kathy mcgowan director/hospital engagement network vice president, quality & safety, gha august...
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![Page 1: Kathy McGowan Director/Hospital Engagement Network Vice President, Quality & Safety, GHA August 14, 2014 Center for Rural Health Quality in Georgia](https://reader030.vdocuments.us/reader030/viewer/2022033105/5697bf861a28abf838c87f85/html5/thumbnails/1.jpg)
Kathy McGowanDirector/Hospital Engagement NetworkVice President, Quality & Safety, GHA
August 14, 2014
Center for Rural HealthQuality in Georgia
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My Inspiration . . . . . .
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Hospital Engagement Network
Partnership for Patients (P4P) continuation:
By the end of 2014, reduce preventable • all-cause harm rates by 40% • readmissions by 20%
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Aim for Safety across the Board
All preventable harm must be addressed to reach the goal but these are the areas of focus to begin:
– Reducing Preventable Readmissions– Adverse Drug Events (ADE)– Catheter-Associated Urinary Tract Infections (CAUTI)– Central Line Associated Blood Stream Infections (CLABSI)– Injuries from Falls and Immobility– Obstetrical Adverse Events (First: Early Elective Deliveries) – Pressure Ulcers– Surgical Site Infections– Venous Thromboembolism (VTE)– Ventilator-Associated Events (VAE)
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Safe Care is Not Only Important to Our Patients…. but Crucial to Hospital Success
Payment for care is now based on quality not volume• Value Based Purchasing
– Medicare payment incentives/penalties to promote:• Achievement of high quality care• Annual Market update increased or reduced beginning October
2102 up to 2% by 2017– Payment based on quality measures and Patient satisfaction
(HCAPHS)– Better scores higher payments, low scores lower payments
• Nonpayment for Hospital Acquired Conditions– Higher payment withheld if condition not present on admission
• Payment penalties for readmissions
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GA HEN’s Innovative Approach
Proactive vs. Reactive
Friendly Competition
Reward and Recognition Results
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2013Patient Safety
Leader’s Circle
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New Data: GA HEN ACT Score is now 91!
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March to Rapid Results Project
12.5%
• Reduction in CAUTI Rate
20%
• Reduction in Falls with Injury Rate
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March to Rapid Results Winners
• Bacon County Hospital and Health System• Bleckley Memorial Hospital• Coffee Regional Medical Center, Inc.• Dodge County Hospital• East Georgia Regional Medical Center• Effingham Health System• Elbert Memorial Hospital• Emanuel Medical Center• Floyd Polk Medical Center• Higgins General Hospital
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March to Rapid Results Winners
• Jasper Memorial Hospital• Liberty Regional Medical Center• Louis Smith Memorial Hospital• Miller County Hospital• Monroe County Hospital• Morgan Memorial Hospital• Optim Medical Center - Jenkins• Optim Medical Center - Screven• Optim Medical Center - Tattnall
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March to Rapid Results Winners
• Phoebe Worth Medical Center• Pioneer Community Hospital of Early• South Georgia Medical Center - Berrien County Campus• Southeast Georgia Health System – Camden• Southwest Georgia Regional Medical Center• Sylvan Grove Hospital• Upson Regional Medical Center• Warm Springs Medical Center
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Leading Edge Advanced Practice Topics (LEAPT)
• Atlanta Medical Center• Chatuge Regional Hospital• Crisp Regional Medical Center• DeKalb Medical Center• Doctors Specialty Hospital• Effingham Health System• Floyd Medical Center• Habersham Medical Center
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Leading Edge Advanced Practice Topics (LEAPT)
• Midtown Medical Center• Newton Medical Center• Northside Medical Center• South Georgia Medical Center• Spalding Regional Medical Center• St. Mary’s Healthcare System• Ty Cobb Regional Medical Center• Union General Hospital• University Hospital
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Leading Edge Advanced Practice Topics (LEAPT)
Five (5) LEAPT Topics Hospital Lead(s)
• Sepsis Brandon Reece, Floyd Medical Center
Heidi Nelson & Nancy Fulmer, University Hospital
• C. diff Doug Blomberg, St. Mary’s Health Care System, Inc.
• Culture of Safety Nancy Curdy, DeKalb Medical Center
Teri Newsome, Habersham Medical Center
• Failure to Rescue Dawn Ojeda, Spalding Regional Hospital
• Procedural Harm Tina Thomas, Ty Cobb Regional Medical Center
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Quality and Patient Safety Awards - 2013
CRITICAL ACCESS HOSPITALS1st PlaceMonroe County HospitalCEO: Kay Floyd– PHA Contact: Kathy LouthPatient Fall Reduction
2nd PlaceMorgan Memorial HospitalCEO: Ralph Castillo – PHA Contact: Kimberly MillerAdmission Medication Reconciliation Completion
3rd PlaceMitchell County HospitalCEO: LaDon Toole – PHA Contact: Robin HayesOur Journey To Core Measure Success
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Quality and Patient Safety Awards - 2013
HOSPITALS WITH LESS THAN 100 BEDS1st PlaceGrady General HospitalCEO: LaDon Toole – PHA Contact: Crystal RammCAUTI: Striving for Zero
2nd PlaceHabersham Medical CenterCEO: Jerry Wise – PHA Contact: Teri NewsomeEliminating Elective Deliveries Less than 39 Weeks
3rd PlaceGrady General HospitalCEO: LaDon Toole – PHA Contact: Crystal RammWe are the Voice of the Unborn Baby: Our Journey to Reduce Early Elective Deliveries
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Circle of Excellence Awards - 2013
Grady General Hospital
Habersham Medical Center
Upson Regional Medical Center
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Core Measures Honor Roll
• Chairman’s Honor Roll –
• Top 5% of all Georgia Hospitals (99.02 to 100)
• Trustee Honor Roll –
• Top 15% of all Georgia Hospitals (98.03 to 99.01)
• Presidential Honor Roll –
• Top 30% of all Georgia Hospitals (96.9 to 98.02)
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Core Measure Honor Roll
Chairman’s Honor Roll Top 5 at 100% Sylvan Grove Hospital Mitchell County Hospital Good Samaritan Hospital Effingham Health System Mountain Lakes Medical Center
Coffee Regional Medical Center, Inc.
Colquitt Regional Medical CenterCrisp Regional Hospital, Inc.Higgins General HospitalFannin Regional HospitalGordon Hospital
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Core MeasureHonor Roll
Trustee Honor Roll Miller County HospitalGrady General HospitalChatuge Regional Hospital, Inc.Phoebe Sumter Medical CenterBarrow Regional Medical Center
Presidential Honor RollEvans Memorial Hospital, Inc.Piedmont Mountainside HospitalJasper Memorial Hospital
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HCAHPS Comparison 10/1/2012- 09/30/2013
Percent of patients who reported that their nurses "Always" communicated well.
Percent of patients who reported that their doctors "Always" communicated well.
Percent of patients who reported that they "Always" received help as soon as they wanted.
Percent of patients who reported that their pain was "Always" well controlled.
Percent of patients who reported that staff "Always" explained about medicines before giving it to them.
Percent of patients who reported that their room and bathroom were "Always" clean.
Percent of patients who reported that the area around their room was "Always" quiet at night.
Percent of patients at each hospital who reported that YES they were given information about what to do during recovery.
Patients who gave their hospital a rating of 9 or 10 on a scale from 0 (lowest) to 10 (highest).
Patients who reported YES they would definitely recommend the hospital.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
80%
85%
69%
71%
65%
73%
69%
84%
69%
68%
National Average GA State Average Center for Rural Health Average
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Culture of Patient Safety Survey*
Teamwork Within Units
Supervisor/Manager Expectations & Actions Promoting Patient Safety
Organizational Learning--Continuous Improvement
Management Support for Patient Safety
Overall Perceptions of Patient Safety
Feedback & Communication About Error
Communication Openness
Frequency of Events Reported
Teamwork Across Units
Staffing
Handoffs& Transitions
Nonpunitive Response to Errors
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
83%
79%
74%
76%
70%
71%
64%
70%
70%
61%
56%
47%
2012 National Benchmark % 90th percentile 2012 National Benchmark % Average CFRH Average
*Data Source: 41/73 57% of CFRH hospitals reporting over 3 year period via GHA CoPS
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Overview of Pharmacy Measure
Adverse drug events account for 34.2% of all hospital acquired conditions (Partnership for Patients, 2010).
One solution to reducing this harm is to utilize appropriate technology to reduce errors. Evidence suggests that processing a prescription drug order through a CPOE system cuts the likelihood of error on that order by 48%.
However, technology in and of itself is not the final solution. With a larger goal of increased patient safety and medication management, it is also important to have a pharmacist enter or review the medication orders because they are the medication experts.
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Pharmacist CPOE/Verification of Medication Orders Within 24 Hours 2 Approaches
Preferred approach• Numerator: Number of
electronically entered medication orders for an inpatient admitted to a CAH (acute or swing-bed), verified by a pharmacist or directly entered by a pharmacist within 24 hours.
• Denominator: Total number of electronically entered medication orders for inpatients admitted to a CAH (acute or swing-bed) during the reporting period.
Alternate Approach• Numerator: Number of
electronically entered medication orders for an inpatient admitted to a CAH (acute or swing-bed), verified by a pharmacist or directly entered by a pharmacist within 24 hours – based on the pharmacist coverage hours.
• Denominator: Total number of electronically entered medication orders for inpatients admitted to a CAH (acute or swing-bed) during the reporting period.
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Seamless Care: Safe Patient Transitions Between Facilities
Ensuring appropriate and timely care beyond organizational silos is essential to transforming health care.
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Phase 3 Quality Measures:ED Transfer Communication Measures:
– Administrative communication
– Patient information
– Vital signs
– Medication information
– Physician information
– Nurse information
– Procedures and tests
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TeamSTEPPS Implementation
Improved team processes (e.g., Capella, et al., 2010)
Improved patient safety culture (e.g., Thomas & Galla, 2013)
Improved team performance (e.g., Weaver, et al., 2010)
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Summary – Hospital Goals for 2014-2015
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Go Georgia!!
Over 10,400 Patients from Harm
$63 - $92 Million!
We Have Saved So Far….
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Marching Forward in 2014132 Days!
Success Needs to Spread and Accelerate!
We are up to the challenge!33