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The Ohio State University Medical Center State of the Medical Center
- 1. State of the Medical Center Address January 26, 2010
- 6. The Power of ONE 1 High-Performing Culture/Workplace of Choice Quality, Safety and Patient Satisfaction Curriculum Redesign ProjectONE Personalized Health Care Ambulatory Growth
- 11. Nationally Regionally Internally Internationally
- 12. Regionally Internally Nationally Internationally
- 13. Nationally Regionally Internally Internationally
- 14. National presence Regionally Internally Nationally Internationally
- 15. National presence Michael Caligiuri, MD President , Assoc. of American Cancer Institutes E. Christopher Ellison, MD President , American College of Surgeons Regionally Internally Nationally Internationally
- 16. National presence Catherine Lucey, MD Chair , Executive Committee of American Board of Internal Medicine Larry Copeland, MD President , American Board of Obstetrics and Gynecology Regionally Internally Nationally Internationally
- 17. National presence Heather Hampel President , American Board of Genetic Counseling Michael Larimore, DVM, PhD President , American College of Veterinary Pathologists Regionally Internally Nationally Internationally
- 21. Advancing Personalized Health Care Leadership, Education and Outreach 2 nd Annual National Conference attracts national experts Dr. Clay Marsh elected to the board of directors of the Personalized Medicine Coalition Oct. 2009 Dec. 2009 Regionally Internally Nationally Internationally
- 24. Nationally Regionally Internally Internationally
- 25. Regionally Internally Nationally Internationally Partnerships Primary Ambulatory Bellefontaine Lancaster Cambridge Marysville Bucyrus Wooster
- 26. Central Ohio Hospital Council Regionally Internally Nationally Internationally
- 27. Community Commitment Regionally Internally Nationally Internationally Noor Clinic La Clinica Latina Asian Health Initiative Grandma’s Hands Family Reunion Kit It’s All About Health
- 28. Generating jobs Regionally Internally Nationally Internationally Employment Impact
- 29. Regionally Internally Nationally Internationally
- 30. How we’ll get there January 2010 Regionally Internally Nationally Internationally
- 31. Your ONE source for information Regionally Internally Nationally Internationally
- 33. Community Commitment Making improvements in our neighborhoods Regionally Internally Nationally Internationally
- 34. A year in review market leadership Source: Franklin County Market Share Report, Q4 2008, Planning and Business Development, OSUMC Communications and Marketing Franklin County Consumer Perception of Care Franklin County Market Share OhioHealth Mount Carmel OSUMC Regionally Internally Nationally Internationally
- 35. Ambulatory Growth Eye and Ear Institute CarePoint at Gahanna CarePoint at Lewis Center Women’s Oncology Giant Eagle Partnership Regionally Internally Nationally Internationally
- 36. STEMI program Regionally Internally Nationally Internationally Referral Hospital STEMI Alert Growth
- 37. Nationally Regionally Internally Internationally
- 38. Key Result Areas Workplace of Choice Innovation & Strategic Growth Quality Service & Reputation Productivity & Efficiency Financial Performance Regionally Internally Nationally Internationally
- 39. OSU Physicians: Collaborating to Improve People’s Lives Regionally Internally Nationally Internationally 1 Accountable Care Organization OSUP Medical Center Medical Center Pre -2002 2002 2010-11 More than 40 individual corporations
- 42. New promotions on our team Beth NeCamp Chief Communications Officer Randy Nelson, MD Chair, Department of Neuroscience Regionally Internally Nationally Internationally Ron Harter, MD Chair, Department of Anesthesiology
- 43. New promotions on our team Pamela Bradigan, MS, JD Director, Prior Health Sciences Library Regionally Internally Nationally Internationally Kathy Matney Associate Vice President and Executive Director of Service Excellence Philip Binkley, MD Associate Dean, for Faculty Affairs in the College of Medicine
- 44. New positions on our team Ali Rezai, MD Vice Chair, Clinical Research, Dept. of Neurological Surgery Director Center for Neuromodulation Director, Functional Neurosurgery Program Regionally Internally Nationally Internationally Andrew Thomas, MD Medical Director, University Hospital Susan Moffatt-Bruce, MD Chief Quality and Safety Officer
- 45. New positions on our team Susan Brown, RN, MSN, CNAA Chief Nursing Officer, OSUCCC-James Regionally Internally Nationally Internationally Marc Tasse, MD, PhD Director, Nisonger Center Wael Jarjour, MD Director, Division of Rheumatology and Immunology
- 46. Thank You! Larry Copeland, MD Regionally Internally Nationally Internationally Herb Smaltz, PhD Bill Pease, MD
- 47. Searches underway Chair, Radiology Director, Comprehensive Transplant Center Director, DHLRI Associate Vice President, Development Deputy Director, CCC/Chief, Medical Oncology, James Executive Director, ProjectONE Director, Critical Care Signature Program Director, Stroke Center Regionally Internally Nationally Internationally
- 52. Internally reported HCAHPS performance Inpatient HCAHPS Data for UH, Ross, East and James (% 9,10) 2008 2009 Nov. Score National Comparison 71st percentile: UH, Ross, East, James 61st percentile: UH, Ross, East 90 th percentile FY10 Goal Nat’l Avg Regionally Internally Nationally Internationally
- 54. Discharge calls impact patient satisfaction * Eligible patients are discharged home, provide a valid number and confirm it’s OK to call. Source: OSUMC Discharge Call Tracking Tool; Includes data from Feb 09 – Dec 09 Unsuccessful Contact 35th Percentile Talked with Patient or Left Message 67th Percentile Discharge Calls (Patient Overall Assessment) Regionally Internally Nationally Internationally Attempted to Call (2/09 – 12/09) UH, Ross, UHE Eligible Inpatients* 74.7%
- 55. Nurse manager rounding impacts patient satisfaction * Eligible patients are discharged home, provide a valid number and confirm it’s OK to call. Source: OSUMC Discharge Call Tracking Tool; Includes data from Feb 09 – Dec 09 No Rounding 40th Percentile Rounded On 90th Percentile Satisfaction Impact (Patient Overall Assessment) Regionally Internally Nationally Internationally Admits Rounds (5/09-12/09) Rate UH, Ross, UHE Eligible Inpatients* 26,704 15,098 56.5%
Editor's Notes
- Heard it Through the Grapevine – starts and Dr Gabbe clicks to stop
- We’ve talked about this before – our focus on ONE allows is to improve lives. We’ve been focused on the ONE and it is paying off in great ways. Success of focusing on ONE One focus, many rewards ONE One thing, one focus, huge payoff of acting as one medical center -- ONE University
- Play Marvin Gaye Song “Wonderful One” – Play where Wonderful One words repeat – Dr Gabbe will click to start and stop We are focused on delivering care ONE Person at a time but there are many things that go into this delivery. It starts with our culture and builing a high performing workplace of choice. Quality, safety and patient satisfaction continue to be a focus. We are in the process of a ciriculm redesign that will better position us to educate the physicians of the future. ProjectONE and our Ambulatory growth are the results of our success and will lead us to more success as we are able to serve more people. Personalized health care is our promise. It is the future and we are making great strides today. All of this helps us focus on one person at a time. This focus is what has made us strong and what will help us in the future. Today, I want to share some of our success and our future direction.
- These University goals are ours as well. We’re an important part of the university.
- This is the foundation of all that we do. It guides our decision making, our behavior and our culture.
- In last year’s state of the Medical Center Address, we said In the year ahead, together we will: Advance our core missions of personalized health care, education and research in our “One” Medical Center and “One” University model Maintain our financial stability Protect the jobs and benefits of the members of our team We’ve made progess on these goals and set ourselves in a path to continual improvememnt in the years ahead. We need to keep that momentum going
- We are building on our success National - Our success in personalized health care is building us into national leaders Regional/Local - Successful collaboration is helping the community and osu grow Internal - Strong KRA performance helps us to improve people’s lives
- Donation to Red Cross-$25,000 Dr Werman leading our efforts OneSource Homepage has most up-to-date information
- More and more people across the nation are hearing about the great things going on at OSUMC We are building on our success National - Our success in personalized health care is building us into national leaders Regional/Local - Successful collaboration is helping the community and OSU grow Internal - Strong KRA performance helps us to improve people’s lives
- UHC recognition Leapfrog Magnet Redesignation Ranked in top 10 on the University HealthSystem Consortium (UHC) 2009 Quality and Accountability Scorecard · UHC Better Performer Anticoagulation Management Therapy Program · UHC Top-Quartile Performer for Disposal of Blood Waste · UHC Top Performer in Supply Chain Optimization Program I’m not sure how much information we want to include on the slide, but here’s a little blurb about UHC: The University HealthSystem Consortium (UHC) is an alliance of 107 academic medical centers and 220 of their affiliated hospitals, which represents approximately 90 percent of the nation's non-profit academic medical centers. UHC helps accelerate the achievement of clinical and operational excellence through the establishment of benchmark programs. U.S. News & World Report ranking First time in Medical Center’s history Honor Roll Top 21 hospitals in the nation
- Play Pride and Joy – click music oon and off (music starts from the beginning of the song) National Leadership – not only members of organizations but presidents, chairs and chair elects of some of the most respected medical professional organizations in the country.
- National Leadership
- Notes section First control group study demonstrating the increased likelihood of graduates of a PBP providing health care to patients who are medically indigent and/or poor Graduates-students who participated in premedical post baccalaureate programs (PBPs) --are designed to enhance the academic readiness of students with undergraduate degrees in order to improve their chances for successful admission into and completion of medical school---. were more likely to be practicing medicine in a federally designated underserved area (29.4% versus 5.1%, P _ .009) or providing service where 40% or more of the patients were medically indigent or poor (67.6% versus 33.3%, P _ .003). PBP graduates were also more likely to be volunteering their services to patients who were indigent (47.1% versus 10.3%, P _ .001).
- OSU was recently selected as one of the new academic institutions offering an HHMI Med into Grad program ( http://www.hhmi.org/news/medintogradsum20091117.html ) . There were ~102 applications, 23 institutions were selected for funding (11 of the 23 were previously funded institutions; OSU was one of 12 new institutions selected for funding). The Howard Hughes Medical Institute (HHMI) Med into Grad Initiative is designed to prepare predoctoral students to conduct research at the interface of biomedical science and clinical medicine. Graduates of these programs are expected to expedite the clinical application of discoveries in biomedical science to improve human health and to create future successful research partnerships with physicians. The OSU HHMI Med into Grad Program Co-Directors are Joanna Groden PhD , COM Associate Dean for Basic Research and Ginny L. Bumgardner MD PhD , COM Associate Dean for Research Education & Graduate Studies. Core Leadership Team Members include: Carlo Croce MD, Larry Schlesinger MD, Richard Hart PhD, Daniel R. Schoenberg PhD, John Oberdick PhD, Jeff Parvin PhD, Virginia Sanders PhD, and Rebecca Jackson MD.
- The CPMC is a long-term research study designed to determine the utility of using personal genome information in health management and clinical decision-making. This forward-looking, collaborative effort involves volunteer study participants who submit a small saliva sample for genome analysis, answer online health questionnaires, and in return, receive personal risk assessments for potentially actionable health conditions and response to commonly prescribed medications. These personalized results are based on genetics, family history, lifestyle and personal medical history. The study, which launched in December 2007 and intends to enroll 100,000 participants, also aims to utilize participants' medical history and genetic data to discover presently unknown gene variants that affect susceptibility to disease and response to prescription medications. Coriell Institute for Medical Research is an internationally known, non-profit, biomedical research institution headquartered in Camden, NJ. Founded in 1953, Coriell is the world's leading biobank resource for biological materials and recently initiated the Coriell Personalized Medicine Collaborative (CPMC) research study, a forward-looking project aimed at understanding the utility of genome-informed medicine and identifying genetic variants associated with common complex disease and variation in drug response
- Successfully hosted the 2nd annual national conference in October 2009 that attracted personalized medicine experts around the nation Clay was elected to the board of directors of the Washington DC based Personalized Medicine Coalition In December 2009, CPHC collaborated with several urban churches to explore a community outreach program in medical under-served areas to use personalized health and telemedicine tools for preventing diabetes and infant mortality
- Learning, Dialogue, Involvement Sherrod Brown Town Hall meeting Health Care Reform Town meetings as part of our on going Medical Center town meeting series Roles in statewide committees – Gabbe, Mekjhian, Caligiuri, Carlson, Friedman Board retreat – with Paul Reckless, focused on health care reform Senator Tom Daschle Visit – cosponsoring with the John Glenn School on campus. Focused on the question, is health care a right for every American
- Dr Ellison worte a book recently on the physician shortage Working to promote greater Medicare support for Graduate Medical Education (GME). As you know, a coverage expansion under health care reform will exacerbate the current shortage of physicians. Recently we asked medical center faculty and staff to contact congress regarding GME support in conjuntion with the AAMC. Asking President Obama and the Congressional leadership to include in their final health care reform agreement a 15 percent increase in the number of Medicare-supported graduate medical education (GME) training slots. Without an expansion in physician training, the number of physicians per capita will continue to decline over the next decade as millions more Americans have access to health insurance. As you may know, the Association of American Medical Colleges (AAMC) projects a shortage of over 125,000 physicians by 2025. Expanded access to health care services under health care reform will only exacerbate that shortage. By adding 15,000 Medicare-supported training slots, the language of SA 2909 would produce an estimated 40,000 new physicians over the next 10 years. Although the health care reform bills passed by the House and Senate do take important steps to strengthen primary care and general surgery training programs, they do not significantly increase in the physician workforce because they do not increase Medicare support for GME. Because it can take up to 14 years to educate and train a new doctor, Congress must act today to assure the availability of physicians in the future. Expanding Medicare's support for GME will allow us to expand the nation's residency training programs and avert the physician shortage.
- Can I Get a Witness Plays – play song from the end where “can I get a witness repeats” Dr Gabbe will click on and off We are witnessing growth – both in faciliteis and reputation in the region We are building on our success National - Our success in personalized health care is building us into national leaders Regional/Local - Successful collaboration is helping the community and osu grow Internal - Strong KRA performance helps us to improve people’s lives
- Our reach in the region is growing In addition to the primary care offices, new Ambulatory sites such as the Eye and Ear Institute, Care Point at Gahanna and Care Point at Lewis center are bring care to individuals outside our campuses. We have also developed partnerships with hospitals in communities throughout the region such as our heart partnership in Marysville.
- We are fortunate in central Ohio that all hospitals have a strong history of working together to provide charity care and community benefit no “charity” hospital all share the burden This year, a joint community benefit report was created Challenge: If payment structure doesn’t change we won’t be able to keep this up and we are working together to brainstorm ways to continue to help the community Planning for Future - retreat
- Last year, more than $144,000,000 of care was provided Ohio State is developing programs to spread health education beyond its campus and into the community. Here are a few of our successful programs: Noor Clinic serves Muslim patients and is the most recent to open La Clinica Latina Housed in Ohio State’s Rardin Family Practice Center, this clinic provides free medical care to central Ohio’s Hispanic community. La Clinica Latina cares for nearly 1,000 patients each year. Asian Health Initiative Also managed through Ohio State’s Rardin center, this free clinic, a cooperative effort with Asian American Community Services and Southeast Asian Ministries, has pursued its mission to improve the health of the medically underserved Asian population in central Ohio for more than 11 years. Grandma’s Hands This unique program, part of The James Cancer Hospital and Solove Research Institute’s Diversity Enhancement Program, is designed to help reduce cancer disparities in the African-American community by teaching older women about the importance of breast cancer prevention and treatment. Family Reunion Kit In addition to bringing loved ones together to celebrate family ties and share stories and traditions, family reunions present an excellent opportunity to build family health histories. The James’ Diversity Enhancement Program developed a Family Reunion Kit to help families develop a clearer picture of their health. It’s All About Health Hosted by William Hicks, MD, Ohio State oncologist and co-director of the Diversity Enhancement Program at The James, It’s All About Health, is a biweekly radio program designed to help African-Americans and other minority and underserved communities take control of their lives and understand that everyday decisions, such as eating right and obtaining regular cancer screening tests, can make a big impact on long-term health and well-being. The newest clinic was dedicated a few weeks ago. Noor Clinic
- Net economic benefit projected to be as much as $1.7 billion in added revenues for Ohio’s economy every year Added 4,900 jobs in 8 years Added 6,400 jobs to the economy
- Song Aint Too Proud To Beg – Dr Gabbe will click on and off (we are looking for the version that Marvin Gaye sang) ProjectONE is an expansion project at The Ohio State University that will transform the Medical Center’s central campus. A new centralized single tower will house the new Arthur G. James Cancer Hospital and Richard J. Solove Research Institute, along with a new critical care building and integrated spaces for research, education and patient care. Located on Cannon Drive at the 12th Avenue intersection, ProjectONE’s state-of-the-art facilities will: Allow the Medical Center to serve 310,000 patients annually. Support new, high-quality, patient-centric, personalized medicine – which has the potential to make health care more affordable and accessible for everyone. How will ProjectONE improve availability and quality of health care in central Ohio? With the 276 beds in the new James Cancer Hospital and 144 critical care beds, ProjectONE will significantly expand availability of high-quality health care. Private rooms will be bathed in abundant, natural light with visual and physical access to green space, both of which are proven to have a positive impact on patient healing. By creating 6,000 full-time jobs at the Medical Center, more than 5,000 construction jobs and more than 4,000 indirect, full-time jobs from spending by Ohio State, its faculty, staff and visitors. By adding $1.7 billion in annual economic impact to the Ohio economy by 2015, in addition to the more than $4 billion in economic impact generated annually by the University. Ohio State is committed to green construction for ProjectONE by using sustainable construction materials and technologies in the building to reduce the university’s carbon footprint. Based on the current project cost estimate of $1 billion, Ohio State will issue bonds for $925 million and will seek private donations and public partnership investments for the balance. The fundraising goal for ProjectONE totals to $75 million, with a goal of raising $56 million by December 2011.
- Means is scheduled to be down by the end of the month
- ProjectONE blog ProjectONE website link from OneSource ProjectONE e-newsletter to launch soon
- OSU will participate as a construction reform demonstration project as authorized by Ohio House Bill 318. ProjectONE is the demonstration project and is able to use alternative methods of construction delivery than previously allowed by Ohio law. These alternative methods, already commonplace in all other 49 states, stand to save the University millions on ProjectONE. We will track the cost effectiveness and efficiencies associated with the alternative construction methods – specifically for OSU Construction Manager at Risk – and provide detailed data to the state on a regular basis. Ohio State is extremely grateful for our state legislature and governor for this opportunity.
- Tax incentives from the city to help defer building cost Commitment to Community The University is committed to making a positive impact in the neighborhoods that surround it and its facilities. This will require identifying and dedicating resources to invest and to improve both the built environment and the community's health. Partnership initiatives with public education, public health and the faith community are a starting point for turning around neighborhoods that are ripe for investment & improvement. The University and Medical Center are focused on the following: King-Lincoln District & East of 20th Residential & Commercial Revitalization - Taylor Ave corridor –vision Poindexter Village – redevelopment of this soon to be abandoned site as a mixed income residential site in cooperation with community partners African American Extension Center - expand /relocate University Neighborhoods Investments Stable mix of renter/owner occupied housing Continued code enforcement Nodes of commercial growth to service residential activity Enhanced streetscape and open space Improved school performance Community Health Partnership Initiatives Columbus City Schools and Columbus Recreation & Parks for physical activity engagement Columbus Public Health & Nationwide Children’s Hospital for Better Birth Outcomes African American Ministers Collaborative on Personalized Healthcare – New primary care and specialty clinical service services Leonard & Taylor Avenues Partnering with Columbus Neighborhood Heath Centers Inc
- Local market leadership assessment based on image, care quality and volume Within 100 admissions of Mt Carmel
- Great growth Care Point at Lewis Center broke ground in the fall Women’s Oncology is under construction at Olentangy and Third Ave. Giant Eagle partnerships in Upper Arlington and Gahanna
- How did we measure up to our 2009 projections? We met or exceeded projections in 9 STEMI Alert categories, highlighted by the following: Total STEMI Diagnosed Patients – 208 patients Total STEMI Alert Activations – 323 alerts Total Referring Hosp. Alert Activations – 148 alerts Total EMS/Field STEMI Activations – 26 alerts Total PCI’s for STEMI – 178 PCI’s Total Diagnostic Caths – 281 Percentage of total alerts diagnosed as STEMI – 65%
- What’s Going On Plays Dr Gabbe will click on and off We are building on our success National - Our success in personalized health care is building us into national leaders Regional/Local - Successful collaboration is helping the community and osu grow Internal - Strong KRA performance helps us to improve people’s lives
- KRAS guide our efforts
- The OSUP integration is a collaborative initiative that ultimately will reduce insurance costs, provide improved contracting capabilities, address the potential requirements of healthcare reform, create an overall better hospital product through co-management, and perhaps most importantly, provide an overall better healthcare experience for our patients. This integration ensures that the physicians of OSUP are present when decisions are being made that impact them and helps to create common goals for patient care and allows physicians to return to the core of practicing medicine. Another important factor is integration is gaining momentum in the industry, and OSUP is driving the change here, rather than being reactive to what may occur in the health care industry’s future. The first OSUP physician group is slated to transition in July 2010, with the intent for all OSUP physicians to be fully transitioned by January 2011. Bundle payments will make it more important to closely integrate physicians with the Medical Center
- Admissions are over budget YTD by 1,296 or 4.7% - up 1,342 or 4.9% from last year (conservative budget) Beat November budget by 116 or 2.6%. Strong volume for the first six months Detail below: LOS at 5.56 compared to a budget of 6.03. Almost ½ day below budget. Could be impacting revenue Therefore, our average daily census under target - (876 actual compared to 903 budget)- LY 896 Combined occupancy is at 76.9% with an average of 1,139 available beds Surgeries Are Up 479 or 2.9% compared to budget and up 477 or 2.9% compared to the prior year - IP down 3.9% (304) and OP up 9.0% or 783 compared to budget. This is having some impact on case mix IP – 7,584 or 44.4% of total OP- 9,498 or 55.6% of total Compared to prior year - IP down 2.1% or (160) and OP up 7.2% or 637. Outpatient activity; 510,821 visits, above budget by 3.1% and still growing at 6.2% compared to the prior year. ED visits of 60,134 are up by 5.0% or 2,860 compared to budget and 6.9% or 3,890 compared to last year Operating Revenue - Down $7.8 million or (0.9%) and up 6.6% compared to last year. Strong December! Case mix below target 1.601 compared to 1.665. Improved again in December. Is impacting revenue! Summary of payer mix shows mixed trends with Medicare dropping from 31.6% to 30.9%, self pay increasing from 6.3% to 7.1%, Medicaid constant at 17.4% and Managed Care up from 30.6% to 31.2%. This is based on gross charges. Need to continue to monitor closely Expenses under budget by $15.0 million or 1.9% - Great work through six months Majority of variances in four areas: Salaries and benefits – favorable by $4.3 million – 50.0% of total expenses. Supplies - favorable by $4.3 million – 14.0% of total expenses Services – favorable by $3.3 million Depreciation and Interest – favorable by $1.7 million Combined Bad Debt/Charity (Net of HCAP) at $126.4 million, over budget by 9.0% ($10.4 million); LY was $102.1 million; up 23.7%. This is on gross charges. Continuing to monitor . $45.0 million gain from operations, $7.2 million more than budget - add interest income and we are at $47.5 million of excess of revenue over expense. Financial targets – beating budget on all three –EBIDA 10.3%, budget 9.5%; cash 60.2 days, budget 56.4 days and debt service coverage 5.8 times, budget 5.3 times. Cash balances at $245.8 million, up $20.7 million from 6/30/09. A/R @ 42.4 days – our target is 50 days
- To continue our strong financial performance we will focus on these efforts
- It takes Two plays (from the part of the song that repeats those words) Dr Gabbe will click on and off Fortunate to have excellent talent within the Medical Center and some of those individuals have taken on new roles in the past year
- new positions together – promotions together
- New team members joined us as well
- Music from How Sweet it Is play (the part that says I just want to stop and thank you baby) Dr Gabbe will click on and off Pease – 16 years Copeland – 12 years Smaltz – 5 years Thank you to our leaders who are choosing a different focus Thank you to interims who are stepping in Jerry Mysiw, MD Mark Landon, MD Phyllis Teater, Interim CIO
- Director of Pharmacy replaces Jerry Seigle
- 2012 Curriculum re-design is an innovative and unique approach to achieving the core educational objectives Integrative approach to education Students have an earlier integrated clinical exposure Increase in flexibility allows for choice of learning style enable opportunities to achieve advanced competencies Advanced basic science material will be integrated with clinical exposures. Implementation will be over a 4 year period starting with incoming class of 2012 Roll out to faculty and staff - please attend one: Wednesday, January 27th 5-6 pm Room 160 Meiling Hall Tuesday, February 9th Noon – 1 pm Room 160 Meiling Hall Wednesday, February 10th 7 – 8 am Room 160 Meiling Hall
- Participants: students in Medicine, Nursing, Pharmacy, SAMP Faculty: Deborah Larsen (SAMP), Carol Hasbrouck & Beth Liston (COM), Linda Daley & Victoria Elfrink (CON), James Coyle & Carolyn Brackett (COP) OSU uniquely positioned to lead in this type of education – Our College of Medicine includes a School of Allied Medical Professionals and all our Health Sciences are clustered on one campus
- Michael Knopp Rebecca Jackson Michael Caligiuri Matthew Ringel Sam Jacob Susan Koletar Jerry Friedman
- Great example of partnering with the University and within the Medical Center Physicians, nursing, ancillary services, leadership and all faculty and staff pitched in As of 12/17/09 – 12,500 H1N1 vaccinations have been given to OSUMC and OSU staff as well as their dependents, spouses and domestic partners; more than 10,000 seasonal vaccinations have been given to OSUMC staff. Last year we gave close to 5,000 seasonal vaccines Proactively organizing, maintaining and continually adjusting our influenza efforts this year was not an easy task. But, it was an excellent example of how our Medical Center demonstrated all of our values and collaborated with the University, Columbus Public Health, Ohio Department of Health, and our community. An extensive multidisciplinary team of physicians, nursing, epidemiology, quality, safety, pharmacy, HR, communications, administration, OSUP, ambulatory, IT and employee health met frequently to evaluate the initiative and continue to do what was best for our staff, our patients, visitors and the community. I thank everyone who got vaccinated, and I thank this team who made an very positive impact on our efforts. People such as Dr Mekhijian, Dr Thomas, Dr Mangino, the epidemiology team, Tom Ramey and the HR team, the IT team who developed our tracking tools and especially Mike Gregory, director of safety, who lead our influenza initiative.
- How Sweet it is to be Loved by You plays Dr Gabbe will click on and off Graph represents the publicly reported HCAHPS ( Hospital Consumer Assessment of Healthcare Providers and Systems ) Overall satisfaction number for all 4 hospitals where the information is collected UH, Ross, East and James. Currently this metric is publicly reported by CMS for only the UH, Ross and East but the James has begun the process of voluntarily reporting and their numbers will also be available to the public this time next year. The metric is the % of patients who give us a 9 or 10 on a 0 to 10 scale for the question “Where 0 is the worst and 10 is the best possible hospital how would you rate this this hospital?” Including the James patients tends to raise the overall performance of the system about 1.5% to 2.0% in raw performance above what UH, Ross and East score would be. That corresponds to a 7 %ile point change in national comparisons. For reference the current national average to this question is 64%, we have set a FY10 goal of 68.5% which we are currently well ahead of. Also on the graph now is the 90 th percentile. Our FY09 score was 66%. I heard one staff member say that the feeling that they get from patients is changing related to our service. It used to be that when she offered directions in the Rhodes/Doan hallway she would hear patients say things like “this sure is a big place” or “its easy to get lost here.” Now she almost always hears “People are so helpful here”
- Health System performance, good score in Nov which exceeded our FY10 goal of 87.9 highlighted by strong performances in UH ED, James inpatients, Ross inpatients and Ear and Eye Inst ASU area. This metric is the overall assessment for all business units rolled together and includes patients from our inpatient, ED, ambulatory surgery, and physician office settings. Mean score from 0 to 100 on the three questions presented in the box above.
- The operational goal that we had set for ourselves was to attempt to call 90% of our eligible inpatient discharges. Eligible patients are those discharged patients who have said it is ok to call them at home and who provided us with good numbers (Bad Numbers, Don’t Call and Discharged to another facility removes about 20% from the total Eligible population). With that said we attempted to call about 75% of eligible patients. The pie chart shows that those patients who we either talk with or we leave a message give us satisfaction scores that are about 2.1 points higher than those who we never get ahold of. That corresponds to a near doubling of the percentile rank from 35 th to 67 th against national comparative databases. (based on Press Ganey) Many users also report a number of quality saves (harms avoided) where the patient was sent to the ED or to their doctor for follow-up based on what was shared during the phone calls. Our electronic tracking tools are being adjusted to better capture these quality ‘saves’.
- We have set an expectation for the nurse leader to round on all new admits. We have set an operational goal to have nurse managers round on 90%+ of all new admissions to their unit. Our performance for the period May thru Dec 09 is at 56.5% Matching rounding logs with patient satisfaction scores shows that those patients who were rounded on by a nurse manager give satisfaction scores that are nearly 4 points better than those patients who were not rounded on. This translates to a 50 point percentile improvement against national comparisons. This tactic is more time consuming for nurse managers than discharge phone calls and we appear to not be quite as successful as with discharge calls, but this is still a good performance. Our nurse managers are rounding on and connecting with thousands of patients every month learning about their staff and getting a better and better picture of the patient experience, which is something that without frequent patient contact can fade from our prevailing thoughts. A couple of the key items that we gather during rounds are staff recognitions and opportunities to fix a problem.. These two efforts make a huge impact but are time consuming and take dedication. I’d like to recognize those individuals who are here today who are committed to making these work day in and day out. Would our nurse managers and nursing staff who do rounding and make discharge phone calls stand? Thank you for all you do.
- Focus for the future We all play a role
- Play at end Aint No Mountain High Enough Dr Gabbe will click on and Off