{ looking for quality in your candidates marion c. martin, rn, msn, mba coo, the center for quality...
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Looking for Looking for Quality in Your Quality in Your CandidatesCandidates
Marion C. Martin, RN, MSN, MBACOO, The Center for QualityRoper St. Francis Healthcare
Healthcare ValueHealthcare Value
Patient Experience
Present StateA hospital is only as good as the care it provides, and no hospital renders quality care to a patient without the leadership of a quality physician
With the economy steadily improving ,physicians who have come out off retirement or switching jobs are starting to make moves.
Some 44, 250 full time doctors could be lost in the next 4 years equaling about 91 million fewer patient encounters each year.
Millions of new patients are expected to grab health insurance from insurance exchanges and flood the healthcare system starting in 2014 further worsening the physician shortage.
To stay competitive , hospitals should avoid behaviors that might dissuade doctors from landing elsewhere : drawn out hiring processes or unwieldy contract negotiations
Present State
asdfasdfPrimary Care
Value-Based Market Forces
Healthcare is being reformed by Healthcare is being reformed by the market placethe market place
Medicare & Medicaid paying lessMedicare & Medicaid paying lessSelf Pay increasingSelf Pay increasingCommercial insurance and Commercial insurance and
employers no longer willing to employers no longer willing to accept cost shiftaccept cost shift
RealitiesRealities
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More payors will be reimbursing More payors will be reimbursing us at Medicare ratesus at Medicare rates
Need to take >15% of cost out to Need to take >15% of cost out to break even on Medicarebreak even on Medicare
Technology and Quality initiatives Technology and Quality initiatives driving cost up, not downdriving cost up, not down
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RealitiesRealities
Healthcare: Facing the Perfect Storm?Healthcare: Facing the Perfect Storm?CONSISTENT THEMES NATIONALLY, REGIONALLY, AND LOCALLYCONSISTENT THEMES NATIONALLY, REGIONALLY, AND LOCALLY
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Rising Costs• Inflation
• Excess Capacity• Information Technology
• Advanced Medical Technology
Shifting Demographics Aging Population
(shifting from private plans to Medicare) Health Reform Coverage Changes
Increasing Demand for Quality/Cost Performance
By Patients, Payers, Government Migration of care to
lowest cost setting
Limited Access to Capital Credit Barriers
Changing Debt TermsBond Rating Pressures Bankrupt Bond Insurers
(e.g., AMBAC)
Declining Revenues Federal & State budget crisis
Reimbursement Cuts Decline in Elective Procedures
“Great Recession”Investment Losses
Decreased philanthropy
New Payer Strategies / Payment Reform
P4P, Bundling, Shared Savings (ACO)“No Pay” for Underperformance
Never Events, Readmissions, etc.Overutilization
Converging StrategiesConverging Strategies
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Reengineering Workflows to
Improve Outcomes
QualityQuality FinanceFinance
Improved Improved Clinical Clinical OutcomesOutcomes
Improved Improved Financial Financial ControlsControls
• Individuals, families, businesses, municipalities can’t afford health care
• Health care costs continue to escalate
• Costs shifting to individual employees & their families
• Access, Quality, Safety & overall Population Health is mediocre
• Clinicians & staff stress is high (and worsening) due to inefficiencies
• Lack of Physicians (especially PCP’s) for aging & obese population
Current Situation is UnsustainableCurrent Situation is Unsustainable
System of CARE Alignment Is System of CARE Alignment Is the Imperativethe Imperative
Retail Pharmacy
Wellness and Fitness Center
Diagnostic/ Imaging Center
Urgent Care Center
Hospital
Home Care
Home
Acuity
Acute Care
Post-Acute Care
Physician Clinics
Ambulatory Procedure Center
OP Rehab
IP Rehab
SNF
IP = inpatient; OP = outpatient; SNF = skilled nursing facility.
Preventive Care
Community-Based Care
Developed for Toyota by Mr. Developed for Toyota by Mr. Ohno after WWII involved:Ohno after WWII involved:
reengineering the culture reengineering the culture eliminating waste for their eliminating waste for their
processesprocessesimproved quality improved quality
Lean ManagementLean Management
Hold a work session to look at your Hold a work session to look at your recruiting processesrecruiting processesMap the current process: include every Map the current process: include every step and everyone involved in the step and everyone involved in the processprocessAll involved become part of the processAll involved become part of the process
Steps in your processSteps in your process
Pool the staff’s collective Pool the staff’s collective knowledge: this prevents a build up knowledge: this prevents a build up of inbound workof inbound workUtilize the tools of Lean: mapping, Utilize the tools of Lean: mapping, cause and effect diagrams, value cause and effect diagrams, value stream mapping, cycle times and stream mapping, cycle times and error proofingerror proofing
Steps to successSteps to success
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The Model :
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Improvements You Can Make Using Lean Techniques
Proactive versus reactive recruitingElimination of duplicate work my medical staff office and hospitalEnhancement of candidate screening processReduction in the amount of time from physician presentation to the department decision makersReduction in the time between confirmation and the start of the credentialing processChange responsibilities among staff to promote better process flow
What is the state of your hospital/ system right now in terms of cost, quality, customer satisfaction, market share?
What are your strengths, weaknesses, opportunities and threats?
Where do you want the health care system to be in the future?
Collaboration
Quality services: Data collection
Data Collection:
FPPE OPPEQuality Metrics Publicity Reported Data
The “Quality” talk with Candidates
RoundingSafety huddlesPatient and Family engagementLeadership opportunitiesLean training
Making those Behavioral choices
Make interview process stand out
Do everything better than your competition
Develop a core group of interviewers: Who would that be in your organization?
Train your core group to become expert interviewers and evaluators: Do you include a patient or family member in the process?
Behavioral Interviewing skills
Start with : Tell me about a time……
Sample questions
Tell me about a time you were running late and needed to spend extra time with a patient due to their diagnosis.
A nurse makes a critical comment about you in front of others, tell me how you would handle that.
Tell me what patient and family engagement means to you
Tell me how you worked with those that provided you with data
Tell me about a time you led change to provide better patient outcomes
Under what circumstances do you feel it is okay to terminate a relationship with a patient ?
How do you know if a patient understands what you are telling them?
If you could customize your schedule, what would it look like?
Tell me how you work with Case Management to ensure a safe transition for your patient ?
Tell us about a time you had a conflict with a co-worker. How did you handle the situation?