01. Welcome and Introductions - .Welcome and Introductions 8:00–8:30 am ... copies of the Home

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  • 1/8/2014

    1

    WelcomeJoint Replacement Learning Community

    January 9, 2014

    The Charles Hotel, Cambridge, MA

    1st In-Person Meeting

    Welcome to Boston

    2

    8:00 8:30 AM

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    2

    Thank you

    3

    Who is in the room? 4

    Adventist Medical Center Hospital Alvorada, Brazil Providence Alaska Medical Center

    Advocate Health Care Hvidovre Hospital, University of

    CopenhagenProvidence Sacred Heart Medical

    Center

    Central Dupage Hospital of

    Cadence Health Jewish General Hospital, Montreal Regional Hospital of Scranton

    Connecticut Joint Replacement

    InstituteJohns Hopkins Bayview Medical

    Center

    Sierra Medical Center

    Delnor Hospital of Cadence

    Health Kadlec Regional Medical Center Straub Clinic and Hospital

    Evergreen Health Montefiore Medical Center UMass Memorial Medical Center

    Franciscan St. Francis Health -

    MooresvilleMoses Taylor Hospital of Scranton University of California, San

    Francisco

    Gundersen Health System Northside Hospital Forsyth University of Pittsburgh Medical

    Center (UMPC)

    Hackensack University Medical

    CenterNorthwestern Memorial Hospital Wake Forest Baptist Medical Center

    Henry Ford Physician Network

    from Henry Ford Health SystemOrlando Regional Medical Center Western Connecticut Health

    Network - Danbury Hospital

    Hoag Orthopedic Institute Palmetto Health

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    3

    Icebreaker

    Introduce yourself to the other teams at

    your table

    2014 New Years Resolution OR

    What you hope to learn from the Joint

    Replacement Learning Community over

    the next year?

    5

    Annual Number of Joint Replacements 6

    0

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    8

    9

    10

    By number of

    participating hospitals

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    Hospital Type

    Community Hospital: 60%

    Academic Hospital: 33%

    Other: 7%

    7

    Faculty and Staff8

    Kayla DeVincentis, CHES

    Project Coordinator, IHI

    Anila Hussaini, RN, MPH

    Director, IHI

    Kathy Luther, RN, MPM

    Vice President, IHI

    Derek Haas, MBA

    Senior Project Leader, HBS

    Jill Duncan, RN, MS, MPH

    Director, IHI

    Kevin Little, PhD

    Improvement Advisor, IHIRobert Kaplan, PhD

    Professor Emeritus, HBS

    Sam Wertheimer, MPH

    Project Leader, HBS

    Kevin Bozic, MD, MBA

    Orthopedic Surgeon

    Tony DiGioia, MD

    Orthopedic Surgeon

    Lucy Savitz, PhD, MBA

    Intermountain Healthcare

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    Faculty and Staff9

    Kayla DeVincentis, CHES

    Project Coordinator, IHI

    Anila Hussaini, RN, MPH

    Director, IHI

    Kathy Luther, RN, MPM

    Vice President, IHI

    Derek Haas, MBA

    Senior Project Leader, HBS

    Jill Duncan, RN, MS, MPH

    Director, IHI

    Kevin Little, PhD

    Improvement Advisor, IHIRobert Kaplan, PhD

    Professor Emeritus, HBS

    Sam Wertheimer, MPH

    Project Leader, HBS

    Kevin Bozic, MD, MBA

    Orthopedic Surgeon

    Tony DiGioia, MD

    Orthopedic Surgeon

    Lucy Savitz, PhD, MBA

    Intermountain Healthcare

    IHIs Work: Five Key Areas10

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    6

    Quality, Cost, and Value11

    Our Goal:

    Encourage, empower, and enable health care delivery systems to provide truly value-based care that ensures the best health care We strive to call out and address disparities in health and health care wherever they exist.

    Challenges we hear from customersQuality, Cost, and Value

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    We know we need to offer care

    differently in an ACO world but doing it

    is proving to be difficult

    We have a path forward for how to engage

    with clinicians and patients and building

    sustainable systems for the long haul

    Motivating physicians and front-line staff

    who have cost reduction fatigue

    We have approaches and tools that

    appeal to clinical staff because they

    identify waste and proven paths to

    cost improvement.

    Financial analysts and clinical staff arent

    aligned in their approach to cost reduction

    We have a disciplined approach that leads

    to financial viability and good outcomes.

    Incorporating improvement initiatives while

    maintaining the everyday work flow.

    We have proven and non-disruptive

    improvement processes.

    There are multiple, disjointed

    initiatives around quality, cost

    and value.

    We have an integrated strategy that

    improves outcomes and drives results.

  • 1/8/2014

    7

    A new partnership across the river . . .13

    Accelerating learningAccelerating improvement

    Accelerating change

    14

  • 1/8/2014

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    Program Overview

    Participants will learn how to measure costs using Time-Driven Activity-Based Costing (TDABC), and what outcomes to track and measure (clinical and patient reported)

    The program will focus on total joint replacements, but the methodologies are transferrable to any condition

    Participants will be able to compare their outcomes and care cycle processes to highlight high value practices (exact cost information will be kept confidential)

    The program will help organizations identify and pursue opportunities to improve their outcomes and lower their costs

    Learn

    Share

    Improve

    15

    Program Driver Diagram 16

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    Program Driver Diagram 17

    Program Driver Diagram 18

  • 1/8/2014

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    Program Driver Diagram 19

    Overview of the Year20

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    Learning Session 1 in Boston 9

    Webinar for Physician Advisors 9

    Join monthly webinars with IHI 30 27 27 24 29 26 31 28 25 30 20 18

    Participate in office hour

    coaching calls

    Monthly outcome data submission 20 20 20 20 20 20 20 20 20 20 20 20

    Cost and outcome measurement

    Data synthesis

    Learning Session 2 in Boston 7

    Performance Improvement Re-measure and synthesize

  • 1/8/2014

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    Overview of the Year21

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    Learning Session 1 in Boston 9

    Webinar for Physician Advisors 9

    Join monthly webinars with IHI 30 27 27 24 29 26 31 28 25 30 20 18

    Participate in office hour

    coaching calls

    Monthly outcome data submission 20 20 20 20 20 20 20 20 20 20 20 20

    Cost and outcome measurement

    Data synthesis Learning Session 2 in Boston 7

    Performance Improvement Re-measure and synthesize

    Overview of the Year22

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    Learning Session 1 in Boston 9

    Webinar for Physician Advisors 9

    Join monthly webinars with IHI 30 27 27 24 29 26 31 28 25 30 20 18

    Participate in office hour

    coaching calls

    Monthly outcome data submission 20 20 20 20 20 20 20 20 20 20 20 20

    Cost and outcome measurement

    Data synthesis

    Learning Session 2 in Boston 7

    Performance Improvement Re-measure and synthesize

  • 1/8/2014

    12

    Overview of the Year23

    Jan

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    Jun

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    No

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    Learning Session 1 in Boston 9

    Webinar for Physician Advisors 9

    Join monthly webinars with IHI 30 27 27 24 29 26 31 28 25 30 20 18

    Participate in office hour

    coaching calls

    Monthly outcome data submission 20 20 20 20 20 20 20 20 20 20 20 20

    Cost and outcome measurement

    Data synthesis Learning Session 2 in Boston 7

    Performance Improvement Re-measure and synthesize

    Overview of the Year24

    Jan

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    Jun

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    Learning Session 1 in Boston 9

    Webinar for Physician Advisors 9

    Join monthly webinars with IHI 30 27 27 24 29 26 31 28 25 30 20 18

    Participate in office hour

    coaching calls

    Monthly outcome data submission 20 20 20 20 20 20 20 20 20 20 20 20

    Cost and outcome measurement

    Data synthesis

    Learning Session 2 in Boston 7

    Performance Improvement Re-measure and synthesize

  • 1/8/2014

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    Overview of the Year25

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    Learning Session 1 in Boston 9

    Webinar for Physician Advisors 9

    Join monthly webinars with IHI 30 27 27 24 29 26 31 28 25 30 20 18

    Participate in office hour

    coaching calls

    Monthly outcome data submission 20 20 20 20 20 20 20 20 20 20 20 20

    Cost and outcome measurement