Brian Winningat Hcahps Slidesfor W Bs
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The HCAHPS survey is a standardized survey used to measure patient experience that hospitals must administer annually. It contains 27 questions, including a rating of the hospital overall from 0 to 10. Hospitals must survey 300 patients per year and make results publicly available. Failure to report results can result in a 2% penalty in Medicare payments. The first public reporting of HCAHPS results occurred in March 2008 on the website HospitalCompare.
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Healthcare facility planners and designers have the responsibility to create a physical environment that enables improved results. After all, creating an atmosphere in hospitals that is safe, clean and quiet makes patients more comfortable and more likely to heal. The ability to identify the design elements that contribute to a healthy and positive patient experience allows hospitals to institute operational plans and design solutions that improve healing.
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The epicenter of patient experience is generally focused on the patient room.
The different human interactions within the patient room create the paradigm for defining the patient experience…the people, the process and the place.
People—the physical space of the patient room can contribute to engaging the caregiver by providing plenty of natural light, giving caregivers adequate space to work, and planning spaces that combine multiple functions.
Process—Lean design principles should be used to improve the caregiver’s workflow and limit the number of value-wasted movements. By making their job more efficient they can save energy and leverage opportunities for rest and respite.
Place—the physical space needs to be quiet and clean. Using easy-to-clean flooring materials and designing patient rooms to limit room-to-room and corridor-to-room noise transfer enables the space to address typical areas for satisfaction shortfalls.
These three interactions need to work well collaboratively in order to yield a satisfactory patient experience and quality HCAHPS scores. It is the cause and effect flow to HCAHPS scores.
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This document discusses strategies for improving patient experience scores on the HCAHPS survey through patient-centered care. It notes that HCAHPS performance is becoming increasingly important for hospital reimbursement. The document recommends partnering with patients, creating a healing physical environment, making data meaningful to staff, focusing on care transitions beyond the hospital, and prioritizing compassionate care. Planetree is introduced as an organization that advocates for these patient-centered approaches and certifies hospitals that meet standards for patient-centered culture and environments.
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HCS499 v4Stevens District Hospital PlanHCS499 v4Page 8 of .docx
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground
Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care. Current Performance AnalysisMission and Vision
Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. Previous Strategic Plan Review
Goal
Accomplishments
Increase market share by recruiting three family practice physicians.
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Improve quality HCAHPS scores in all six criteria to a baseline of the 85th percentile.
The hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary care patient satisfaction.Market Forces Affecting the HospitalVolumes
Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32
45 to 65
26
30
Over 65
4
20
More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma.
The average unemployment rate in the county is 9.9 percent:
Market Share Distribution Percentage With a Major Competitor
Five Years Ago
Last Year
Stevens District Hospital
48
35
Competitor
30
43
Out of County Hospitals
22
22
Patient Origin by Zip Code
96101 is Stevens District Hospital zip code
94963 is major competitor hospital zip code
Increases in the percent of population with chronic disea ...
Prepping for CCJR: Lessons Learned in Physician Alignment and Bundled Payments
With CMS’ recent announcement of its Comprehensive Care for Joint Replacement (CCJR) payment model and its plan to implement in seventy-five geographic areas, hospitals must be prepared to manage the entire episode of care from the time of surgery through ninety days after discharge. CCJR presents both opportunities and challenges for hospitals. In order to achieve success, organizations must manage their system of care delivery, ensure they are aligned with their physicians and post acute providers, and master the analytics necessary for driving high quality, low cost care.
MedAssets has worked with numerous providers to implement alignment models that bring hospitals and their physicians together, evaluate, identify, and implement changes to the care delivery system to improve quality and decrease cost across the continuum, and employ meaningful analytics for managing an episode of care.
Kevin Lieb, Senior Director for MedAssets’ Physician Alignment Solutions division, will share examples demonstrating how organizations have successfully implemented Episodes of Care. Mr. Lieb will also share examples from both hospital led and specialist led programs and provide lessons learned from these experiences.
This webinar will enable attendees to do the following:
• Identify alignment models within bundled payments and understand their applicability to your organization
• Understand the analytic capabilities necessary for success in a bundled payment environment
• Identify opportunities and strategies for cost reduction and quality improvement
About the Speaker:
Mr. Lieb has more than 20 years of healthcare-related experience focusing on quality improvement, market development and cost reduction initiatives for the hospital provider market. Mr. Lieb has worked for a number of well-known healthcare companies including GE Medical Systems, HCIA and LBA in Denver, Colorado. His responsibilities included healthcare consulting with a focus on process improvement and quality initiatives.
Healthcare Reform and Lean Leadership
This document discusses healthcare reform in the United States. It provides background on rising healthcare costs driven largely by chronic conditions. It outlines key provisions and timelines of the Affordable Care Act, including expanding insurance coverage, new taxes and fees, and delivery system reforms focused on value over volume. It also presents data on the impact of reforms in Massachusetts as well as lessons learned around rising costs, physician compensation, and hospital operating margins.
130 agwunobi presentation
This document discusses engaging physicians in clinical redesign efforts to improve hospital finances. It begins by providing background on declining hospital margins in recent years and increasing financial pressures going forward. It then outlines six key steps to engaging physicians: 1) Define the need and vision; 2) Share detailed clinical cost data; 3) Establish shared authority and responsibility; 4) Provide structure and guidance through committees; 5) Focus on initiatives that reduce costs while maintaining or improving quality; 6) Incentivize physician participation. It emphasizes the importance of physician leadership and buy-in for successful redesign. It also addresses potential pitfalls and ways to gain physician alignment, such as addressing quality concerns, translating data effectively, and clarifying expectations around incentives
Metric Based Pricing:
Elap, a partner of AssuredPartners NL, gave a great presentation on Metric (Reference) Based Pricing! We are forming a great relationship!
Shell-2014
The document discusses the evolving rural healthcare environment, including increased affiliations between rural and urban providers, changes to payment models under the Affordable Care Act, and a transition to value-based and managed care. It notes pressures on state budgets, the growth of high-deductible health plans, reduced readmissions, and declining inpatient volumes. The document also summarizes the expansion of Medicaid, Medicare payment reductions, quality reporting programs, accountable care organizations, and the financial challenges rural hospitals may face in this changing environment if they maintain a fee-for-service model.
Session 4 American Healthcare - Meyer
The document discusses the evolution of healthcare quality and the marketplace. It notes that the federal healthcare systems do not operate independently and are increasingly interconnected with civilian healthcare. Trends in civilian healthcare will impact the military health system, and the MHS will be viewed through the lens of civilian oversight. Payment reforms like value-based purchasing and payment for performance are pushing providers to improve quality and efficiency. Various models for alternative payment like bundled payments, global budgets, and accountable care organizations are discussed. Quality measurement and transparency are evolving and being used for different purposes like improvement, selection, and accountability.
New Focus, New Structures, New Results in the Provider Sector of Healthcare
New Focus, New Structures, New Results in the Provider Sector of HealthcareIntegrated Healthcare Strategies
In a C-Suite Resources presentation, Chairman Emeritus Don Wegmiller provided INTEGRATED with knowledge and insight into the state of the provider sector of healthcare today. Topics covered include new structures, reforms impacting providers, and provider challenges.Session 4 - American Healthcare
The document discusses the evolution of healthcare quality and the marketplace. It notes that trends in civilian healthcare will increasingly impact the military health system, and that federal health programs are seen as test beds for innovations. Payment reforms like value-based purchasing, pay for performance, and accountable care organizations aim to link payments to quality outcomes and reduce costs. Quality measurement and public reporting are important tools but must be done carefully. Overall the healthcare system is gradually shifting to pay providers based on the value of care delivered rather than volume of services.
WHEN AND HOW DOES VALUE BASED PURCHASING IMPACT HOSPITAL PERFORMANCE?
To improve the overall quality of healthcare, The National Quality Strategy of the U.S. Department of Health and Human Services broadly defines the outcomes that the Centers for Medicare and Medicaid Services (CMS) wants to achieve through the care it purchases for its beneficiaries. The strategies; aims of better health, better care, and lower costs.
mHealth Israel_Dr Dana Safran_Payment Reform Successes and Challenges_Nov 25,...
Presentation for mHealth Israel by Dr Dana Safran, SVP, Performance Measurement and Improvement at Blue Cross Blue Shield of Massachusetts, about "Payment Reform Successes and Challenges", with an emphasis on lessons learned from their Alternative Quality Contract (AQC)
Reaching Out, Inviting In: How Medical Call Centers Can Give Hospitals an Edg...
Certainly the advent of value‐based purchasing attaches a persuasive incentive for improved core measures and HCAHPS performance, but as any hospital that has experienced a negative letter to the editor or defaming remark on a website will attest, the hard and soft costs of patient satisfaction can impact more than just the bottom line. Forward‐thinking organizations not only seek to understand the relationship between patient communications and satisfaction,they are forging it.
Hitech ehr incentive programs
The document summarizes a proposed rule from the Centers for Medicare & Medicaid Services (CMS) to implement incentive programs for hospitals and healthcare providers to adopt electronic health records (EHRs) as authorized by the Health Information Technology for Economic and Clinical Health (HITECH) Act. The proposed rule defines meaningful use criteria for EHRs, outlines incentive payment structures and eligibility over multiple stages and years, and solicits public comments on the proposals by March 15, 2010.
Weathering Healthcare's Derechos
Presented by Don McDaniel at the Rainmaker Alliances 20th Annual Superconference on May 30, 2014 at the Walt Disney World Resort
Decatur MGMA June 2014
This document summarizes a presentation given by William F. Cockrell on strategies for success in healthcare. It discusses trends like the Affordable Care Act, decreasing healthcare costs, Medicare changes including value-based payments and alternative payment models, and commercial payers moving toward accountable care. Examples are given of UnitedHealthcare and Humana increasing accountable care contracts and aligning payments with quality and efficiency.
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Brian Winningat Hcahps Slidesfor W Bs
- 1. The H ospital C onsumer A ssessment of H ealthcare P roviders and S ystems Survey H.C.A.H.P.S. -at-a-glance
- 2. New HCAHPS Mandatory Survey 27 Questions 22 Performance rated questions Adopted May 12, 2005 Roll Out Spring 2007 Publicly Reported Spring 2008
- 8. www.HospitalCompare.hhs.gov Example “ Frequency of good pain control?” – 63% Hospital A Hospital B Hospital C
- 11. Premiere -Hospital Quality Incentive Demonstration (HQID) Source: Centers for Medicare & Medicaid Services/May 2008 Thomas B. Valuck, MD. JD, Medical Officer & Senior Adviser
- 14. Translating Performance Score into Incentive Payment: Example Curvilinear Payment Scenario Source: Centers for Medicare & Medicaid Services/May 2008 Thomas B. Valuck, MD. JD, Medical Officer & Senior Adviser
- 16. CMS Advertises Consumer Shopping