NE HIMSS Presentation May 08

360 views

Published on

Presentation given at NE HIMMS symposium highlighting the coordination of Process Improvement and Project Management for an operational project in a long term care facility.

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
360
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Good Morning. Dana and I are here this morning to provide you with some insight on how the PMO at Solaris Health System has been able to tackle a very complex business problem that is leading to financial gains for the organization. The interdisciplinary approach of teaming project management and process improvement specialists together with senior management and directors to solve a business problem has showcased the value that the PMO brings to the organization.
  • NE HIMSS Presentation May 08

    1. 1. An Interdisciplinary Approach to Subacute Census Growth Jim Schneider, MBA, PMP Dana Cartin, PT, MPA Solaris Health Systems Edison, New Jersey
    2. 2. Overview <ul><li>Background Solaris Health System </li></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><li>Program Management Office (PMO) </li></ul></ul><ul><ul><ul><li>History </li></ul></ul></ul><ul><ul><ul><li>Project Management (PM) Methodology </li></ul></ul></ul><ul><ul><ul><li>Process Improvement (PI) Methodology </li></ul></ul></ul><ul><li>The integration of PM and PI Methodologies </li></ul><ul><li>Case Study </li></ul><ul><ul><li>The Hartwyck Initiative </li></ul></ul><ul><ul><ul><li>An working illustration of using an interdisciplinary approach to increase admissions to a Subacute facility </li></ul></ul></ul>
    3. 3. Solaris Health System <ul><li>Location: </li></ul><ul><ul><li>Edison, New Jersey </li></ul></ul><ul><li>History: </li></ul><ul><ul><li>Established in 1997 through the consolidation of JFK Medical Center and Muhlenberg Regional Medical Center (MRMC). </li></ul></ul><ul><li>Services: </li></ul><ul><ul><li>Two acute care hospitals, inpatient and outpatient rehabilitation centers, nursing and convalescent facilities, and specialized treatment programs. </li></ul></ul>
    4. 4. Solaris Health System
    5. 5. Solaris Health System <ul><li>PMO History </li></ul><ul><ul><li>Started in October 2002 as a joint venture between Solaris Health System and McKesson </li></ul></ul><ul><ul><li>Oversight by a Governance Board composed of Solaris and McKesson senior management. </li></ul></ul><ul><li>PMO Original Mission: </li></ul><ul><ul><li>Integrate information solutions </li></ul></ul><ul><ul><li>Streamline processes </li></ul></ul>
    6. 6. Solaris Health System <ul><li>PMO Today </li></ul><ul><ul><li>Oversight </li></ul></ul><ul><ul><ul><li>Solaris Health System Executive Management </li></ul></ul></ul><ul><ul><li>Mission: </li></ul></ul><ul><ul><ul><li>Support the goals of the organization including enhanced patient safety, quality of care, and increased operational efficiency; </li></ul></ul></ul><ul><ul><ul><li>Facilitate the integration of projects into the business environment; </li></ul></ul></ul><ul><ul><ul><li>Assist in the ongoing development of quality and customer focused processes; and </li></ul></ul></ul><ul><ul><ul><li>To build organizational and individual competencies in project management. </li></ul></ul></ul>
    7. 7. Program Management Office
    8. 8. <ul><li>Project Management Methodology </li></ul><ul><ul><li>Providing project portfolio management across the enterprise by implementing, reviewing, and maintaining a Program Management plan; </li></ul></ul><ul><ul><li>Using industry standard process and project management methodologies to ensure success; </li></ul></ul><ul><ul><li>Identifying and proactively managing project issues and risks; </li></ul></ul><ul><ul><li>Implementing common processes and practices across the entire organization; and </li></ul></ul><ul><ul><li>Improving project team communication by having common processes, deliverables, and terminology. </li></ul></ul>Program Management Office
    9. 9. <ul><li>Process Improvement Methodology </li></ul><ul><ul><li>Assist in the development of customer and quality focused processes that support the PMO Mission. </li></ul></ul><ul><ul><li>Lead and direct teams in executing projects through the use and deployment of standard strategies and methodologies </li></ul></ul><ul><ul><ul><li>Six Sigma </li></ul></ul></ul><ul><ul><ul><li>Lean Sigma </li></ul></ul></ul><ul><ul><ul><li>Work Out </li></ul></ul></ul><ul><ul><ul><li>CAP </li></ul></ul></ul>Program Management Office
    10. 10. Operational Improvement PI PM Define Goals Business Need Identified Business Need Satisfied Design Performance Measures Establish Baseline Identify Opportunities Recommend Improvements Define Scope Develop Plan Manage Execution Monitor Scope, Schedule, Resources, Risk Achieve Final Result Integrated Approach
    11. 11. Case Study The Hartwyck Initiative
    12. 12. Hartwyck Initiative <ul><li>Business Problem </li></ul><ul><ul><li>Declining admissions to Hartwyck Edison Estates from JFK Medical Center </li></ul></ul><ul><li>Business Objective </li></ul><ul><ul><li>Develop strategies and processes to increase and sustain Subacute admission growth at the Hartwyck Edison Estates from JFK Medical Center </li></ul></ul><ul><li>Project Goal </li></ul><ul><ul><li>Increase admissions to Hartwyck at Edison Estates from JFK </li></ul></ul><ul><ul><ul><li>50% of potential SA discharges to Edison Estates </li></ul></ul></ul>
    13. 13. Hartwyck Initiative <ul><li>Initial Kick Off January 2007 </li></ul><ul><li>Coordinated by Hartwyck Senior Vice President </li></ul><ul><li>Interdisciplinary Team Involvement </li></ul><ul><li>Initial Project Scope/Charter developed </li></ul><ul><li>PMO invited to join team June 2007 </li></ul>
    14. 14. Initial Scope <ul><li>Tracking Discharges </li></ul><ul><li>Physician Strategy </li></ul><ul><li>Staff Education </li></ul><ul><li>Team Building </li></ul>
    15. 15. Integrated Approach <ul><li>Project Manager assigned to manage overall initiative </li></ul><ul><li>Process Improvement team assigned to evaluate current processes and identify opportunities for improvement </li></ul>
    16. 16. Integrated Project Lifecycle Project Charter Project Scope High Level Milestones Key Tasks Resources Timeline Process Strategy Marketing Strategy Perform planned tasks Manage Team Expectations Implement approved process changes Implement Marketing Activities Control Schedule Status Reports Status Meetings Control Scope Monitor and Control Risks/Issues Process Marketing Initiating Planning Executing Monitoring & Controlling Closing
    17. 17. Establish Baseline <ul><li>Staff and Physician Interviews </li></ul><ul><li>Process Observation </li></ul><ul><ul><li>Referral Process </li></ul></ul><ul><ul><ul><li>Internal </li></ul></ul></ul><ul><ul><ul><li>External </li></ul></ul></ul><ul><ul><li>Bed Management at Edison Estates </li></ul></ul>
    18. 18. <ul><li>Data Search </li></ul><ul><ul><li>Acute Discharges </li></ul></ul><ul><ul><li>Subacute referrals </li></ul></ul><ul><ul><li>Medical and Financial Clearance </li></ul></ul><ul><ul><li>Edison Estates Admissions </li></ul></ul><ul><ul><li>Physician Referral Patterns </li></ul></ul><ul><ul><li>Social Work Referral Patterns </li></ul></ul>Establish Baseline
    19. 19. Baseline Findings <ul><li>Process Variation </li></ul><ul><li>Marketing Challenges </li></ul><ul><li>Communication Barriers </li></ul><ul><li>Staff & Physician Bias </li></ul><ul><li>Incomplete Data </li></ul>
    20. 20. Project Strategies <ul><li>Physician Strategy </li></ul><ul><li>Referral Patterns </li></ul><ul><li>Preferences </li></ul>MARKETING STANDARDIZATION <ul><li>Data Strategy </li></ul><ul><li>Standardization </li></ul><ul><li>Benchmarking </li></ul><ul><li>Process Strategy </li></ul><ul><li>Bed Management </li></ul><ul><li>Current Referral Process </li></ul><ul><li>New Referral Process </li></ul><ul><li>Process Control </li></ul><ul><li>External Strategy </li></ul><ul><li>Brochures </li></ul><ul><li>Media Campaign </li></ul><ul><li>Internet </li></ul><ul><li>Communication </li></ul><ul><li>Strategy </li></ul><ul><li>Biases </li></ul><ul><li>Behavior </li></ul><ul><li>Education </li></ul><ul><li>Video </li></ul><ul><li>Fact Sheet </li></ul><ul><li>Internal Staff Strategy </li></ul><ul><li>Perception </li></ul><ul><li>Promotion </li></ul><ul><li>Awareness </li></ul>
    21. 21. Standardization <ul><li>Team Work Outs </li></ul><ul><ul><li>Process </li></ul></ul><ul><ul><ul><li>Internal Subacute Referral Process </li></ul></ul></ul><ul><ul><ul><li>Subacute Bed Availability Assessment </li></ul></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><ul><li>Review/Revise Current Internal Documents and Communication Strategies </li></ul></ul></ul><ul><li>Data Analysis </li></ul><ul><ul><li>Benchmarking </li></ul></ul><ul><ul><li>Internal </li></ul></ul>
    22. 22. Deliverables <ul><li>Standard documentation packet and standard process to provide to patients </li></ul><ul><li>Scripting to continuum of care at Solaris Subacute Facilities </li></ul><ul><li>Standard process to assess and communicate bed availability at Edison Estates </li></ul><ul><li>Standard interdisciplinary process to refer internal patients to Solaris Subacute facilities </li></ul><ul><li>Outcome and Process Control Metrics </li></ul>
    23. 23. Marketing Strategy <ul><li>Create Positive Messages </li></ul><ul><li>Identify benefits of continuum of care </li></ul><ul><li>Identify and build on “Unique Selling Points” </li></ul><ul><ul><li>Onsite Physiatry </li></ul></ul><ul><ul><li>Orthopedic Unit </li></ul></ul><ul><ul><li>Certified Rehabilitation Nurses </li></ul></ul><ul><ul><li>JCAHO Certification </li></ul></ul><ul><li>Identify specialty service opportunities </li></ul><ul><ul><li>Wound Care </li></ul></ul><ul><ul><li>Ostomy Care </li></ul></ul><ul><li>Improve relationships between referral staff and Edison Estates </li></ul>
    24. 24. Target Market Segments <ul><li>Physicians </li></ul><ul><ul><li>Includes physicians identified as high referrers </li></ul></ul><ul><ul><li>Other specialties likely to refer patients for subacute care </li></ul></ul><ul><ul><ul><li>Orthopedic </li></ul></ul></ul><ul><ul><ul><li>Infectious Disease </li></ul></ul></ul><ul><li>Internal Solaris Staff </li></ul><ul><ul><li>Includes Social Work, Case Management, Client Services, Nursing, and PT / OT </li></ul></ul><ul><li>External </li></ul><ul><ul><li>Includes Patients, Families, and Community </li></ul></ul>
    25. 25. Communication & Marketing Video Written Material Interviews Socialization Facility Tours Video Written Materials Scripting Education Sessions Education Sessions Video Tools Increase awareness of unique services offered at the Hartwycks External Identify best referral opportunities Physicians Improve staff relations between JFK and Edison Estates Build patient awareness of the Continuum of Care offered at Edison Estates Increased staff awareness of available services at Edison Estates Altering negative perceptions of Edison Estates Internal Staff Strategy Target Segment
    26. 26. Communication & Marketing <ul><li>Service Recovery Process </li></ul><ul><ul><li>Objective </li></ul></ul><ul><ul><ul><li>Prompt response to complaints </li></ul></ul></ul><ul><ul><ul><li>Swift resolution of issues </li></ul></ul></ul><ul><ul><ul><li>Rapid communication of outcomes </li></ul></ul></ul><ul><ul><li>Methodology </li></ul></ul><ul><ul><ul><li>Team Work Out </li></ul></ul></ul>
    27. 27. Outcomes
    28. 28. Outcomes
    29. 29. Outcomes Estimates based on a 20-day LOS at $400 per day Sustaining an average of 12 new patients per week results in of $4.9 million of revenue
    30. 30. Process Metrics <ul><li>Number of referrals made to Service Quality and Recovery </li></ul><ul><li>Number of conversions from “NO” to admission at Edison Estates </li></ul><ul><li>Number of referrals to Client Services </li></ul>
    31. 31. Key Learnings <ul><li>Integrates Methodologies </li></ul><ul><ul><li>Global Approach (PM) </li></ul></ul><ul><ul><li>Focused Approach (PI) </li></ul></ul><ul><li>Facilitates establishment and adherence to timelines </li></ul><ul><li>Focuses on Control and Sustainability </li></ul>
    32. 32. Key Learnings <ul><li>If you always do what you’ve always done…. </li></ul><ul><li>Value the Data </li></ul><ul><li>Patience </li></ul><ul><li>Build Trust </li></ul>
    33. 33. Questions <ul><li>Thank you </li></ul>

    ×