the greatest opportunity for the HQP to interact with peers and like-minded folks. By the time general session begins (i.e. Press Ganey, Institute for Healthcare Improvement, Greeley Co.) there is a high degree of enthusiasm, zeal, and thirst for new intellectual content. The "can do" attitude is palatable and contagious.

Yet, as the HQP returns to the airport and awaits for their flight to board, there is a question that inevitably passes through their mind. . . "How do I take this learning and get it implemented at work?" --- within the hospital setting.

Indeed, to be successful, the HQP must possess skills in influence, communication, and change management. Most importantly, the HQP must be adept in identifying pivot points within the organization. These pivot points provide the greatest potential for productive and meaningful change. However, effective leadership is required to usher the potential toward a best practice metamorphosis.

For example, I attended both the 2008 Press Ganey and IHI national conferences (Dallas, TX and Nashville, TN respectively). I submit that the HQP could play a role in implementing the following items; identified as best practice:

- Surgical Safety Checklist


- Designing a process where physicians are notified when patients site them, positively, on survey comments; patient satisfaction


- Raising awareness of service excellence (via clinical unit staff meetings) and teaching how to apply techniques proven by Disney World and Ritz Carlton.


- Increasing the time and raising the substance spent on the Quality & Patient Safety agenda at hospital board meetings


- Establishing an effective communication mechanism between the Quality Director, CNO, and CMO.


It is safe to assume that the current economic challenges will truncate the travel education budgets and therefore limit 2009 opportunities for HQP's.

Yet, for those who plan on attending another refreshing and meaningful conference, think carefully how you and your team can bring back learning, attach it to pivot points, and implement best practice. This is the exercise and discipline required for the HQP to provide optimal organizational value.

Sunday, February 8, 2009

The Program - Hospital Quality

Much the same way collegiate athletics structure, measure, and define their respective programs, hospital quality professionals can benefit by following a similar approach.

For example, a typical college football program consists of standard domains of work and accountability. The program continuously strives to improve the areas of work and levels of effectiveness so that it may achieve a comprehensive, robust and sustainable product; that is not personnel dependent. The program measures its success via outcome measures such as: graduation rate within 4 years, transfer rate, NCAA violations incurred, conference titles, and overall winning percentage, to name a few.

- Coaching
- Recruiting & Retention
- Scheduling
- Academic Counseling
- Housing
- Conditioning and Weight Lifting
- Athletic Facility Management
- Alumni Relations
- Transportation
- Media & Communications
- Contracts & Apparel
- Graduation Rate - outcome measure
- Winning Percentage - outcome measure

Yet, a program doesn't truly exist (nor does it reach levels of sustained success) until all domains of work, expectations, and accountability are connected and aligned to one central mission. The mission must be transparent and embraced throughout. Until such a time, the program more accurately resembles beads on a table without a string. Of course, depending on the levelness and frictional surface of the table, the beads could roll and drop to the floor.


You may recall in my previous postings the acronym STEEPE: Safety, Timeliness, Effectiveness, Efficiency, Patient-Centered, and Equity.



The Program - Hospital Quality
Mission: Continuous Improvement for the betterment of the patient
Domains of Work (in no particular order):
  • Joint Commission/State Accreditation (continual readiness) -- STEEPE
  • Core Measures -- Effectiveness, Timeliness
  • Hospital Outpatient Measures - Effectiveness, Timeliness
  • Never Event Reporting -- Safety Hospital Outpatient Program -- Effectiveness, Timeliness
  • Patient Satisfaction (HCAHPS & Press Ganey) -- Patient Centered
  • Hand Hygiene -- Effectiveness, Safety
  • Hospital Acquired Infections (SSI, UTI, VAP, CLBSI, Sepsis) -- Safety, Effectiveness
  • Near Miss Reporting (Medication Administration) - - Safety, Effectiveness, Efficiency
  • Patient Falls -- Safety
  • Medication Reconciliation -- Safety, Efficiency
  • Never Event Reporting -- Safety
  • OR Quality (Surgical Checklist, On-Time Starts, Turnaround Time) -- Safety, Efficiency, Effectiveness
  • Percentage of Patients Leaving AMA -- Equity
  • Average Wait Time in ED -- Timeliness, Efficiency, Patient Centered
  • Medical Staff Quality (OPPE, % Medical Case Reviews Deemed Appropriate, Medical Record Delinquencies equal or greater than 30days) -- Equity
  • Risk-Adjusted Mortality (O/E ratio) -- outcome measure
  • Readmissions (15 day, 30 day) -- outcome measure
  • Scorecard/Dashboard reporting -- competency measure
  • Regular Reporting to the Board of Directors --competency measure
The healthcare quality professional must be relentless and connect these beads to a centralized string.

Does your hospital have a Quality Program?