Upload
vuthuy
View
214
Download
0
Embed Size (px)
Citation preview
Lee Memorial Health System Board of Directors
Educational Workshop Thursday, August 29, 2013
1:00 p.m.
BOARD OF DIRECTORS
OFFICE 239-343-1500
FAX: 239-343-1599
13685 DOCTORS WAY #190 FT MYERS, FLORIDA 33912
CAPE CORAL HOSPITAL
GULF COAST MEDICAL CENTER
HEALTHPARK MEDICAL CENTER
LEE MEMORIAL HOSPITAL
THE CHILDREN’S HOSPITAL
THE REHABILITATION HOSPITAL
LEE PHYSICIAN GROUP
LEE CONVENIENT CARE
BOARD OF DIRECTORS
DISTRICT ONE
Stephen R. Brown, M.D.
Marilyn Stout
DISTRICT TWO
Richard B. Akin
Nancy M. McGovern, RN, MSM
DISTRICT THREE
Sanford N. Cohen, M.D.
David Collins
DISTRICT FOUR
Diane Champion
Chris Hansen
DISTRICT FIVE
Jessica Carter
Stephanie Meyer, BSN, RN
AGENDA
BOARD EDUCATIONAL WORKSHOP
August 29, 2013 1:00 p.m.
Gulf Coast Medical Center – Boardroom (Medical Office Building) 13685 Doctors Way, Ft. Myers, FL 33912
082913 BOARD EDUCATIONAL WORKSHOP\AGENDA(TENTATIVE).doc
1. CALL TO ORDER (Richard Akin, Board Chairman)
2. TIME TOPIC WHO 1:00 PM �1:10 PM
Opening Comments Jim Nathan
1:10 PM �1:25 PM
Introduction to Strategic Plan Kevin Newingham
1:25 PM �1:50 PM
Service, Safety & Quality Chuck Krivenko, MD
1:50 PM �2:15 PM
Clinical Integration Larry Antonucci, MD
2:15 PM �2:40 PM
Aligned Multispecialty Group Scott Nygaard, MD
2:40 PM �3:05 PM
Workforce Jon Cecil Scott Nygaard, MD
3:05 PM �3:30 PM
Financial Viability Mike German
3:30 PM �3:40 PM
Closing Comments Jim Nathan
3. Date of the next Regular LEE MEMORIAL HEALTH SYSTEM BOARD OF DIRECTORS MEETINGS: Thursday, September 26, 2013- 1:00 p.m. FINANCE BOARD & FULL BOARD OF DIRECTORS Gulf Coast Medical Center Medical Office Building, 13685 Doctors Way, Fort Myers, FL 33912
4. ADJOURN (Richard Akin, Board Chairman)
5 Strategic Initiatives
Service, Safety & Quality
Clinical Integration
Aligned Multispecialty
Group
WorkforceFinancial Viability
Who We AreCaring People, Caring for People
MissionOur mission is to continue to meet the health
care needs and improve the health status of the people of Southwest Florida
VisionOur vision is to become the best patient‐ and family‐centered health care system by working collaboratively to deliver excellence in quality,
safety, efficiency and compassion.
Our View of the Future
Integrated Healthcare for Population Health Management
Seamless Care System across entire Continuum of Care
Maximized information technology with widely accessible electronic health records
Major shift to Value Based Payments
Do More with Fewer Resources
Tremendous Uncertainty and Unprecedented Intensity with the Pace of Change within Healthcare Landscape
Where We are Going:
5 Strategic InitiativesService, Safety
& QualityDeliver safe, highly reliable and exceptional patient centered care
Clinical Integration
Continue development of a clinically and technologically integrated provider network
FinancialViability Assure on‐going financial viability of LMHS
Aligned Multispecialty
Group
Develop a culturally and strategically aligned multispecialty group
Workforce Ensure an optimal supply of quality physicians and workforce
Integrated Healthcare for Population Health ManagementSeamless Care System across entire Continuum of CareMaximized information technology with widely accessible electronic health recordsMajor shift to Value Based Payments
Do More with Fewer Resources
Tremendous Uncertainty and Unprecedented Intensity with the Pace of Change within Healthcare Landscape
View of the Future & Strategic InitiativesService, Safety & Quality
Clinical Integration
Aligned Multispecialty
GroupWorkforce Financial
Viability
Service, Safety & Quality
Clinical Integration
Aligned Multispecialty
GroupWorkforce Financial
Viability
Service, Safety & Quality
Clinical Integration
Aligned Multispecialty
GroupWorkforce Financial
Viability
Service, Safety & Quality
Clinical Integration
Aligned Multispecialty
GroupWorkforce Financial
Viability
Service, Safety & Quality
Clinical Integration
Aligned Multispecialty
GroupWorkforce Financial
Viability
Service, Safety & Quality
Clinical Integration
Aligned Multispecialty
GroupWorkforce Financial
Viability
Strategic Initiative:
Patient Safety is our Number 1 Core Value.
Patient outcomes are directly affected by Service, Safety, and Quality.
We will have a culture of performance excellence and accountability. We are committed to perform in the top decile of CMS measures.
Case for Action:
National Integrated Accreditation for Healthcare Organizations (NIAHO)and ISO 9001
Quality Management System
CMS AccreditationNIAHO Accreditation
Consistent with CMS Conditions of ParticipationHospital Patient Care Processes and Supporting Operations
ISO 9001 Quality Management System
LMHS Quality Recognition
How We Achieve: Service, Safety & Quality
Improve Patient Experience
Improve Compliance
with Standardized Protocols and Pathways
Enhance Hospitalist Services
Align Medical Director
Payments and Hospital‐Based
Subsidies
What we are doing: Service, Safety & Quality
Improve Patient Experience
Layer Patient Experience on the Safety Cultural Transformation
Educate the Organization on Tools and Behaviors using facilitated instruction
Initiate "Top Two" Identification for all units for rapid improvement; assist poor performing units to improve
Develop a "Voice of the Patient" communication plan
Develop a Service Recovery Process and empower employees to act
Enhance employee selection process to incorporate patient service values
Redesign orientation related to a culture of patient service and safety
What we are doing: Service, Safety & Quality
Improve Compliance
with Standardized Protocols and Pathways
Evaluate sources of evidence‐based practice and continue to upgrade ordersets with new knowledge
Identify and implement clinical projects to standardize care
Standardize high risk medication administration
Standardize high risk clinical work processes
Assure compliance with Core Measures
Strategic Initiative:
Right care at the right place at the right time. Healthcare is no longer episodic care for the
sick. It is comprehensive education, prevention, intervention, and rehabilitation, and then again re‐education cycle.
Value based reimbursement demands seamless interactions between caregivers.
As they move from one provider to another, patients expect seamless interactions and transitions by their caregivers.
Case for Action:
How We Achieve: Clinical Integration
Develop comprehensive managed care
strategy
Implement comprehensive Electronic Health Record and other
required/ supporting technologies
Develop disease
management programs
Pursue Federally Qualified
Health Center Look Alike Designation
Develop Continuum of
Care
Finalize and implement
master facility plan
What we are doing: Clinical Integration
Develop comprehensive managed care
strategy
Continue to work with payer community on products that support improving healthcare delivery systems
and reward performance and value
Evaluate opportunities to improve care delivery within LMHS self insured population
Create a network of physician, hospital, & ancillary healthcare providers who will be accountable for outcomes, safety, patient satisfaction and cost
effectiveness for the members it serves
Establish quality metrics to reward high performance within LMHS health plan
What we are doing: Clinical Integration
Implement comprehensive Electronic Health Record and other
required/ supporting technologies
Implement Epic in all LMHS Specialist Offices, Home Health, Long‐term Care
Implement Epic MyChart for Patients ‐ hospital departments, home health, etc.
Implement CareEverywhere to other Epic Providers around the state/country
Implement Epic Electronic Health Records to non‐Epic connectivity using Nationwide Health Information Network Direct, Continuity of Care Document
electronic standard ‐ Care AnywhereImplement Fuji Picture Archiving and Communication System at all campuses, including remote access of
imagesImplement replacement of Heartlab with Enterprise Cardiology Picture Archiving and Communication
System to include remote access of cardiology images
What we are doing: Clinical Integration
Develop Continuum of
Care
Consolidate Enterprise Care Continuum Management Functions
Establish Organizational Structure to Support Implementation
Strengthen LPG as Fulcrum in Care Management; Establish Affiliated Physician Provider Network
Expand LMHS Post Acute Services and Build Network Capacity to Support Patient Progression
Expand Service Line Planning and Programs Across Care Continuum to Target Seniors
Expand & Formalize Community Outreach and Partnerships for Long‐Term Medical & Supportive
Services (LTSS)
Strategic Initiative:
Only health systems that are tightly aligned with a critical mass of physicians will be able to organize their delivery systems to meet the demands for quality and efficiency.
Health systems are increasingly being held financially accountable on criteria that are clinical in nature and only very loosely under a executive team’s control (bundled payments, readmission penalties).
Reward all physicians who not only deliver exceptional patient care but also serve the health system as well.
Case for Action:
Building an Employed Physician Group
Grow the ScaleOrganize into Cohesive enterprise through governance, operating expectations, and financial rewards
Connectivity and communication across the group to better manage patients and population health
Aggregate Assimilate Integrate
How We Achieve: Aligned Multispecialty Group
Become the Go To Group
Optimize Practice
Operations
Expand Number of Primary Care Physicians
Promote Referrals within
the Health System
What we are doing: Aligned Multispecialty Group
Become the Go To Group
Transition to new patient satisfaction survey; establish patient experience targets based on benchmark data
Implement advanced patient access program for all primary care locations
Adopt MyChart by actively promoting to patients
Expand Call Center and focus on performance improvement
What we are doing: Aligned Multispecialty Group
Expand Number of Primary Care Physicians
Finalize 5‐year physician growth plan
Review and update selection, orientation and retention process for providers
Develop and finalize facility, infrastructure and staffing plan to support future growth
Develop and implement a comprehensive marketing plan that secures a strong LPG brand while increasing
volumes
Strategic Initiative:
Sustaining a positive culture will create workforce environment that attracts and retains talented physicians, providers, and administrators.
An engaged workforce will lead to innovative solutions to complex problems.
We will invest in our workforce to fulfill professional potential.
We are only as good as our employees.
Case for Action:
How We Achieve: Workforce
Ensure high performing culture
Develop a graduate medical education program
Develop physician leaders
Grow and develop current
and future workforce
Enhance leadership capabilities
What we are doing: Workforce
Ensure high performing culture
Enhance employee engagement
Develop pay for performance for staff
Enhance attracting and recruiting strategies
Enhance recognition and rewards programs
Promote healthy workforce
Promote diversity and inclusion
What we are doing: Workforce
Enhance leadership capabilities
Develop current leaders
Develop future leaders
Physician Need
0
5
10
15
20
25
30
Pediactrics‐Gen
eral
Family M
edicine
Hematology/Oncology
Urology
Ortho
pedic Surgery
Internal M
edicine
OB/GYN
Pediactrics‐Specialty
Gen
eral Surgery
Neu
rology
Cardiology Interven
tional
Otolaryngology
Oncology Surgery
Cardio/Tho
racic Surgery
Cardiology ‐ Med
ical
Gastroe
nterology
Colon & Rectal Surgery
Pulm
onary
Rheu
matology
Urgen
t Care
Vascular Surgery
Nep
hrology
Infectious Dise
ase
Psychiatry
Neu
rosurgery
Oph
thalmology
Allergy & Im
mun
ology
Endo
crinology
Cardiology ‐ Electrop
hysio
logy
Plastic
Surgery
Derm
atology
Physical M
edicine & Reh
ab
Oral Surgery
Future Physician Need
Current Physician Need
Prim
ary Care
Prim
ary Care
Prim
ary Care
Prim
ary Care
Prim
ary Care
3d Health, Inc. Study 2011
What we are doing: Workforce
Develop a graduate medical education program
Develop a family medicine residency program in partnership with the Florida State College of Medicine
Form the residency leadership team (program director, faculty, coordinator) from a national pool
Develop the Family Medicine Center for an 18‐resident program
Seek initial accreditation from Accreditation Council for Graduate Medical Education (ACGME) and recruit
residents to begin in July 2014
Develop a Graduate Medical Education Committee and Academic Council to oversee all programs
Build relationships with LPG and other community physicians who will teach residents
Strategic Initiative:
Declining reimbursements demand improving efficiencies and controlling costs.
Payor Mix changes require astute focus on cost reduction and revenue enhancement.
Improved profitability needed to fund our capital requirements and new program development.
FinancialViability Assure on‐going financial viability of LMHS
Case for Action:
How We Achieve: Financial Viability
Enhance outpatient
market position
Rapid standardization across health
system
Develop solutions to maximize growth,
efficiency and capacity
What we are doing: Financial Viability
Enhance outpatient
market position
Assess Market Opportunities
Implement Outpatient Growth Initiatives
Joint Ventures, Partnership, and/or Acquisition Opportunities
Increase Market Share
What we are doing: Financial Viability
Rapid standardization across health
system
Develop Value Stream Maps for acute and surgical patient flow
Improvement areas identified as system rapid improvement or “kaizen” opportunities
Resources from Lean Transformation Office partnered with operational leaders as lean facilitators
Internal Job Instruction and Job Relations training developed to teach foundation of standard work as
means to reduce unintended variationLean leadership competencies implemented through integration with annual learning and Organizational
Development plan
Implement Visual Management Metrics with Clinical Operations Group to trend progress of process &
outcomes
Simplify and operationalize Length of Stay tools with IT and Clinical Operations (Crimson, Truven, VHA)
What we are doing: Financial Viability
Develop solutions to maximize growth,
efficiency and capacity
Identify Productivity Improvements and Expense Reductions
Low Income Clinics / Federally Qualified Health Center
Improve Clinical Documentation
Increase presence in South Lee County
Comprehensive Stroke Center
Ambulatory Pharmacy
ADJOURNMENT ___________________
L E E M E M O R I A L HEALTH SYSTEM BBBOOOAAARRRDDD OOOFFF DDDIIIRRREEECCCTTTOOORRRSSS
DATE OF THE NEXT REGULARLY SCHEDULED
MEETING:
FINANCE BOARD &
FULL BOARD OF DIRECTORS’ MEETINGS
Thursday, September 26, 2013
1:00pm
Gulf Coast Medical Center Boardroom 13685 Doctors Way, Ft. Myers, FL 33912