University of Utah Healthcare Value Management System Bob Pendleton MD FACP Chief Medical Quality Officer Goal: Exceptional Value UUHC: Becoming the Provider of Choice INPATIENT: Rate this Hospital 1-10 (% total patients choosing 9-10) UHC National %tile Rank 100 UHC National %tile Rank 94 78 75 65 64 2010 2011 75 50 39 25 18 0 2008 2009 2012 2013 2014YTD UUHC: Nationally Ranked Outcomes 1 *Ranking out of >98 National Academic Medical Centers 7 4 9 37 50 2008 2009 2010 * UHC Quality & Accountability Annual Scorecard 2011 2012 2013 Use of Color Payers of Healthcare & a sample of Value related Initiatives Insurers Government Medicare (CMS) Employers (e.g. Regence, etc.) Medicaid IPPS ACO OPPS PQRI PQRS MU Direct Contract HEDIS Direct & Rankings CMMI OQR IQR Public VBP MU HAC HRRP MU Growth of National Value Metrics 700 Measures 614 measures & counting… 464 measures 402 measures 277 measures Value Management System: System Management Resource Management Inputs Measure, Analyze, Improve ServiceDelivery Delivery Service Service Delivery Outputs Clinical Services Safety Committee (QM.8) QMOC HCEC (QM7) Document Control Cmt Value Creation Team Support Services Value Core Value Council (QM.7) (GB.1) Management Review: Audit results Corrective actions Measurement Analysis Governing Body: Operational oversight of clinical delivery system Hospital Board Medical Board Basic Structure of our VMS Clinical Services Value Council (GB.1) GME Value Council Chief Value Officers Rob Glasgow - Surgery Peter Yarbrough - Medicine Chris Pelt- Orthopedics Susan Baggaley - Neurology Meic Schmidt - Neurosurgery John Bohnsack -Pediatrics Jerry Hussong- Pathology Howard Sharp – OB GYN Bernadette Kiraly – Family Medicine Mark Eliason - Dermatology Jim Ashworth- Psychiatry Dave Gaffney- Rad Oncology • System alignment • System goals • System mgt. Measure & Analyze at the Department level… Entitlement • Typical approach to system performance & improvement: • BUT- isn't every patient entitled to optimal performance? Poor value Average value Standard Optimal value Value Management System: Focus on Improving Processes • Focus on Results Problem Solving (Reaction) Fix Problem 1 Fix Problem 2 Fix Problem 3 • Focus on Process Problem Prevention Redesign Process to Prevent Problem 1 Build Standard Work & Forcing Functions Redesign Process to Prevent Problem 2 Monitor Results Improve Process Further Build Standard Work & Forcing Functions Monitor Resu Redesign Process to Prevent Problem 3 Build Standa Forcing Fu How? Value Improvement Methodology: 1. (re-)Define 2. Problem & Goals 3. Analyze & Investigate 4. Design & Implement 5. Impact 1 2 1 2 1 2 1 2 5 Improve Value 3 4 5 Improve Value 3 4 5 Improve Value 3 4 5 Improve Value 3 4 VALUE SUMMARY VALUE SUMMARY VALUE CREATION / VALUE SUMMARY PROJECT INFORMATION Title: Team Lead Name: Scope: DNV Action: Please select all actions your project addresses, if applicable: NC-1 NC-2 Corrective Preventive N/A Date: DEFINE & MONITOR: Use the table below to record project progress from baseline to final results. You must have at least 2 quarters data to coll ect MOC-P4 credit. +/- OPS Goals Primary EPE Name of Measure Baseline Goal Q1 Q2 Q3 Q4 Year 2 Primary Quality/Safety Primary Cost + Important: You must list at least one measure for each operational goal: Exceptional Patient Experience (EPE), Quality/Safety , and Cost. List your primary measures in the first fields and add any additional measures using the +/- buttons. Due to space limitations, only the primary measures will be displayed in “Report” v iew. 1. PROJECT DEFINITION QI QUICK TRAINING UUHC Operational Goals Metrics - General Value Driven Outcomes Value Measurement 101 UHC Data Understanding Variation Safety Events VMS Audit PROJECT DEFINITION: This is your reason for action. What problem are you trying to solve? Provide some background; include previous efforts (if any) used to solve the problem. If local data doesn’t exist, is there peer-reviewed evidence of need? VALUE SUMMARY VALUE CREATION / VALUE SUMMARY PROJECT INFORMATION Title: Team Lead Name: Scope: DNV Action: Please select all actions your project addresses, if applicable: NC-1 NC-2 Corrective Preventive N/A Date: DEFINE & MONITOR: Use the table below to record project progress from baseline to final results. You must have at least 2 quarters data to coll ect MOC-P4 credit. +/- OPS Goals Primary EPE Name of Measure Baseline Goal Q1 Q2 Q3 Q4 Year 2 Primary Quality/Safety Primary Cost + Important: You must list at least one measure for each operational goal: Exceptional Patient Experience (EPE), Quality/Safety , and Cost. List your primary measures in the first fields and add any additional measures using the +/- buttons. Due to space limitations, only the primary measures will be displayed in “Report” v iew. 1. PROJECT DEFINITION QI QUICK TRAINING UUHC Operational Goals Metrics - General Value Driven Outcomes Value Measurement 101 UHC Data Understanding Variation Safety Events VMS Audit PROJECT DEFINITION: This is your reason for action. What problem are you trying to solve? Provide some background; include previous efforts (if any) used to solve the problem. If local data doesn’t exist, is there peer-reviewed evidence of need? YOU (& your residents) voice & input is critical: GMEC sponsored group to facilitate two-way input on UUHC value efforts Coordination with the CVO in your Departments Should CRIT (empowered CMRs) remain a vehicle? System use of Value Summary Core training from Value U Safety event reporting & subsequent management