To increase knowledge of hospice Quality reporting requirements To increase knowledge of hospice Quality Benchmarking tools To demonstrate the ability to utilize Quality Benchmarks to improve clinical and operational performance Locations in California, Hawaii, Texas, Georgia, and Utah Services rural and urban areas Free standing hospice providers which are part of an alliance of services/corporations Medicare and Medicaid Certified, Licensed and or CON, as indicated Accredited/deemed status by Community Health Accreditation Program (CHAP) 4 Agency Leadership In alignment with NHPCO Benchmarks Hospice Program’s Mission Strategic Plan and Performance Quality Partner Initiative Governing Body Patient/Family Satisfaction Agency Staff QAPI Committee PDSA How does this cycle fit within the QAPI framework? ◦ This process will be effective for agency specific metrics ◦ Rapid cycle use of this model has proven to be highly successful for agencies PLAN DO ACT STUDY Overview: Quality Journey Reflection ◦ ◦ ◦ ◦ ◦ ◦ ◦ Hospice COPS prior to the 2008 revision Hospice COPS revision 2008 NHPCO Family Evaluation Hospice Survey Data collection and outcomes National Quality Forum Duke Study Outcomes Other outcome data tools Pain Management Bereavement Survey Other Why QAPI ◦ Increase focus on QAPI including Outcomes Health Reform National Quality Forum Endorsed Measures Public Reported Measures Pay for Performance Institute of Medicine’s Six Aim ◦ Increased focus related to new hospice COPs Importance of data driven quality management Utilizing rapid response and QAPI loop Importance of 360-degree operational review ◦ Health Reform New QAPI COP and other regulations ◦ Implementation of numerous new regulations ◦ Educating and engaging the hospice team QAPI Indicator selection and measurement ◦ What should be collected and why QAPI Tools and data collection ◦ Selection and implementation of tools and data collection Data Overload ◦ Collecting a large amount of data ◦ Don’t know what to do with the data ◦ Outcome and benchmark selection Who is behind that curtain? What internal resources do you have available ◦ Technology i.e. data and reports that can be directly extracted from EMR, financial database, etc. ◦ Internal content experts ~ who has skill sets to evaluate data and summarize information for team/leadership ◦ Information from non-traditional quality improvement focus i.e. Volunteers, Bereavement, Finance, Education/Training, as well as more obvious intake, Risk Management, Billing and Records ◦ Time to ensure it happens External resources for compiling/analyzing data ◦ Vendors ~ there are several to consider ◦ NHPCO ~ FEHC and QP Thought: if you are not going to use it ~ don’t collect it 360 review allows you to identify what is working, where you excel and where you have ‘opportunities for improvement’ Your QAPI leader and team will need to prioritize the work to be successful - sometimes easier said than done Keep data manageable ~ Dashboards and other ways of summarizing information Evaluation of Care Tools ◦ ◦ ◦ ◦ ◦ ◦ National Data Set (NDS) End Result Outcome Measures Family Evaluation of Hospice Care (FEHC) Family Evaluation of Palliative Care (FEPC) Family Evaluation of Bereavement Services (FEBS) Quality Partners Evaluation of Staff ◦ Survey of Team Attitudes and Relationships (STARS) Commitment to the QAPI Program ◦ Education is key for the success of Leadership Governing Body Medical Director and Physicians Hospice Staff Hospice Volunteers Patient/Families Community Company wide commitment to QAPI QAPI Policy reflecting company’s commitment Direct linkage between QAPI processes and company’s strategic plan and goals Hard-wire change process ~ set the expectation Cycle of review established within the operation ◦ Prioritize the PI process driven by outcomes ◦ Utilize the QAPI Feedback Loop Celebrate the Success and Promote Innovation! National Quality Forum (NQF) ◦ NQF endorsed standards will be the primary standards used to measure and report on the quality and efficiency of US healthcare National Priorities Partnership Institute for Healthcare Improvement (IHI) Public Reporting Pay for Performance PEACE Project The Hospice Wage Index for Fiscal Year 202 finalized measures to be submitted for the FY 2012 payment determination Hospice will report 2 measures to CMS Structural Measure/QAPI Measure ◦ Hospice must participate in a Quality Assessment and Performance Improvement Program that includes at least three (3) Quality Indicators related to patient care To Participate in a Quality Assessment and Performance Improvement (QAPI) program that incudes at least tree quality indicators related to patient care Same as the structural measure collected during the Voluntary Reporting Period that ended 1/31/12 Data submission site and that entry format changes Hospices will provided details about their patient care-related QAPI indicators in use during the 4th quarter of CY2012 Hospices are not required to submit any numeric scores for the structural measure NQF 2009 / Pain Measure/Comfortable Dying Measure ◦ # of patients who report being uncomfortable because of pain at the initial assessment (after admission to hospice services) who report pain was brought to comfortable level within 48 hours Address the needs of patients/families who are living with chronic and often escalting pain. Measures is meant to provide hospices with information about how well they are addressing pain for newly admitted patients Successful pain management is a hallmark of hospice quality Comfortable Dying Measure Data Collection and Reporting Path COMFORTABLE ON ADMISSION COMFORT NOT ACHIEVED WITHIN 48 HOURS ELIGIBLE ALL ADMISSIONS COMFORT ACHIEVED WITHIN 48 HOURS** NOT ELIGIBLE UNCOMFORTABLE ON ADMISSION* UNABLE TO SELFREPORT AT FOLLOW-UP* All data collection will take place during the 4th quarter of 2012 (October 1-December 31, 2012) Submission deadline for the NQF measure is April 1, 2013 FY2012 - 2013 Released: November, 2011 Structural Measure* Comfortable Dying Measure* 10/1/2013 Begin 2% market basket reduction for failure to participate in Quality Reporting 1/31/2013 Deadline for mandatory submission of Structural measure data 1/31/2012 Deadline for voluntary submission of Structural measure data 4/1/2013 Deadline For submission of Comfortable Dying measure data October 2011 January 2012 April 2012 July 2012 October 2012 January 2013 April 2013 July 2013 October 2013 9/1/2011 10/1/2011 - 12/31/2011 Voluntary data collection for Structural measure 1/1/2014 10/1/2012 - 12/31/2012 Mandatory data collection for Structural measure and Comfortable Dying measure 1/1/2013 - 12/31/2013 Data collection For Structural measure and Comfortable Dying measure * See next page for details on measures, data collection, and data submission. © NHPCO 2011 www.nhpco.org/quality Use Vendor Resources for gathering and reporting ◦ NHPCO Quality Reporting Website ◦ www.nhpco.org ◦ CMS ◦ http://www.cms.gov/Hospice-Quality-Reporting ◦ Help.hospicequality@rti.org Include the NHPCO Benchmarks in quarterly and annual operational reports, board reports, dashboards, and scorecards Utilize NHPCO benchmarks throughout the operation, i.e. clinical, bereavement, human resources, financial reviews Compare benchmarking results internally and externally Utilize the QAPI Loop and process to improve benchmarks Team-level Domain Report Control Trend Chart 27 • • • Flexibility Customize each report Enhanced ability to drill-down into your data Overall Agency Division Region Single Location Select Benchmarks to measure internally and externally Find a process to improve ◦ FOCUS PDSA and QAPI Loop Organize a team to implement the process Understand the causes of process variation/root cause analysis Select the process improvement Measure results through outcomes and benchmarks Recognize the benchmarking results and successes Develop/Sustain a data driven QAPI program Establish benchmarking to promote QAPI and improved operational performance Utilize QAPI methodology and benchmarks in all operation processes Strive to improve efficiencies and effectiveness Recognize benchmark results and successes ◦ Appreciative Inquiry ◦ Celebrate the Success Utilize Phased Implementation Plan Promote Innovations Celebrate success ◦ Identify QAPI data and reports to focus organizational plan ◦ Implementation and education of the Quality Program i.e. Quality Partners Initiative ◦ Build a sustainable QAPI program to impact the operational performance ◦ Strive to improve operational models and performance i.e. On-Call ◦ Implement appreciative inquiry ◦ Communicate and Display the success QAPI Forms & Reports ….. Useful web Links: ◦ ◦ ◦ ◦ www.nhpco.org/research http://www.healthcarecomm.org http://www.ihi.org http://www.nih.gov Christie Franklin, RN, BA, CHCE President, CEO Jeanette Dove, RN, MA Vice President/Clinical Quality Management Bristol Hospice, LLC 206 North 2100 West, Ste. 202 Salt Lake City, UT 84116 (801) 325 0175