Mais conteúdo relacionado
Semelhante a Provider implementation of pp rs 3M (20)
Provider implementation of pp rs 3M
- 9. State Adoption Process/ Opportunity © 3M 2007. All rights reserved. Today Soon 1. Replicate Reports 2. Understand where you stand and potential opportunities.
- 10. Recommended Provider Proactive Approach to PPR Public Reporting © 3M 2007. All rights reserved. Appoint Interdisciplinary Leaders- “ Change Agents” Educate Organization Understand Public Reports (Peer Comparisons) Analyze Impact/ Gaps Communicate Offensively Documentation/ Coding Service Lines Reasons PPRs Internal Stakeholders External Constituents Initiate Focused Quality Improvement Clinical Operations Track, Monitor, Continue Focused Improvement Approach
- 11. Recommended Provider Proactive Approach to PPR Public Reporting © 3M 2007. All rights reserved. Appoint Interdisciplinary Leaders- “ Change Agents” Educate Organization Understand Public Reports (Peer Comparisons) Analyze Impact/ Gaps Communicate Offensively Documentation/ Coding Service Lines Reasons PPRs Internal Stakeholders External Constituents Initiate Focused Quality Improvement Clinical Operations Track, Monitor, Continue Focused Improvement Approach
- 13. Recommended Provider Proactive Approach to PPR Public Reporting © 3M 2007. All rights reserved. Appoint Interdisciplinary Leaders- “ Change Agents” Educate Organization Understand Public Reports (Peer Comparisons) Analyze Impact/ Gaps Communicate Offensively Documentation/ Coding Service Lines Reasons PPRs Internal Stakeholders External Constituents Initiate Focused Quality Improvement Clinical Operations Track, Monitor, Continue Focused Improvement Approach
- 23. Report #1: Overall Rates of Potentially Preventable Readmission ( PPRs ) © 3M 2007. All rights reserved.
- 24. Report #2: PPRs Admissions by Service Line © 3M 2007. All rights reserved.
- 26. Report #4: PPRs Admissions by Service Line © 3M 2007. All rights reserved.
- 28. Recommended Provider Proactive Approach to PPR Public Reporting © 3M 2007. All rights reserved. Appoint Interdisciplinary Leaders- “ Change Agents” Educate Organization Understand Public Reports (Peer Comparisons) Analyze Impact/ Gaps Communicate Offensively Documentation/ Coding Service Lines Reasons PPRs Internal Stakeholders External Constituents Initiate Focused Quality Improvement Clinical Operations Track, Monitor, Continue Focused Improvement Approach
- 32. Example: NQF National Priorities Survey- January 2008 © 3M 2007. All rights reserved. Top 3 Conditions- Lead to most sizeable gains in improvement -- Diabetes -- Healthcare Acquired Infections -- End of Life Care NQF Survey : National Priorities Partners Survey Council Data, Jan 10, 2008; Karen Adams, PhD Councils representing Consumers, Health Plans, Health Professionals, Provider Organizations, Public/Community Health Agencies, Purchasers, QMRI, Supplier,Industry &Other Top 3 Cross-Cutting Strategies: -- Care Coordination -- Health Information Technology -- Medication Reconciliation Top Recommendations: Stakeholders: Broad range across the continuum Implementation : Concrete goals within a roadmap Burden: Include administrative/ documentation Systems Approach : Process/Outcomes coupled w/ human capacity IT: EHRs w/ registries, interoperability, reporting Health Lifestyle/Prevention: Value/reward for early detection/ prevention Episodes of Care: measure across Efficiency: Incorporate w/ effectiveness
- 33. P4P- A Provider Proactive Approach (Hypothesis) © 3M 2007. All rights reserved. Success in payment reform …will require unprecedented levels of collaboration across the entire system of care. “Hospitals and physicians have a substantial obligation… to knock down barriers to improving quality and effectiveness. Modern Healthcare, 3/3/08 issue: “A Quality incentive at a crossroads- P4P summit features debate on limits, potential of bonus pay for meeting benchmarks- quote from Tom Priselac, president and CEO of Cedars-Sinai Medical Center, LA, CAL
- 34. Example: The Virtuous Circle of Hospital Admissions © 3M 2007. All rights reserved. “ Shifting the focus of services Tackling some typical scenarios Authorities can find themselves trapped in 'vicious circles' of providing crisis-driven services which are neither effective for the service users and carers concerned nor an effective use of their resources. In these circumstances, authorities have to identify how they can inject a different dynamic into the system of care to turn 'vicious' into 'virtuous' circles of activity. “ Source: Improvement and Development Agency: makingendsmeet.idea.gov.uk/idk/aio/5221438, makingendsmeet.idea.gov.uk/idk/core/page.do?p...
- 35. Some Additional Challenges © 3M 2007. All rights reserved. **Used with Permission by George Isham, Health Partners Hypothesis: Improvement of Outcomes Measures may positively impact performance across hospitals, physicians, health plans, states, etc……
- 36. Recommended Provider Proactive Approach to PPR Public Reporting © 3M 2007. All rights reserved. Appoint Interdisciplinary Leaders- “ Change Agents” Educate Organization Understand Public Reports (Peer Comparisons) Analyze Impact/ Gaps Communicate Offensively Documentation/ Coding Service Lines Reasons PPRs Internal Stakeholders External Constituents Initiate Focused Quality Improvement Clinical Operations Track, Monitor, Continue Focused Improvement Approach
- 38. Recommended Provider Proactive Approach to PPR Public Reporting © 3M 2007. All rights reserved. Appoint Interdisciplinary Leaders- “ Change Agents” Educate Organization Understand Public Reports (Peer Comparisons) Analyze Impact/ Gaps Communicate Offensively Documentation/ Coding Service Lines Reasons PPRs Internal Stakeholders External Constituents Initiate Focused Quality Improvement Clinical Operations Track, Monitor, Continue Focused Improvement Approach