Recommendation For Critical Access Hospitals & Rural Health Clinics “Act as if HCAHP Is mandatory!” - Brian Lee, CSP Why? 64
What a great excuse to become great! 65
Recommendation Do a financial „dry run‟ and estimate the potential cost to your bottom line now 66
Understanding & Managing VBP 1. Calculate Medicare reimbursement related to Inpatient business 2. Enter HCAHPS scores as a percentile 3. Enter Benchmark group HCAHPS scores as a percentile • Attainment Thresholds calculated • HCAHPS „performance points‟ assigned • Cost of performance by HCAHPS dimension calculated • Due/Earned calculated 67
Recommendations Make HCAHPS improvement a top priority by setting goals to: • Goal #1 - Engage absolutely everyone. NOW! • Goal #2 – to be well above the national average in every domain by Oct. 1, 2011 • Goal #3 – to be in the top quartile by Oct. 1, 2012 68
My challenge to you- Make a commitment to be the BEST YOU CAN BE 69
What is the alternative to being the best you can be? It‟s being……. 70
ACME Hospital 71
72
Recommended Tool “E” Seminar PowerPoint P.S. Use a PowerPoint of this seminar to educate leaders not in attendance here today 73
Recommended Tool F Value Based Purchasing Risk Assessment Please Note your Evaluation Form 74
75
76
Breakthrough Recommendation #1: • Prepare an Economic Impact Statement, a cost/benefit analysis of becoming a Hospital of Choice 77
Making a Clinical Case for Improved Patient Satisfaction Payoffs for the Patient* (verified by 47 studies) ↑ Chronic Disease ↑ Physical Health Status Control ↓ Post-Surgery ↑ Clinical Quality Complications ↑ Compliance ↑ Post-Surgery Recovery Time ↓ Drug Complications ↓ Risk-Adjusted ↑ Emotional Health Mortality Status ↓ Unexpected Mortality ↑ Quality of Life ↑ Work Effectiveness ↑ Physical Functioning *Source – Press Ganey - The ROI of Satisfaction 78
79
Economic Impact of Improving Patient Satisfaction* Revenues go up Market share increases Customers sing our praises PERFORMANCE IMPROVES Profit Improves Processes improve Productivity improves Costs go down * Source Fred Lee 80
The Cost of Nurse Turnover Fact – The cost of replacing a valued nurse is 1.5 times their annual compensation 81
Estimated Annual Cost of Ex. Nurse Turnover Average Annual Nurse $42,316.80 Compensation Estimated Number of Nurses to x 5 be hired this year Gross Compensation of new hires $211,584.00 Replacement Cost x 1.5 Estimated Annual Nurse Turnover $317,376.00 Replacement Cost 82
6.A- Keep Your Nurses for Life Book • Please Note your Evaluation Form http://www.customlearning.com/HospitalofChoice 83
Making a Business Case for Becoming a Provider of Choice Earnings per Adjusted Patient Day +$58 -$55 84
Ex. Cost of Poor Patient Satisfaction Earning per adjusted patient day $113.00 Number of patient days (this fiscal x 17,828 year) Reduced cost / enhanced revenue $2,014,564.00 % change to move to top quartile: 100% Move Inpatient from 13 th %tile to 90 th %tile Total Reduced Cost/Enhanced $2,014,564.00 Revenue per year 3-year SEI Process x 3 Total Reduced Cost/Enhanced $6,043,692.00 Revenue for 3 years 85
Revenue Growth Related to Ex. Market Share Growth Current Market Share 42 Market Share Goal 46 Change in Market Share 4% Value of Growth in Market Share $600,000.00 86
Executive Summary – 3 Year Ex. Economic Impact Statement I Retention & Recruitment $ 2,337,159 II Staff Morale/Productivity $ 1,320,000 III Poor Patient Satisfaction $ 6,043,692 IV Market Growth Opportunity $ 600,000 GRAND TOTAL $10,300,851 ANALYSIS Assume only 50% $ 5,150,426 Assume only 20% $ 2,060,170 Assume only 5% $ 515,042 87
Ex. Cost Base Allowance Recovery CMS Medicare Total Income ($) Consulting fees allowable for Improving Patient & Employee Satisfaction Training, Implementation, and Consulting Fees – CMS (Cost Based Recoverable) = Actual Fees 88
Ex. Admit 1 more inpatient a day for 1 year at an average of $4,242 for a 3.8-day stay = $1,548,418 89
6.B - Economic Impact Statement Forms • Please Note your Evaluation http://www.customlearning.com/HospitalofChoice 90
Breakthrough Recommendation #2: Make a formal/Board commitment to become an Employer and Provider of Choice™ 91
Understanding the Value of a Satisfied Loyal Customer Adapted from: Jones, T, and Sasser, E. Why Satisfied Customers Defect. 92 Harvard Business Review, Nov. – Dec. 1995.
Breakthrough Recommendation # 3: Appoint a representative Service Excellence Council 93
7 A.- Service Excellence Council Charter Please Note your Evaluation http://www.customlearning.com/HospitalofChoice 94
Breakthrough Recommendation # 4: Focus on Culture Change 95
96
Culture: “An organization‟s way of life.” “The way we do things around here.” “Unwritten rules.” 97
Question: What unwritten rules does your organization have that are not good rules? 98
Examples of Unwritten Rules that are Not Good Rules • “I‟ll get the call light when I can.‟ • “Night shift can only call a doctor if the patient is coding.” • “That patient is a complainer” • Smokers get longer breaks” • “That‟s not my job.” • “That‟s just the way they are.” • “It‟s OK for physicians to be rude.” 99
“ Flavor of the month campaigns leave a bad taste and are such a waste!” Brian Lee CSP 100
Recommend
More recommend
