CONCURRENT RAPID-FIRE SESSIONS
THURSDAY, OCTOBER 1
9:30 am–10:00 am
T13
Care Redesign at Duke University Health System
Duke University Health System convened multidisciplinary
teams to improve the quality and efficiency of care delivery
T11
across the continuum for 27 clinical conditions. Using a DMAIC
Redesign of Ambulatory Staffing Model
(define, measure, analyze, improve, control) framework, the
Hear how an AMC transformed its outpatient ambulatory care
staffing model by leveraging labor analytics to better align
organization empowered experts at the bedside to design and
implement changes to improve care for patients.
staffing resources with patient visit volume and by shifting
George Cheely
the staffing model from a fixed standard to a variable model.
Duke University Health System
Establishing uniform standards and creating consistent hiring
Caitlin Daley
practices helped to decrease costs.
Sherri Luchs
Penn State Hershey Medical Center
Jennifer Daly, Linda Domovich
Penn State Hershey Medical Group
Duke University Hospital
T14
Evolution to Revolution: Leveraging Mobile Applications in
Health Care to Improve Operational and Quality Outcomes
Hospitals are implementing mobile initiatives in response to
T12
the evolving needs of the workforce and proliferation of use
Data Presentation Is Critical for Effective Physician
Practice Improvement: Pairing EMR and Financial
Data to Support Clinical Change Management at
an Academic Level 1 Trauma and Quaternary Care
Medical Center System
cases for the integration of mobile applications into patient
To engage physicians in transformation-of-care projects,
University of Pennsylvania Health System
UW Medicine is providing understandable data that reflect
David Do
physician practice. Physician leadership brought about this
paradigm shift in approach, leading to a best-practice change.
This novel approach integrates patient data (clinical, quality,
satisfaction, infection, benchmark, and administrative) into
project collections.
Denise Leverentz
University of Washington Medicine
Carlo Bellabarba, Arman Dagal, Grant O’Keefe
Harborview Medical Center
Mika Sinanan
University of Washington Medical Center
care activities. This session will describe transformative efforts
to leverage technology in daily clinical practice and the impact
of the adoption of mHealth.
Neha Patel, Bill Hanson
Hospital of the University of Pennsylvania
T15
Cover That Cough! Reducing Health Care–
Associated Influenza One Mask at a Time
In 2014, health systems scrambled to defeat whatever curve
ball the Ebola giant was going to deliver. In the meantime,
what is your institution doing to fight health care–associated
influenza? Learn how to stop the spread of illness at the door
by creating a culture of shared responsibility.
Stacey Hall, Terry Swarczinski
University of Michigan Mott Children’s &
Von Voigtlander Women’s Hospital
6
Denotes presentations considered to be especially innovative.
T16
Savings of $13.8 Million on Surgical Spinal
Implants Over Five Years: Collaborative Partnership
for Supply Chain Services and Innovative Methodology
of “Unit Cost Pricing”€
In a partnership between hospital supply chain management
and surgeons, MUSC saved $13.8 million on surgical spinal
implants over five years through the use of innovative
application of “unit cost pricing.” During the same period,
both the number of spine surgeons and the yearly volume of
spine surgery cases increased.
Bart Sachs, Regine Villian, Mary Santana
Medical University of South Carolina
THURSDAY, OCTOBER 1
10:15 am–10:45 am
T21
Quality and Efficiency Metrics: A Compass
for Physician Engagement and Accountability
Performance reporting at a service-line level can help identify
performance improvement opportunities, engage physicians,
and inspire accountability. A set of multidimensional quality
and efficiency metrics was created using data from the UHC
Clinical Data Base/Resource Manager™ and UHC benchmarks
to service this need. The metrics helped Memorial Hermann
achieve the 2014 UHC Quality Leadership Award.
T17
Integration of Clinical Pharmacists in the UCLA
Primary Care Innovation Model (PCIM): Reducing
Medication-Related Problems Among Older Adults
UAN: 0022-9999-15-083-L05-P
This session will describe the success of the UCLA Primary
Care Innovation Model (PCIM) medication management
clinical program, which fully integrates clinical pharmacists
into UCLA-affiliated community primary care practices
and targets complex patients including older adults with
polypharmacy. Patient experiences with care were positive
and quality of care improved.
Gerardo Moreno
UCLA
Thanh Dao, Jeffery Katz, Li Tao
Memorial Hermann Health System
T22
Building a High-Reliability Emergency Department
Overcrowding in the emergency department is associated with
poor patient outcomes including delays in care and decreased
patient satisfaction, which have an impact on overall HCAHPS
scores. This session will present a variety of innovative
practices introduced in the ED to improve patient throughput,
outcomes, and satisfaction while demand grew by 20%.
Rishi Seth, Catherine Manley-Cullen
NYU Hospital Centers
T23
Creation of a Consolidated Joint Replacement Center
of Excellence in an Academic/Community Partnership
Froedtert and the Medical College of Wisconsin Health
Network began 2012 with three low-volume and poorly
performing elective total joint replacement programs. The
Health Network ended 2014 with a single center of excellence
that ranks in the top 20% of all UHC facilities.
Mike Anderes
Froedtert & Medical College of Wisconsin
John Neilson
The Medical College of Wisconsin
Denotes presentations considered to be especially innovative.
7
T24
T27
Driving Value Through Data Delivery and Innovative
Partnerships: How the Yale School of Medicine, YaleNew Haven Hospital, and UHC Assessed Operational
Improvement Opportunities in the Department of Medicine
Pediatric Pharmacy Redispense Reduction
UAN: 0022-9999-15-084-L04-P
The Yale School of Medicine Department of Internal Medicine
units. Using a multidisciplinary team and a Lean Six Sigma
partnered with Yale-New Haven Hospital and UHC to evaluate
approach, the organization was able to reduce redispense
its operational needs. A unique and collaborative engagement
volumes by over 30% in six months.
revealed over $12 million in improvement opportunities
Cody Hall
and produced a platform upon which to enact meaningful
WVU Healthcare
WVUH had a problem with high volumes of medication
redispenses in its pediatric intensive care and general pediatric
operational improvement within the department.
Sveinn Sigurdsson, Tucker Leary
THURSDAY, OCTOBER 1
Yale-New Haven Hospital
11:00 am–11:30 am
Gary Desir
Yale School of Medicine
Bob Browne
UHC
T31
T25
The UW Patient Safety Innovations Small Grants Program
Chronic Heart Failure Management in a Safety-Net
Population: Attention to Socioeconomic and Physiologic
Risks to Reduce Costs and Readmissions
The UW Patient Safety Innovations Program (PSIP) harnesses
Harborview Medical Center developed a safety-net model
the creativity of clinicians, in partnership with researchers, to
of socioeconomic and physiologic risks for heart failure (HF)
test novel strategies for improving care across UW Medicine.
decompensation and 30-day readmission. After introduction
To date, 21 grants totaling nearly $1,000,000 have been made
of five quality improvement elements, early HF clinic follow-
and have had a powerful impact. The presenters will discuss
up rose 88%, global HF panel and visits rose 452%, and
how other institutions could utilize this model.
cost savings of $2,315,358 (± $390,276 SEM) due to avoided
Thomas Gallagher, Marcia Rhodes
University of Washington
readmissions were achieved.
Edward Gibbons
Harborview Medical Center
T26
Reduce Supply Variation in
Surgical Procedures: A How-To
T32
The University of Chicago Medicine successfully reduced
Implementation of a Care Transitions Manager
in an Accountable Care Organization at UCSF
supply variation between surgeons for specific procedures.
Can accountable care organizations (ACOs) improve resource
The presenters will explain the various approaches they used
utilization through innovations in health care delivery? Learn
and how they achieved successful standardization, driving
how an ACO-based care transitions program at the University
cost reduction and efficiency while improving quality.
of California San Francisco harnessed its payer and medical
Eric Tritch, Jason Keeler, Jon Stegner
University of Chicago Medicine
group partnerships to significantly improve length of stay and
readmission rates for ACO members.
Lindsey Wu
UCSF Internal Medicine
Adrienne Green
University of California San Francisco
Ami Parekh
University of California
8
Denotes presentations considered to be especially innovative.
T33
T36
The Commonwealth Collaborative:
A Custom Pack Conversion Leads to Savings
Save Before You Spend: The University of
Kentucky New Technology Assessment Tool
The opportunity to realize more than 10% savings across three
To best assess the perpetual proposals for the latest-and-
academic medical centers shows that size does sometimes
greatest technology, Kentucky developed a team-based
matter. The C2 Collaborative establishes that savings are
protocol in conjunction with Value Analysis to apply dollars
attainable by developing strategies to achieve cost reduction
saved within perioperative services on new technology.
goals, managing the challenges of data, and building an
In other words, the department’s annual budget for new
efficient partnership with Novation.
technology stands at $0.
Patricia Sutton
Jon Shouldis, Philip Chang, Lorra Miracle
Virginia Commonwealth University
University of Kentucky
Barbara Strain
University of Virginia Health System
T37
Paul Reister
Ambulatory Clinical Pharmacy Models
University of Kentucky
of Care: Linking Specialty Pharmacy
to Medication Management in the Clinic Setting
UAN: 0022-9999-15-085-L04-P
T34
Duke Children’s Complex Care Service:
A Multidisciplinary Program to Improve
Care for Children With Medical Complexity
Studies have demonstrated the positive return on investment related to pharmacist interventions in specialty clinics,
especially with regard to medication adherence. Unfortunately,
Children with medical complexity represent a large propor-
it remains difficult to justify these positions. Emory Midtown
tion of total pediatric health care expenditures and receive
has developed a program to fund salaries of clinical specialty
fragmented care. This presentation will describe Duke’s
pharmacists within clinics through revenue generated in an
multidisciplinary Complex Care Service, which provides an
owned retail pharmacy.
improved care model at a reduced cost for health care systems.
Heather McLean, David Ming, Jennifer Williams-Salifou
Erin Hendrick
Emory University Hospital Midtown
Duke University Medical Center
THURSDAY, OCTOBER 1
T35
Stay on Track: Optimizing Dashboards
and Scorecards for Health Care Analytics
2:30 pm–3:00 pm
Dashboards and scorecards ensure that leadership receives
the right information at the right time in the right format,
T41
displaying critical performance information that allows
The Power of Hyperspecialization in Denial Management
stakeholders to monitor results. Learn how Lifespan lever-
The Emory Clinic has incorporated management
aged the power of UHC and other data sources to focus on
engineering techniques like Six Sigma to streamline its
what is important and accelerate the pace of improvement.
denial management processes. Learn how Emory’s strategic
Nidia Williams, Ian Clark
and innovative denial management design has created a
Lifespan
hyperspecialized environment for staff who work a specific
denial group, increasing their productivity and quality while
working denied claims.
Adam Gobin
Emory Healthcare
Denotes presentations considered to be especially innovative.
9
T42
T45
Strategies to Reduce the Use of Sitters
on an Acute Care Pediatric Unit
RAM Care One Year Later: Sustaining Outcomes
An acute care pediatric unit with an average annual sitter cost
appropriate, and measurable—journey to reduce unwanted
of approximately $400,000 implemented strategies to reduce
variation in clinical practice. The program started in 2011 and
the cost and use of sitters while maintaining patient safety.
currently boasts 14 clinical condition teams. This presenta-
This cost reduction was sustained over three years.
tion will describe the results of several projects that have
Michelle Tolentino, Vangie Urbano
demonstrated sustained improvements in outcomes metrics.
Ronald Reagan UCLA Medical Center
Paula Spencer
Chai-Chih Huang
VCU Medical Center
VCU Medical Center continues on its RAM Care—reliable,
UCLA Health
T46
T43
Value-Based Management Initiative
Collaboration Between Clinicians and
Supply Chain: A Case Study in Value Analysis
NYULMC’s Value-Based Management initiative has improved
Improving quality and reducing costs are not mutually
patient outcomes and reduced costs. Through various
exclusive. Cost reductions are easily quantified, but quality
initiatives the organization has been able to reduce waste,
improvements must often be qualified and can be subject
improve length of stay, and decrease unnecessary tests, all
to “soft dollar” savings. Project examples will include the
while improving patient quality and outcomes. Focusing on
win-win of true collaboration between clinicians and supply
clinical, operational, and corporate service initiatives enabled
chain—the daily dance of value analysis.
NYULMC to reduce its spend dramatically.
Steven Chatfield, Bob Press
James Russell
UF Health Jacksonville
NYU Langone Medical Center
T47
T44
Advancing Patient-Centered Care
Through the Implementation of the
Lean Performance Improvement Model
Impact of Pharmaceutical Postdischarge Follow-up
on the Prevention of Medication-Related Readmissions
UAN: 0022-9999-15-086-L05-P
This session will highlight Cedars-Sinai’s postdischarge
Conversation about Lean raises many fears of damage to
medication reconciliation program tools, methodology,
existing patient-centered cultures, layoffs, or yet another set
and results. Patients receive a postdischarge follow-up
of tools. This presentation will demonstrate how the Lean
call, which includes medication reconciliation and patient
performance improvement model, fully championed by
education, within three business days of discharge to identify
senior leadership and effectively deployed, can elevate an
life-threatening or significant medication-related issues.
organization’s culture to even higher levels of engagement,
Key findings and benefits include readmission avoidance,
action, and patient centeredness.
enhanced care coordination, and increased patient safety
Bob Page, Tammy Peterman
during care transition.
The University of Kansas Hospital
Carey Li
Cedars-Sinai Health System
Rachel Mashburn
Cedars-Sinai Medical Network
Rita Shane
Cedars-Sinai Medical Center
10
Denotes presentations considered to be especially innovative.
THURSDAY, OCTOBER 1
3:15 pm–3:45 pm
T54
An Innovative Quality Incentive Program: Engaging
Physicians on Hospital Quality and Safety Initiatives
Persuading independent, high-performing, busy physicians
T51
from different specialties to collaborate on important
Patient Care Connect: Novel Lay Navigation
Model Improves Quality and Reduces Cost
quality and safety initiatives in a way that matters to them
Reducing cost and improving quality is the focus of UAB’s
General Physicians Organization’s Quality Incentive Program,
special lay navigation program, Patient Care Connect. Twelve
created to translate important hospital quality and safety
navigation teams serve 20,000 patients in a five-state region
initiatives into tangible actions for physicians.
and have been successful at (1) reducing unnecessary ER and
Sarah Lenz
inpatient utilization, (2) increasing patient satisfaction, and
Massachusetts General Hospital
is challenging. This session will highlight the Massachusetts
(3) promoting advanced care planning.
Warren Smedley
T55
University of Alabama at Birmingham
Implementation of the “Stop Sepsis” Program: More
Than Just an Intervention to Decrease Sepsis Mortality
T52
The “Stop Sepsis” program has decreased sepsis mortality
Creating a New Care Delivery Model to Manage LongTerm Patients More Effectively in the Acute Care Setting
through early identification and management of patients with
In an attempt to decrease costs and provide more effective
have been leveraged to identify decompensating patients who
direct care to meet the actual needs of long-term patients in
are in need of care escalation but may not be treated through
the acute care setting, Harborview Medical Center created a
the “Stop Sepsis” pathway.
Transitional Care Unit and developed a unique care delivery
Rebecca Anderson, Allison Glasser, Charles Powell,
model that used different staffing ratios.
Hajere Gatollari, Vicki LoPachin
Nate Rozeboom
Harborview Medical Center
T53
Hospital-Based Palliative Care: Use of Data
and Analytics to Identify Patients, Estimate
Cost Savings, and Justify Expansion
UAN: 0022-9999-15-094-L04-P
In 2014, Greenville Health System initiated a Palliative Care
Program for patients in four intensive care units and an
oncology unit. Knowing that the program would need to
deliver cost savings, Greenville adapted analytic tools from
the online course “The Business Case for Palliative Care” to
estimate cost savings and justify program expansion.
Dawn Blackhurst, Parampal Bhullar, John Morris
sepsis. Early identification alerts for patients at risk of sepsis
The Mount Sinai Hospital
T56
Yes, We Kanban Improve Supply
Efficiency for Clinical Staff!
Clinical supply chain efficiency at the point of care is critical
for patient care and is highly valued by both physicians and
nurses. The University of Virginia Health System piloted
decentralized supply storage in unit alcoves with daily stocking
using a simple, direct Kanban trigger method and realized
efficiencies, cost savings, supply conservation, and staff and
physician satisfaction. This presentation will describe the pilot
and the results of expanding to 14 adult acute care units.
Holly Hintz, Susan Prather, Jonathan Kaufman
University of Virginia Health System
Greenville Health System
Denotes presentations considered to be especially innovative.
11
T57
T63
An Interdisciplinary Journey to Improve
Safety in Oral Chemotherapy Management
UAN: 0022-9999-15-087-L05-P
AIM for Hospice: Advanced Illness Management
of Patients in the Emergency Department
The use of oral chemotherapy continues to change the delivery
every day without ever having had a discussion with their health
of cancer care across the United States. While the use of these
care provider regarding their goals of care (GOCs) and advance
oral agents offers advantages, it also introduces challenges
directives. An interdisciplinary team developed and implemented
with regard to safe management and follow-up of patients
a process for identifying patients with advanced illness and
across the continuum of care.
initiating GOC conversations in the emergency department.
Jessica Fischer, Jason Bergsbaken
Leslie Lindenbaum, Tara Liberman, Nancy Kwon
University of Wisconsin Hospital and Clinics
LIJMC
Patients with advanced illness visit emergency departments
Daniel Mulkerin
UW Health Carbone Cancer Center
T64
Improving Access to Care and Physician Engagement
THURSDAY, OCTOBER 1
4:00 pm–4:30 pm
Through Implementation of a Transformation Office
at an Academic Medical Center
The Medical College of Wisconsin developed a physician-led
Transformation Office to work with dyad leaders to help them
achieve strategic goals—namely improving access to care
T61
Optimizing the Care Team to Improve Population Health
Part of the UW Medicine Accountable Care Network, the UW
Neighborhood Clinics achieved significant improvements in the
rate of breast and cervical cancer screening and pneumococcal
and increasing new patients. Skills taught were continuous
improvement and change management thinking, the value of
transparency, and inserting accountability systems.
M. Chris Decker
Froedtert and the Medical College of Wisconsin
vaccinations by engaging the full care team and redesigning
workflows and roles to optimize each patient visit.
T65
Louise Simpson, Sarah Standley, Hanh Pan
Value-Based Approach to Induction of Labor
UW Neighborhood Clinics
Induction of labor increases costs and may increase morbidity,
particularly when the mother’s cervix is unfavorable. The
T62
Building an Inpatient Advanced Practice Nursing
Service: Keys to Success and Sustainability
Changes in the health care delivery climate influenced one
academic medical center to build, develop, and implement
an inpatient advanced practice nursing service that serves
Cleveland Clinic developed a guide, tools in the electronic
medical record, and a review process to optimize induction of
labor, resulting in 400 fewer inductions of labor per year and
reducing health care costs by $1.2 million to $2.0 million.
Sharon Sutherland
Cleveland Clinic
all observation-status patients across the organization.
Successes of this care delivery model were seen in high
patient satisfaction, decreased readmission rates, and low
length of stay.
Emily Lowder, Joseph Giannini
University of Chicago Medicine
12
Denotes presentations considered to be especially innovative.
T66
T72
Blood Product Procurement Strategies
product expenditure of $10 million. The team charged with
Designing and Implementing a Continuous
Improvement Model in Primary Care
UAN: 0022-9999-15-095-L04-P
the task used price benchmarks and contracting strategies to
Stanford Health Care has implemented a continuous
achieve substantial price savings.
improvement model in its primary care clinics in which
William Martin
staff members submit and resolve problems. The presenters
Beaumont Health
will discuss the development of the model and walk through
Beaumont Health had a goal to reduce its annual blood
a case study in which e-prescriptions were heavily reduced
T67
by a multidisciplinary team of clinical and nonclinical staff.
Pharmacy M&M Series–Driven
Electronic Error Detection and Tracking
UAN: 0022-9999-15-088-L05-P
Jose Gutierrez, David Rebhan
The University of Toledo developed a process for data-mining
T73
the electronic medical record to proactively identify medication
It’s All About the Patient! Improving Access to Care
errors and near misses. Aggregating and reporting this data
Inefficient throughput leads to not only fewer patients
in the Patient Safety Net led to grassroots multidisciplinary
getting the care they need but also lost revenue, and it is
initiatives to systematically identify and implement measures
a disservice to the community served. This presentation will
to eliminate the specific error.
provide examples of initiatives that have been implemented
Russell Smith
to improve patient throughput, while also decreasing length
University of Toledo Medical Center
of stay and improving patient satisfaction.
Stanford Health Care
Judie Boehmer
THURSDAY, OCTOBER 1
4:45 pm–5:15 pm
University of California Davis Medical Center
T74
MyChart Bedside: Technology
Enhancing Patient Engagement
T71
The Ohio State University Wexner Medical Center is the first
Improve ED Throughput: Using
Six Sigma to Address Patient Flow
in the world to deploy MyChart Bedside (MCB) technology
throughout a hospital. MCB is a tablet-based application giving
Learn how Lifespan/Newport Hospital successfully reduced
admitted patients and families access to significant portions
wait time in its emergency department for admitted patients.
of their inpatient electronic medical record. The technology
Led by Six Sigma Green Belts, the interdisciplinary team
profoundly enhances patient engagement and strengthens the
used process and data analysis to reduce non–value-added
clinician-patient relationship.
steps and inefficiencies, achieving improved flow and a 36%
reduction in wait time within five months.
Lisa Hodge, Stephanie Furniss, Amy Helder
The Ohio State University Wexner Medical Center
Mary Shotwell
Lifespan
Regina Dublin
Lifespan/Newport Hospital
Denotes presentations considered to be especially innovative.
13
T75
FRIDAY, OCTOBER 2
Implementation of the STAT Acuity RN: Innovation
of a Nursing Role to Identify and Address Insults
to Patient Safety and Throughput in Real Time
9:45 am–10:15 am
The presenters will describe this innovative role and review
results of a staff survey on the impact of the role and data on
the reduction of code blue and rapid response team rates.
They will also describe throughput initiatives that have
been implemented and the outcomes achieved as a result
of these interventions.
Jacob Orin
Rush University Medical Center
F11
Sometimes the Best Medicine Is Choosing What Not to Do
At the University of Vermont Medical Center, a quality
improvement process has been implemented to engage teams
in a bottom-up approach to support the notion of choosing
wisely. Bedside care prompts questions, which become ideas,
which foster projects that change systems and culture and
remove the unnecessary from patient care.
T76
Pamela Stevens
Cardiothoracic Surgery Blood Utilization
Optimization: A Case Study in Clinical Redesign
University of Vermont Medical Center
A physician-led and data-driven clinical redesign team at YaleNew Haven Hospital applied a broad intervention and reduced
blood product utilization in cardiothoracic surgery by an
average of 82%. Reductions in adverse events and improved
cost per case were seen for the affected patient population.
Abeel Mangi, Ala Haddadin
Yale School of Medicine
F12
Capturing the Signal in the Noise: An Innovative Approach
to Advanced Practice Provider OPPE Reporting
Advanced practice provider (APP) clinical activity has been
underreported in traditional Ongoing Professional Practice
Evaluation (OPPE) reports. The presenters will describe a
redesign of how APP activity is measured, using an innovative
combination of billing and electronic health record data to
T77
Show Me the Money: Optimizing the Outpatient
Pharmacy Reimbursement Process
UAN: 0022-9999-15-089-L04-P
This presentation will describe an implementation strategy
for a pharmacy-managed accounts receivable team within
an academic medical center. Discussion will include
experiences with system implementation, metrics for
dashboard development, and ways to ensure alignment
with organizational policies.
Carrie Boeckelman, Joe Cesarz
UW Hospital and Clinics
accurately report APPs’ clinical work for OPPE reports.
Gregory Stadter, Jamie Silkey, Cheryl Grandlich
Medical College of Wisconsin
Siddhartha Singh
Froedtert & Medical College of Wisconsin
F13
From Volume to Value: Building the Infrastructure and
Alignment to Support the Move Toward Value-Based
Purchasing
As health care moves toward value-based purchasing and
greater transparency, organizations must create systems
that enable them to meet the demands of consumers and
payers. UAB Medicine has aligned its clinical, financial, and
operational infrastructures and developed programs to drive
performance improvement aimed at creating value.
Loring Rue, Ben Taylor
UAB Medicine
Mary Beth Briscoe, Lee Hammonds
UAB Hospital
14
Denotes presentations considered to be especially innovative.
F14
F17
Population Health: Meeting the Objectives of the
Triple Aim and Strategic Alignment Through an
Ambulatory Performance Improvement Platform
Pharmacy Practice Model Transformation
From Medication Focus to Patient Centered
UAN: 0022-9999-15-090-L04-P
Temple University Health System achieved $1,500,000 in pay-
Pharmacy practice models have been discussed, but patient
for-performance (P4P) incentives through aligned strategies
outcomes have not been reported. This report will describe
involving Temple-employed physician practices and the
deployment of a model with improved patient outcomes,
patient-centered medical home model. P4P was achieved
including increase in pharmaceutical care interventions,
using structured quality management and care management
reduced 30-day readmissions, improved HCAHPS scores,
strategies. Early success led to the development of a long-term
and reduction in drug expense. This practice model is
ambulatory performance improvement platform.
innovative and enhances patient outcomes.
Steven Carson
Gene Gibson, Richard Demers
Temple University Hospital
Hospital of the University of Pennsylvania
Debra Bernstein
Temple Physicians, Inc.
Susan Freeman
FRIDAY, OCTOBER 2
Temple Center for Population Health
10:30 am–11:00 am
F15
Creating a Novel Safety Rotation for Physicians
in Training: A “Stone Soup” Safety Story
F21
a stone in a pot and convinced locals to each part with a few
Solving the Value Equation: Assessing Surgeon
Performance Using Risk-Adjusted Cost-Effectiveness
Planes and Surgical Outcomes
vegetables to make a nourishing soup. Our story is about
Emory University created new visualizations of the relative
pooling our resources to create a safety rotation that may
value surgeons provide to patients. Rather than compare
nourish a lifetime of practice.
multiple surgeons on one cost-effectiveness plane, the
“Stone Soup” is the story of a hungry stranger who boiled
Viktoria Kron
University of Iowa Hospitals and Clinics
organization created planes per surgeon and evaluated each
surgeon by the value provided to patients (low postoperative
complications, low cost) given their patients’ expected visit
F16
costs and risk-adjusted morbidity.
Implementation of a Unit Supply Technician Concierge
Program to Improve Customer Service
William Knechtle, Sebastian Perez, John Sweeney
Emory University School of Medicine
Poor inventory management wastes valuable resources.
The Unit Supply Tech Concierge Program collaborates with
F22
department managers to reduce supply expenses, increase
processes and expectations to ensure that the customer
Eliminating IV Acetaminophen: University
of Colorado Health’s $1.2 Million Story
UAN: 0022-9999-15-093-L01-P
has the right product in the right place at the right time.
Unjustified, excessive drug price increases have been
Patrick Ramos, James May
common the past few years. When reasonable therapeutic
Harborview Medical Center
alternatives exist, unjustified, excessive price increases should
Melita D’Anna
not be tolerated. The presenters will describe in detail, from
UW Medicine
a pharmacist and physician perspective, how the University
awareness of supply costs and utilization, and standardize
of Colorado successfully removed intravenous acetaminophen
from all of its hospitals.
Nancy Stolpman, Greg Stiegmann, Clark Lyda
University of Colorado Hospital
Denotes presentations considered to be especially innovative.
15
F23
F26
Why Are Patients Still Dying? Failure
to Detect Acute Physiologic Deterioration
Maximizing the Benefits of the UHC Supply Cost and
Quality Analytics Tool
Through mortality reviews, Mayo Clinic found that the number
Hospitals need to control their costs. UHC’s Supply Cost and
one cause of preventable death at the organization is the
Quality Tool produces comparative reports from data from
failure of providers to recognize and rescue patients from acute
SpendLINK®, the UHC Clinical Data Base, and the hospital.
physiologic deterioration. The presenters will explain their
Previously, assimilation of data was manual. Denver Health
failure modes and effect analysis results, including the top 10
and UHC created a methodology to automate the data feed,
failure modes of the 33 identified. Results differ by hospital.
which is transferable to others.
Jeanne Huddleston, Lynn Loynes, Yue Dong
Phil Pettigrew, Keith Thompson
Mayo Clinic
Denver Health and Hospital Authority
F24
F27
Innovative Value Analysis of 550 Diabetic
Improving the Quality and Safety of
Patients Using Time-Driven, Activity-Based
Costing (TDABC) for Population Health
Management of a Chronic Illness Over 18 Years
Medication Use Across Health Care Settings
UAN: 0022-9999-15-091-L04-P
Diabetes accounts for very high costs in the current health
inadequate in 50% to 70% of cases. As a result, readmissions
care environment. MUSC employed TDABC as a more accurate
are high (15% to 20% at 30 days for patients with acute coro-
cost accounting methodology for the continuum of the health
nary syndrome or heart failure), and costs to health systems
care process in a defined chronic illness managed for 18 years.
are high ($32 billion per year). One innovative solution to close
This unique analysis gave the organization an advantage
the gap is the Digital Drag and Drop Pillbox (D3 Pillbox).
in bundled payment contracting associated with a diabetic
Bradi Granger
patient population.
Duke University Hospital
“Readiness” for discharge (e.g., medication discrepancies) is
Bart Sachs, Meredith Alger, Deborah Bowlby
Medical University of South Carolina
FRIDAY, OCTOBER 2
F25
11:15 am–11:45 am
Developing a System-Level Measurement Infrastructure
to Drive Clinician-Guided Value-Based Redesign
Quality improvement projects are often hampered by
F31
incomplete data used to track the specific care processes
being redesigned. Within an integrated AMC, the presenters
Transforming Patient Value at an
Urban Academic Medical Center
developed an analytics platform and approach that automated
Patient value (V) is enhanced when quality (Q) is increased and
the collection of clinical data to custom measure these
cost (C) is diminished (V = Q/C). Calculating patient value has
processes based on clinician guidance for over 100 distinct
been inhibited by a lack of risk-adjusted cost data. Using UHC
quality improvement projects.
data, a formula was devised to measure patient value, which
Robin Clarke
improved threefold at an urban academic medical center.
UCLA Faculty Practice Group
Henry Pitt, Ella Tsypenyuk
Temple University Health System
16
Denotes presentations considered to be especially innovative.
F32
F35
Creating Accountability: Implementing a Formal
Management System
Eliminating End-of-Life Harm
Utilizing its management system, Vidant Medical Center
at the end of life, Cedars-Sinai used a multifaceted model
created a successful partnership with supply chain
to engage various stakeholders to create a definition for
management to achieve a goal of $36 million in identified
end-of-life harm, to develop readily measurable metrics,
supply cost savings. The presenters will share how the
and to implement interventions to improve end-of-life
team designed and implemented the management system
care by preventing harm.
to achieve these results and increase accountability and
Sarah Meshkat, Edward Seferian
disciplined execution of initiatives.
Cedars-Sinai Health System
With goals to define, measure, and eliminate patient harm
Neil Patel, William Floyd
Vidant Medical Center
F36
F33
Value-Based Selection: Ensuring
Quality, Safety, and Satisfaction
Exploring Value-Based Care
Measurement Across Service Lines
New product acquisition is increasingly challenging in
The University of Kentucky prospectively defined key metrics
reimbursement, and an increase in the number of new
of value for service-specific patients in the domains of quality,
and expensive technologies. The presenters will describe
safety, and service and retrospectively measured those metrics
a new process, value-based selection, that offers a
across three disease states. ”Perfect care” was defined as
standardized and transparent approach to improving
meeting all of the metrics. The team then measured the direct
value and decreasing variation.
cost of care for each patient.
Paul Maggio
Michael Dobbs, Sarah Heck
Stanford University
University of Kentucky
Jeremiah Todd, John Cunningham
Bernard Boulanger
Stanford Health Care
the setting of rising health care costs, decreasing hospital
University of Kentucky Healthcare
F37
The UVM Medical Center has adopted an organizational
Physician-Pharmacy Partnership to Drive Medication
Governance, Formulary, and Practice Integration
UAN: 0022-9999-15-092-L04-P
goal to move toward accountable care and population
The increased rate of consolidation occurring in the health
health management by innovating its primary care delivery
care market has made physician-hospital partnerships and
model. This is accomplished through creation of an ideal
health system integration priorities for many organizations.
primary care encounter, which was used as the basis for
This session will describe a strategic approach to a physician-
redesign of the operational system, staffing model, care
pharmacy partnership that successfully drove medication
teams, and clinical pathways.
governance, formulary, and practice integration across a
Dawn Godaire, Alicia Jacobs, Lisa Goodrich
health system.
University of Vermont Medical Center
Jordan Dow, Siddhartha Singh
F34
Comprehensive Primary Care Delivery Redesign
Froedtert & Medical College of Wisconsin
Denotes presentations considered to be especially innovative.
17