muddling through the maze of metrics - hartford hospital library/cnra/2012... · maze of metrics...
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MUDDLING THROUGH THE MAZE OF METRICS
Pepper Sobieski October 5, 2012
Objectives
¨ Understand the drivers of quality metrics
¨ Understand how we engage in and prioritize metrics in healthcare
So where do we begin ?
¨ Health Care is very complex
¤ Why do we want to follow specific metrics?
¤ How do work through the maze of metrics? ¤ What should our role be in following metrics? ¤ How do we prioritize?
Focus in four domains
¨ Patient Centered Focus
¨ Reimbursement Focus
¨ Who is Talking
¨ Who Is Looking
Who is looking………
Metrics of focus for those looking
¨ NDNQI Metrics
¨ Joint Commission National Patient Safety Goals
¨ CMS Evidence Based Care
¨ Value Based Purchasing Metrics – increased transparency and pay for performance
¨ ORYX Joint Commission Metrics
¨ Patient Experience
¨ Infection Prevention
Look who is talking
What are they reporting to the public………
¤ Standardized infection metrics ¤ Readmissions rates ¤ Complications rates ¤ Mortality rates ¤ Patient experience ¤ Electronic Health Record use ¤ Imaging procedures ¤ Composite safety scores ¤ Number of procedures
Through the reduction of adverse
events we reduce cost of care
Cost effectiveness is typically not the main motivator for healthcare
workers
But through the improvement of quality we will drive down cost
Reimbursement Focus
¨ Numerous studies have shown that unexplained variation in quality due to underutilization, overutilization, and inappropriate care leads to unnecessarily high mortality and morbidity rates
¨ In addition, the cost of health care in the United States exceeded $2.2 trillion in 2007, representing more than 16% of the gross domestic product.
¨ Expected to be 25% of the gross domestic product by 2025 AHRQ
Why do these metrics matter….
Why do these metrics matter….
¨ As the volume of Medicare patients increases, the Centers for Medicare & Medicaid Services (CMS) projects $110 billion in funding cuts between 2011 and 2019.
¨ The majority of these cuts will be in decreased Medicare reimbursements administered through a variety of reform programs, including the Hospital Value-Based Purchasing Program (VBP).
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Value Based Purchasing is a Medicare Program to reward/penalize hospitals for their quality and patient experience
outcomes
Reimbursement or Pay for Performance
¨ Pay for performance requires that providers be able to prove they've improved patient outcomes in a range of areas.
¨ To do that, healthcare organizations must be able to provide detailed performance data that: ¤ Demonstrates they're offering effective care at the
most reasonable price ¤ That they're improving care over time
Value Based Purchasing: 2014 Reimbursement Evaluation Time Period: April 2012 – December 2012
Quality Measures Included under 2012 Data for 2014 Medicare Reimbursement Clinical Measures • Cardiac Measures 4 Evidenced Based Care Measures • Pneumonia 2 Evidenced Based Care Measures • Surgical & Evidenced Based Care Measures
Patient Perception of Hospital Stay • Nurse Communication • Doctor Communication • Hospital Staff Responsiveness • Pain Management • Medicine Communication • Hospital Cleanliness & Quietness • Discharge Information • Overall Hospital Rating
Mortality • Heart Attack Patient Mortality • Heart Failure Patient Mortality • Pneumonia Patient Mortality
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45%
30%
25%
The impact….
“Medicare fines over hospital’s readmitted patients”
September 30, 2012 Headlines
¨ But lets look at the patient centered focus
Why Do We Monitoring Metrics and Improving Quality
The Centers for Disease Control and Prevention (CDC) estimates that:
¨ At least 1.7 million healthcare-associated infections occur each year and lead to 99,000 deaths.
¨ Adverse medication events cause more than 770,000 injuries
and deaths each year
¨ The cost of treating patients who are harmed by these events is estimated to be as high as $5 billion annually.
The authors of To Err Is Human suggested
¨ That anywhere from 44,000 to 98,000 Americans die each year as a result of medical errors in hospitals
¨ The numbers were staggering and equivalent to a 747 airlines full of patients crashing every day
¨ Or that serious adverse events occur in 3.7 percent of all hospitalizations.
Setting Aims, Priorities, and Goals for Monitoring Metrics Improving Quality
What metrics are out there….
How important are they?
So how do we muddle through in the increasing number of metrics?
How do we wrap our arms around the metrics and not the other way around?
¨ And how to we focus on the patient first?
Setting Priorities
Medicare Condition of Participation 482.21
The hospital must set priorities for it’s performance improvement activities that consider:
q High risk q High volume q Incidence q Prevalence q Severity q Affect health outcomes patient safety q Affect quality of care
¨ The health service already provides some truly excellent care
¨ The strategy is about making the standard of care
even better and ensuring that best practice happens for every patient every time.
¨ Through delivering care more reliably and reducing
variation
In the event of a sudden loss of cabin pressure…
Leadership setting goals and expected outcomes and results
Engage the front line staff in understanding and monitoring metrics
Measuring the quality of health care and using those measurements to promote improvements in the
delivery of care
Nursing engagement in data
¨ Indicators against which to measure nursing practice can be selected on the basis of evidence based care or patient complaints.
¨ Indicators should be meaningful to caregivers and measure aspects
of care over which nurses have real influence.
¨ Linkage to the care they are providing is key
¨ Data collected on indicators should be presented in a way that enables staff to quickly and easily see how care provided in their unit measures against best practice.
¨ Need understanding of national benchmarking and top decile target
Beyond the numbers – Understanding
¨ Having a meaningful discussion on what drives the metric
¨ What actions will give the greatest impact that
¨ Engage in process improvement ¨ Giving nurses ownership of care indicators can motivate them to
improve their practice ¨ Review metrics as appropriate (every day/ week / month)
Make is visible
Number of Days Since Last Fall
Use of data/metrics to drive performance improvement
Quality Assessment
Determine Measures
Review and ID “Gaps”
Analyze and
Report
Collect Data
Process Improvement
Select PI Projects
Continue to Assess Data and Develop PI
Plan
Implement PI Plan
Document
Review and
Identify “Gaps”
CMS Surveyor Training part I
Using metrics to sustain the gain
¨ Avoid the Pitfall Which is …..
Losing sight of the goal And not sustaining the gain