mary ann yezadzhyan jonathan barco denise nagaoka parul tyagi
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Mary Ann Yezadzhyan Jonathan Barco Denise Nagaoka Parul Tyagi. “ While ensuring the financial stability and quality care of Tulare Regional Medical Center (TRMC) today, we must also do the work needed to be a sustainable hospital, prepared to meet - PowerPoint PPT PresentationTRANSCRIPT
Mary Ann Yezadzhyan Jonathan BarcoDenise NagaokaParul Tyagi
“While ensuring the financial stability and quality care
of Tulare Regional Medical Center (TRMC) today,
we must also do the work needed
to be a sustainable hospital, prepared to meet
our region’s future medical needs.”
Shawn Bolouki, CEO
Source: Tulare Regional Medical Center Annual Report 2011
Situation Analysis
Excess Bed Capacity Undesirable Payer Mix Affordable Care Act (ACA) & Reform Aging Medical Staff Need:
Physician recruitment and alignment Primary Care & Chronic Disease Management
Medical Tower Expansion – 2013
Strategic Recommendations
Monitor & Sustain Financial Position Improve Quality & Operational Effectiveness Increase Utilization & Enhance Services Workforce Development & Physician
Alignment
Monitor & Sustain Financial Position
Optimal Efficiency Nurse Productivity per Patient Day
Source: www.oshpd.ca.gov
Reduction of Waste
Solution: Stockless Systems delivered Just in Time Limit variety of commonly used supplies Estimated Savings - $5 million
Direct Expenses Total % of Total Expenses
Supplies & Inventory $10,671,605 14.65%
Salaries & Wages $27,763,080 38.11%
Employee Benefits $8,932,601 12.26%
Source: www.oshpd.ca.gov
Market Share Breakdown
Source: MDS Consulting – TRMC Case Study Analysis
Improve Quality and Operational Issue
Patient Satisfaction
Source: www.hospitalcompare.hhs.gov
National California KDMC TRMC
Nurses always communicated well 76% 71% 75% 68%
Doctors always communicated well 80% 76% 76% 76%
Patients always received help as soon as they wanted
64% 58% 59% 50%
Pain always well controlled 70% 66% 66% 55%
Staff always explained 61% 57% 55% 55%
Room always clean 72% 69% 67% 54%
Always quiet at night 58% 48% 50% 37%
Staff gave patients information about what to do during recovery at home
82% 80% 80% 71%
Patients who rated 9 or 10 68% 65% 67% 50%
Patients that would recommend hospital
70% 68% 69% 50%
Culture of Safety
Institute for Healthcare Improvement Framework: Conduct Patient Safety Leadership WalkRounds Create a Reporting System Designate a Patient Safety Officer Reenact Real Adverse Events From the Hospital Involve Patients in Safety Initiatives Relay Safety Reports at Shift Changes Appoint a Safety Champion for Every Unit Simulate Possible Adverse Events Conduct Safety Briefings Create an Adverse Event Response Team
Source: www.ihi.org
Best Practices
Spread standardization of best practices across hospitals and health clinics Hospital Mortality Outcome Measures
Death Rate for Heart Attack PatientsDeath Rate for Heart Failure PatientsDeath Rate for Pneumonia Patients
Hospital Readmission Rates Outcome of Care MeasuresRate of Readmission for Heart Attack PatientsRate of Readmission for Heart Failure PatientsRate of Readmission for Pneumonia Patients
Source: www.ihi.org
Medical Home Model
76% of Medicare spending is on patients with chronic diseases
21% increase in adults 65+ between 2011 - 2016
Great Outcomes
Practice Organization
Quality Measures
PatientExperience
Heath Information Technology
Sources: www.aafp.org and MDS Consulting – TRMC Case Study Analysis
Increase UtilizationAnd
Enhance Services
Increase Utilization and Enhance Services
Workforce Development New medical staff to enhance
their service portfolio Broader range of procedures
within specialty More competitive within
market share
Medical School affiliation
Strengthen Hospital Physician Alignment
Physician Alignment
Competitive advantage Transparency Supports quality, cost and purpose Starts with upper management and
Physician Champions
Physician Hospital Alignment
Conclusion
Conclusion
Future of health care is uncertainRecommendations will place TRMC at a competitive
advantageSustainabilityAccountabilityGrowth
Questions?