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Benchmarking

Benchmarking. Why and How. Webinar Wednesday May 14, 2014. Presented By: Karen Waninger. Introductions. KW – AIDET Acknowledge Introduce Duration Experience Thanks Interaction – we all benefit from sharing experiences, ideas, and solutions

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Benchmarking

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  1. Benchmarking Why and How Webinar Wednesday May 14, 2014 Presented By: Karen Waninger

  2. Introductions • KW – AIDET • Acknowledge • Introduce • Duration • Experience • Thanks • Interaction – we all benefit from sharing experiences, ideas, and solutions • Please feel free to ask questions during the presentation and our facilitator will pass them on to me

  3. Session Objective • What is Benchmarking? • Purpose • Process • Why Track Performance? • Self-Assessment • Internal Value • External Comparison • What Data Should We Collect? • Service Delivery • Financial

  4. What is Benchmarking? • The search for the best practices among competitors or noncompetitors that lead to their superior performance (Robbins & Coulter, 2007) • How do we do that? • Assess the environment • Look for the standard of excellence • Analyze the methods • Copy the ones that are applicable • Similar mission, size, scope of service

  5. Process • How many of you currently participate in a formal Benchmarking program? • AAMI • ECRI • ACTION OI • Other? • Benchmarking Success Story • Cath Lab Service Specialist Position • $$ Spent on Contracts • # of Service Calls • Customer Expectations

  6. Process (cont’d) * REPEAT for the next Indicator

  7. Our Success Story

  8. Why Track Performance? • Hopefully by now most of you can tell me what HCAHPS is, but what about VBP?

  9. Why Track Performance? • HCAHPS and VBP • HCAHPS = Hospital Consumer Assessment of Healthcare Providers and Systems • Measures patient perception of care • VBP = Value Based Purchasing • Measures used to determine overall hospital quality in clinical measures • shift from paying hospitals and doctors based on the quantity of care they provide with no regard for how good the care is • Why pay attention to HCAHPS Scores?

  10. Why Track Performance? (cont’d) • Why do hospitals have to pay attention to their HCAHPS scores now? • Effective Oct. 1, 2012, those scores were translated into reimbursement changes • A portion of the hospital’s Medicare reimbursement dollars is at risk (beginning with 1% in FY 2013, 1.5% for 2014 and growing to 2% by 2017). • For my organization, that equates to about $250 Million at risk • Lost Revenue with NO Decreased care costs

  11. Why Track Performance? (cont’d) • What other performance factors affect reimbursements now?

  12. Why Track Performance? (cont’d) • What other performance factors affect reimbursements now? • Readmissions within 30 days of discharge • Hospital Acquired Infections • Hospital Errors • What happens if your facility is responsible for an error, and the patient goes elsewhere for continued care? • What is an Accountable Care Organization?

  13. Why Track Performance? (cont’d) • What is an Accountable Care Organization? • Groups of doctors, hospitals, and other health care providers • Together voluntarily give coordinated high quality care to the Medicare patients • Ensure that patients, especially the chronically ill, get the right care at the right time • Goal of avoiding unnecessary duplication of services and preventing medical errors • If an ACO succeeds in delivering high-quality care and spending health care dollars more wisely, it will share in the savings it achieves for the Medicare program

  14. Why Track Performance (cont’d)? • How does all of this affect what we do every day?

  15. Why Track Performance (cont’d)? • How does all of this affect what we do every day? • It means we need to be able to demonstrate our value in helping the healthcare organizations meet their objectives • Quality • Cost Effective • Error Free • Is there anything we do that we could track in a way to use it for that purpose?

  16. Self-Assessment • Identify key performance measures • Core Functions • Scheduled Service • Mandated Performance • Unscheduled Service • Technology Management Actions • Up Time • Time to Respond (define response) • Time to Completion (include documentation?) • # Repair Requests / # Active Inventory • # Equipment Incidents / # Active Inventory • User Training Provided

  17. Internal Value • Demonstration of Alignment with Organizational Goals • Recognition for Year to Year Performance • Consistency is good • Incremental improvement is better • Justification for operational growth • Tools • Test Equipment • Training • Technicians

  18. External Comparison • Must look at what is happening outside our own organizations • Identify opportunities to learn from others • Seek to understand best practices • Goal is improved outcomes • Remember to look for similarities that we can use to build from • May have to change our own measurements to align with any other data that is available and useful for comparison!

  19. What Data Should We Collect? • What is meaningful AND available • Information vs. just tracking numbers • Return on invested time and energy • Much debate over the definitions • Excuses to avoid standardization • MY Department / Organization is DIFFERENT • Focus on what is the SAME • Then refine and expand • Handout - years of collected information

  20. Understand Sources of Variance

  21. Now What Do We Do With It? • Make it look pretty • Easy to understand by those outside of our profession • Show clear IMPACT to the organizational goals • Share it with the right audience • Clinical Care Department Leaders • Administrative Team • Financial Decision Makers • Your OWN TEAM • Focused effort changes outcomes

  22. Service Delivery – Safety *Added Value: We now assist with other types of Incident Investigations (12 total events)

  23. Service Delivery – Regulatory

  24. Service Delivery - Quality

  25. Medical Equipment Inventory When presenting to people who are not familiar with your department, it may help to include colors to indicate “good” or “bad”

  26. Internal Department Tracking More Devices, Less time, Fewer repairs, No Increase in Incidents, and more timely completion!

  27. Financial Note: This data included “revenue” to offset costs

  28. Medical Equipment Inventory Charts and Graphs are often more effective at sending an instant message

  29. Mix of Service Costs

  30. Service Cost Ratio • In-house and Independent Service program costs range 4-8% of the total acquisition value • This is calculated as the total service cost / total equipment acquisition value Dept. Budget + Pts / Ven Labor / Cntrct + Misc. Repairs -------------------------------------------------- Medical Equipment Acquisition Value Compared to vendor contracts at 10-18%

  31. Service Cost per Adjusted Patient Day

  32. Benchmarking Today • It’s true that not everyone measures everything the same now • We may not actually be ready to do side by side comparisons with other facilities • If we don’t start using what is available, we will never figure out what data is useful for comparisons and how to be consistent in our definitions and applications

  33. Self-Assessment of the Future • Know Current Performance Levels • Employee performance evaluations • What Categories are Scored • Quantity of work? • Regulatory performance? • Documentation to Substantiate Scores • Does everyone know what to document? • Travel Time (between floors as well as locations) • Service Training • Informal Project Planning Conversations • Feedback to users about equipment failures • Incident Investigation Process & Findings

  34. Future Self-Assessment (cont’d) • Ability to fix the customer AND fix the equipment? • Technical aptitude alone is not enough • Behavior Standards for “Needs Improvement” • Appears unavailable or unwelcoming of interaction with others • Dwells on the negative aspects of changes • Doesn’t share performance results • Reluctant to work outside of formal job scope

  35. Future Self-Assessment (cont’d) • Behaviors that “Exceed Expectations” • Traditional Technical Skills, right? • Distinctive and innovative strategies that provide a competitive edge and support organizational strategic priorities • Identify and eliminate unnecessary Variation, customization, and complexity • Assume personal ownership for addressing challenges that are beyond personal control • Use business knowledge and first-hand information to boldly and effectively advocate for the needs of the patient

  36. Conclusion • Demonstrate that you are willing to be accountable for your role • Demonstrated your capabilities • Set the bar yourself before someone else sets it for you! • Quality, Cost Effective, Error-Free Never underestimate the difference you can make – Quint Studer

  37. Thank You • Questions or Comments? Karen Waninger – KWaninger@ecommunity.com • Thanks, Heritage Global Partners! • References • Robbins and Coulter, 2007, Management • AAMI Benchmarking Users Guide

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