using portfolios and execution to drive improvement...using portfolios and execution to drive...
TRANSCRIPT
![Page 1: Using Portfolios and Execution to Drive Improvement...Using Portfolios and Execution to Drive Improvement Frank Federico, RPh Institute for Healthcare Improvement Bruce Spurlock, MD](https://reader034.vdocuments.us/reader034/viewer/2022052518/5f0e80f77e708231d43f903b/html5/thumbnails/1.jpg)
Using Portfolios and Execution to Drive Improvement
Frank Federico, RPh Institute for Healthcare
Improvement
Bruce Spurlock, MD Cynosure Health
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Objectives
• Organize improvement efforts that drive aims.
• Appraise your organization regarding the use of system level measures of safety.
• Create a portfolio of work that drives to an outcome of interest.
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DASHBOARDS ARE A TOOL FOR
IMPROVING QUALITY NOT MEASUREMENT!
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Focus on the Vital Few!
There are many things in life that are interesting
to know.
It important to work on those things that are
essential to quality.
The challenge, therefore, is to be disciplined
enough to focus on the essential, vital few.
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The Intuitive Structure
Project
“Meso-System”
Very Large System
“Meso-System”
“Meso-System”
Project Project
Project Project
Project
Project
Project
Tier 1
Tier 2
Tier 3
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A Very Large System Problem
PROBLEM Harm from medications alone occurs in over 25%
of all hospitalized patients. Harm to outpatients appears to be much higher.
Medication Safety
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Example: System Medication Safety
Med. reconciliation
Hospitals
SYSTEM Medication Safety
Rehab Offices
Standardized dosing
Family Capacity
Self med
Correct list
availability
Patient capability
Tier 1: Big Dot
Tier 2: Portfolio
Tier 3: Projects
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Example: Hospital Medication Safety
Med. reconciliation
Med Surg
Hospital Medication Safety
Oncology Pharm
IV pumps
Chemo Protocol
Availability Narcotic
Standardized dosing
Admix
Tier 1: Big Dot
Tier 2: Portfolio
Tier 3: Projects
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Example: Department Medication Safety
Anti-coag mgmt
High Risk Meds
Cardiology Medication Safety
Mediation Rec.
CHF
Beta Blockers for invasive procedures
Connection to primary
care Reliable care >95%
Tier 1: Big Dot
Tier 2: Portfolio
Tier 3: Projects
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The Sequence
System-level Aim System-level
measures: are you
moving toward your
aim?
Ideas about what it
would take to move
the system level
measure
“No needless
deaths”
Keep a Run Chart
of your monthly
mortality percentage
Track your HSMR
over time
Infection reduction
Multi-disciplinary
rds.
Rescuing failing pts.
ADE reduction
Community hospice
service
handovers
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The Differences Are…
• Level of ambition
• Commitment: hearts pounding
• Core strategy: staying alive
• Clear measure of daily success: territory
• Clear overarching goal: Berlin
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Leading the Whole System to Provide Highly Efficient and Effective Results
The Big Picture View (Management)
The Ground Level View (Staff)
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How Will You Know if … You are Winning or Losing the War or the Battle?
How Will You Know if …
All of Your Efforts to Improve Quality
and Value are Working?
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What Are We Measuring?
IOM Dimension Whole System Measures
Safe • Adverse events
• Work days lost
Effective • Hospital standardized mortality ratio
• Unadjusted (raw) mortality
• Functional outcomes
• Readmission percentage
Patient-Centered • Patient satisfaction
Timely • 3rd next appointment available
Efficient • Patient days during the last 6 months of life
• Costs per capita
Equitable
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Start to Think About Moving Beyond Process Measures
Process Measures
– AMI Care
• Time to stint
• Beta Blockers on arrival
– Pneumonia Care
• Antibiotic timing
– Immunization Rates
• Influenza vaccination
– Medication reconciliation
Whole System Outcome Measures
– Hospital mortality rate
– Adverse event rate
– Days lost to work
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An Example: Reduce Mortality
Mortality Reduction Tier 1: Big Dot
Tier 2: Portfolio
Tier 3: Projects
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Resources & References
1. Kaplan, Norton. “The balanced scorecard: translating strategy into action.” Harvard Business School Press, 1996.
2. Lloyd, Quality Health Care: A Guide to Developing and Using Indicators. Jones and Bartlett Publishers, 2004.
3. Lloyd, Martin, Nelson. IHI Whole System Measures Toolkit, Version 2.0, IHI Boston, 2006.
4. Nelson, Batalden, Ryer. The clinical improvement action guide. JCAHO Press, 1998.
5. Nelson, Mohr, Batalden, Plume: “Improving Health Care, Part 1: The Clinical Value Compass.” The Joint Commission Journal on Quality Improvement, 22(4):243-258, April 1996.
6. Few, Stephen: Information Dashboard Design, the Effective Visual Communication of Data. O’Reilly Media Inc. Publishers, 2006.
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TAKE A MOMENT TO REFLECT ON YOUR OWN WORK.
WHAT WILL YOU INCORPORATE FROM THIS SESSION INTO YOUR
PLANS?